HomeMy WebLinkAbout2021-05-11; City Council; ; Fiscal Year 2021-22 Annual Action Plan for the City of Carlsbad’s Community Development Block Grant Program Meeting Date: May 11, 2021
To: Mayor and City Council
From: Scott Chadwick, City Manager
Staff Contact: Nancy Melander, Program Manager
nancy.melander@carlsbadca.gov, 760-434-2812
Subject: Fiscal Year 2021-22 Annual Action Plan for the City of Carlsbad’s
Community Development Block Grant Program
District: All
Recommended Action
That the City Council hold a public hearing and adopt a resolution to:
1. Approve the final fiscal year 2021-22 Annual Action Plan and the Community
Development Block Grant Advisory Committee funding recommendations
2. Authorize the submittal of the final FY 2021-22 Annual Action Plan to the Department of
Housing and Urban Development
Executive Summary
The primary objective of the Community Development Block Grant program is the development
of viable urban communities by providing improved living environments, economic opportunity
and decent housing. Grant funds are intended to serve principally people of low and moderate
income. The city’s draft fiscal year 2021-22 Annual Action Plan has been developed to meet the
requirements of the federal Community Development Block Grant program and covers the
period of July 1, 2021, to June 30, 2022 (Exhibit 1).
The plan provides the City of Carlsbad with the city’s annual entitlement amount of $527,154
and identifies goals, projects and funding amounts for the fiscal year. To assist in the planning
process, the Community Development Block Grant Advisory Committee was tasked to review
applications and make funding recommendations for the fiscal year 2021-22 entitlement
funding. The City Council must adopt the annual plan, which must be reviewed and approved
by the Department of Housing and Urban Development.
Discussion
Background
The FY 2021-22 Annual Action Plan represents the second year of the city’s five-year
consolidated plan, which assesses community development needs, identifies six priority goals
and outlines strategies to help the city meet those goals. The City Council approved these plan
priorities on Jan. 14, 2020:
• Priority 1: Increase and preserve affordable housing opportunities for low- and
moderate-income households
May 11, 2021 Item #6 Page 1 of 207
•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
Allocation and application
The City Council approved the FY 2021-22 Funding Plan on Feb. 23, 2021 and authorized the
distribution of a notice of funding availability, the first step in the development of the annual
action plan. The purpose of the funding plan is to confirm the consolidated plan priorities and
provide an estimated amount of funds available for the program year. At that time, the
estimated budget was $536,522 based on the city’s entitlement for the previous year. Since
then, staff has received notification from HUD that the city’s actual allocation amount for FY
2021-22 is $527,154.
Of the total allocation amount, the city is limited to spending a maximum of 15% of the grant
funds, for public service activities; up to 20%, for program operations, which includes fair
housing services; and the remaining funds for affordable housing, facility improvements and
other eligible activities. The following is a breakdown of the funding allocation:
Public services $79,073.00
Program operations and fair housing $105,430.00
Public facilities, affordable housing $342,651.00
FY 2021-22 ENTITLEMENT GRANT $527,154.00
Applications were completed and submitted in mid-March, with Community Development
Block Grant Advisory Committee interviews and deliberations completed on March 31, 2021.
Applicants were able to apply for public-service and facility improvement funds. The city
received 10 eligible applications from nonprofit organizations 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 and alignment to local
priorities. All applicants were given the opportunity to clarify aspects of their proposals through
the interview process.
Recommendations
With a focus on the two highest consolidated plan priorities, the advisory committee
recommended the following activities for funding in FY 2021-22:
Activity and recipients Recommended funding
Community Development Block Grant Program operations $58,943
Fair housing services 46,488
Brother Benno (prevent and reduce homelessness) 10,287
Catholic Charities Diocese of San Diego (prevent and reduce homelessness) 17,287
Interfaith Community Services (prevent and reduce homelessness) 41,211
WRC (prevent and reduce homelessness) 10,287
Affordable Housing Fund (increase and preserve affordable housing) 342,651
FISCAL YEAR 2020-21 ENTITLEMENT GRANT $527,154
May 11, 2021 Item #6 Page 2 of 207
The Boys and Girls Club, the Community Resource Center, Feeding the Soul (also known as the
Oceanside Kitchen Collaborative) and Voices for Children are not being recommended for
funding. The Advisory Committee did not select these public services because the committee
wanted to focus funds on activities that met the two highest priorities in the city, while at the
same time addressing an urgent need during this current pandemic. The two highest priorities,
adopted by the City Council on Jan. 14, 2020, are maintaining and preserving affordable
housing and preventing and reducing homelessness.
The committee’s recommendation includes Brother Benno and Interfaith Community Services
for funding to provide continued rental and utility assistance; WRC (formerly known as the
Women’s Resource Center) for funding to accommodate Carlsbad clients in the shelter with
food, hygiene products and wrap-around services, including case management, counseling and
emergency services; and Catholic Charities for funding to support their overall budget that
allows the shelter to further accommodate extended operational hours and the purchase of
food for residents at La Posada.
In the category for public facility improvements and affordable housing, the committee’s
recommendation is to fully fund the city’s Affordable Housing Fund at $342,650 for future
affordable housing opportunities. Casa de Amparo is not being recommended for funding this
year. The committee agreed that the funds would be more impactful in the affordable housing
activity. Finally, as noted in federal guidelines, a maximum of 20% of the funding not to exceed
$105,430 is recommended for Community Development Block Grant program operations,
which includes $46,488 for a contract with the Legal Aid Society of San Diego to assist residents
with fair housing services as required by HUD.
Options
Staff provides the following options for the City Council’s consideration:
1.Approve the advisory committee’s funding recommendation as presented.
Pros
•Allows for the timely submittal of the plan and receipt of funds by Sept. of 2021
Cons
•None identified
2.Revise the funding allocations to subrecipients. All organizations and funding requests
have met the requirements of the city’s Community Development Block Grant program.
If desired, the City Council may modify the advisory committee’s recommendations
within the program’s funding limits to provide more or less funding to various activities,
including funding for activities not recommended by the committee.
Pros
•Provides City Council an opportunity to provide further direction
Cons
•None identified
3.Do not approve the advisory committee’s funding recommendation. If the City Council
does not approve the funding allocations as presented or as modified, the city will not
be eligible to receive Community Development Block Grant funding for FY 2021-22.
Approval and submittal of the annual action plan is required for participation in the
program.
May 11, 2021 Item #6 Page 3 of 207
Pros
•None identified
Cons
•The city will not receive funding for the FY 2021-22 program year
•Creates a delay or disruption of services to residents due to lack of funding for
programs provided by subrecipients
Fiscal Analysis
The Community Development Block Grant Program is a fully funded federal program and there
is no fiscal impact on the city’s General Fund.
Next Steps
Once approved, staff will submit the Fiscal Year 2021-22 Annual Action Plan to HUD 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
To allow interested residents the opportunity to review and comment on the plan, the city
published a public notice in The San Diego Union-Tribune on April 14, 2021, informing residents
of the availability of the draft Fiscal Year 2021-22 Annual Action Plan for public review and
comment for a period from April 14, 2020, to April 28, 2020.
Exhibits
1.City Council resolution
2.Fiscal Year 2021-22 subrecipient funding applications
3.Community Development Block Grant Advisory Committee meeting minutes
(draft)
May 11, 2021 Item #6 Page 4 of 207
RESOLUTION NO. 2021-107
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE FISCAL YEAR 2021-22 ANNUAL ACTION PLAN,
CDBG ADVISORY COMMITTEE FUNDING RECOMMENDATIONS, AND
AUTHORIZING THE SUBMITTAL OF THE FISCAL YEAR 2021-22 ANNUAL
ACTION 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, the CDBG program is a fullyfunded federal program and does not impact the General
Fund; and
WHEREAS, to be eligible for CDBG funds, the jurisdiction must adopt an Annual Action Plan,
which must be reviewed and approved by the Department of Housing and Urban Development; and
WHEREAS, on March 31, 2021 the CDBG Citizen Advisory Committee reviewed applications and
developed funding recommendations for the fiscal year 2021-22 Annual Action Plan projects; and
WHEREAS, the City Council of the City of Carlsbad, California has considered the Annual Action
Plan for the period beginning July 1, 2021 and ending on June 30, 2022, as required for the city's CDBG
program; and
WHEREAS, the draft Plan was released for a 15-day public review period which began on April
14, 2021 and concluded on April 28, 2021; and
WHEREAS, public comments from the public review period and the public hearing on May 11,
2021, if any, have been addressed through written response and included in the fiscal year 2021-22
Annual Action Plan; and
WHEREAS, the City Council of the City of Carlsbad, California has taken all testimony into
account in considering the Plan for the period beginning July 1, 2021 and ending on June 30, 2022, as
required for the city's CDBG program; and
WHEREAS, the City Council of the City of Carlsbad, California, approves and authorizes the
submittal of the fiscal year 2021-22 Annual Action Plan for the city's CDBG program to the U.S.
Department of Housing and Urban Development; and
May 11, 2021 Item #6 Page 5 of 207
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; and
WHEREAS, the City Council has taken all testimony into account.
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 fiscal year 2021-22 Annual Action Plan is hereby approved by the City Council
(Attachment A).
3.That, on the city's behalf, the City Manager, or designee, is authorized to submit the
city's fiscal year 2021-22 Annual Action Plan as set forth in Attachment A to the U.S.
Department of Housing and Urban Development for approval and to execute all
appropriate related documents for the submission.
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of
Carlsbad on the 11th day of May, 2021, by the following vote, to wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
BARBARA ENGLESON, City Clerk
(SEAL)
May 11, 2021 Item #6 Page 6 of 207
Attachment A
Fiscal Year 2021-22
Annual Action Plan
Carlsbad, CA
Prepared By:
Housing Services Division
City of Carlsbad
1200 Carlsbad Village Drive
Carlsbad, CA 92008
May 11, 2021 Item #6 Page 7 of 207
Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(c)(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 (CDBG-CV)
• 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
• American Rescue Plan
• Anticipated Resources
May 11, 2021 Item #6 Page 8 of 207
•
Program Source of Funds Uses of Funds Expected Amount Available Year 2 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Admin/ Planning
Public Improv.
Public Services
Acquisition
519,499 0 0 519,499 $1,443,979
If the city continues to receive
approximately $500,000 anually in CDBG
funds it estimated that the city will have
approximately $2,500,000 available for the
five years covering the Consolidated Plan
not including program income.
On Feb. 25, 2021 the city received notice of
its fiscal year 2021 allocation of $519,499.
Table 1 - Expected Resources – Priority Table
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 recent years the State of California has taken several actions to make state and local lands available for affordable
May 11, 2021 Item #6 Page 9 of 207
housing development, including:
• An executive order to make excess state land available for affordable housing (Executive Order N-06-19)
• Connecting affordable housing developers to local surplus land and strengthening enforcement of the Surplus Lands Act (AB 1486, Ting,
2019)
• Requiring cities and counties to inventory and report surplus and excess local public lands to include in a statewide inventory (AB 1255,
Robert Rivas, 2019)
For its part, the city regularly reviews its real estate portfolio and assesses if properties are being put to best use. The city’s recently-adopted
General Plan Housing Element includes a program to evaluate and re-designate city-owned sites appropriate for residential use to address the
housing needs of lower and moderate income residents over the next eight years.
May 11, 2021 Item #6 Page 10 of 207
Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator
High
Priority
Increase and
preserve affordable
housing
2021 2022 Affordable
Housing
citywide
benefit
Affordable
Housing CDBG: $337,675
Other: 1-2 Households
High
Priority
Prevent and reduce
homelessness.
2021 2022 Homeless citywide
benefit
Prevent and
Reduce
Homelessness
CDBG: $77,924
Homelessness Prevention: 156
Persons Assisted
Medium
Priority
Supportive Services
for LMI and Special
Needs
2021 2022 Non-Homeless
Special Needs
citywide
benefit
Supportive
Services for LMI
and Special
Needs
CDBG: $0
Public service activities other than
Low/Moderate Income Housing
Benefit: Persons Assisted
Medium
Priority
Improve Facilities 2021 2022 Non-Housing
Community
Development
citywide
benefit
Public
Improvements CDBG: $0
Public Facility or Infrastructure
Activities other than
Low/Moderate Income Housing
Benefit: 0 Persons Assisted
Medium
Priority
Provide Fair Housing 2021 2022 Non-Housing
Community
Development
citywide
benefit
Fair Housing CDBG: $46,488
Public service activities other than
Low/Moderate Income Housing
Benefit: 146 Persons
Low
Priority
Program
Administration
2021 2022 N/A citywide
benefit
N/A CDBG: $57,411 N/A
Table 2 – Goals Summary
May 11, 2021 Item #6 Page 11 of 207
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
May 11, 2021 Item #6 Page 12 of 207
AP-35 Projects - 91.420, 91.220(d)
Introduction
For FY 2021-22, the City of Carlsbad is anticipated to received $519,499 in CDBG funding. The total projects
listed in the table equal $519,499.
# Project Name FY 2021
CDBG Funding
1 Catholic Charities $17,000
2 Interfaith Community Services $40,924
3 WRC $10,000
4 Brother Benno $10,000
5 City of Carlsbad, Carlsbad Housing Fund $337,675
6 Program Administration $57,411
7 Legal Aid Society of San Diego $46,488
Total $519,499
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 the FY 2020-25
Consolidated Plan.
During this time while the COVID-19 pandemic is still ongoing, the FY 2021 subrecipients listed above have
indicated that they are also 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.
May 11, 2021 Item #6 Page 13 of 207
AP-38 Project Summary
Project Summary Information
1 Project Name Catholic Charities
Target Area Citywide benefit
Goals Supported Prevent and reduce homelessness.
Needs Addressed Prevent and Reduce Homelessness
Funding CDBG: $17,000 staff salaries and client food
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 6/30/2022
Estimate the number
and type of families
that will benefit from
the proposed activities
70 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: $40,924 rental/utility payments and operational costs
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 6/30/2022
May 11, 2021 Item #6 Page 14 of 207
Estimate the number
and type of families
that will benefit from
the proposed activities
15 families for rental assistance, 200 individuals with basic needs, and
75 individuals with employment assistance
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 WRC
Target Area Citywide benefit
Goals Supported Supportive Services for LMI and Special Needs
Needs Addressed Supportive Services for LMI and Special Needs
Funding CDBG: $10,000 basic needs supplies
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 6/30/2022
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: $10,000 rental/utility assistance and motel/transportation needs
May 11, 2021 Item #6 Page 15 of 207
Description Brother Benno'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 6/30/2022
Estimate the number
and type of families
that will benefit from
the proposed activities
45 individuals
Location Description 3260 Production Avenue Oceanside, CA 92058
Planned Activities The proposed program will rental and utility assistance as well as motel
vouchers and bus passes.
5 Project Name City of Carlsbad, Carlsbad Housing Fund
Target Area Citywide benefit
Goals Supported Increase and preserve affordable housing
Needs Addressed Affordable Housing
Funding CDBG: $337,675
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 6/30/2022
Estimate the number
and type of families
that will benefit from
the proposed activities
To be determined. The city anticipates the purchase of affordable units
and potentially assisting additional.
Location Description Carlsbad, Citywide
May 11, 2021 Item #6 Page 16 of 207
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).
6 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: $57,411
Description The Housing Services Division is responsible for administering the city's
CDBG funded programs.
Target Date 6/30/2022
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
7 Project Name Legal Aid Society of San Diego
Target Area Citywide benefit
Goals Supported Provide Fair Housing
Needs Addressed Fair Housing
Funding CDBG: $46,488
May 11, 2021 Item #6 Page 17 of 207
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. LASSD staff will provide
direct assistance to those in need in particular during the pandemic
when residents are in need of advice and guidance on eviction
moratoriums and recent changes to the law.
Target Date 6/30/2022
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
May 11, 2021 Item #6 Page 18 of 207
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 lnclusionary 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. Recipients of these federal funds reside throughout the city.
May 11, 2021 Item #6 Page 19 of 207
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 2021-2022 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
• Provide Fair Housing Services to Residents
Low Priority
• 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
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
May 11, 2021 Item #6 Page 20 of 207
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
May 11, 2021 Item #6 Page 21 of 207
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 2021-22 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.
May 11, 2021 Item #6 Page 22 of 207
Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)
Introduction
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(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
May 11, 2021 Item #6 Page 23 of 207
EXHIBIT 2
May 11, 2021 Item #6 Page 24 of 207
May 11, 2021 Item #6 Page 25 of 207
May 11, 2021Item #6 Page 26 of 207
May 11, 2021 Item #6 Page 27 of 207
May 11, 2021 Item #6 Page 28 of 207
May 11, 2021 Item #6 Page 29 of 207
May 11, 2021 Item #6 Page 30 of 207
May 11, 2021 Item #6 Page 31 of 207
May 11, 2021 Item #6 Page 32 of 207
May 11, 2021 Item #6 Page 33 of 207
May 11, 2021 Item #6 Page 34 of 207
May 11, 2021 Item #6 Page 35 of 207
May 11, 2021 Item #6 Page 36 of 207
May 11, 2021 Item #6 Page 37 of 207
May 11, 2021Item #6 Page 38 of 207
May 11, 2021 Item #6 Page 39 of 207
May 11, 2021 Item #6 Page 40 of 207
May 11, 2021 Item #6 Page 41 of 207
May 11, 2021 Item #6 Page 42 of 207
May 11, 2021 Item #6 Page 43 of 207
May 11, 2021 Item #6 Page 44 of 207
May 11, 2021 Item #6 Page 45 of 207
May 11, 2021 Item #6 Page 46 of 207
May 11, 2021 Item #6 Page 47 of 207
May 11, 2021 Item #6 Page 48 of 207
May 11, 2021 Item #6 Page 49 of 207
May 11, 2021 Item #6 Page 50 of 207
May 11, 2021 Item #6 Page 51 of 207
BROTHER BENNO FOUNDATION
Organizational Chart
Board of Directors
Kathleen Diehlmann-President/Communication
Jim Napier-Vice-President/Investment Committee
Father Charles Wright-Secretary
Daniel Boone-Honorary Treasurer
Helen Parsons-Thrift Shop
Dr. Richard Shlemmer-Center Operations
John Blasier-Legal
Dr. Patrick Gilligan-Recovery Program
Mary Holguin-Case Manager
Gregg Prather –Facilities and Vehicles
President
Kathleen Diehlmann
Auxiliary
Joyce C.
Nita R
Center
Operations
Dr. Richard
Shlemmer
Recovery Program
Dr. Pat Gilligan
Program
Operations
Jim Shlemmer
Intake
Danielle
Carmelina
Maintenance
John J.
Ron L.
Warehouse Ops
Marty
Outreach
Dennis P.
Kelley J.
Doug M.
Thrift Shop
Helen Parsons
Thrift Shop
Manager
Michelle H.
Grant
Writing
Kaye K.
Dennis M.
Frank D.
Casework
Mary H.
Treasurer
Jim Napier (Temp)
Accounting
Todd Emmerson
Terri F
Rich Miro
Jim O’Conner
Mary S.
Darol C.
Kitchen
Pelon
Legal
John
Blasier
Operations
Manager
Darryl
Harris
Center
Mgr
Ben M.
Center
Security
Pete W.
Assistant Ops
Manager & Asst. for
Program Ops
Jan Roberts
Communications
Kathleen
Diehlmann
Web Page
Mike B.
Newsletter
Barbara L.
Vice-President
Jim Napier
Volunteer
Coordinator
Barbara D.
Clothing
Carol
Facilities &
Vehicles
Gregg Prather
Social Media
Belinda
Secretary
Dr. Pat Gilligan
Purchasing
May 11, 2021 Item #6 Page 52 of 207
May 11, 2021Item #6 Page 53 of 207
May 11, 2021Item #6 Page 54 of 207
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
May 11, 2021 Item #6 Page 55 of 207
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2021-22 FUNDING PROPOSAL APPLICATION
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG 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 Wednesday, March 17, 2021. 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, CA 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 regarding CDBG funding should contact Nancy Melander by
email at nancy.melander@carlsbadca.gov.
THEME:
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 Campaign for Casa Kids
Location of Program/Project: San Marcos, CA
Person completing application: Amy Oden Telephone No.: 760-566-3558 email: aoden@casadeamparo.org
Financial Contact: Scott Ryder Telephone No.: 760-566-3581 email: sryder@casadeamparo.org
Program Manager Contact: Kathy Karpe Telephone No.: 760-566-3556 email: kkarpe@casadeamparo.org
Executive Director Contact: Tamara Fleck-Myers Telephone No.: 760-754-5500
email: tfleck-myers@casadeamparo.org
Requested Funding Amount: $168,837.17
May 11, 2021 Item #6 Page 56 of 207
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided and the goals and objectives of the program/project):
Casa de Amparo is respectfully requesting capital funding to expand the Casa Kids Campus in response to
the needs of abused and neglected children in the community. CDBG funding will support construction of
the Teen Wellness Center for Foster Youth and Support Services Center. The Teen Wellness Center will
be licensed as a Community Treatment Facility (CTF) and provide a safe, secure residential setting for
adolescent foster youth who are in need of a higher level of mental, emotional and behavioral care. The
Center will allow Casa de Amparo to serve over 100 additional youth annually. The Support Services
Center will provide Casa de Amparo's facilities staff with the work space to maintain the organization's
physical operations, provide job readiness opportunities for youth and young adults agency-wide and will
benefit the entire organization allowing Casa de Amparo to further its mission.
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.
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 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 youth 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 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.
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..)
Casa de Amparo’s Board of Directors is responsible for the overall vision and direction of the organization
in partnership with the Executive Director, Tamara Fleck-Myers. 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, LMFT, Executive Director 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.
- Michelle Sutyak, MA, Associate Executive Director has over 20 years of experience managing child and
family service agencies and is responsible for oversight of fiscal, human resources and building operations.
- Kathy Karpe, CFRE, Director of Development has over 20 years of experience fundraising and oversees all
major gift, grant, special event and in-kind revenue.
Please see Attachment C for resumes.
G. Please indicate your agency's level of experience with the 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)
May 11, 2021 Item #6 Page 57 of 207
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
No Yes (Please list funds below)
C. Did you receive any federal funds, including CDBG funding from other cities?
Community Activities/Other N/A N/A
CDBG funds FY 19-20: $90,000; FY 20-21: $75,000 Both are fully expended
Amount Received Status
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
Community Activities (or other General Fund monies)
CDBG
Sources of Funding No Yes
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?
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG funds would be used. Indicate how the
requested CDBG funds would relate to the overall proposed budget.
See attached for Casa de Amparo’s revenue and expenses for the proposed project.
II. FINANCIAL CAPACITY/STABILITY
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.
In 2012 Casa de Amparo moved to the 11.4 acre Casa Kids Campus in San Marcos where the Teen Wellness
Center will be located. For several years Casa de Amparo has worked with architect Tucker Sadler to develop
architectural plans and renderings for the Teen Wellness Center and Support Services Center. The design
team included Jim Hunt, Behavioral Health Consultant, who provided guidance on creating a therapeutic
home, milieu, bedroom spaces and sensory rooms called comfort rooms. The goal of the design team was to
create therapeutic settings with innovative equipment to meet the individualized behavioral needs of youth
living in the Teen Wellness Center. In 2020, Casa de Amparo identified additional space on campus and grew
the Teen Wellness Center plans from a 12 bed capacity to a 16 bed capacity, allowing the agency to serve
additional youth. In 2020, Casa de Amparo submitted building plans to County of San Diego to move forward
with the permitting process. Casa de Amparo anticipates construction of the Teen Wellness Center will begin
in July 2021 and take approximately one year to complete. During 2020, Casa de Amparo raised $2.5 million
for the campaign to construct the Teen Wellness Center. The agency’s development team and leadership
continue to identify partners in the community to support the project and agency’s fundraising efforts.
May 11, 2021 Item #6 Page 58 of 207
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.)
The Teen Wellness Center will be convenient for Carlsbad residents requiring this type of behavioral
health care. Casa de Amparo will provide transportation from the youth’s location to the Center.
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
___% 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)
Casa de Amparo serves youth involved in the Child Welfare Services (CWS) system and youth who are
at-risk of involvement in CWS. Each youth Casa de Amparo serves is low income and has been 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.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage that
are Carlsbad residents.
523 persons of which approximately 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,
seniors, children, etc.)
Casa de Amparo’s services provide 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) $ N/A
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.
Please see Attachment D for project plans and Attachment E for implementation schedule.
May 11, 2021 Item #6 Page 59 of 207
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 and
to meets 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 2019-2020, there were 3,530 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. Casa de Amparo is prepared to meet this
need and provide trauma informed residential treatment to the communities’ most at-risk youth.
The vulnerable youth who will live in, and benefit from, the construction of the proposed Teen Wellness
Center are currently being placed in psychiatric hospitals, juvenile hall or lower levels of care where their
intense behavioral health needs cannot be met. These ineffective placements often result in re-
traumatization and further behavioral escalation. Rather than further traumatize these youth, Casa de
Amparo’s Teen Wellness Center will provide a comfortable, therapeutic home for up to 16 youth
simultaneously, ages 12-18, who require specialized care due to experiencing severe trauma that has
resulted in violent behaviors, being a serious danger to self or others or severe emotional or behavioral
escalation. There is currently a gap in services available to these youth who experience significant
behavioral and emotional challenges, as there is not enough providers in California to provide necessary
therapeutic residential care.
Casa de Amparo was approached by San Diego County’s Health and Human Services Agency to serve
the needs of difficult to treat adolescent foster youth who often require out of state placements due
to a lack of available placements in San Diego County. Casa de Amparo has had several visits from
Juvenile Court Judges who have expressed a need to have local resources for the placement of youth
who require specialized services. There is a clear recognition that sending youth to psychiatric hospitals,
juvenile hall and placements where their needs cannot be met is costly and disruptive to their
treatment. However, San Diego County does not currently have a secure intensive residential treatment
setting capable of maintaining the security necessary to address the needs of these youth. To meet the
needs of this highly vulnerable population, Casa de Amparo will be constructing a Community Treatment
Facility (CTF), which will be called the Teen Wellness Center for Foster Youth. Casa de Amparo will be
the only provider in San Diego County for the residents of Carlsbad in need of this type of support.
The Teen Wellness Center will be licensed by California Community Care Licensing as a Community
Treatment Facility (CTF), which is a secure short-term residential treatment program. The Center will
serve San Diego adolescent foster youth who are in need of a higher level of mental, emotional and
behavioral care. The Center will be built on the Casa Kids Campus, and have a warm, welcoming, home-
like environment while keeping in mind the specialized services youth will need inside the home. The
Center is intended to be a short-term treatment option for youth who will benefit from additional care
and will be a secure setting to keep youth safe while addressing past trauma and significant mental
health needs. The requested funding will allow Casa de Amparo to expand the campus to construct the
Teen Wellness Center to accommodate over 100 additional Casa Kids per year.
May 11, 2021 Item #6 Page 60 of 207
The Center will include private bedrooms, common areas, comfort rooms, an industrial kitchen to serve
each of the existing Residential Services cottages, nurse's station, conference room, group therapy
room, offices, reception space for guests, two garages and three outdoor enclosed courtyards for youth.
A comfort room is an innovative type of treatment that provides a designated, comfortable space where
youth experience visual, auditory and sensory stimulation that they can control to learn to manage
overwhelming emotions or behaviors. The large industrial kitchen will service the entire Casa Kids
Campus, providing space for the Nutritional Residential Counselor to prepare and serve meals and
snacks to youth residing in the existing cottages that make up the Residential Services program, as well
as youth living in the Center. This new kitchen will provide opportunities for youth to participate in
vocational training, assisting the Nutritional Residential Counselor in handling food, planning nutritious
meals and snacks, meal preparation, baking and cooking.
In addition to the Teen Wellness Center, the Support Services Center will provide Casa de Amparo's
Facilities staff the work space to house equipment, agency vehicles and supplies to maintain operations.
The building will allow Casa de Amparo to better organize and distribute over $400,000 worth of
donated household items and hygiene products to clients throughout our programs each year, helping
offset program expenses. The storage and maintenance space will house industrial washer and dryers to
better serve youth in our residential care and will benefit the entire agency. This space will also provide
opportunities for youth to participate in vocational training such as laundry service, housekeeping and
vehicle maintenance.
To provide the highest quality of care in a state of the art facility specifically designed to meet the needs
of the population to be served, Casa de Amparo is partnered with a behavioral health facilities
consultant who provided expertise on accurately constructing a safe and effective secure home while
maintaining a welcoming, comfortable environment. Casa de Amparo selected architectural firm, Tucker
Sadler to develop plans for the Center keeping in mind the specific needs of the youth who will be living
in the home. Plans for the project are complete and have been submitted to County of San Diego and a
contractor has been selected. The organization’s goal is to begin construction in July 2021.
To comply with the Davis-Bacon Act, Casa de Amparo will restrict the use of CDBG funding to budget
items for the following as depicted in the attached budget:
Pre-construction architectural, consulting and engineering fees
Landscaping for the campus
Concrete for the development
Electrical and building materials
Furniture for offices, classrooms and bedrooms
May 11, 2021 Item #6 Page 61 of 207
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.)
The Teen Wellness Center will be convenient for Carlsbad residents requiring this type of behavioral
health care. Casa de Amparo will provide transportation from the youth’s location to the Center.
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
___% 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)
Casa de Amparo serves youth involved in the Child Welfare Services (CWS) system and youth who are
at-risk of involvement in CWS. Each youth Casa de Amparo serves is low income and has been 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.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage that
are Carlsbad residents.
523 persons of which approximately 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,
seniors, children, etc.)
Casa de Amparo’s services provide 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) $ N/A
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.
Please see Attachment D for project plans and Attachment E for implementation schedule.
May 11, 2021 Item #6 Page 62 of 207
V. DOCUMENTATION
A. How will the beneficiaries’ information be collected and documented?
Casa de Amparo utilizes Salesforce 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, including the Teen Wellness Center. 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.
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 in serving the low income
and most vulnerable populations.
Casa de Amparo collaborates daily with numerous nonprofit and county agencies in San Diego. The
agency’s closest collaboration is with San Diego County Child Welfare Services and Juvenile/Family Court.
Casa de Amparo collaborates with peer nonprofit organizations to leverage the strengths of our
community partners and maximize the available services for children and families in our care, avoiding
duplication of services. Nonprofit partners include California State University San Marcos, True Care, Rady
Children’s Hospital and YMCA Escondido.
VI. PARTNERSHIPS, COLLABORATION, AND OUTREACH
B. How will the outcomes be measured, collected, and documented?
Casa de Amparo anticipates utilizing the California Child and Adolescent Needs and Strengths (CANS)
assessment and multi-disciplinary tool to measure youth outcomes in the Teen Wellness Center.
CANS data is collected and documented using the Mental Health Outcomes Management System
(M-HOMS) database.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
Executive Director 3/17/21
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 Division staff.
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
Local Objective:
Eligibility Determination:
May 11, 2021 Item #6 Page 63 of 207
CDBG-CV PROJECT BUDGET
Organization: _Casa de Amparo________________________Total organization budget $10,797,191___
Program/Project name requesting funds:__Casa de Amparo’s Campaign for Casa Kids
CDBG funds requested: $168,837.17 Total program/project budget: $14,503,786
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 $168,837.17 (A)
b. Other federal funds (if any)
c. State or local government funds
d. Donations and contributions $5,975,567 (S)
e. Fees or memberships
f. In-kind contributions / Volunteer time $100,000* (S)
g. Other funding Outstanding pledges $520,000 (A)
h. TOTAL PROJECT FUNDING (project budget) $6,764,404.17 (S) & (A)
2. Uses of CDBG funds requested for the program/project: (1.a.)
a. Wages and salaries $
b. Personnel benefits
c. Materials and supplies $168,837.17
d. Program expenses and evaluation
e. Rent and utilities
f. Insurance
g. Mileage (___ @ 55¢/mile)
h. Incentives and Special Events
i. Indirect costs
j.
k.
l. TOTAL REQUESTED FUNDING (same as 1.a.) $168,837.17
Percentage of project budget represented by CDBG request 1 %
May 11, 2021 Item #6 Page 64 of 207
EXECUTIVE SUMMARY Attachment A
In addition to your Community Development Block Grant funding application, please complete the following
supplemental questionnaire.
Preference will be given to the applications which specifically address the top two priorities as
presented in the Funding Plan, however applications for unrelated services are eligible for submission.
ORGANIZATION:
1. In 250 words or less, please describe how your organization will be use the requested
funds.
Casa de Amparo is respectfully requesting capital funding from CDBG Carlsbad to
support our Campaign for Casa Kids and expand the Casa Kids Campus in response to
the growing needs of severely abused and neglected children in the community.
Funding from CDBG Carlsbad will help construct the Teen Wellness Center for Foster
Youth to provide residential care for the increasing number of local children and teens
in the Child Welfare Services foster care system who require a higher level of physical,
mental and emotional care. The Teen Wellness Center will be a Community Treatment
Facility to provide a safe and nurturing home-like environment to youth who have
experienced significant trauma and struggle with severe symptoms of complex trauma,
anxiety, depression and behavioral challenges.
Funding from CDBG Carlsbad will also help construct a Support Services Center for use
agency-wide. The Center will benefit the entire organization allowing Casa de Amparo
to further our mission by providing vocational training opportunities for youth,
providing Facilities staff with the work space to house equipment and supplies to
maintain the organization’s operations, better organize and distribute over $400,000
worth of donated in-kind items helping to offset program expenses, house industrial
washers and dryers to better serve youth in our residential care and help support the
safety of the youth and employees utilizing the campuses.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived at
the funding request.
Please see Attachment 1.
3. Describe how your organization will be able to advance your program if you do not
receive the entire funding request. What is your funding threshold before you can no
longer provide the intended services or supplies you are seeking?
If Casa de Amparo does not receive the entire funding request from CDBG Carlsbad we
will continue to actively seek funding from foundations, corporations and individuals
until our capital campaign fundraising goal is reached. The services we will provide
through the Teen Wellness Center and Support Services Center will not be provided
until appropriate amount of funding has been received.
May 11, 2021 Item #6 Page 65 of 207
4. Does your organization charge a fee for accessing your services or supplies? If so,
please describe the rational for this fee.
No, Casa de Amparo does not charge a fee for accessing services or supplies.
5. Will the funding of this program with a CDBG grant allow you to receive a matching
grant from another organization? If so, where would those funds come from and how
much would that grant be in dollars?
No, at this time funding of this program with a CDBG grant will not allow Casa de
Amparo to receive a matching grant from another organization.
6. If your funding is approved, how many Carlsbad residents will you be able to assist?
The number of Carlsbad residents served by the Teen Wellness Center and Support
Services Center will depend on the need that Carlsbad residents have for trauma-
informed services that prevent and treat child abuse and neglect. If Casa de Amparo
were to receive CDBG Carlsbad funding, we will be able to assist hundreds of Carlsbad
residents, if services are needed. Casa de Amparo will be the only provider in San Diego
County for the residents of Carlsbad in need of the type of residential support provided
within the Teen Wellness Center.
May 11, 2021 Item #6 Page 66 of 207
****
Tamara Fleck-Myers, LMFT
Executive Director
Chelle Sutyak, MA Associate Executive Director
Luana Karr
HR Generalist
Jennifer Dong, BS Quality Assurance Specialist
Stephanie Donnellan, BA STRTP Program Coordinator
Amy Oden, BA
Director of Program
Development
Eric Bartlett, BA
IT Manager
Erin Gospodarec, BA
Director of Quality
Assurance
Alyssa Sandoval
Administrative Assistant
Maintenance Technicians
Gerardo Gonzalez Jose Lopez
Tania Paniagua, BA
Accounts Receivable/Payroll
Veronica Bueno
Accounting Assistant
Robin Brown
Controller
Mina Heydari STRTP Psychiatric Nurse
STRTP RESIDENTIAL
SERVICES
STRTP
Denise Bolden Program Manager Cottage B
**Amanda Clubb-May, BA
Program Manager
Cottage A
Priscilla Mendez Nutritional Residential
Counselor
Imani Davis, BA
Program Manager
Cottage D
Shift Supervisors
Residential Counselors
Tayra Contreras
Program Specialist
Shift Supervisors
Residential Counselors
Residential Counselors
Joan Gildin, MD
Psychiatrist (Consultant)
Madison Neil, BS, CNA STRTP Care Coordinator
Autumn Bailey, BS
STRTP Intake Coordinator
FAMILY SERVICES
Visitation Aides
(FT, not on-call) Eleidy Bailon
Dolores Santos
Sandra Feria
Rafael Ibarra Family Services Manager
NORTH COASTAL
(FSC)
Lori Palmer
Administrative Housing
Coordinator
Advocates/Educators Sandy Flores, BA
Diana Garcia, BA
Lyndsey Schreiner, BS
Flora Ramirez-Duran, BS
NEW DIRECTIONS
THPP/THP+/TYH
Cottage C
Clinical
(12 youth max.)
Cottage B
Clinical
(12 youth max.)
Cottages A & D
Clinical
(19 youth max.)
Clinical
Trainees
Vacant Program Therapist
Tabetha Constancio, BA
Development Associate
Kate Fletcher, BA, CNP Special Events and Donor
Relations Coordinator
Nicole Chandler, BS
PR & Marketing Specialist
EPSDT CLINICAL
SERVICES
Heather Jenkins, MA, CFRE
Director of Donor Relations
Coco Utz, AMFT
Clinical Program Manager
Caitlyn Bottom, AMFT
Clinical Program Manager
Kathy Karpé, CFRE Director of Development
Elyse James (Miles), ASW
Director of Transitional
Housing Services
**Denisse Lucero, BA
Director of Residential
Services
CLINICAL SUPPORT
SERVICES
Krystle Trautz, MS Program Therapist
Sheena Bergeron, AMFT Clinical Program Manager
Raya Klooster, ACSW
Program Therapist
Sarah Rigali, LMFT
Program Therapist
Natasha Thomas, MSW, MPH
Program Therapist
Cristina Talavera
HR Coordinator
NORTH INLAND
(CKC)
Julia Ramzi, BS
Case Manager
Michelle Hoffman, BA
Case Manager
Jaimie Lezama, BA Case Manager
Elsa Rodriguez, BS
Case Manager
Yesenia Vega Alesi Billing Specialist
Emily Morgan, LMFT
Clinical Supervisor
Michele Solomon, LMFT
Clinical Head of Service
Sabel Martinez, BA
Program Manager
Cottage C
Cottage C
Shift Supervisors
Residential Counselors
Shift Supervisors
Dominique Macias, AMFT Program Therapist
Sara Sanchez, BS, CNA
STRTP Care Coordinator
Celeste Leichliter, BA
Director of Human
Resources
Scott Ryder, MBA
Director of Finance
Trent Myers, BS
Director of Facilities &
Emergency Management
Madison Daza, BA
HR Assistant
Eliza King
Administrative Assistant
Chanda Kizer, AMFT
Program Therapist
Jennifer Marquez, BA
Administrative Program
Specialist
May 11, 2021 Item #6 Page 67 of 207
Tamara Fleck–Myers, LMFT
EDUCATION
1993 – 1996 University of Georgia, UGA Athens, GA
Master’s Degree (M.Ed.)Counseling
Degree designed to allow graduates to sit for the National & Georgia Licensure Exam for Professional Counselors and
Marriage and Family Therapists, with recognition and reciprocity in 49 States
1986 – 1990 University of Georgia, UGA Athens, GA
Bachelor’s Degree (B.A.)/Psychology
PROFESSIONAL ACHIEVEMENTS AND ACTIVITIES
Licensed Marriage and Family Therapist with the CA Board of Behavioral Sciences (License #58831)
Licensed Professional Counselor (LPC) in Georgia (1999 – present)
Member of the California Coalition for Counselor Licensure (CCCL) to establish licensure by the Board of
Behavioral Sciences (BBS) for Professional Counselors in California
PROFESSIONAL EXPERIENCE
07/2013 – Present Casa de Amparo San Marcos, CA
Executive Director
Responsible for the vision, mission and daily operations of all programs dedicated to child abuse/neglect prevention
and intervention.
Administration of social service organization serving abused children, youth and families.
Interface with Board of Directors, other private non–profits, government agencies and political entities.
Provide leadership/management for strategic planning, capital campaign, fundraising, operating budget, policy and
program development, contracts & service delivery and staffing.
12/2012 – 07/2013 Casa de Amparo San Marcos, CA
Director of Programs
Provided administrative oversight of daily operations of assigned programs and Program Managers (including
Residential Services and New Directions THP–Plus).
Provided engaged leadership and quality oversight to program operations.
Anticipated organizational risk and take appropriate and timely action. Participant in organizational strategic planning
and decision–making.
04/2010 – 12/2012 Casa de Amparo San Marcos, CA
Assistant Director of Programs
Responsible for oversight of daily operations of all programs dedicated to child abuse/neglect prevention and
intervention. Programs include Residential Services, Hayward Child Development Center, Family Visitation, Clinical
Services, Young Parent Network, and New Directions THP–Plus.
06/2008 – 04/2010 San Diego Youth Services San Diego, CA
Division Director of Child Abuse/Neglect Prevention and Intervention Services
Responsible for daily operations of all programs dedicated to child abuse/neglect prevention and intervention.
Programs included Adoptions Program, FFA Foster Care Program, Multidimensional Treatment Foster Care Program
(MTFC), The Bridge Group Home Program, The Bridgman Deaf Group Home, and two EPSDT Clinics.
Responsible for operations, fiscal sustainability, grant writing, oversight of staffing, maintenance of budget,
compliance with CCL regulations, and County contracts.
Work collaboratively with the Department of Probation, HHSA, County Mental Health, Juvenile and Family Courts,
Regional Center, Polinsky Children’s Center, Juvenile Hall, and other third party resources.
Participate in the acquisition of grants to enhance programming.
12/2008 – 06/2009 San Diego Youth Services San Diego, CA
Director of Foster Care Services and The Bridge Program
Responsible for the vision, mission and daily operations of the FFA Foster Care Program and Group Home Program
Provided staffing oversight, maintenance of budget, compliance with CCL regulations, and county contract.
May 11, 2021 Item #6 Page 68 of 207
10/2008 – 12/2008 San Diego Youth Services San Diego, CA
Interim Associate Executive Director
Responsible for providing organizational leadership on an interim basis while assisting the executive team in the
identification of a permanent candidate for the Associate Executive Director Position.
10/2006 – 10/2008 San Diego Youth Services San Diego, CA
Center Director
Responsible for the vision, mission and daily operations of the residential and treatment program at SDYCS, The
Bridge.
Responsible for oversight of staffing, maintenance of budget, compliance with CCL regulations, and county contract.
10/2002 – 10/2006 Salvation Army Door of Hope San Diego, CA
Director/Assistant Campus Administrator
Responsible for the overall direction and functioning of campus programs and operations, with specific focus on a 36
bed group home for pregnant and parenting wards (WIC 602) and dependents (WIC 300).
Supervise a campus staff of 100+ employees consisting of directors, therapists, intake coordinator, activities
coordinator, nurse, facility managers, residential managers, infant and preschool teachers and aides, housekeeping and
maintenance staff.
Provide clinical and programmatic direction regarding treatment recommendations and facilitated mediation between
various parties in disagreement related to custody, dependency, abuse reporting, relationship violence, probation
violations, paternity and other court related issues.
1999 – 2001 Cherokee Street Counseling Services Atlanta, GA
Licensed Professional Counselor (LPC)
1993 – 2001 Devereux Georgia Treatment Network Atlanta, GA
Residential Therapist, Program Director, Day Treatment Therapist, Vocational Counselor, Behavior Specialist, Direct
Care Professional
May 11, 2021 Item #6 Page 69 of 207
Chelle J. Sutyak, M.A.
EDUCATION
University of Phoenix San Diego, CA
M.A. in Counseling (Marriage and Family Therapy/MFT focus)
Grove City College Grove City, PA
B.A. in Social Work/Sociology
PROFESSIONAL EXPERIENCE
09/2013 – Present Casa de Amparo San Marcos, CA
Associate Executive Director
Provides engaged leadership to achieve quality assurance for program operations and assure that management,
program service delivery and maintenance occur within the organization’s policies, state regulations and budgets.
Participate in the organization’s strategic planning and decision–making and explore program opportunities.
Coordinate interface between program development, quality assurance, accounting, facilities and HR.
Directly supervise Human Resource Manager, Controller, Facilities Manager and Database Manager, directing all
functions relating to their departments and ensuring quality services are provided throughout the organization’s
continuum of services.
11/2012 – 09/2013 Casa de Amparo San Marcos, CA
Director of Program Development & Quality Assurance
Provides quality assurance for program operations and assures that management, program services and facility
maintenance occur within the organization’s policies/standards, state regulations and budgets.
Active participant in organization’s strategic planning and decision–making.
Explores, anticipates and secures new/expanded program opportunities.
08/2007 – 10/2012 Casa de Amparo Oceanside/San Marcos, CA
Director of Programs
Oversees daily operations of all programs dedicated to child abuse/neglect prevention and intervention: Residential
Services, Child Development Center, Family Visitation, Counseling, Young Parent Network and New Directions.
Responsible for operations, fiscal sustainability, oversight of staffing, maintenance of budget, compliance with CCL
regulations, and County contracts.
12/2003 – 08/2007 Casa de Amparo Oceanside, CA
Program Manager
Certified Group Home Administrator
Overall program, personnel, and fiscal management of Casita de Amparo Group Home, Child Development Center,
Family Visitation Program, and Take 5 for Tots Intergenerational Program.
Developed/implemented new intergenerational program to complement existing programs.
Developed Policy and Procedure Manuals for programs and Group Home program statement, meeting CCL
regulations.
04/2002 – 11/2003 Alpha of San Diego, Inc. San Diego, CA
MFT Trainee (Practicum/Intern Site for Graduate School)
05/2000 – 10/2003 Home of Guiding Hands Lakeside, CA
Coordinator of Community Supports
07/1997 – 04/2000 Home of Guiding Hands Lakeside, CA
QMRP (Qualified Mental Retardation Professional)
07/1996 – 12/1996 TMM Promotions Kuala Lumpur, Malaysia
Business Development
11/1992 – 09/1995 Sedi Singapore (branch of Vossen and Company) Singapore
Freight/Logistics/Purchasing Manager
May 11, 2021 Item #6 Page 70 of 207
09/1990 – 10/1992 Vossen and Company Brussels, Belgium
Assistant Sales Manager
10/1986 – 08/1989 Lake County Association for the Retarded Gary, IN
Residential Group Home Manager and Sheltered Workshop Case Manager
05/1985 – 09/1985 Geauga Family Services Chardon, OH
College Field Placement (Counseling & Home Health Care Agency)
May 11, 2021 Item #6 Page 71 of 207
Katherine Karpé, CFRE
EDUCATION
University of California, San Diego San Diego, CA
Earned Certified Fund Raising Executive (CFRE) in September 2003
Henry Ford Community College Dearborn, MI
General education courses
Palomar Community College San Marcos, CA
General education courses
PROFESSIONAL EXPERIENCE
03/2005 – Present Casa de Amparo San Marcos, CA
Director of Development
Provide leadership and assure implementation of development department functions.
Plan and ensure annual and capital strategies, major gift prospects and planned giving prospects.
Provide ongoing capital campaign communication to Executive Director and Board of Directors regarding application
status, strategies, key accomplishments and emerging concerns.
Report to and network with funders; identify and solicit major gift prospects; strategize, implement and participate in
major gift solicitations.
Assure on going solicitation of organizations/corporations as Signature Partners; cultivate into expanded partnerships.
Develop and monitor department annual operating budget; collaborate with Executive Director and Controller.
08/2003 – 03/2005 Casa de Amparo Oceanside/San Marcos, CA
Capital Campaign Manager
Responsible for management of $9.7 million capital campaign to build a new campus for abused, abandoned and
neglected children in North County San Diego.
Charged with hiring and working with a consultant to organize and carry out feasibility study.
Worked directly with campaign chairs, Executive Director, Director of Development and Board of Directors to
organize and implement campaign plans and strategies.
Grant research/writing for capital funders and responsible for the identification, organization and coordination of
major donor cultivation and solicitation.
Managed the Crystal Ball Gala that includes identifying, recruiting and managing its committee; executed the
organization’s most successful Gala to date.
02/1998 – 08/2003 Agency for Jewish Education San Diego, CA
Development Associate
Responsible for design, organization and implementation of annual campaign in a one-person development office.
Coordinated direct mail campaign, phone-a-thon solicitation campaign, personal solicitation campaign, donor
recognition, special events, corporate solicitation and major gift solicitation.
Established first-ever Planned Giving Program at the AJE.
During time at AJE, moved annual giving campaign from $200,000 per year to $600,000 in fiscal year 2002/2003.
07/1993 – 10/1997 Pebble Creek Condominiums West Bloomfield, MI
Assistant Property Manager
06/1993 – 07/1997 Swanson, Torgow and Lyons, P.C. Detroit, MI
Executive Secretary
05/1992 – 06/1993 Detroit Strip Division Detroit, MI
General Accounting Assistant
May 11, 2021 Item #6 Page 72 of 207
Attachment E
Task Name Duration Start Finish
Conceptual Plans Complete N/A Complete Complete
Select Contractor N/A Complete Complete
Submit Plans to County of San Diego 1 day 2020 2020
Receive Permits from County of San Diego 1 day Pending Pending
Mobilization 4 days Jul-21 Jul-21
Notice To Proceed 1 day Jul-21 Jul-21
Mobilization 2 days Jul-21 Jul-21
Survey and Staking 1 day Jul-21 Jul-21
Site Work 50 days August-September 2021 August-September 2021
Prep Pads 4 days August-September 2021 August-September 2021
Ceritfy Pads for Permit 3 days August-September 2021 August-September 2021
Building Permits Issued by County 1 day August-September 2021 August-September 2021
Wet Utilities 21 days August-September 2021 August-September 2021
Dry Utilities (Power / Telephone / CATV and Gas) 10 days August-September 2021 August-September 2021
Site Concrete and Hardscape 5 days August-September 2021 August-September 2021
Site Lighting 3 days August-September 2021 August-September 2021
Site Furnishings and Amenities 5 days August-September 2021 August-September 2021
Teen Wellness Center 325 days Sep-21 Jun-22
Termite Treatment 2 day September 2021-June 2022 September 2021-June 2022
Building Concrete and Rebar 26 days September 2021-June 2022 September 2021-June 2022
Lightweight Concrete 6 days September 2021-June 2022 September 2021-June 2022
Precast Concrete 6 days September 2021-June 2022 September 2021-June 2022
Floor Sealer 2 day September 2021-June 2022 September 2021-June 2022
Casa Kids Campus - Estimated Construction Timeline
Casa de Amparo
Campaign for Casa Kids - Teen Wellness Center & Support Services Center
1May 11, 2021 Item #6 Page 73 of 207
Attachment E
Task Name Duration Start Finish
Structural Steel / Metal Fabrications 6 days September 2021-June 2022 September 2021-June 2022
Carpentry 50 days September 2021-June 2022 September 2021-June 2022
Cabinets / Countertops / Organizaed Storage Spaces 6 days September 2021-June 2022 September 2021-June 2022
Waterproofing 4 day September 2021-June 2022 September 2021-June 2022
Insulation 4 days September 2021-June 2022 September 2021-June 2022
Roofing 11 days September 2021-June 2022 September 2021-June 2022
Sheetmetal 11 days September 2021-June 2022 September 2021-June 2022
Sealants and Caulking 4 days September 2021-June 2022 September 2021-June 2022
Doors / Frames and Hardware 5 days September 2021-June 2022 September 2021-June 2022
Windows 11 days September 2021-June 2022 September 2021-June 2022
Plaster and Foam Elements 21 days September 2021-June 2022 September 2021-June 2022
Drywall 21 days September 2021-June 2022 September 2021-June 2022
Flooring 11 days September 2021-June 2022 September 2021-June 2022
Painting 11 days September 2021-June 2022 September 2021-June 2022
Miscellaneous Specialties 11 days September 2021-June 2022 September 2021-June 2022
Fire Sprinkler Systems 11 days September 2021-June 2022 September 2021-June 2022
Plumbing 21 days September 2021-June 2022 September 2021-June 2022
HVAC 21 days September 2021-June 2022 September 2021-June 2022
Building Electrical and Lighting 21 days September 2021-June 2022 September 2021-June 2022
Complete All Low Voltage, Communications, Data Work 6 days September 2021-June 2022 September 2021-June 2022
Inspections and Approvals 11 day September 2021-June 2022 September 2021-June 2022
Final Cleanup and Turnover 5 days September 2021-June 2022 September 2021-June 2022
Site Work COMPLETION 10 days Jul 2022 Jul 2022
Clean-Up 5 days Jul 2022 Jul 2022
Inspections and Turnover 2 days Jul 2022 Jul 2022
Demobilization 3 days Jul 2022 Jul 2022
*Additional days are provided in the Start and Finish time frames to account for rain and other possible weather delays.
2May 11, 2021 Item #6 Page 74 of 207
TWC
Budget
Expenses
Construction 6,500,000
Furniture, fixtures and equipment 891,000
Site development costs 1,970,000
City/County fees and permits 220,000
Architecture and engineering 741,159
Other costs (legal, fundraising and consultants)229,018
Subtotal TWC Estimated Costs 10,551,177
Support Services Center 2,182,109
Solar TWC and Support Services Center 500,000
Contingency 1,270,500
Total Estimated Construction Costs 14,503,786
Capital Campaign Progress
Contributions Received 5,900,567
FY 20/21 CDBG 75,000
Outstanding Pledges 520,000
Total Raised as of 2/05/2021 6,495,567
Est. Construction Financing Need 8,008,219$
Casa de Amparo
Teen Wellness Center for Foster Youth
as of 02/28/2021
May 11, 2021 Item #6 Page 75 of 207
Casa de AmparoCasa de Amparo
aerial
May 11, 2021 Item #6 Page 76 of 207
Casa de Amparo
May 11, 2021 Item #6 Page 77 of 207
May 11, 2021Item #6 Page 78 of 207
May 11, 2021Item #6 Page 79 of 207
May 11, 2021Item #6 Page 80 of 207
May 11, 2021Item #6 Page 81 of 207
May 11, 2021Item #6 Page 82 of 207
May 11, 2021Item #6 Page 83 of 207
May 11, 2021Item #6 Page 84 of 207
May 11, 2021Item #6 Page 85 of 207
May 11, 2021Item #6 Page 86 of 207
May 11, 2021Item #6 Page 87 of 207
May 11, 2021Item #6 Page 88 of 207
May 11, 2021Item #6 Page 89 of 207
May 11, 2021Item #6 Page 90 of 207
May 11, 2021Item #6 Page 91 of 207
May 11, 2021Item #6 Page 92 of 207
May 11, 2021Item #6 Page 93 of 207
May 11, 2021Item #6 Page 94 of 207
May 11, 2021Item #6 Page 95 of 207
May 11, 2021Item #6 Page 96 of 207
May 11, 2021Item #6 Page 97 of 207
May 11, 2021Item #6 Page 98 of 207
May 11, 2021Item #6 Page 99 of 207
May 11, 2021Item #6 Page 100 of 207
May 11, 2021Item #6 Page 101 of 207
DocuSign Envelope ID: 8819E980-1E4F-41AE-9131C-D46B334FAB20
2021 City of Carlsbad Community Development Block Grant
Page 1 of 10
COMMUNITY DEVELOPMENT BLOCK GRANT
PROGRAM FY 2021-22 FUNDING PROPOSAL
APPLICATION
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG 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 Wednesday, March
17, 2021. 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, CA 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 regarding CDBG funding should contact Nancy Melander by
email at nancy.melander@carlsbadca.qov.
OTHEME:
FUNDING APPLICANT
Name of Agency: _Community Resource Center (CRC)
Address: 650 2nd Street, Encinitas, CA 92024
Federal DUNS Number: 193789690
PROPOSED PROGRAM/PROJECT
Title of Program/Project: CRC Food & Nutrition Center for Carlsbad
Location of Program/Project: Carlsbad
Person completing application: Richard Radosh Telephone No.:760-230-6308 email:_
rradosh@crcncc.orq
Financial Contact: Irina Gekht Telephone No.: email:_
iqekht@crcncc.orq
Program Manager Contact: Rebecca Palmer Telephone No.: 760-230-6310 email: rpalmer@crcncc.orq
Executive Director Contact: John Van Cleef Telephone No.: 760-230-6309 email:_
johnvancleef@crcncc.orq
Requested Funding Amount: $ 40,000
Brief Description of Program/Project (Describe the work to be performed, including the activities to
be undertaken or the services to be provided and the goals and objectives of the program/project):
May 11, 2021 Item #6 Page 102 of 201
DocuSign Envelope ID: 8819E980-1E4F-41AE-9B1C-D466334FAB20
2021 City of Carlsbad Community Development Block Grant
Page 2 of 10
CRC proposes to establish and implement healthy food distribution to meet the nutrition needs of food
insecure households in a higher density, low-income housing area in Carlsbad modeled on CRC's gold
certified Food & Nutrition Center with its robust partnerships and dedicated volunteers. These services
fully align with Carlsbad CDBG top priorities to reduce food insecurity in the city.
In Phase One beginning July 2021, CRC will use grant funds to design and create the program by:
•recruiting and employing a qualified program coordinator from Carlsbad
•meeting with community stakeholders to further assess community need
•understand and form the right sized food insecurity response
•select the collection and distribution model that will work best for participants
•recruit program volunteers
•plan distributions for the remainder of the grant term
Phase Two will test and evaluate the selected food distribution plan. For example, depending on
community input, the Carlsbad model could include volunteers, guided by CRC staff, picking up fresh
produce from Carlsbad farmers and other food donations from Carlsbad neighbors, bringing it to the
locally chosen distribution center, and then supplemented by CRC's food partners such as grocers, San
Diego Food Bank, and Feeding San Diego, assisting food insecure participants at a farmers market
style or other food distribution.
Because this is a new project, CRC cannot predict how many residents will benefit from the program.
Instead, the first year objective will be to establish the baseline for future estimates. Last year 12% of all
CRC participants were Carlsbad residents. CRC estimates that it served 167 Carlsbad residents at its
Encinitas location during 2020. CRC estimates that most households will reside in the Carlsbad zip code
showing the greatest percentage of individuals experiencing food insecurity based on the recent 2-1-1
San Diego study of caller trends. Many of the callers were concerned about ongoing food insecurity or
that they would run out of food.
2-1-1 food need call demographics for Carlsbad
Femee 68%
A&e. 40.69 62%
Ma Veteran
No Children 68%
Snme Giweeinn 56%
Paefteion Degree or 114Per 1111111111111.11 26%
Income Itls Than 20%64164n
thsempkrye0 46%
Onployea 75%
firliorn um 15%
0440k, MOM 25%
St66'1, "."4 iniiiiiIMMIMINN8 5896
H"" Si" 004 51%
0% 20% 40% 60% 80% 100% 120%
This chart shows the percentage of 2-1-1 calls
needs by zip code
May 11, 2021
based upon Carlsbad food assistance
Item #6 Page 103 of 20?
DocuSign Envelope ID: 8819E980-1E4F-41AE-9B1C-D46B334FAB20
2021 City of Carlsbad Community Development Block Grant
Page 3 of 10
ORGANIZATIONAL ABILITY/CAPACITY This agency is:
0 ,(Nonprofit C-1 For-profit
0 Local public agency U State public agency
El Other (Please specify.)
B.What is the purpose/mission of the agency?
CRC's mission is to help our neighbors create paths to healthy food, stable homes, and safe
relationships.
C.How long has this agency been in operation? Please include the date of incorporation?
Incorporated on 11/26/1979, CRC is now in its 42nd year of operation.
D. How long has this agency been providing the proposed program/project?
CRC has been providing Homelessness Intervention and Prevention including food distribution
since its founding in 1979.
E.Please submit an organizational chart for the agency as Attachment B.
Please see attached CRC 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.)
Rebecca Palmer, Chief Program Officer (rpalmer@crcricc.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.
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 10
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 Bachelor
of Arts degree in Psychology from the University of California, San Diego and a Master of
Arts degree in Nonprofit Leadership and Management from the University of San Diego.
Miranda Chavez, Director of Integrative Services, joined CRC in 2013 as a Bilingual
Case Manager, and in 2014 became the Integrative Services Program Manager. In this
May 11, 2021 Item #6 Page 104 of 20?
DocuSign Envelope ID: 8819E980-1E4F-41AE-9B1C-D46B334FAB20
2021 City of Carlsbad Community Development Block Grant
Page 4 of 10
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 aBachelor of Arts degree 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).
Yanira Frias serves as the Food and Nutrition Program Manager. An alumna of the
University of California, San Diego, she earned her Bachelor of Arts in Communications
and Global Health and is a certified Holistic Nutritionist. Yanira began her career in food
policy and social justice and discovered an interest in food insecurity and
malnourishment, particularly in at-risk populations. At CRC, her current focus is creating
a comfortable, dignified shopping environment and experience for food insecure families
and individuals to access nutritious food. In 2017, recognizing a critical gap in traditional
food security models, Yanira developed and implemented a Nutrition Consultation
program for CRC participants providing individuals and families with one-on-one
nutritional guidance. Her work bridges the gap between reducing food waste in the
community and increasing food recovery for food insecure people.
Shakira Williams, Data Analyst: Shakira joined Community Resource Center (CRC) in
February 2016, serving as the Data Entry and Monitoring Specialist and now serves as
the Data Analyst. She is a gold-certified administrator for the Efforts to Outcomes (ETO)
database that CRC utilizes to track and report agency wide data. In addition to ETO,
Shakira manages the Homeless Management Information System (HMIS) used by the
San Diego Continuum of Care. She oversees data collection, reporting, and training of all
users.
Irina Gekht, Controller, has been with CRC for one year. Her has18 years' experience in
accounting for a non-profit organization matching organ donors and transplant recipients.
She administered a federal grant for human organ preservation research which
successfully cleared all audits.
Please indicate your agency's level of experience with the CDBG program. CDBG
procrram:
fl 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)
G. 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
May 11, 2021 Item #6 Page 105 of 20,
DocuSign Envelope ID: 8819E980-1E4F-41AE-9B1C-D4613334FAB20
2021 City of Carlsbad Community Development Block Grant
Page 5 of 10
H. 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.
Beginning July 1, 2021, CRC will:
•recruit and hire a qualified program coordinator
•meet with community stakeholders to further assess community need
•understand and form the right sized food insecurity response
•select the collection and distribution model likely, to work best for participants
•recruit program volunteers
•plan distributions for the remainder of the grant term
•test and evaluate the selected food distribution plan
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 funds would be used.
Indicate how the requested CDBG 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/prolect?
Sources of Funding No Yes
CDBG
Community Activities (or other General Fund monies) 0
If yes, please indicate amount and status of previously awarded funds (fully
expended, funds remaining, program/project discontinued, etc.).
Amount Received Status
CDBG funds $20,000 in progress
$453,498 in progress
Community N/A
Activities/Other
C.Did you receive any federal funds, including CDBG funding from other cities?
0 No I 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 4/30/2021 $61,976
May 11, 2021 Item #6 Page 106 of 201
DocuSign Envelope ID: 8819E980-1E4F-41AE-9B1C-D466334FAB20
2021 City of Carlsbad Community Development Block Grant
Page 5 of 10
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.)
CRC will locate this proposed program/project in the city zip code that statistically has
the greatest percentage of food insecurity. Low-income residents will access the
proposed program at a location to be determined in their neighborhood. The proposed
program will be a community designed and led project for which CRC will provide
knowledge and experience of best practices for organization, collection, and
distribution of healthy food. However, CRC will rely on the community as the experts
in the design and delivery of this project, including volunteer recruitment, training, and
culturally aligned implementation.
•CRC now provides USDA Food Commodities to all eligible households once each
month, 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 which Pilgrim Church and Christ Presbyterian in La Costa serve as
winter shelters.
•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 and reduce food insecurity.
•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 has an office near City Hall which serves domestic violence clients for housing
assistance and counseling.
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%)
99 % of clients are at 30 percent or below of the area median income
1 % 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 proposed project will benefit low and moderate income Carlsbad residents by
providing a reliable, readily accessible source of healthy food including fresh produce
and protein sources. These services fully align with the City's Consolidated Plan priority
to reduce food insecurity. The City's recent needs study reported food insecurity as one
of the highest priority needs.
May 11, 2021 Item #6 Page 107 of 207
DocuSign Envelope ID: 8819E980-1E4F-41AE-9B1C-D466334FAB20
2021 City of Carlsbad Community Development Block Grant
Page 6 of 10
D.Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
CRC estimates that the program will benefit 100 clients of which 100% will be Carlsbad
residents
E.Does your agency focus its activities on populations with special needs?
0 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 barriers. Staff regularly receive training on how to provide culturally
competent services for the underserved populations CRC serves. Services are
available in Spanish to better serve the Hispanic/Latino population, which comprises
approximately 40% of CRC's clients.
F.Does your organization charge recipients for the provided services?
/ No DYes (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.
Implementation plan:
July 1, 2021 to December 31, 2021
Recruit and hire program coordinator by 8/15/21
Community focus groups 8/15 to 9/30/21
Identify community site for Food and Nutrition distribution
Prepare operations plan
Secure location permission, permits if required
Obtain operating essentials
Recruit volunteer base
January 1, 2022 to June 30, 2022
Conduct first food collection with CRC's partner stores
Conduct first food distribution
Evaluate success and changes needed
Conduct second food distribution
Conduct third food distribution.
May 11, 2021 Item #6 Page 108 of 207
DocuSign Envelope ID: 8819E980-1E4F-41AE-9B1C-D468334FAB20
2021 City of Carlsbad Community Development Block Grant
Page 7 of 10
V. DOCUMENTATION
A.How will the beneficiaries' information be collected and documented?
Participants complete an enrollment form which gathers name, address, and
demographic information. That data is entered in ETO, the database CRC uses to track
outcomes.
B.How will the outcomes be measured, collected, and documented?
Beginning 15 days after the CDBG grant agreement is signed, CRC will recruit and
form a food security needs assessment team comprised of community stakeholders.
That team will complete a small community needs assessment of food security
resources, develop a needs assessment survey, and conduct the survey in the
community. The team will then evaluate the survey results and formulate a plan to
implement the food and nutrition program
Between January 1, 2022 and June 30, 2022, 100 Carlsbad residents will receive
healthy food through the food distribution plan created and implemented by community
team
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 in serving the low income and most vulnerable populations.
CRC would partner and collaborate with the San Diego Food Bank and Feeding San
Diego in order to rescue food from local grocery stores. CRC is also a partner of the
North County Food Policy group which will serve as a platform for outreach and
collaboration. The San Diego Food System Alliance and Hunger Action Network would
play a role in promoting cross-sector collaboration among individuals and organizations
in Carlsbad; both would assist in increasing community-level awareness, engagement,
and programming.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
"--DocuSigned by:
Ma& VeuA, au.f
Chief Executive Officer 3/17/2021 \--B0F3518CC70134A3..
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 Division staff.
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
Local Objective:
Eligibility Determination:
May 11, 2021 Item #6 Page 109 of 207
DocuSign Envelope ID: 8819E980-1E4F-41AE-9B1C-D46B334FAB20
2021 City of Carlsbad Community Development Block Grant
Page 8 of 10
CDBG-CV PROJECT BUDGET
Organization: Community Resource Center Total organization budget $ 5,619,179
Program/Project name requesting funds: CRC Food & Nutrition Center for Carlsbad
CDBG funds requested: $40,000 Total program/project budget: $ 40,000
Note: Indicate with an asterisk (*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for program/proiect: (S)Secured or (A)Anticipated
a.Funding requested from the City $ 40,000 (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 (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) $ 40,000 (S) or
(A)
2. Uses of CDBG 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 ( @ 56 cents/mile calendar year 2021)
h.Incentives and Special Events
I.Indirect costs
J.
k.
$ 21,840
$ 7,207
$ 1,566
$ 2,500
$ 2,000
$1,250
$ 3,636
I. TOTAL REQUESTED FUNDING (same as 1.a.) $ 40,000
3. Percentage of project budget represented by CDBG request 100%
May 11, 2021 Item #6 Page 110 of 207
DocuSign Envelope ID: 8819E980-1E4F-41AE-9B1C-D466334FAB20
2021 City of Carlsbad Community Development Block Grant
Page 9 of 10
4. If your project will require future funding, please provide information about how the program will be funded.
CRC will seek future funding from other CDBG or City funding. In addition, CRC is funded by a diverse
range of government and private grants, business and community donations, fundraising event revenue,
in-kind services and food donations and revenue from CRC Resale stores. Food distributions are
supported by trained, committed volunteers who distribute products daily, and by Feeding San Diego,
Jacobs & Cushman San Diego Food Bank, partner grocery stores who provide Fresh Rescue food, and
by community members who donate non-perishable food. CRC is the coastal North County leader in
providing high impact stabilization services that assist families facing homelessness because of job loss
or inadequate income in keeping permanent housing. These positive outcomes have resulted in long-
term funding by both government and private grantors.
May 11, 2021 Item #6 Page 111 of 207
EXECUTIVE SUMMARY
In addition to your Community Development Block Grant funding application, please complete the
following supplemental questionnaire.
Preference will be given to the applications which specifically address the top two priorities as
presented in the Funding Plan, however applications for unrelated services are eligible for
submission.
ORGANIZATION:
1. In 250 words or less, please describe how your organization will be use the requested
funds.
CRC proposes to establish and implement healthy food distribution to meet the nutrition needs of
food insecure households in a higher density, low-income housing area in Carlsbad modeled on
CRC’s Encinitas gold certified Food & Nutrition Center.
In Phase One beginning July 2021, CRC will use grant funds to design and create the program by
recruiting and employing a qualified program coordinator from Carlsbad, hold meetings with
community stakeholders to further assess community need, understand and form the response to
food insecurity, select the collection and distribution model likely to work best for participants, recruit
program volunteers, and plan distributions for the remainder of the grant term.
Phase Two will test and evaluate the selected food distribution plan. For example, depending on
community input, the Carlsbad model could include community volunteers, guided by CRC staff,
picking up fresh produce from Carlsbad farmers and other food donations from Carlsbad neighbors,
bringing it to the locally chosen distribution center, and then supplemented by CRC’s food partners
such as grocers, San Diego Food Bank, and Feeding San Diego, assisting food insecure
participants at a farmers market style or other food distribution.
CRC in its Encinitas location has developed strong partnerships including:
• Leah’s Pantry – best practices award “Gold Certified Pantry”
• Bastyr University capstone project – naturopathic graduate students conducing a full
assessment of CRC’s pantry yielding a comprehensive report and strategic changes.
• Volunteer Registered Dietician providing one-on-one nutrition consultations and resources.
• Produce Good – gleaning organization that partners with CRC providing fresh produce.
• Coastal Roots Farms - weekly produce partnership
• Healthy Day Partners – sponsors CRC’s community garden plot and donates “Grab and
Grow” seedlings to CRC households to grow their own produce.
• Encinitas community garden
• North County Food Policy Council – GIS mapping
• Home grown Hunger Relief project, connecting home ‘growers” to CRC, with established
drop off locations for CRC pickup for distribution to households.
• City of Encinitas Senior Center’s food delivery program
• Local restaurants donating prepared meals.
Because this is a new project, CRC cannot predict how many residents will benefit from the
program. Instead, the first-year objective will be to establish the baseline for future estimates. Last
May 11, 2021 Item #6 Page 112 of 207
year 12% of all CRC participants were Carlsbad residents. CRC estimates it served 167 Carlsbad
residents at the Encinitas location during 2020. Grant funds will also be used for indirect expenses.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived at the
funding request.
Please see the Project Budget on page 8 of the Application.
3. Describe how your organization will be able to advance your program if you do not receive
the entire funding request. What is your funding threshold before you can no longer provide
the intended services or supplies you are seeking?
CRC will be able to advance the program by using CDBG funds provided by the City of
Carlsbad to establish food and nutrition services in the City of Carlsbad. CRC will be
restricted in its ability to create and launch this if it receives less than the amount requested
and needs a minimum grant of $40,000 to make substantial progress in reducing food
insecurity for low-income Carlsbad residents. Should the City of Carlsbad allocate other
funds due to the evidence of food insecurity, CRC would apply for those funds to amplify and
accelerate the community project.
4. Does your organization charge a fee for accessing your services or supplies? If so, please
describe the rational for this fee.
No fees will be charged for any of the services described.
5. Will the funding of this program with a CDBG grant allow you to receive a matching grant
from another organization? If so, where would those funds come from and how much would
that grant be in dollars?
There is no matching funding that has been identified at this time.
6. If your funding is approved, how many Carlsbad residents will you be able to assist?
In response to the City of Carlsbad’s significant research that indicates specific and higher
food insecurity in certain zip codes, CRC proposes a community guided approach to
developing a pilot food and nutrition platform to be shaped and established in, and for, the
community selected. CRC’s longstanding and recognized approach to food distribution is
grounded in the principles of high-quality nutrition while providing household choices. CRC’s
current food pantry is primarily implemented and “staffed” by volunteers. This proposal
contemplates and recommends this structure as it allows for a valuable socially welcoming
setting that is responsive to specific dietary preferences while keeping the overhead costs
low and offering the rich human social exchanges that foster dignity and respect.
CRC’s best estimate is that it will provide healthy food to 100 Carlsbad residents. Because
this is a new program, CRC does not have a baseline for estimating participation.
May 11, 2021 Item #6 Page 113 of 207
Driver/Maintenance (2)
Resale Store Managers (3)Case Managers (4)Case Managers (4)Resale Store Clerks (5)Project Coordinator
Case Manager
Residential Advocates (5)
rev. 2021.01.27
Program Manager - FNC
Intake Specialist
Clinical Supervisor Director - DV
Program Manager - DVCounselor/Therapist (4)
Family Advocate
Shelter Coordinator
Prevention Specialist
TCC Coordinator
Chief Philanthropy Officer
Accountants (2)Development & Marketing
Manager
Grants Manager
Volunteer Manager
Development Associate
Board of Directors
Chief Executive Officer
Chief Operating Officer Compliance & Quality Assurance Officer Chief Program Officer Controller
HR Generalist
Office Manager
Sr. Resale Store Manager
Data Analyst & IT Tech.
Director -IS
Program Manager - IS
May 11, 2021 Item #6 Page 114 of 207
INTERFAITH COMMUNITY SERVICES
Grant Application to the City of Carlsbad FY 2021 – 22
Community Development Block Grant Program
March 17, 2021
May 11, 2021 Item #6 Page 115 of 207
CITY OF CARLSBAD
CDBG FUNDING APPLICATION PACKAGE
CHECKLIST OF REQUIRED DOCUMENTS
The following information is required of all CDBG-CV applicants. All applicants must provide all of the documents
listed below even if they have been provided in the past.
Board of Directors' resolution authorizing submittal of application (1 Copy)
Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization (1 Copy)
(Note: One resolution both authorizing submittal of applications and entering into agreements may be substituted
for the above two documents.)
List of Board of Directors (1 Copy)
Financial Audit Report for the most recently ending Fiscal Year (1 Copy)
Funding proposal application.
Application form format is to remain as it is provided in Request for Proposal package.
Application is not to exceed twenty (20) pages total, including attachments A, B, C below.
(Pages included after the first 20 pages in an application package will not be distributed or used for evaluation
purposes.)
Attachment A Executive Summary (required)
Attachment B Organizational chart (required)
Attachment C Resumes of identified key personnel (Optional)
Attachment D Implementation schedule for construction, rehabilitation, property
acquisition, other construction related, or new public/community service activities. (if
applicable)
Attachment E Acquisition of Property or Construction Related Projects: Architectural
plans, scope of work, estimate of costs, listing of property to be acquired or other
appropriate documentation. (if applicable)
Please note that the attachment of brochures or other information will not be accepted in lieu of completing each
question on the Funding Proposal Application. Additionally, any other attachments, such as newspaper articles, not
directly related to the application will not be accepted.
May 11, 2021 Item #6 Page 116 of 207
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
NOTICE OF FUNDING AVAILABILITY (NOFA)
The City of Carlsbad is announcing the start of the application cycle for the FY 2021-22 Community
Development Block Grant Program. The CDBG program is a federally funded program and is
administered by the city to provide decent housing, a suitable living environment, and the expansion of
economic opportunities principally for lower income persons and households.
The city anticipates receiving $536,522 in CDBG funds from the U.S. Department of Housing and Urban
Development (HUD) for the 2021-2022 program year.
To view the full Notice of Funding Availability for the CDBG programs, please visit:
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp.
The completed application package, including appropriate attachments, must be submitted prior to 5
P.M. on Wednesday, March 17, 2021. 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, CA 92008.
Potential applicants who have questions regarding the application should contact Nancy Melander by
email at nancy.melander@carlsbadca.gov or by calling 760-331-8322.
The proposed timeline for the grant review process is as follows:
Process and Timeline for Allocation of Funding
Feb. 24, 2021 Issue NOFA
March 17, 2021 Applications Due
Week of March 22, 2021 Application review and recommendation by the CDBG
Advisory Committee
10-day public review/comment
May 11, 2021
City Council approval of allocations and FY2021-22
Action Plan
May 11, 2021 Item #6 Page 117 of 207
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FY 2021-22
FUNDING PROPOSAL APPLICATION
The following information must be completed by each qualified nonprofit organization interested in being
considered for CDBG 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 Wednesday, March 17, 2021.
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,
CA 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 regarding CDBG funding should contact Nancy Melander by email at
nancy.melander@carlsbadca.gov.
→THEME:
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 Housing, Basic Needs, and Employment Assistance
Program
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
Financial Contact: Joe Stemmler Telephone No.: 760-294-6356 ext. 114
email: jstemmler@interfaithservices.org
Program Manager Contact: Amber Rizkalla Telephone No.: 760-708-6830
email: arizkalla@interfaithservices.org
May 11, 2021 Item #6 Page 118 of 207
Executive Director Contact: Greg Anglea Telephone No.: 760-489-6380 ext. 230
email: ganglea@interfaithservices.org
Requested Funding Amount: $ 90,397
Brief Description of Program/Project (Describe the work to be performed, including the activities to be undertaken or
the services to be provided and the goals and objectives of the program/project):
Interfaith Community Services (Interfaith) will provide critical services at its Carlsbad Service Center that will address
priorities identified by the City of Carlsbad to benefit low- and moderate-income persons and improve the overall
wellness of community members facing serious health and welfare needs.
Activities and services to be provided to the community will include:
Rental Assistance and Emergency Financial Support: Interfaith will provide homelessness prevention and diversion
services to Carlsbad households facing imminent homelessness, including those who 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. Once screening and enrollment are complete, 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 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 healthcare.
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 purchased food, as needed.
Basic Needs Support: 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, 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.
Employment Support: 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.
Goals and Objectives:
Interfaith’s Carlsbad Service Center Housing, Basic Needs, and Employment Assistance Program will support at least 200
unduplicated Carlsbad homeless and low-income individuals. Over a 12-month grant period, funding from the Carlsbad
CDBG FY 2021-22 Grant will provide:
• Rental assistance and emergency housing case management to prevent or rapidly reverse homelessness to at
least 15 Carlsbad families;
May 11, 2021 Item #6 Page 119 of 207
• Basic needs (e.g. emergency food and hygiene kits, connections to supportive services) to at least 200
unduplicated Carlsbad individuals and their families; and
• Employment assistance essential for gaining and retaining employment and/or obtaining a diploma or GED to at
least 75 individuals.
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?
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 2,900 volunteers, 250+ member
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 Inland Service Center 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. Together, Interfaith’s comprehensive wraparound services are designed to holistically fulfill the needs
of individuals and families in their period 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 19 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
May 11, 2021 Item #6 Page 120 of 207
four 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 with her 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, 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 more than 10 years of
experience in the nonprofit field including: teaching, program 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, Case Manager, works with the Carlsbad community members on the Basic Needs, Housing and
Employment Assistance Programs at the Carlsbad Service Center (CSC). Gonzalez 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.
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.
Maria Marin, Case Manager at the CSC, facilitates morning day labor, basic needs and social services, and conducts
vocational case management. Marin holds a Bachelor’s degree in Political Science from SDSU. She completed one
year of service with PASS AmeriCorps where she mentored at-risk youth in a middle school in Oceanside before
joining Interfaith’s Supportive Services team as a Case Manager. Following this Marin served a second year with
PASS AmeriCorps before returning to Interfaith as a Case Manager at our CSC in July 2020.
Alexis Rojas, Case Manager, joined Interfaith’s CSC in February 2020 and is responsible for helping individuals who
are homeless or at-risk of becoming homeless get connected to employment and economic development
opportunities including day labor, vocational case management, and supporting basic needs. Rojas facilitates
programs including Day Labor, Employment to Overcome Homelessness, and the City of Carlsbad CDBG Rental
Assistance program. Rojas graduated from California State University of Dominguez Hills in 2017 with a double
Bachelor’s degree in Political Science and Labor Studies. While in college, Rojas volunteered at non-profit
organizations to advocate human rights in housing. Rojas has worked for Compex Legal Services, a record retrieval
company for law firms, and volunteered with the City of Oceanside for seven months in the housing department.
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
May 11, 2021 Item #6 Page 121 of 207
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 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. This project will scale-up existing programs that distribute rental assistance, food and
hygiene items, provide case management programs and employment assistance to residents.
Contract Initiation: May 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.
Performance Reporting: Prepare and submit reports, as required. Monitor progress towards stated
performance goals. Project team to adjust, as needed.
Contract End Date: 12 months following contract initiation
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 funds would be used. Indicate how the
requested CDBG funds would relate to the overall proposed budget.
Please find the completed Project Budget attached.
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 (FY2019-2020) $20,290 Fully Expended
CDBG funds (FY2019-2020) $40,000 Fully Expended
CDBG-CV funds (FY2020-2021) $123,966 Funds Remaining – to be spent by 4/30/21
CDBG-CV funds (FY2020-2021) $329,532 Funds Remaining – Awaiting executed contract
May 11, 2021 Item #6 Page 122 of 207
Community Activities/Other:
Carlsbad Service Center Hiring Hall $204,217 Funds Remaining – to be spent by 6/30/21
Trust Fund Case Management $40,000 Fully Expended
C. Did you receive any federal funds, including CDBG 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). Whenever needed, Interfaith
will provide Carlsbad residents with additional transportation resources, including bus passes, to ensure
maximum accessibility when receiving services.
The CSC offers a range of supportive services available to residents by appointment Monday through Saturday.
The center includes an on-site nutritional food pantry that distributes food and hygiene supplies. The Day Labor
Program, coordinated at the center, connects laborers with employers for daily, temporary, or permanent job
needs and is available Monday through Saturday morning year round.
Further, the CSC is located near Catholic Charities’ La Posada de Guadalupe, a male, year-round shelter. Many
of the shelter residents utilize the CSC as a starting point to self-sufficiency. The CSC also actively supports
youth and families within the Carlsbad Unified School District. CSC staff connect with these students and
families via monthly partnership meetings to ensure all are connected to the full range of services provided by
Interfaith.
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%)
62 % of clients are at 30 percent or below of the area median income
_ 34 % of clients are between 31 and 50 percent of the area median income
3 % 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
These figures reflect client enrollments during the COVID-19 pandemic. Data reflects the reported annual
income of the household, but does not reflect the fact that many were unemployment and without income at
the time of service intake.
May 11, 2021 Item #6 Page 123 of 207
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, as well as those experiencing homelessness, will benefit from the
range of supportive programs at the CSC including homelessness prevention, housing stabilization, basic needs
and employment assistance services. Through this support, Interfaith programs provided through the CSC will
address 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.
The Regional Task Force on the Homeless (RTFH) counted 7,658 persons experiencing homelessness in San Diego
County on a single night in January 2020. Of the countywide total, 3,971 were unsheltered, sleeping outdoors, or
in places not meant for human habitation, and 3,687 were in shelters. Of those counted, 19.8% reported being
chronically homeless and 37% reported living with a mental health issue. North Inland and North Coastal San
Diego County reported 1,238 men, women, and children identified as homeless, including 772 unsheltered, and
147 individuals were experiencing homelessness in Carlsbad. According to the Center for Policy Initiatives San
Diego in 2018, nearly 60% of San Diego County renters were enduring high rent costs, spending over 30% of their
income on rent, and making them vulnerable to homelessness. With the COVID-19 pandemic further exacerbating
issues of housing and job loss, this rate has likely increased significantly.
Interfaith will prevent and reduce homelessness in Carlsbad by providing rental assistance and security deposit
assistance in emergency situations. As a result of the economic impact of the COVID-19 pandemic, Interfaith is
providing upwards of $2,000, an increase from a general average of $500, in emergency housing assistance, and
refers homeless residents into the regional Continuum of Care Coordinated Entry System to link them with the
appropriate housing resources to obtain and/or maintain affordable permanent housing. 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.
The need for support is great, particularly with the community still facing the impacts of the COVID-19 pandemic.
Since March 2020, the Carlsbad Service Center has received more than 300 requests from 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, as we enter the second year of the World Health
Organization declaring COVID-19 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, in order to ensure these community members are able to remain in their
homes.
PRIORITY 3: Strengthen support services for lower income residents and residents with special needs.
According to DataUSA, in 2018, 5.71% 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 one-bedroom apartment in Carlsbad is currently $1,915, an increase of 4% since the previous
year, and well above the budget of many families in the city. Nearly half of Carlsbad’s renters have unaffordable
May 11, 2021 Item #6 Page 124 of 207
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 720 clients with social services from the CSC, including 323 Carlsbad residents.
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, 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.
In addition, Interfaith has implemented various strategies to help Carlsbad individuals experiencing homelessness
or on the verge of becoming homeless connect with employment assistance with the goal of securing stable
employment. A flexible fund is used to support transportation related expenses such as 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.
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.
Program Impact:
Interfaith’s CSC Housing, Basic Needs, and Employment Assistance Program will support 200 unduplicated
Carlsbad homeless and low-income individuals by providing them access to services including: emergency food
and employment assistance, supportive services, clinical and behavioral health referrals, and housing support
assistance.
Over a 12-month grant period, funding from the Carlsbad CDBG will provide:
• Rental assistance and emergency housing case management to prevent or immediately reverse homelessness
to at least 15 Carlsbad families;
• Basic needs (e.g. emergency food and hygiene kits) to at least 200 unduplicated Carlsbad individuals and their
families;
May 11, 2021 Item #6 Page 125 of 207
• Employment assistance essential for gaining and retaining employment and/or obtaining a diploma or GED to
at least 75 individuals.
With a grant from the City of Carlsbad CDBG, Interfaith will impact the lives of low- and middle-income adults and
children, as well as those experiencing homelessness, by helping them in their time of crisis. The goal is to assist
them in increasing or stabilizing their income, obtaining or retaining safe housing, provide them with the ability
to improve their food security, and address any physical or mental health challenges they may be facing.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage
that are Carlsbad residents.
200 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.
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.
Attachments D and E are not required due to the fact that there is no construction, rehabilitation,
property acquisition, and construction related activities, nor new public/community services
program/project.
V. DOCUMENTATION
A. How will the beneficiaries’ information be collected and documented?
Interfaith case managers complete a Needs Assessment with each household during the intake process. Through
this process, information collected and kept on file includes all general demographic information such as race,
May 11, 2021 Item #6 Page 126 of 207
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) when necessary.
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. How will the outcomes be measured, collected, and documented?
The outcomes of the Carlsbad Service Center Housing, Basic Needs, and Employment Assistance Program will be
collected through completion of required documentation used to qualify clients for this project during the intake
process, 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 ETO database, and the HMIS 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
in serving the low income and most vulnerable populations.
To form a cohesive approach to serving low- and moderate-income and the most vulnerable populations, 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, local businesses, local
property managers, 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.
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.
May 11, 2021 Item #6 Page 127 of 207
(Page intentionally left blank)
May 11, 2021 Item #6 Page 128 of 207
May 11, 2021Item #6 Page 129 of 207NOTE: 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 Division staff Date Received: Date Reviewed: Staff Person Completing Review: National Objective: Local Objective: Eligibility Determination: 13
CDBG-CV PROJECT BUDGET
Organization: Interfaith Community Services Total organization budget $20,746,740
Program/Project name requesting funds: Carlsbad Service Center Housing, Basic Needs, and Employment Assistance
Program
CDBG funds requested: $90,397 Total program/project budget: $440,710
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 $ 90,397 (S) or (A)
b. Other federal funds (if any) (S) or (A)
c. State or local government funds $245,000 (S) or (A)
d. Donations and contributions $105,313 (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) $440,710 (S) or (A)
2. Uses of CDBG funds requested for the program/project: (1.a.)
a. Wages and salaries $ 23,836
b. Personnel benefits $ 8,343
c. Materials and supplies
d. Program expenses and evaluation $50,000
e. Rent and utilities
f. Insurance
g. Mileage ( @ 56 cents/mile calendar year 2021)
h. Incentives and Special Events
i. Indirect costs $ 8,218
j.
k.
l. TOTAL REQUESTED FUNDING (same as 1.a.) $90,397
3. Percentage of project budget represented by CDBG request 20.5%
4. If your project will require future funding, please provide information about how the program will be funded.
May 11, 2021 Item #6 Page 130 of 207
1
EXECUTIVE SUMMARY
In addition to your Community Development Block Grant funding application, please complete the following supplemental
questionnaire.
Preference will be given to the applications which specifically address the top two priorities as presented in the
Funding Plan, however applications for unrelated services are eligible for submission.
ORGANIZATION: Interfaith Community Services
1.In 250 words or less, please describe how your organization will be use the requested funds.
Through funding from the Carlsbad CDBG program, low‐income Carlsbad residents will benefit from
the range of supportive programs at the Carlsbad Service Center including homelessness prevention,
housing stabilization, basic needs and employment assistance services. The community needs
addressed by the program closely align with Priorities 2 and 3 in the Consolidated Plan.
Interfaith will provide homeless prevention and diversion services (Priority 2) to at least 15 Carlsbad
households. Housing assistance will include emergency rental and security deposit payments to
ensure Carlsbad residents avoid and prevent imminent homelessness. 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 will also strengthen the support services for lower income residents of Carlsbad as well as
residents with special needs (Priority 3) by providing social services to at least 200 Carlsbad
community members and their families. Supportive services include: emergency food and hygiene
supplies; 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.
In addition, Interfaith will provide services that are crucial to household economic success. At least
75 Carlsbad community members will receive on average $100 of employment assistance essential
for gaining and retaining employment and/or obtaining a diploma or GED. Financial supports may
include transportation related expenses or the purchase of work‐related equipment and gear.
2.Attach an Excel budget showing the specific line‐item breakdown on how you arrived at the
funding request.
Please find Excel spreadsheet budget attached.
3.Describe how your organization will be able to advance your program if you do not receive the
entire funding request. What is your funding threshold before you can no longer provide the
intended services or supplies you are seeking?
There is not a specific threshold where Interfaith would no longer be able to provide the intended
services. With reduced funding, Interfaith’s Housing, Basic Needs, and Employment Assistance
Program would provide the intended services but would serve fewer households and have less of an
impact breaking the cycles of homelessness and poverty in North San Diego County.
ATTACHMENTA
May 11, 2021 Item #6 Page 131 of 207
2
4.Does your organization charge a fee for accessing your services or supplies? If so, please describe
the rational for this fee.
No, Interfaith does not charge a fee for accessing the Social Services and Housing Assistance
Program.
5.Will the funding of this program with a CDBG grant allow you to receive a matching grant from
another organization? If so, where would those funds come from and how much would that
grant be in dollars?
No, this CDBG funding would not allow Interfaith to receive a matching grant from another
organization.
6.If your funding is approved, how many Carlsbad residents will you be able to assist?
Directly through Carlsbad CDBG funding, the CSC Housing, Basic Needs, and Employment Assistance
Program would be able to assist a minimum of 15 Carlsbad households with housing and rental
assistance; 200 unduplicated Carlsbad residents with supportive services; and 75 with employment
assistance.
May 11, 2021 Item #6 Page 132 of 207
Shentelyn Lao
Program Manager
(Detox)Recuperative Care
Safe Haven
Varinda Missett
Chief Development Officer
Joseph Stemmler
Chief Financial
Officer
Emiliano Bolaños
Patrick Canepa
Yonathan Angel Eli
Nunez Facilities
Technicians
Jose Saucedo
Janitor
Greg Anglea
Chief Executive
Officer
Updated MAR 2021
Board of Directors
Fiona King
Director of
Development
Sergio Trujillo
Facilities
Manager
Filipa Rios
Chief Program
Officer
Adriana Cruz
T&R Specialist
Odetta Delsol
HR Coordinator
Dennis Haggar
Director of Human
Resources
Nima Jariwala
Controller
Gary Presley Donna
Stinson Amanda
Rodriguez Picasso
Rodriguez Scott
Radebaugh Raul
Montalvo Sarah
Valadez Kelsie Tripp
Alejandra Ramos Jen
Zurmuehlen Fernando
Ramos Sairam Aguilar
Vicki Gyr
Resident Coordinators
Mark Whitaker
Director of
Operations
Mary Ferro
Dir. of Outreach &
Eduation
Martha Garzón Faith
Based Academy
Program Mgr
Cesar TrejoEmanuel Rodriguez
In Kind Donations
Prgm Coordinators
Isaias Rosas
Hannah Brenzel
Warehouse Asst.
Joe Snyder
Operations
Manager
Sandi Moran
Scott Galloway Donor
& Volunteer Database
Coordinator
Erin Murphy
Director, Recovery and Wellness
Dean Francis
Chrystal Williams
Sandi Priest Wayne
Wilkins
Julie
Bjorklund
Christine
Carroll Tony Rocha
Ron Sewell
Substance Abuse
Counselors
Elliott Lustig
Nancy Leyko Resident
Coordinators
Jo-Ann Rellosa
Billing Assistant
Veterans
Transitional
Housing
Mitchell Snow Program Manager
Beth Simon
Program Manager -
WIOA (Youth &
Vetrans)
Amber Rizkalla
Director of Employment & Economic De velopment
Diana Gonzalez
Lead Case
Manager
Alexis Rojas
Abigail Celestino
Jessie Sall Maria
Marin Case
Managers
Daisy Hernandez
Case Manager –
TYA (El Camino
High School)
Adriana Venegas
Case Manager
Christina Segi
Lead Case
Manager
Christine
Whitworth
Business Service
Representative
Doug Ferris
Food & Nutrition
Manager
Darrell Menda
Tim Stone
Cooks
Bill Lewis
Lead Cook
Heather Johnston
Healthcare Navigator
Keith Hickox Minor
Home Repair
Veronica Giancola
Kim Nye
Theresa Castro
Walter Tolbert Case
Managers
Megan Hawker
Clinical Director
Lanni Bradley,
Atlantide Mangin,
Pete Martin
Licensed Clinical
Therapists
Jen Halverson
Behav Health Clinician/
Intern Sup.
Kathylynn Jones,
Norma Martinez,
Sergio Cardona
Case Managers
Vanessa Rheuby
Program Manager
(Residential)
Cindy Do Jennifer
Galvan VITA
Coordinator
Yessenia Martinez Jessie
Elliott-Pomerenke Melba
Diaz
Sarah Cho
Edwin Sanchez
Juliana Ramos
Rosy Taina
Case Managers
Jazmin Oregon Program
Manager (Social Services –
Inland)
Jay Vidal
Digital Media
Specialist
Micki Hickox
Volunteer Services
Manager
Beth Hallock
Program Manager
(Senior Services)
Yuridia Sebastian
Program Manager –
Supportive Services
Valerie Ramirez
Clinical Outreach
Manager
TBA
Program Manager- Vets
Employment
Bill Edom
Client Advocate
Erica Cowell
Clinical Program
Manager
Erendira (“Eren”) Hernandez
Emergency Services
Program
Manager
Gary Crite
Program
Manager RWC -
Outpatient
Jennifer Rossi
Data Specialists
Database Manager
Mickey Gonzales
Sasha Dix Permanent Housing Program Manager
Claudia Castro
Executive
Assistant
Ashley Boer
Maria Silvestre
Billing Assistant
Antoinette Brindisi
Intake Coordinator
Heather Jansen-Battles
Oscar Gonzalez
Mark Taylor
Jill Berman-Casey
Substance Abuse
Counselor
Ed Murray Resident
Coordinator
Kim Simmons
Operations
Supervisor
Dennis Williams
Site Safety
Supervisor
Cheryl Paster
Donald Gibson
Roy Gardiner
Shannen Valerie Morgan
Gillespie Intake Coordinator
Resident
Coordinators
Daniel Taylor Luis
Jimenez Chris
Taylor John Pratt
Hamayoon Babie
Luis Ambriz Marc
Gutierrez Site
Safety Coordinators
Ilona Beyer
Manager of
Faith Relations
Jennifer Handy
Grant Writer
Brett Fisher Government
Grant Writer
Kelsey Cooper
Anna Mades Jasmine
Aranda Kendra Hill
Dickerson Social
Workers – OHA/HOT
Managers
Faye Stauber
Licensed Clinical
Therapist
Ginger Bahardar Paul
Cleary
Mitchell Davis
Maria Doepke Bethany
Johnson
Tharia Corbett-
Young
Wisdom
Thompson
Licensed
Clinical Therapists
Maria Antonio
Maria Espinoza
Receptionist
Andrea Wooten Lead
Case Manager
Daniel Sturman
Case Manager
Ann Marie Masino
Housing Coordinator
Jessica Lopez Intake
Case Manager
Lizbeth Marcelino
Intake/Diversion
Specialist
Jodi Ziegler
Receptionist
Sabrina Michelson
Marinea Goodson
Jose Gonzalez
Sheree Warner
Jessica Porter Case
Managers
Roland Bryant
Sofia Eastman
Jocelyn Barrueta
Shirley Ingram
Danielle Kramer
Case Managers
Jojo Gozalo
Residential
Services Case
Manager
Grace
Aragon
Resident
Coordinator
Blanca Parker
Sara Voutila
Engy Nakhla
Maria Veloz
Nicole Mesa
Alma Ruiz
Case Managers
Eduardo Sanchez
Programs Analyst
Stephanie
Rojas
RWC Analyst
Anne Finn
Housing Analyst
Robert Clay
Robert Williams Briana
Hughes Sa ndra Morin
Elizab eth St. HollandAngela Kuzara (AMFT)
Substance Abuse
Counselors
Ciji Foote
Leonard Tri Resident
Coordinator
Patty Mack Rapid RehousingProgram Mgr
B. Hernandez
Community
Outreach
Coordinator
Kathleen Li Staff
Accountant II
Rocio Reynaud Jose
Cruz Martinez Staff
Accountant I
Stephany Heraldez
Monique Nava
Accounting Clerks
Maria Halbert
Faith Based Academy
Coordinator
Kendra Mackey
Clinical O utreach Mgr
Saundra Davis
Ryan Anderson
Resident
Coordinators
Gersain Medina
Site Supervisor
Lam Vo
IT Specialist
Jana Mackie
Grant Manager
Charlotte Romero
Accounting Mgr
Madison Hancock
Mariana Duenas Alexis
Villegas-Velez Case
Manager
Joan Rector
Registered Nurse
LaSeana Ancrum
Jean Andre Ruiz
LVN
Megan Ward
Sandra Topete
Case Manager
Autumn Alcorn
Ricardo Bahena
Nicanor Guajardo
Len Licanda
Patricia Dela Cruz
Tasheena Kitchen
Resident Behavioral Health Aides
Mayte Fuentes
CNA
TBA
Mattison Walker
Site Supervisor
Latoya Washington
Landlord Engagement
Specialist Janet Reeves
Volunteer
Coordinator
Shira Jacobs
Comms. Spec
ATTACHM ENT B
Organizational Chart
May 11, 2021 Item #6 Page 133 of 207
ATTACHMENT B
1
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM NOTICE OF FUNDING AVAILABILITY (NOFA)
The City of Carlsbad is announcing the start of the application cycle for the FY 2021-22 Community
Development Block Grant Program. The CDBG program is a federally funded program and is
administered by the city to provide decent housing, a suitable living environment, and the expansion of
economic opportunities principally for lower income persons and households.
The city anticipates receiving $536,522 in CDBG funds from the U.S. Department of Housing and Urban
Development (HUD) for the 2021-2022 program year.
To view the full Notice of Funding Availability for the CDBG programs, please visit:
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp.
The completed application package, including appropriate attachments, must be submitted prior to 5
P.M. on Wednesday, March 17, 2021. 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, CA 92008.
Potential applicants who have questions regarding the application should contact Nancy Melander by
email at nancy.melander@carlsbadca.gov or by calling 760-331-8322.
The proposed timeline for the grant review process is as follows:
Process and Timeline for Allocation of Funding
Feb. 24, 2021 Issue NOFA
March 17, 2021 Applications Due
Week of March 22, 2021 Application review and recommendation by the CDBG
Advisory Committee
10-day public review/comment
May 11, 2021
City Council approval of allocations and FY2021-22
Action Plan
May 11, 2021 Item #6 Page 134 of 207
ATTACHMENT B
2
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2021-22 FUNDING PROPOSAL APPLICATION
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG 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 Wednesday, March 17, 2021. 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, CA 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 regarding CDBG funding should contact Nancy Melander by
email at nancy.melander@carlsbadca.gov.
THEME:
FUNDING APPLICANT
Name of Agency: Legal Aid Society of San Diego
Address: 216 S. Tremont St, Oceanside CA 92054
Federal DUNS Number: 0875724670000
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Fair Housing- Legal Aid Society of San Diego
Location of Program/Project: 216 S. Tremont St. Oceanside CA 92054
Person completing application: Rosalina Spencer Phone: 619.471.2747 email: RosalinaS@lassd.org
Financial Contact: Sergio Valenzuela Telephone No.: 619.471-2617 email:SergioV@lassd.org
Program Manager Contact: Rosalina Spencer Phone: 619.471.2747 email: RosalinaS@lassd.org
Executive Director Contact: Greg Knoll Telephone No.:619.471.2620 email:Gek@cchea.org
May 11, 2021 Item #6 Page 135 of 207
ATTACHMENT B
3
Requested Funding Amount:
$46,488
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided and the goals and objectives of the program/project):
Legal Aid Society of San Diego (“LASSD”) will provide comprehensive legal services regarding Fair Hous-
ing, including education and outreach; counsel, advice and brief services; testing; and representation for
enforcement of the Fair Housing Act and related State laws.
I. ORGANIZATIONAL ABILITY/CAPACITY
A. This agency is:
x Nonprofit For-profit
Local public agency State public agency
Other (Please specify.)
B. What is the purpose/mission of the agency?
The mission of LASSD is to improve lives by advancing justice through effective, efficient and vigor-
ous legal advocacy, outreach, and education. LASSD is a proud, committed, and compassionate
group of people dedicated to providing equal access to justice for low income households through
aggressive, quality legal services. As legal advocates, we will redress our clients' legal problems;
empower our clients to access and effectively participate within the legal, governmental, and so-
cial systems; and encourage self-empowerment in the fight against poverty and injustice.
C. How long has this agency been in operation? Please include the date of incorporation?
Legal Aid Society of San Diego, formerly Office of Public Attorney, has been in operation and
providing legal services for over 100 years. Legal Aid Society of San Diego, Inc. was incorpo-
rated under its current name on December 30, 1953.
D. How long has this agency been providing the proposed program/project?
Our Fair Housing Team has been providing fair housing legal services for 9 years. We have been a re-
cipient of HUD Fair Housing Initiatives Program funds (FHIP) for the past six years and have been des-
ignated as a Qualified Fair Housing Organization by HUD. We have also been the recipient of Carlsbad
CDBG funds for Fair Housing Services for the last 3 years.
May 11, 2021 Item #6 Page 136 of 207
ATTACHMENT B
4
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 pro-
gram/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 com-
plete response.)
LASSD Fair Housing experience is as follows:
Rosalina Spencer/ Program Manager- Senior Attorney (Bilingual), has over 13 years of fair hous-
ing services related work including being a fair housing litigator, trainer, and educator. Ms.
Spencer will be responsible for the daily management of the overall project and will direct litiga-
tion and enforcement efforts in all meritorious fair housing claims. Ms. Spencer will also oversee
staff development, training, and will work in a task force model with advocates and testing coor-
dinators to evaluate meritorious complaints. Ms. Spencer will also act as the primary contact for
this project and will lead interfacing efforts with the City. Ms. Spencer will be responsible for
the collection of data and the organization and submission of reports on a monthly basis. Ms.
Spencer will provide a large majority of her services as in-kind. Ms. Spencer currently leads the
effort in implementing a multi-year FHIP grant wih HUD. Ms. Spencer is also the Vice Chairman
for the San Diego Regional Alliance for Fair Housing (SDRAFFH).
Janeth Castenada/Test Coordinator (Bilingual), with over two years of experience with complaint
intake, educational training, and outreach in English and Spanish under the Fair Housing Act. Ms.
Castenada has experience in fair housing investigations having worked under North County CDBG
Fair Housing project where she currently assists clients and leads education and outreach efforts
throughout North County.
May 11, 2021 Item #6 Page 137 of 207
ATTACHMENT B
G. Please indicate your agency's level of experience with the 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)
May 11, 2021 Item #6 Page 138 of 207
ATTACHMENT B
6
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. Not applicable.
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 funds would be used. Indicate how the
requested CDBG funds would relate to the overall proposed budget. See 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)
x x
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
Amount Received Status
CDBG funds
CDBG funds, Fair Housing Testing 20-21 $10,000 on-going
CDBG funds, Fair Housing 20-21 $23,244 on-going
CARES, Fair Housing 20-21 $23,244 on-going
CDBG funds, Fair Housing Testing 19-20 $10,000 $1603.20 CDBG funds, Fair Housing 19-20 $20,550 $22,744
C. Did you receive any federal funds, including CDBG funding from other cities?
No x Yes (Please list funds below)
Program Source Amount Received
City of San Diego $150,000
County of San Diego $100,000
Encinitas $18,120
San Marcos $26,850
Vista $40,000
Oceanside $30,000
Escondido $35,000
HUD FHIP $203,500
May 11, 2021 Item #6 Page 139 of 207
ATTACHMENT B
7
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.)
We have three offices, including one in Oceanside which is across the street from the Oceanside Transit
station and within 4 miles of Carlsbad City Hall. The office is accessible to persons with disabilities and
is located along major transit lines. Clients can be accommodated in various ways, including but not
limited to: phone or web-cam interviews, offsite appointments, or appointments at the subject prop-
erty.
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%)
84 % of clients are at 30 percent or below of the area median income
_ 6 % of clients are between 31 and 50 percent of the area median income
8 % of clients are between 51 and 80 percent of the area median income
2 % 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)
· Priority 5: Provide Fair Housing Services to Residents- LASSD will ensure that a
full-scale fair housing services program is implemented on behalf of the residents of
Carlsbad to ensure that any residents who are a victim of housing discrimination can
obtain legal advice and assistance. LASSD will conduct workshops, distribute literature
on fair housing and monitor related legislation. In addition, LASSD will provide educa-
tion and outreach, and representation for conciliation and enforcement remedies to
Carlsbad residents to address and reduce housing discrimination.
· Priority 1: Increase and Preserve Affordable Housing Opportunities for Low and
Moderate Income Households- LASSD’s Fair Housing Project will ensure that Carlsbad
residents will have access to existing affordable housing by addressing and reducing
any housing discrimination barriers that may prevent people from keeping and/or ac-
cessing affordable housing opportunities. LASSD will conduct education, outreach, and
enforcement of fair housing laws, including but not limited to the newly passed state
source of income protection for those residents receiving rental assistance.
· Priority 2: Prevent and Reduce Homelessness- LASSD prevents and reduces home-
lessness by enforcing the Fair Housing Act and by ensuring equal housing choices to
Carlsbad residents. LASSD works with people who have recently become homeless or
who have been formerly homeless and will enforce their right to be free from housing
discrimination when securing permanent housing. LASSD also reduces homelessness
by using education, outreach, advice, and representation to keep tenants housed
through reasonable accommodations and modifications under the Fair Housing Act and
related state laws. LASSD also provides limited education and advice on landlord/ten-
ant disputes.
· Priority 3: Strengthen Support Services for Lower Income Residents and Resi-
dents with Special Needs-LASSD has a proven track record in providing services to
lower income residents and to persons with disabilities, including those with mental
illness who may be homeless or formerly homeless. LASSD will implement a fair hous-
ing service that will provide needed fair housing services to assist low income persons
and those with physical and/or mental health disabilities to maintain their residence or
provide assistance with obtaining reasonable accommodations and/or modifications to
maintain living in supportive housing.
through reasonable accommodations and modifications under the Fair Housing Act and
related state laws. LASSD also provides limited education and advice on landlord/ten-
ant disputes.
· Priority 3: Strengthen Support Servies for Lower Income Residents and Residents
with Special Needs-LASSD has a proven track record in providing services to lower in-
come residents and to persons with disabilities, including those with mental illness
who may be homeless or formerly homeless. LASSD will implement a fair housing ser-
vice that will provide needed fair housing services to assist low income persons and
those with physical and/or mental health disabilities to maintain their residence or pro-
vide assistance with obtaining reasonable accommodations and/or modifications to
maintain living in supportive housing.
May 11, 2021 Item #6 Page 140 of 207
ATTACHMENT B
8
No X Yes (Please specify)
Please specify which special needs populations. (homeless individuals/families, persons with disabilities, per-
sons with substance abuse problems, veterans, farmworkers and day laborers, seniors, children, etc.)
LASSD as a firm has various grants that focus on special need populations such as: homeless,
persons with disabilities, veterans, seniors, and children. LASSD’s fair housing team has suc-
cessfully completed HUD Education and Outreach Initiative grants that specialized in educat-
ing persons with mental and physical disabilities.
F. Does your organization charge recipients for the provided services?
X 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
D. Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
Carlsbad Estimated Population is 115,877 people of which 100% are Carlsbad resi-
dents. LASSD’s proposed fair housing project will provide outreach, education, and en-
forcement of the Fair Housing Act throughout the entire City of Carlsbad that im-
pacts and benefits the entire city.
Persons of which 100% are Carlsbad residents
E. Does your agency focus its activities on populations with special needs?
through reasonable accommodations and modifications under the Fair Housing Act and related state
laws. LASSD also provides limited education and advice on landlord/tenant disputes.
· Priority 3: Strengthen Support Services for Lower Income Residents and Residents with Special
Needs-LASSD has a proven track record in providing services to lower income residents and to per-
sons with disabilities, including those with mental illness who may be homeless, formerly homeless,
or at risk of homelessness. LASSD will implement a fair housing service that will provide fair housing
services to assist low income persons and those with physical and/or mental health disabilities to
maintain their residence or provide assistance with obtaining reasonable accommodations and modi-
fications to continue living in supportive housing.
May 11, 2021 Item #6 Page 141 of 207
ATTACHMENT B
N/A
listing, or other appropriate documents.
V. DOCUMENTATION
A. How will the beneficiaries' information be collected and documented?
LASSD's database system captures client's name, income, and demographic in-
formation as well as case notes and outcomes.
B. How will the outcomes be measured, collected, and documented? LASSO
captures case outcomes in our database system and our grant progress in
various Microsoft programs.
VI. PARTNERSHIPS, COLLABORATION, AND OUTREACH
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 in serving the low income
and most vulnerable populations. LASSO is part of the San Diego Eviction Collaborative. The purpose of
the Collaborative is to maximize resources and streamline referrals to our collaborative partners.
ndersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
eecJ/eJl)Jd(~ op p-1
Title / Oat
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 Division staff
Date Received:
Date Reviewed :
Staff Person Completing Review:
National Objective:
Local Objective:
Eligibility Determination:
9
May 11, 2021 Item #6 Page 142 of 207
ATTACHMENT B
10
(Page intentionally left blank)
May 11, 2021 Item #6 Page 143 of 207
ATTACHMENT B
11
CDBG-CV PROJECT BUDGET
Organization: ___Legal Aid Society of San Diego____Total organization budget $18.5 million______
Program/Project name requesting funds: Legal Aid Society of San Diego
CDBG funds requested: $ 46,488 Total program/project budget: $ 760,482
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 $46,488 (A)
b. Other federal funds (if any) $603,470 (S)
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) 760,482 (S)
2. Uses of CDBG funds requested for the program/project: (1.a.)
a. Wages and salaries $28,004
b. Personnel benefits $6907
c. Materials and supplies $876
d. Consultant Services $100
e. Rent and utilities $1240
f. Training for staff ($500) /SDRAFFH Fees ($500) $1000
g. Mileage (___ @ 56 cents/mile calendar year 2021) $250
h. Insurance ($60), Telephone ($430) $490
i. Indirect costs $5601
j. Postage ($20) /Printing Duplication ($500)/ Brochure design $500 $1020
k. Litigation Expenses $1000
l. TOTAL REQUESTED FUNDING (same as 1.a.) $ 46,488
3. Percentage of project budget represented by CDBG request % 6.1
4. If your project will require future funding, please provide information about how the program will be funded.
May 11, 2021 Item #6 Page 144 of 207
ATTACHMENT B
12
CITY OF CARLSBAD
CDBG FUNDING APPLICATION PACKAGE
CHECKLIST OF REQUIRED DOCUMENTS
The following information is required of all CDBG-CV applicants. All applicants must provide all of the documents
listed below even if they have been provided in the past.
Board of Directors' resolution authorizing submittal of application (1 Copy)
Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization (1 Copy)
(Note: One resolution both authorizing submittal of applications and entering into agreements may be substituted
for the above two documents.)
List of Board of Directors (1 Copy)
Financial Audit Report for the most recently ending Fiscal Year (1 Copy)
Funding proposal application.
Application form format is to remain as it is provided in Request for Proposal package.
Application is not to exceed twenty (20) pages total, including attachments A, B, C below.
(Pages included after the first 20 pages in an application package will not be distributed or used for evaluation
purposes.)
Attachment A Executive Summary (required)
Attachment B Organizational chart (required)
Attachment C Resumes of identified key personnel (Optional)
Attachment D Implementation schedule for construction, rehabilitation, property
acquisition, other construction related, or new public/community service activities. (if
applicable)
Attachment E Acquisition of Property or Construction Related Projects: Architectural
plans, scope of work, estimate of costs, listing of property to be acquired or other
appropriate documentation. (if applicable)
Please note that the attachment of brochures or other information will not be accepted in lieu of completing each
question on the Funding Proposal Application. Additionally, any other attachments, such as newspaper articles, not
directly related to the application will not be accepted.
May 11, 2021 Item #6 Page 145 of 207
EXECUTIVE SUMMARY
In addition to your Community Development Block Grant funding application, please complete the following
supplemental questionnaire.
→ Preference will be given to the applications which specifically address the top two priorities as
presented in the Funding Plan, however applications for unrelated services are eligible for submission.
ORGANIZATION:
1. In 250 words or less, please describe how your organization will be use the requested
funds.
LASSD’s fair housing team is comprised of highly skilled attorneys, advocates, and testing
coordinators with expertise in fair housing laws. We will use the funds to ensure that all
meritorious fair housing claims are accepted, investigated, and the proper enforcement path is
chosen when required.
LASSD will accept and investigate alleged violations of federal, state, or local housing
discrimination laws using standard fair housing investigative methodology. After there has been
a determination that a claim is meritorious, LASSD will have an appointment with the complainant
to gather facts, witnesses, documents, and develop respondent profiles. Other investigative
methodologies that may be used include surveys of in-place tenants, interviews of in-place
tenants, interviews of past tenants, and testing.
After a case is accepted for enforcement, LASSD will present the client with all enforcement
options and will work with the client to determine which is best for their situation, which may
include conciliation, administrative proceedings, or litigation.
LASSD’s comprehensive fair housing services will increase and preserve affordable housing
opportunities for low- and moderate-income households by helping residents overcome
barriers to obtaining housing, such as discrimination against Section 8 recipients and those
receiving other types of rental assistance. LASSD’s project will also prevent and reduce
homelessness by ensuring that residents are not denied housing or removed from their existing
housing in violation of fair housing laws, such as a landlord’s refusal to grant a reasonable
accommodation that would allow a disabled individual to remain in their home.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived at
the funding request. See attached.
3. Describe how your organization will be able to advance your program if you do not
receive the entire funding request. What is your funding threshold before you can no
longer provide the intended services or supplies you are seeking?
The minimum amount required to advance the program is $46,488. If we do not
receive the entire funding request it will not be possible to provide all the current fair
May 11, 2021 Item #6 Page 146 of 207
housing services, we provide in Carlsbad. If we do not receive the entire funding
request it will also jeopardize our other North County Fair Housing contracts since
LASSD leverages these funds to staff our fair housing team.
4. Does your organization charge a fee for accessing your services or supplies? If so,
please describe the rational for this fee.
No.
5. Will the funding of this program with a CDBG grant allow you to receive a matching
grant from another organization? If so, where would those funds come from and how
much would that grant be in dollars?
Not Applicable.
6. If your funding is approved, how many Carlsbad residents will you be able to assist?
LASSD is on track to assist over 146 Carlsbad residents this year and expects that
demand for fair housing services will only increase with recent changes in legislation
and the effects of the pandemic. LASSD anticipates assisting 146 Carlsbad residents in
the upcoming year if we receive the entire funding request.
May 11, 2021 Item #6 Page 147 of 207
Personnel
Tester 12,676
Senior Attorney 6,100
Advocate 724
Advocate 3,375
Advocate 5,129
SUBTOTAL 28,004
Employee Benefits 6,907
TOTAL PERSONNEL 34,911
Non-Personnel
Supplies 876
Postage 20
Printing/Duplication 500
Consultant Services 100
Training for Satff 500
SDRAFFH Fees 500
Litigation Expenses 1,000
Transportation/Mileage for staff 250
Insurance 60
Space Cost 1,240
Telephone 430
Brochure Design 500
TOTAL NON-PERSONNEL 5,976
TOTAL 40,887
Approved Indirect @ 20% of Salaries 5,601
46,488$
LEGAL AID SOCIETY OF SAN DIEGO, INC.
PROPOSED BUDGET
July 1, 2021 to June 30, 2022
May 11, 2021 Item #6 Page 148 of 207
LEGAL AID SOCIETY OF SAN DIEGO, INC.
Board of Directors
CEO/Executive Director / Chief
Counsel
Executive Resource
Accounting /
Administration / Human
Resources
Office Support
Managing Attorneys
Senior Attorneys
Staff Attorneys
Lead Attorneys
Advocates
Development
LASSD Teams:
•Community Response Team
•Individual Rights
•Income Maintenance
•Housing
•Family Law
•Fair Housing
•Consumer Protection
•SSI Advocacy
•Housing (Shriver Project)
•Taxpayer Rights &
Education
•Pro Bono Program
•Consumer Center for
Health Education &
Advocacy
May 11, 2021 Item #6 Page 149 of 207
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
CDBG 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: $50,000
May 11, 2021 Item #6 Page 150 of 207
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/projects):
O’side Kitchen Collaborative is feeding our at-risk community members by preparing packaged
ready-to-eat and frozen meals to support local seniors, individuals with compromised immune systems
and other vulnerable populations facing food-insecurity. Meals are provided free of charge to individuals
with unmet needs. We are mobilizing a network of pre-existing non-profit organizations who are
working directly with feeding organizations. Organizations with unmet needs coordinate pick up of
meals from our facility on a daily basis and coordinate distribution amongst their own recipients.
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 has risen to the challenge of providing our food-insecure community with over 351,000 meals and
45,000 supplemental food boxes since March of 2020. 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. Our goal with the requested
funding is to create and provide 5,000 meals for our Carlsbad community partners over the course of 5
weeks.
May 11, 2021 Item #6 Page 151 of 207
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 goal is to keep healthy food on people’s
plates and out of the landfill. OKC transforms rescued food in a variety of ways, including packaged
produce, food boxes, family-style meals, and individually portioned meals. With the help of our Community
Partners, we distribute these high-quality meals to those facing food insecurity.
Our grassroots non-profit is working to cultivate a sustainable and nourished community. 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 the city of Oceanside and beyond. These relationships allow us to
engage with every part of our local food system and limit the food-waste in our community. We support
zero-waste efforts by diverting and rescuing edible food from a variety of local sources including food banks,
school districts, restaurants, farms, and co-ops. Our chefs, trained in both the culinary arts and
disaster-relief, are able to elevate these diverted ingredients into restaurant-quality meals to those
disproportionately impacted by food insecurity. Through our Conscious Catering programs, public cooking
workshops, and crisis response, we are demonstrating the inextricable link between food security and
sustainable communities.
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).
May 11, 2021 Item #6 Page 152 of 207
The following staff members are primarily responsible for the proposed program:
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.
May 11, 2021 Item #6 Page 153 of 207
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 approximately 5,000 meals.
Our goal with the requested funding is to create and provide 5,000 meals for our Carlsbad community
partners over the course of 5 weeks. We are equipped to begin this process upon the release of these
funds.
May 11, 2021 Item #6 Page 154 of 207
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 Yes
Community Activities Yes
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 100,000 Not Received, In Contract
Phase
Community Activities/Other 100, 000 Fully Expended
C. Did you receive any federal funds, including CDBG-CV funding from other cities?
Yes
Program Source Amount Received
CDBG Oceanside $20,000, Fully Expended
May 11, 2021 Item #6 Page 155 of 207
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, individuals
experiencing homelessness, individuals earning low-wages, families, youth, undocumented indivuals,
and individuals with compromised immune systems
May 11, 2021 Item #6 Page 156 of 207
D.Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
Approximately 175 clients will benefit from our proposed activity.
Persons of which __97_% are Carlsbad residents
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?
May 11, 2021 Item #6 Page 157 of 207
Our data is collected with intake 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.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.
May 11, 2021 Item #6 Page 158 of 207
I, the undersigned, do hereby attest that the above information is true and correct to the best of my
knowledge.
Grant Writer
_______________________________________________________________________________
Signature Title Date
May 11, 2021 Item #6 Page 159 of 207
Information below to be completed by Housing Services Department staff.
Date Received:_________________________________________________________________________
Date Reviewed:________________________________________________________________________
Staff Person Completing
Review:___________________________________________________________
National Objective:_____________________________________________________________________
Local Objective:________________________________________________________________________
Eligibility Determination:_________________________________________________________________
May 11, 2021 Item #6 Page 160 of 207
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: $___50,000_ Total program/project budget $_________64,5000__________
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)
50,000 Anticipated
______________NA__________S or A
______________NA__________S or A
____________10,000_____Anticipated
_____________NA____________S or A
_____________4,500________Secured
______________NA__________S or A
__________64,500___ 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.)
__________31,500____________
_____________NA_________________
___________3,360_______________
___________15,072________________
___________50,000_______________
May 11, 2021 Item #6 Page 161 of 207
3. Percentage of project budget represented by CDBG-CV request ________77.5%_____________.
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.
May 11, 2021 Item #6 Page 162 of 207
ATTACHMENT B - ORGANIZATION CHART
May 11, 2021 Item #6 Page 163 of 207
ATTACHMENT B
1
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
NOTICE OF FUNDING AVAILABILITY (NOFA)
The City of Carlsbad is announcing the start of the application cycle for the FY 2021-22 Community
Development Block Grant Program. The CDBG program is a federally funded program and is
administered by the city to provide decent housing, a suitable living environment, and the expansion of
economic opportunities principally for lower income persons and households.
The city anticipates receiving $536,522 in CDBG funds from the U.S. Department of Housing and Urban
Development (HUD) for the 2021-2022 program year.
To view the full Notice of Funding Availability for the CDBG programs, please visit:
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp.
The completed application package, including appropriate attachments, must be submitted prior to 5
P.M. on Wednesday, March 17, 2021. 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, CA 92008.
Potential applicants who have questions regarding the application should contact Nancy Melander by
email at nancy.melander@carlsbadca.gov or by calling 760-331-8322.
The proposed timeline for the grant review process is as follows:
Process and Timeline for Allocation of Funding
Feb. 24, 2021 Issue NOFA
March 17, 2021 Applications Due
Week of March 22, 2021 Application review and recommendation by the CDBG
Advisory Committee
10-day public review/comment
May 11, 2021
City Council approval of allocations and FY2021-22
Action Plan
May 11, 2021 Item #6 Page 164 of 207
ATTACHMENT B
2
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2021-22 FUNDING PROPOSAL APPLICATION
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG 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 Wednesday, March 17, 2021. 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, CA 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 regarding CDBG funding should contact Nancy Melander by
email at nancy.melander@carlsbadca.gov.
THEME: Public Services
FUNDING APPLICANT
Name of Agency: Voices for Children
Address: 2851 Meadow Lark Dr., San Diego, CA 92123
Federal DUNS Number: 197768260
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Court Appointed Special Advocate (CASA) Program
Location of Program/Project: San Diego County
Person completing application: Christina Piranio Telephone No.: 858-598-2016
email:ChristinaP@speakupnow.org
Financial Contact: James Scoffin Telephone No.: 858-598-2228_email:
jamess@speakupnow.org
Program Manager Contact: Stephen Moore Telephone No.: 858-598-2226 email:
StephenM@speakupnow.org
Executive Director Contact: Kelly Douglas Telephone No.: 619-200-2701 email:
KellyD@speakupnow.org
May 11, 2021 Item #6 Page 165 of 207
Executive Summary
1. Voices for Children (VFC) respectfully requests $6,000 in funding from the City of Carlsbad CDBG
grant opportunity to provide three children in foster care from the City of Carlsbad, with a Court
Appointed Special Advocate (CASA). After intensive training and being sworn in as an officer of
the court, VFC assigns a CASA volunteer to a child or sibling set in foster care. A CASA serves as
the eyes and ears of the Court, spends time with the child, and gets to know their needs, likes
and dislikes. The CASA also interacts with caregivers, teachers, health care providers, therapists,
biological parents, social workers, attorneys, and others in order to examine the child’s needs.
The CASA then submits regular reports to the Court and appears at Court hearings to provide
crucial information that informs the judge’s decisions about the child’s future. Research from
the Center for Disease Control shows that having one secure and consistent relationship can
help a child overcome the impact of trauma. For many children in foster care, during the most
difficult time in their young lives, that secure and consistent relationship is with their CASA. The
organizational cost of providing one year of CASA advocacy is $2,000. With your support, three
children from the City of Carlsbad will receive comprehensive advocacy from their CASA in court
and in the community.
2. Please see attached Excel Budget.
3. Each year, VFC works to raise the needed funds to provide approximately 1,600 children in
foster care with a CASA volunteer. Each $2,000 raised means that one more child from the
waitlist can be provided with a CASA. We do not have a funding threshold before we can no
longer provide a service, however, we have limitations on how many children we can serve if we
do not achieve our revenue goals.
4. VFC does not charge a fee for accessing our services.
5. A CDBG grant will not allow us to receive a matching grant from another organization.
6. If our funding request is approved, VFC will be able to provide three Carlsbad residents (children
or youth) with critical advocacy services, especially given new challenges presented by the
COVID-19 pandemic. CASAs have continued serving their assigned children throughout the
pandemic. CASAs provide individual care and attention to their assigned children and ensure
that their needs are being met. Ultimately, CASAs alleviate the negative impact of time spent in
the foster care system by providing advocacy and access to resources that address a child’s
unique needs in the areas of education, physical and mental health, and housing.
May 11, 2021 Item #6 Page 179 of 207
Voices for Children
San Diego Court Appointed Special Advocate (CASA) Program Organizational Chart
President and
CEO
Chief Financial
Officer
Accounting
Manager
Revenue
Accountant
Chief
Philanthropy
Officer
Special Events
Manager
Philanthropy
Coordinator
Director of
Philanthropy
Grants
Manager
Grant Writer
Chief Program
Officer
VP of Programs
Director of
Training
Senior Case
Analyst
Training
Coordinator
Training
Associate
Volunteer
Recruitment
Manager
Recruitment &
Outreach
Assistant
Director of
Advocacy
5 Program
Managers
15 Advocacy
Supervisors
5 Case Liaisons
5 Senior
Advocacy
Liaisons
Program
Manager,
Juvenile Justice
3 Advocacy
Supervisors,
Juvenile Justice
Director of
Program
Operations
Program
Administrative
Specialist
Program
Administrative
Assistant
Vice President of HR Director of
Communications
Marketing &
Communications
Manager
Marketing &
Communications
Associate
Operations
Manager
Program
AssistantMay 11, 2021Item #6 Page 180 of 207
STEPHEN MICHAEL MOORE
2851 Meadow Lark Drive.
San Diego Ca. 92123
Phone: 858-598-2226
Email: StephenM@SpeakUpNow.Org
WORK HISTORY
June 2019 Chief Program Officer
to Voices for Children Inc.
Present San Diego, California 92123
Provide oversight and strategic leadership to the organization’s Advocacy, Recruitment and
Training teams and efforts. Oversee organization’s program operations and ensure effective and
efficient fiscal management. Program development, implementation and auditing to ensure
program compliance and excellence. Serve as the liaison between Voices for Children and;
Presiding Judge of Juvenile Court, Child Welfare Services, Children’s Legal Services,
Dependency Legal Services, and various other stakeholders. Serve on various cross sector and
multi-disciplinary committees, initiatives, and boards as needed.
June 2016 Senior Vice President of Advocacy
to Voices for Children Inc.
June 2019 San Diego, California 92123
April 2015 Vice President of Advocacy
to Voices for Children Inc.
June 2016 San Diego, California 92123
Provides oversight and leadership for all staff and volunteer advocacy. Responsible for the
support and supervision of all program staff, and over 1,000 Court Appointed Special Advocate
(CASA) volunteers annually.
May 2013 Sr. Program Manager
to Voices for Children Inc.
May 2015 San Diego, California 92123
May 2011 Program Manager
to Voices for Children Inc.
May 2013 San Diego, California 92123
Oct 2010 Assistant Program Manager
to Voices for Children Inc.
May 2011 San Diego, California 92123
Aug 2008 Program/Advocacy Supervisor
to Voices for Children Inc.
Oct 2010 San Diego, California 92123.
Manage daily program operations to include staffing, scheduling, conflict resolution, case
management support, disciplinary actions, performance review and training compliances.
May 11, 2021 Item #6 Page 181 of 207
Jan 2006
to
Aug2008
Youth, Teen & Adult Sports Coordinator
YMCA San Diego County
San Diego, California 92017
Nov 2002
to
Jan 2006
School Age Teacher/ Site Supervisor
YMCA San Diego County
San Diego, Ca. 92107
EDUCATION
May 2008
San Diego State University
San Diego, California
Bachelor of Science/Criminal Justice Administration
MEMBERS & AFFILIATIONS
Fostering Futures Initiative (May 2015 to present)
County of San Diego, Child and Family Strengthening Advisory Board (June 2019 to present)
San Pasqual Academy Advisory Board (January 2019 to present)
Blue Ribbon Commission (April 2015 to present)
Dependency and Delinquency Policy Groups (April 2015 to present)
TRAININGS & AREAS OF STRENGTH
Program Design and Development
Volunteer Management
Case Management
Dependency Law
Diversity, Substance Abuse, Domestic Violence
Foster Youth Educational Needs
Child Abuse Prevention
Sexual Harassment & Awareness
Program Management & Leadership
Fiscal Budgeting and Financial Planning
Best Practice in Child Advocacy
Fieldstone Leadership Development
Non-Profit Management Solutions
Expertise in Transitional Age Youth, Delinquency and Dual Jurisdiction Advocacy
Training Facilitation
Strategic Planning, Program Implementation, and Sustainability
May 11, 2021 Item #6 Page 182 of 207
FY2020-2021 - Voices for Children San Diego CASA Program Budget
City of Carlsbad
Revenues
Foundation Grants $506,250
Corporate $162,000
Government $668,250 $6,000
Individuals $1,053,000
Service Organizations $28,350
Special Events $1,426,410
Other $9,720
Total Revenues and Contributions $3,853,980 $6,000
Expenses
Personnel Expenses
Staff Salaries $2,724,900 $5,557
Payroll Taxes $233,291
Employee Benefits $198,527 $443
Worker's Compensation $21,288
Total Personnel Expenses $3,178,007
Operating Expenses
Dues, Fees & Subscriptions $60,710
Recruitment/Marketing $114,656
Corporate Insurance $34,830
Mileage Expense $64,901
Office Equip Repair/Maint.$35,303
Office Supplies $24,300
Phones $31,955
Postage/Ship/Courier $5,443
Printing $9,477
Professional Services $40,144
Professional Dev/Continuing Ed $12,150
Other Expenses $15,989
Rent $326,444
Total Operating Expenses $776,302
Total Expenses $3,954,308 $6,000
May 11, 2021 Item #6 Page 183 of 207
May 11, 2021 Item #6 Page 184 of 207
May 11, 2021 Item #6 Page 185 of 207
May 11, 2021 Item #6 Page 186 of 207
May 11, 2021 Item #6 Page 187 of 207
May 11, 2021 Item #6 Page 188 of 207
May 11, 2021 Item #6 Page 189 of 207
May 11, 2021 Item #6 Page 190 of 207
May 11, 2021 Item #6 Page 191 of 207
Executive Summary
1. Voices for Children (VFC) respectfully requests $6,000 in funding from the City of Carlsbad CDBG
grant opportunity to provide three children in foster care from the City of Carlsbad, with a Court
Appointed Special Advocate (CASA). After intensive training and being sworn in as an officer of
the court, VFC assigns a CASA volunteer to a child or sibling set in foster care. A CASA serves as
the eyes and ears of the Court, spends time with the child, and gets to know their needs, likes
and dislikes. The CASA also interacts with caregivers, teachers, health care providers, therapists,
biological parents, social workers, attorneys, and others in order to examine the child’s needs.
The CASA then submits regular reports to the Court and appears at Court hearings to provide
crucial information that informs the judge’s decisions about the child’s future. Research from
the Center for Disease Control shows that having one secure and consistent relationship can
help a child overcome the impact of trauma. For many children in foster care, during the most
difficult time in their young lives, that secure and consistent relationship is with their CASA. The
organizational cost of providing one year of CASA advocacy is $2,000. With your support, three
children from the City of Carlsbad will receive comprehensive advocacy from their CASA in court
and in the community.
2. Please see attached Excel Budget.
3. Each year, VFC works to raise the needed funds to provide approximately 1,600 children in
foster care with a CASA volunteer. Each $2,000 raised means that one more child from the
waitlist can be provided with a CASA. We do not have a funding threshold before we can no
longer provide a service, however, we have limitations on how many children we can serve if we
do not achieve our revenue goals.
4. VFC does not charge a fee for accessing our services.
5. A CDBG grant will not allow us to receive a matching grant from another organization.
6. If our funding request is approved, VFC will be able to provide three Carlsbad residents (children
or youth) with critical advocacy services, especially given new challenges presented by the
COVID-19 pandemic. CASAs have continued serving their assigned children throughout the
pandemic. CASAs provide individual care and attention to their assigned children and ensure
that their needs are being met. Ultimately, CASAs alleviate the negative impact of time spent in
the foster care system by providing advocacy and access to resources that address a child’s
unique needs in the areas of education, physical and mental health, and housing.
May 11, 2021 Item #6 Page 179 of 207
Voices for Children
San Diego Court Appointed Special Advocate (CASA) Program Organizational Chart
President and
CEO
Chief Financial
Officer
Accounting
Manager
Revenue
Accountant
Chief
Philanthropy
Officer
Special Events
Manager
Philanthropy
Coordinator
Director of
Philanthropy
Grants
Manager
Grant Writer
Chief Program
Officer
VP of Programs
Director of
Training
Senior Case
Analyst
Training
Coordinator
Training
Associate
Volunteer
Recruitment
Manager
Recruitment &
Outreach
Assistant
Director of
Advocacy
5 Program
Managers
15 Advocacy
Supervisors
5 Case Liaisons
5 Senior
Advocacy
Liaisons
Program
Manager,
Juvenile Justice
3 Advocacy
Supervisors,
Juvenile Justice
Director of
Program
Operations
Program
Administrative
Specialist
Program
Administrative
Assistant
Vice President of HR Director of
Communications
Marketing &
Communications
Manager
Marketing &
Communications
Associate
Operations
Manager
Program
Assistant
May 11, 2021 Item #6 Page 180 of 207
STEPHEN MICHAEL MOORE
2851 Meadow Lark Drive.
San Diego Ca. 92123
Phone: 858-598-2226
Email: StephenM@SpeakUpNow.Org
WORK HISTORY
June 2019 Chief Program Officer
to Voices for Children Inc.
Present San Diego, California 92123
Provide oversight and strategic leadership to the organization’s Advocacy, Recruitment and
Training teams and efforts. Oversee organization’s program operations and ensure effective and
efficient fiscal management. Program development, implementation and auditing to ensure
program compliance and excellence. Serve as the liaison between Voices for Children and;
Presiding Judge of Juvenile Court, Child Welfare Services, Children’s Legal Services,
Dependency Legal Services, and various other stakeholders. Serve on various cross sector and
multi-disciplinary committees, initiatives, and boards as needed.
June 2016 Senior Vice President of Advocacy
to Voices for Children Inc.
June 2019 San Diego, California 92123
April 2015 Vice President of Advocacy
to Voices for Children Inc.
June 2016 San Diego, California 92123
Provides oversight and leadership for all staff and volunteer advocacy. Responsible for the
support and supervision of all program staff, and over 1,000 Court Appointed Special Advocate
(CASA) volunteers annually.
May 2013 Sr. Program Manager
to Voices for Children Inc.
May 2015 San Diego, California 92123
May 2011 Program Manager
to Voices for Children Inc.
May 2013 San Diego, California 92123
Oct 2010 Assistant Program Manager
to Voices for Children Inc.
May 2011 San Diego, California 92123
Aug 2008 Program/Advocacy Supervisor
to Voices for Children Inc.
Oct 2010 San Diego, California 92123.
Manage daily program operations to include staffing, scheduling, conflict resolution, case
management support, disciplinary actions, performance review and training compliances.
May 11, 2021 Item #6 Page 181 of 207
Jan 2006
to
Aug2008
Youth, Teen & Adult Sports Coordinator
YMCA San Diego County
San Diego, California 92017
Nov 2002
to
Jan 2006
School Age Teacher/ Site Supervisor
YMCA San Diego County
San Diego, Ca. 92107
EDUCATION
May 2008
San Diego State University
San Diego, California
Bachelor of Science/Criminal Justice Administration
MEMBERS & AFFILIATIONS
Fostering Futures Initiative (May 2015 to present)
County of San Diego, Child and Family Strengthening Advisory Board (June 2019 to present)
San Pasqual Academy Advisory Board (January 2019 to present)
Blue Ribbon Commission (April 2015 to present)
Dependency and Delinquency Policy Groups (April 2015 to present)
TRAININGS & AREAS OF STRENGTH
Program Design and Development
Volunteer Management
Case Management
Dependency Law
Diversity, Substance Abuse, Domestic Violence
Foster Youth Educational Needs
Child Abuse Prevention
Sexual Harassment & Awareness
Program Management & Leadership
Fiscal Budgeting and Financial Planning
Best Practice in Child Advocacy
Fieldstone Leadership Development
Non-Profit Management Solutions
Expertise in Transitional Age Youth, Delinquency and Dual Jurisdiction Advocacy
Training Facilitation
Strategic Planning, Program Implementation, and Sustainability
May 11, 2021 Item #6 Page 182 of 207
FY2020-2021 - Voices for Children San Diego CASA Program Budget
City of Carlsbad
Revenues
Foundation Grants $506,250
Corporate $162,000
Government $668,250 $6,000
Individuals $1,053,000
Service Organizations $28,350
Special Events $1,426,410
Other $9,720
Total Revenues and Contributions $3,853,980 $6,000
Expenses
Personnel Expenses
Staff Salaries $2,724,900 $5,557
Payroll Taxes $233,291
Employee Benefits $198,527 $443
Worker's Compensation $21,288
Total Personnel Expenses $3,178,007
Operating Expenses
Dues, Fees & Subscriptions $60,710
Recruitment/Marketing $114,656
Corporate Insurance $34,830
Mileage Expense $64,901
Office Equip Repair/Maint.$35,303
Office Supplies $24,300
Phones $31,955
Postage/Ship/Courier $5,443
Printing $9,477
Professional Services $40,144
Professional Dev/Continuing Ed $12,150
Other Expenses $15,989
Rent $326,444
Total Operating Expenses $776,302
Total Expenses $3,954,308 $6,000
May 11, 2021 Item #6 Page 183 of 207
May 11, 2021 Item #6 Page 184 of 207
May 11, 2021 Item #6 Page 185 of 207
May 11, 2021 Item #6 Page 186 of 207
{ City of
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2021-22 FUNDING PROPOSAL APPLICATION
The following information must be completed by each qualified nonprofit organization
interested in being considered for CDBG 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
20page limit.) The completed application package, including appropriate
attachments, must be submitted prior to 5 P.M. on Wednesday, March 17, 2021.
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, CA 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 regarding CDBG funding should contact
Nancy Melander by email at nancy.melander@carlsbadca.gov.
THEME:
FUNDING APPLICANT
Name of Agency: Women's Resource Center (WRC)
Address: 1963 Apple St, Oceanside, CA 92054
Federal DUNS Number: 60-222-9783
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Alternatives to Abuse" Emergency Shelter Program
1
May 11, 2021 Item #6 Page 187 of 207
Location of Program/Project: Confidentially located in Oceanside
Person completing application: Lauren -Jane Stephenson
Telephone No: 760-547-8803 Email: Lj.Stephenson@wrcsd.org
Financial Contact: Marina V. Araiza
Telephone No: 760-547-8808 Email: Marina.Araiza@wrcsd.org
Program Manager Contact: Sofia Hughes
Telephone No: 760-547-8815 Email: Sofia.Hughes@wrcsd.org
Executive Director Contact: Marina V. Araiza
Telephone No: 760-547-8808
Requested Funding Amount: S 10,000
Email: Marina.Araiza.wrcsd.org
Brief Description of Program/Project (Describe the work to be performed, including the
activities to be undertaken or the services to be provided and the goals and objectives of the
program/project)_;,
WRC is dedicated to stop the domestic violence and sexual assault by rebuilding lives
together. Working to end gender-based violence in our communities, WRC serves all
persons and families impacted by domestic violence, sexual assault, and stalking who seek
our support. The impact of gender based violence is wide-ranged, always varied, individual
to each situation --damaging not only to victims' physical safety, housing stability, financial
stability, and mental health --but also to the well-being of entire communities and future
generations.
For survivors trapped in violent relationships, abuse is often multi-faceted and has no single
cause or simple solution. The needs of victims, perpetrators of violence, and the children
impacted by these situations are many and varied. To combat the direct effects of violence
and work to stem the tide offuture perpetration in the next generation, WRC provides
wrap-around, holistic support services and prevention education with a history of forty-five
years serving the San Diego community. Our well established programs and services
include: emergency shelter where victims and their children may find a temporary safe
haven with us; a 24-hour hotline providing crisis intervention services as well
as information and referrals for those in immediate need; case management services to
support survivors in p Ianni ng their next steps and achieving their goals; counseling services
that creates a space for victims and their children to process their experiences and
reconnect with their own inner strength and confidence; a two-year transitional housing
program that allows families a foundation to build a future free from violence; and a
2
May 11, 2021 Item #6 Page 188 of 207
comprehensive prevention education program that works to engage youth in dialogue
about healthy relationships. In the 2018-2019 fiscal year alone, WRC brought hope and
safety to over 4,466 families.
As part of our services, WRC operates a 31-bed domestic violence shelter called
"Alternatives to Abuse" for families who are homeless due to domestic violence. This
facility provides safe emergency housing, supportive services, and counseling to victims of
family violence and their children, who are homeless due to dangerous and potentially life-
threatening environments at home. The availability of a shelter like Alternatives to Abuse
is particularly critical for low-income victims who seek to escape violent relationships.
These survivors and children do not have the financial resources to use motels/hotels for
the emergency housing and may instead find themselves homeless in their attempt to flee
domestic abuse. Alternatives to Abuse shelter program has a proud and proven reputation
for providing critically needed, oftentimes life-saving, services to survivors of abuse in an
effective, efficient, and fiscally responsible manner for nearly forty-five years. Since its
inception in 1980, survivors and children have taken refuge and provided 747,744 safe
nights at Alternatives to Abuse. Our management systems and service delivery abilities
have continuously demonstrated WRC's capacity to successfully implement programs
that prevent homelessness of victims of abuse and empowers them to achieve a brighter,
safer future.
Recognizing that gender-based violence impacts each of our clients' lives in individual ways,
it is paramount to us at WRC that we differentiate our services in order to best support
each survivor's needs and goals. As an agency, we seek to not only provide a safe haven
but to also provide clients and their families the support they need to revive courage and
rebuild their lives. Since 1974, WRC has been dedicated to strengthening families by
empowering survivors in crisis by supporting them to break the cycle of violence, free of
the abusive relationships and develop healthy, productive, violence-free lives.
WRC uses funding from sources such as that from the City of Carlsbad Development Block
Grant (CDBG) to serve as matching funds for other sources, including grants from the
California Office of Emergency Services. This enables WRC to leverage these funds for
maximum benefit. It is estimated that in the 2021-2022 fiscal year, funding from CDBG will
be leveraged at a rate of 10 to 1.
I. ORGANIZATIONAL ABILITY/CAPACITY
A. This agency is:
@Nonprofit □ For-profit
□ Local public agency □ State public agency
□ Other (Please specify.)
3
May 11, 2021 Item #6 Page 189 of 207
B. What is the purpose/mission of the agency?
WRC is dedicated to stopping domestic violence and sexual assault by rebuilding lives
together. We believe in providing the highest quality supportive services, counseling,
shelter, and education to all people 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?
Women's Resource Center (WRC) has been in operation since 1974 and was incorporated
in May 1975. For 47 years WRC has helped victims escape, rebuild their lives after abuse,
gain economic independence; and stopped the cycle of violence in our community
through victim empowerment and education of the next generation.
D. How long has this agency been providing the proposed program/project?
"Alternatives to Abuse" emergency shelter program serving survivors of abuse and their
dependents has been in operation since May of 1980.
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.)
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 ten years' experience in nonprofit
management serving populations impacted by homelessness, human trafficking, substance
abuse, and gender-based violence. WRC has a total staff of 34 full time, part-time and
casual personnel across all program areas. Of this number, 12 a re providing fu II-and part-
time and casual staffing for the "Alternatives to Abuse" shelter program. Sofia Hughes,
Director of Residential Services has a bachelor of science degree in Cellular and Molecular
Biology from San Diego State University, completed in 2018, during which time she focused
her extracurricular time on health disparities in under-resourced populations. Her
experience working abroad in Central America with her father, spanning over several years,
helped to empower indigenous women to market and sell their textiles to purchase their
own farmland and livestock collective, all while recording their stories in their native
4
May 11, 2021 Item #6 Page 190 of 207
language to share with future generations. Sofia is responsible for the daily operations of
the program and is supervised directly by our CEO Marina V. Araiza, MSW. "Alternatives to
Abuse" shelter staff includes five house managers who are responsible for 24-hour
supervision of the shelter's security and direct services; Program staff also includes two
Assistant Directors of Residential Services who oversee programming and house managers.
WRC's Deputy Director, Jill Marshall, Deputy Director has a bachelor's degree in Psychology
from CSUSM and a Master's degree in nonprofit leadership and management from USD. Jill
began working at WRC in 2002 and spent 10 years as a program director overseeing the
agency's client services. For the past 8 years, as Deputy Director, she has been responsible
for the day to day running of the agency and provides oversight for all agency programs.
She has specialized training in Trauma Informed Care, Batterers intervention, domestic
violence and sexual assault crisis intervention and Human resources. She serves on several
county wide committees in leadership roles. Jill is responsible for financial procedures and
reporting; she has extensive management and financial oversight experience and has been
with WRC for eighteen years. Jill supervises case managers and counselors who are
responsible for the treatment and guidance of clients in our shelter program. She, too, is
supervised by WRC's CEO. Case managers are bilingual, have Bachelor's degrees and each
have backgrounds in social service. Each of our counselors have Master's-level degrees and
have been with WRC for one to five years.
In addition to paid staff, WRC relies on the support of our dedicated volunteers. We are
proud to recognize the community volunteers that support WRC and the survivors we serve
-70 of which are residents of Carlsbad. In the 2019-2020 fiscal year, volunteers donated
14,092 hours of service to WRC.
G. Please indicate your agency's level of experience with the CDBG program.
CDBG program:
D 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)
0Considerable 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 D Yes
If yes, please explain the nature of finding(s) and how finding(s) has been
addressed by your organization.
5
May 11, 2021 Item #6 Page 191 of 207
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.
Consequent to such a long-established presence in the community many service providers that
have direct contact with victims are well-informed of WRC's mission and services. Therefore,
services providers, community partners and private citizens connect and refer victims to WRC on
a regular basis. In addition, WRC has long standing collaborations and does regular community
education and outreach to ensure we are always increasing knowledge and awareness of our
services, and remain connected to the community.
WRC will use funds awarded from the City of Carlsbad towards our ongoing emergency
shelter program, "Alternatives to Abuse", which provides safe haven and supportive
services to individuals and dependent children who become homeless due to domestic and
sexual violence. These monies will be allocated to support the shelter program's overall
budget that allows WRC to accommodate survivors and children in the shelter with safe
shelter, healthy food options, hygiene products, and supportive wrap-around services
including case management, counseling services, and emergency services.
Since the inception of Alternatives to Abuse in 1980, WRC has been able to provide
716,173 nights of shelter to more than 15,000 survivors and children. The availability of
this shelter program is imperative to the well-being and safety of hundreds of survivors
and children every year. The critical and oftentimes life-saving services Alternatives to
Abuse provides allow victims of violence to be able to escape violent situations, rest,
recuperate, and gain resources and support in establishing a life free from abuse that
does not require them to live on the streets of our local community.
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 funds would be used. Indicate how
the requested CDBG 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) ~
If yes, please indicate the amount and status of previously awarded funds (fully expended,
funds remaining, program/project discontinued, etc.).
6
May 11, 2021 Item #6 Page 192 of 207
CDBG funds
Community Activities/Other
Amount Received
2016-2017 $20,000
2017-2018 $15,000
2018-2019 $10,000
2019-2020 $20,000
2020-2021 $25,000
Status
Fully expended
Fully expended
Fully expended
Fully expended
Fully expended
C. Did you receive any federal funds, including CDBG funding from other cities?
~ 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 the client's home, transportation
provided to and from the facility, or relation to public transportation.)
WRC's confidentially-located shelter program location is the most accessible emergency shelter
program in San Diego County for Carlsbad residents thanks to Oceanside's proximity and public
transportation network that connects the two cities. Alternatives to Abuse shelter program is
conveniently located within close proximity to a public transportation route, as is WRC's main
office facility, so transportation to and from WRC's shelter program and main office is easily
navigable and attainable for survivors. As there is currently no designated shelter for families
homeless due to domestic violence in Carlsbad, WRC's Oceanside location is the most
immediately accessible safe refuge for Carlsbad survivors and dependents who become homeless
due to domestic violence.
WRC's services are immediately available to survivors 24/7 via our crisis hotline, staffed by crisis-
trained and trauma-informed staff and volunteers. Through this hotline, survivors are able to
request shelter at any time and work with WRC staff to plan safe escape and transportation to
WRC's main office, from where they will be transported to our confidentially-located shelter.
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%1
25% of clients are at 30 percent or below of the area median income
7
May 11, 2021 Item #6 Page 193 of 207
~% of clients are between 31 and 50 percent of the area median income
30% of clients are between 51 and 80 percent of the area median income
41% 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)
Alternatives to Abuse emergency shelter program is the opportunity and option for victims of
abuse to be able to escape violent situations and have the time, space, and support to heal and
plan a life free from violence. For survivors trapped in violent relationships, abuse can look multi-
faceted and even invisible to outsiders looking in. Financial abuse affects nearly all of WRC's
clients and is often cited as the largest barrier survivors have to escaping abuse. A 2015 study by
the Centers for Financial Security found that 99% of domestic violence cases also involved
financial abuse. Financial abuse takes many forms induding: preventing the victim from having a
job; forcing them to acquiesce their money, credit cards, or assets; demanding that a lease/home
purchase be in the abuser's name so that they do not have any rights to their property; taking
out loans in the victim's name without their consent; ruining their credit; and countless other
methods abusers use to systematically trap their partner in economic dependence. Financial
abuse occurs in nearly 99% of abusive relationships, and is the number one reason victims stay
in or return to abusive relationships, 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. Additionally, their sources reported that thirty-eight percent of all domestic
violence victims become homeless at some point in their lives and between twenty-two and fifty-
seven percent of all homeless women report that domestic violence was the immediate cause of
their homelessness. We at WRC find these situations to be unacceptable. By maintaining a safe
emergency shelter open to survivors and their children, WRC seeks to provide an alternative to
survivors who seek to flee abuse. WRC's shelter offers a safe, non-isolating environment for
survivors and their children to rest, recuperate, and plan next steps with the support of WRC's
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 their lives away from
violence and find accessible and affordable transitional or permanent housing.
During their stay, linens, hygiene products, food, counseling services, and crisis services are
provided at no cost to survivors and their families in the shelter. Clients may visit our thrift store
to shop for clothing and footwear for themselves and their children using free vouchers. Located
in a secure and confidential location in North County, our 28-day, 31-bed shelter program is more
than a safe haven for survivors and their dependents; WRC's crisis-trained and trauma-informed
8
May 11, 2021 Item #6 Page 194 of 207
staff works individually with survivors to connect them with resources and programs that will
best assist them in transitioning to a life no longer controlled by abuse.
WRC's "Alternatives to Abuse" emergency shelter program meets all three broad national
objectives outlined in the City's Request for Proposal as well as the special focus of "Homeless
services and programs" adopted by the City Council in 2017.
---In regard to national objectives:
(1) Provides a direct benefit to low-and moderate-income persons: Program experience since
WRC' s inception in 1980 indicates that an excess of 80% of" Alternatives to Abuse" shelter clients
are extremely-low, low, and/or moderately-low income persons as described by the County of
San Diego. These income guidelines are well within CDBG income level definitions.
(2) Aid in the prevention or elimination of slums: 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. Additionally, their sources reported that
thirty-eight percent of all domestic violence victims become homeless at some point in their lives
and between twenty-two and fifty-seven percent of all homeless women report that domestic
violence was the immediate cause of their homelessness. By providing a safe alternative to
homelessness for survivors, WRC prevents these women and families from a life on the streets.
(3) Meet other community development needs having a particular urgency because existing
conditions pose a serious and immediate threat to the health or welfare of the community where
no other financial resources are available to meet such needs: Domestic violence is a major
national issues that cuts across all socioeconomic, racial, gender, and age demographics in our
society. Abuse and violence occurs in staggering proportions across the nation with researchers
estimating that an average of twenty people experience intimate partner violence each minute,
equating to more than 10 million abuse victims annually (NCADV). Alongside this statistic,
upwards of 3.3 million children are exposed to domestic violence each year. Psychological
research shows that these children have higher levels of anger, hostility, disobedience, and
withdrawal. They have similar health issues as adults: anxiety, sleep disorders, mental health and
behavioral health issues. For reasons linked to these effects, persons who have witnessed
domestic violence in the home are exponentially more likely to become involved in domestic
violence in their adult life, either as victims or perpetrators. In this way, domestic violence is
considered cyclical in nature and providing effective interventions is critical to stopping the cycle
of violence from spreading to the next generation.
The repercussions of domestic violence affect more than just the victim and the family; research
by Every town found that in at least 54% of mass shootings between January 2009 and December
2017, the perpetrator shot an intimate partner or family member. Domestic violence takes an
economic toll as well. Some studies estimate that the total cost in the United States for the care
of survivors exceeds $12 billion annually and work productivity net loss is upwards of $1.14
billion. Addressing the issue of domestic violence and providing safe alternatives is more than
9
May 11, 2021 Item #6 Page 195 of 207
an act of compassion, it is a concentrated effort to create a safer, more compassionate
community for survivors, ourselves, and the next generation.
---In addition to meeting these national objectives, WRC's shelter program meets all three of the
local Community Development Objectives:
1. Affordable Housing: "Provide shelter or services to homeless or near homeless
persons/families which result in an improved situation through employment, permanent
housing, treatment of mental, or substance abuse problems, etc." WRC' s shelter program
provides a safe haven where survivors and children who are (rendered homeless due to
domestic violence may find temporary housing case management services that guide
them in planning next steps and receiving assistance, and counseling services that help
them transition and heal from a life of violence.
2. Social Services (General): "Provide assistance to public service providers who meet the
basic needs of lower income Carlsbad residents. Basic needs providers are defined as those
that provide food, shelter, clothing, and in some cases, healthcare" and "Provide
assistance to public service providers who offer counseling and self-improvement
programs/activities for lower income Carlsbad residents." With more than 95% of WRC
clientele identified as low-income or below defined San Diego AMI, WRC's programming
is directly focused on providing timely and specialized services to low-income families
affected by domestic abuse in our community. "Alternatives to Violence" emergency
shelter program provides all basic needs for clients including food, clothing, shelter,
hygiene products, counseling services, and access to support groups.
3. Social Services (Children and Adults): "Provide assistance to organizations which
administer programs that directly benefit lower-income children living in Carlsbad. The
programs must provide one or more of the following activities: day care, after-school care,
cultural enrichment, recreation, and healthcare/immunization or self-improvement The
City may also give priority to single-parent assistance programs such as counseling
services." Through our "Alternatives to Abuse" emergency shelter program, WRC
provides trauma-informed counseling services to both single-parent survivors of domestic
violence and their children. WRC utilizes specialized, clinically-approved approaches to
provide holistic counseling services to adults and children affected by domestic violence
including art therapy, play therapy, individual, and group counseling.
---WRC's "Alternatives to Violence" emergency shelter program also meets the City Council's
established focus of "homeless services and programs" by providing confidential, safe shelter to
families who become homeless due to violence in the home. Research by the San Diego Regional
Task Force reports that approximately 50% of all homeless women in San Diego County became
homeless due to domestic violence. WRC is a committed force in working to prevent future
homelessness of victims of domestic violence by fostering a safe, accessible, and
transformational space for survivors and their families to find refuge and resources to assist them
in rebuilding their lives after abuse.
D. Please indicate the number of clients benefiting from the proposed activity and
the percentage that are Carlsbad residents.
10
May 11, 2021 Item #6 Page 196 of 207
311 Persons of which 5.31 % are Carlsbad residents
E. Does your agency focus its activities on populations with special needs?
D No 0 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.)
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.
F. Does your organization charge recipients for the provided services?
~ No □ Yes (Please specify}j_
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.
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. 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 client's direct needs and track the impact our program
has on their emotional and financial wellbeing.
11
May 11, 2021 Item #6 Page 197 of 207
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
in serving the low income and most vulnerable populations.
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 clients. WRC is collaborating with North County Food Bank to supply food items
and diapers 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 services to survivors of gender-based violence who are being impacted during this
crisis.
I, the undersigned, do hereby attest that the above information is true and correct to
the best of my knowledge.
Signature, ftlu /I{! ;j'?IJU.
Title: Director of Development & Business Services Date: 03/17/21
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 Division staff.
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
12
May 11, 2021 Item #6 Page 198 of 207
Local Objective:
Eligibilit y Determinat ion:
CDBG-CV PROJECT BUDGET
Organization: Women's Resource Center
Total organization budget: $1,910,220.00
Program/Project name requesting funds: Alternatives to Abuse Domestic Violence
Shelter
CDBG funds requested: $10,000
Total program/project budget: $480,000
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: $10,000 (A)
b. Other federal funds (if any) (S) or (A)
c. State or local government funds: $400,000(S)
d. Donations and contributions: $70,000(S)
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): $480,000
2. Uses of CDBG funds requested for the program/project: (l.a.)
a. Wages and salaries
b. Personnel benefits
c. Materials and supplies: $10,000
13
May 11, 2021 Item #6 Page 199 of 207
d. Program expenses and evaluation
e. Rent and utilities
f. Insurance
g. Mileage(@ 56 cents/mile calendar year 2021)
h. Incentives and Special Events
i. Indirect costs
j. ___________ _
k. ------------
1. TOTAL REQUESTED FUNDING (same as 1.a.): $10,000
3. Percentage of project budget represented by CDBG request: 2.08 %
4. If your project will require future funding, please provide information about how the program
will be funded.
If WRC's full funding request is not met, we will have to look to even more fundraising
efforts to meet the shortfall. There is no minimum threshold for funding. We will utilize any
level of funding we receive.
14
May 11, 2021Item #6 Page 200 of 207RESIDENTIAL SERVICES D.!AECTO;t. R.ESID ENTlAI.. SERVICES Ai. TElU>IATIVES "TRAN.5ill01'-KOUS~ SHEL-:-EF ASSISTMT ASSJSTAAT DTRECTOR DIRECTOR llES1DE.\-:nAL RES 1Dfl\71AL SERVICES Sfil:LTER SERVTCES TRAI\S-A HO•~SE B ~rX.'Sl:: E-IOUSE: ~"IJACER.5 MA.NAGER5 COL"N.3El.Oll'S CA~EMAf.'AGE:R. Women's Resource Center Organizational Chart C.~}iEWORKf CU'-.P.,;SELNG: ADVO<.:ACT SEP.VlC'F.S CASc M-"l•<.~GEi\S COL 'NSELORS TNTERNS AJJYOCA'IBS rrATISTICJ\:.,cfl.\.'<,. CO()Rl)l')<ATO?-CU:MCAL S\.Jl>n\.150&. V()L\;~TEER CQO'IC)r~ATOR VOLL~ SE>.-.JAL ASSAULT RE'SPON.5=-:-EAM fV1? BOARD OF DIRECTORS CHIEF EXECUTIVE OFFlCER CLIENT, OUTREACH, EDliCATION SERVICES/ HL'MAN RESOURCES/ RESALE SHOP OEPLTI OIRECTOR Q !\ESAU SHOP W..ANAG~R I VOl.llNTI.ERS HllMA.." &ESOL'RC'ES DEVELOPMENT AND BUSINESS SERVICES BUSINESS DEVELOPMENT ASSISTA.a-...1" DEVELOPMENT AND BUS!h1'SS DIREC-IOR flS<:AI. CL~C.~ SLJP'?ORT ADMTh1STRATIVE ,\.SSlST A.l,I .' RECEmo:-;:s-r 11/20
May 11, 2021Item #6 Page 201 of 207WRC S_helter Bud9et Income 2020-2021 GRANTS: -State of California -Cal EMA -DV --City of Carlsbad FOUNDATIONS: -Gumpert Foundation -Blue Shield of CaHfomia -Price Charities Foundation ---Daphne Culpeper Foundation DONATIONS: --General TOTAL BUDGET INCOME 400,000.00 20,000.00 20,000.00 10,000.00 10,000.00 5,000.00 15,000.00 480,000.00 WRC Shetter Budget Expenses 2020•2021 PERSONNEL: ---Salaries -Bene~ts PERSONNEL RELATED: --Workers Comp Insurance NON-PERSONNEL: ----Utilities --Telephone --Office Supplies --ShelterfTransAlarms -Food/Client Supplies -Audit/Tax Preparation -General Insurance -Facilities Maintenance TOTAL BUDGET EXPENSES 306,300.00 75,200.00 18,000.00 15,000.00 1,800.00 1,500.00 1,200.00 26,000.00 2,000.00 15,000.00 18,000.00 480,000.00
May 11, 2021Item #6 Page 202 of 207WOMEN'S RESOURCE CENTER WOMEN'S RESOURCE CENTER Income 2020-2021 Expenses 2020-2021 2020-2021 2020-2021 Grants: 991,471.00 52% Personnel: 1.398,960.00 73% ---State of California -CalOES -DV 530,000.00 ---Salaries 1,179,000.00 ---Stale of California -CalOES -SA 308,265.00 ----Taxes 94,160.00 ----City of Carlsbad 15,000.00 ----Medical 103,000.00 ----HUD -Transitional Housing 138,206.00 ---Clinical Supervision 22,800.00 Foundations 321,000.00 17% --General 105,000.00 Personnel Related: 48,700.00 3% --WRC Endowment Interest 16,000.00 ---Benefit Administration 4,000.00 --Gumpert Foundation ---Mileage 3,000.00 ----High Risk 36,000.00 ---Workers Comp Insurance 28,000.00 -----Bilingual Outreach 5,000.00 ---Data Processing 13,000.00 -----Children's 20,000.00 ---Background/Drug Testing 200.00 ---General 80,000.00 -Employment Advertising 500.00 --Scholarship/Transportation 5.000.00 Non-Personnel: 462,560.00 24% ---Director's Fund 50,000.00 ----Utilities 60,000.00 -----LGBTQ Outreach 4,000.00 ---Telephone 46,000.00 --Director's Fund 30,000.00 Donations 124,500.00 7% --Technology 15,000.00 --General 110,000.00 ---Rent -Records Storage 1,500.00 --Holiday Program 2,500.00 --Thrift Store Rent 77,760.00 -Employee Giving Campaigns 2,000.00 ---Taxes and Fees 15,500.00 ----Friends of WRC 10,000.00 ---Credit Card Machine 5,500.00 General Fundraising 30,000.00 2% ----Office Supplies 20,000.00 ---See's Candies -Holiday Program 7,000.00 ---other -Copier Expenses 13,000.00 --Magical Evening 30,000.00 ----Postage 3,000.00 Board Fundraising 5,000.00 0% --Bookkepper Services 27,000.00 ----Annual Campaign 5,000.00 --General Printing 500.00 Project Generated 251,180.00 13% --Shelter/Trans Alarms/Surveilh 5,000.00 --FVIP 43,000.00 -Food/Client Supplies 25,000.00 --Thrift Shop 141,000.00 --AudiVTax Preparation 11,000.00 --Trans House Washer 1,000.00 ---General Insurance 23,000.00 --Trans House Utilities 16,000.00 -Publication/Membership 8,000.00 --Trans House Rents 50,000.00 --Conferences/Staff DevelopmE 1,300.00 --Miscellaneous 1 B0.00 ----Scholarships 1,500.00 Miscellaneous 187,069.00 10% ---General Fundraising 15,000.00 ----Miscellaneous 2,070.00 ·--Facilities Maintenance 46,000.00 Carry Forward 74,000.00 ---Miscellaneous Reserve 110,999.00 ---Transportation 5,000.00 TOTAL BUDGET INCOME 1,910,220.00 1,910,220.00 100% TOTAL BUDGET EXPENSES 1,910,220.00 1,910,220.00 100%
May 11, 2021 Item #6 Page 203 of 207
RESOLUTION TO AUTHORIZE
EXECUTION OF CONTRACTS
OPEN OR CLOSE BANK ACCOUNTS
PURCHASE/OPEN CERTIFICATES OF DEPOSIT
AND
SUBMIT GRANT APPLICATIONS
Be it resolved that WRC (Women's Resource Center) authorizes the foJlowing persons to
execute contracts, grant sub-awards, grant amendments, grant extensions, open and/or close bank
accounts, purchase/open certificates of deposit and submit grant applications on behalf of
Women's Resource Center:
. Marina Araiza
Jill Marshall
Brittney Romine
Lauren Jane Stephenson
This authoriz.atiou shall remain in effect until 9/30/2021.
Date: June 11, 2019
Motion:
Second:
Ayes: 7 Nays: &-Abstain: -----1 l < ~ •
Witness C: ~:--J ~== Witness
May 11, 2021 Item #6 Page 204 of 207
Elected Office
Vice Chair
Chair
Secretary
Treasurer
REVIVING COURAGE,
EMPOWERING LIVES
Women's Resource Center
Board of Directors
2020-2021
Name
Audrey Powers Thornton
Bill Chenoweth
Debra Bement
Geoff Sheffield
Kaj Leonard
Karen Bond
Kevin Cadieux
Kerstyn Keenan
Kiersten Rielly
Megan D. Carthen-Jackson
P.h.D
Raj Pillai, P.h.D
Tara Rio
Business Affiliations
Attorney
Senior Vice President/Investment Officer/
Portfolio Manager at Northern Trust
Physician, Scripps Medical
CJ Risk & Insurance Services
Realtor
Private Foundation Administrator
Senior Vice President at Qualcomm
Real Estate Accountant
Program Coordinator SD Regional Economic
Development
Associate Instructor, California Baptist
University
Professor of Management, Cal State San Marcos
Vice President of Corporate Affairs at Viasat
EXHIBIT 3
Community Development Block Grant Citizen Advisory Committee
Minutes
March 31, 2021, 10:00 a.m.
1. ROLL CALL: Committee Members Davis, Tam, Cole, Mehan, Merz
Staff members present N. Melander and D. de Cordova
2. MEETING MINUTES: Minutes of Dec. 1, 2020 approved
3. PUBLIC COMMENT: None
4. REVIEW OF FY 2021-22 FUNDING PLAN
Staff presented a review of the FY 2021-22 Funding Plan which included the City
Council adopted funding Consolidated Plan priorities and available budget of
$519,499.
5. PRESENTATIONS AND QUESTIONS
a. Boys and Girls Club—presentation by Robin Rafferty. Public service
request of $25,000 for its afterschool and summer program. Committee
Member Merz asked how the pandemic has affected the Boys and Girls
program and if there is an increase need for more services. Ms. Rafferty
responded that the program is more important now than ever because
kids need a place to go since the disruption of schools caused by the
pandemic.
b. Brother Benno's Center—presentation by Joe McDevitt. Public service
request for rental assistance and utility assistance payments, motel
vouchers, transportation assistance, and salary for a full-time drug and
alcohol counselor.
c. Casa de Amparo—presentation by Amy Ogden and Heather Jenkins. Public
facility request for preconstruction fees, landscaping, materials and
supplies to expand the Teen Wellness Center and Support Services Center.
Committee Member Tam asked how many Carlsbad youth are being
served at Casa de Amparo. Ms. Jenkins responding that with foster youth
sometimes their last known zip code is hard to track. But that there are
quite a few of Carlsbad youth.
c. Catholic Charities—presentation by Dani Willenberg. Public service
request of $25,000 to support its overall budget to accommodate clients
at the shelter and purchase food. Catholic Charities shared with the
committee that due to its location they do collaborate with Interfaith
May 11, 2021 Item #6 Page 205 of 207
EXHIBIT 3
Community Services by sending clients over to the Carlsbad Service Center
for services and assistance. Additionally, Catholic Charities also works with
the Carlsbad HOT Team to assist clients that are brought in by the
homeless outreach team. The committee was favorable to the collaborate
and nexus of services.
d. Community Resource Center—presentation by Rebecca Palmer. Public
service request of $40,000 to begin a pilot program to provide a food
distribution. Ms. Palmer presented to the committee the need and the
data that shows the need for food resources in Carlsbad due to the
pandemic. Ms. Palmer also explained that since this will be a pilot
program the first phase of the program would be to survey and develop a
needs assessment to understand the model that the community is more
inclined towards and having the results guide the program structure.
Funds would be used to program implementation, salaries, and supplies.
e. Interfaith Community Services—Presentation by Amber Rizkalla. Public
service request of $ 90,397 for rental and utility assistance, operational
costs, and supplemental services to clients like food, clothing,
employment assistance, and referral services.
f. Legal Aid Society—presentation by Rosalina Spencer. Administration
funds request of $46,488 for fair housing services which includes
education, outreach, advocacy, meditation, and litigation. Staff informed
the committee that this request is an increase from previous requests of
approximately $23,000. Ms. Melander also added that an increase to fair
housing services would also decrease the amount of administrative funds
available to operate the CDBG program. Ms. Spencer explained that Legal
Aid Society is anticipating an increase in need from clients and residents
due to the eviction moratoriums and recent changes in the law.
Committee Member Davis asked where program administration funds
would be absorbed from if there were not enough CDBG administrative
fees and Ms. Melander’s response was general funds.
g. Feeding the Soul—no presentation or attendance by organization.
h. Voices for Children—presentation by Kelly Douglas. Public service request
of $6,000 for salaries and trainers of the CASA foster advocates.
Committee Member Merz asked Voices for Children how their application
aligns with the city’s top two highest priorities of providing and increasing
affordable housing and reducing homelessness. Ms. Douglas responded
that advocates who work with the youth are prepared to seek and find
housing after they graduate from the program or are ready to live
independently.
i. Women’s Resource Center—presentation by Lauren-Jane Stephenson.
May 11, 2021 Item #6 Page 206 of 207
EXHIBIT 3
Public service request of $10,000 for materials and supplies to provide
basic needs to Carlsbad clients. Committee Member Mehan was favorable
to WRC and the services that this shelter provides since there are not many
shelters serving women and families in the area.
6. COMMITTEE FUNDING DISCUSION AND RECOMMENDATION
The committee began deliberations by discussing the public facility improvement
request by Casa de Amparo and agreed that they felt the funds would be more
impactful by creating more affordable housing opportunities and recommended
that the full set aside be allocated to the city’s Affordable Housing Fund.
Committee members all agreed that Casa de Amparo’s work is very important
and worthy of funding, and invited Casa to apply next year.
Under the administrative category, the committee expressed the importance of
fair housing services especially during the pandemic and supported Legal Aid’s
request of $46,488.
For the public service requests, the committee discussed applicants who they
thought should be funded first and that was Interfaith Community Services at
$40,924 due to the current economy and housing instability, followed by funding
to Catholic Charities at $17,000 to support shelter operations for homeless men.
The remaining funds were to be evenly split between Brother Benno at $10,000
and WRC at $10,000 to assist in furthering homeless prevention and shelter
services.
7. ADJOURN: Staff adjourned the meeting at 12:30 p.m.
_______________________________
Nancy Melander, Minutes Clerk
May 11, 2021 Item #6 Page 207 of 207
All Receive -Agenda Item# ~
For the Information of the:
c-Cjlli" ~OUNCIL
Date ~ CA ✓ cc ~
CM ~ACM l(_ DCM {3) ✓
May 11, 2021
Council Memorandum
To: Honorable Mayor Hall and Members of the City Council
From: Gary Barberio, Deputy City Manager
Via: Geoff Patnoe, Assistant City Manager @
{city of
Carlsbad
Re: Additional Materials Related to Staff Report Item No. 6 -Fiscal Year 2021-22 Annual
Action Plan for the City of Carlsbad's Community Development Block Grant Program
(Districts -All)
This memorandum provides clarification on the city's annual entitlement allocation amount for
fiscal year 2021-22. On Feb. 25, 2021, the U.S. Department of Housing and Urban Development
{HUD) notified the city that its Community Development Block Grant {CDBG) allocation for fiscal
year 2021-22 would be $519,499. On May 4, 2021, HUD notified the city that the amount was
revised and increased to $527,154. The staff report for Item No. 6 reflects this revised and
increased amount as announced by HUD.
On May 10, 2021, staff learned that HUD had rescinded its previous announcement and advised
that grantees should now proceed with the originally-announced CDBG allocations, which, for
Carlsbad, is $519,499. As a result, staff is correcting the allocation to reflect the original amount.
On pages one and two of the staff report, the actual entitlement amount should be $519,499,
instead of $527,154.
The breakdown of the Action Plan allocations and categories of funding on page two of the staff
report should be reflected as:
Public services
Program operations and fair housing
Public facilities, affordable housing
TOTAL
Community Services Branch
Community Development Department
$79,073 $77,924
$105,430 103,900
$342,651 337,675,
$527,154 $519,499
1200 Carlsbad Village Drive I Carlsbad, CA 92008 I 760-434-2810 t
Council Memo -Additional Materials Related to Staff Report Item No. 6
May 11, 2021
Page 2
The CDBG Advisory Committee recommendations on the bottom of page two should
reflect the original funding levels as follows:
Activity and recipients Recommended funding
Community Development Block Grant Program operations
Fair housing services
Brother Benno (prevent and reduce homelessness)
Catholic Charities Diocese of San Diego (prevent and reduce homelessness)
Interfaith Community Services (prevent and reduce homelessness)
WRC (prevent and reduce homelessness)
Affordable Housing Fund (increase and preserve affordable housing)
FISCAL YEAR 2020-21 ENTITLEMENT GRANT
cc: Scott Chadwick, City Manager
Cecilia Brewer, City Attorney
Jeff Murphy, Director of Community Development
David de Cordova, Housing Services Manager
$58,943 $57,411
(no change) 46,488
10,287 10,000
17,287 17,000
41,21110,924
10,287 10,000
342,651337,676
$527,154 $519,499
Mia De Marzo
From:
Sent:
To:
Cc:
Subject:
Attachments:
Good morning Barbara,
Amy Oden <aoden@casadeamparo.org>
Friday, May 7, 2021 9:53 AM
City Clerk
Heather Jenkins; Kathy Karpe; Nancy Melander
Letter for City Councilmembers -Casa de Amparo
Carlsbad CDBG Letter to City Council_S-7-21 .pdf
All Receive • Agenda Item it _(o
~or the Information of the:
CITY COUNCIL
. Date OS/@i1-tA ~ CC 'l'°
CM ~ACM ~ DCM (3)~
Please find attached a letter to the City Councilmembers addressing an item that will be discussed at the next City Council
meeting. If you could please ensure the Councilmembers receive this letter regarding CDBG funding, that would be appreciated!
Please let me know if you have questions.
Thank you for your assistance,
Amy
Amy Oden
Director of Program Development
Casa de Amparo
Direct: 760-566-3558
Admin: 760-754-5500
Email: aoden@casadeamparo.org
Address: 325 Buena Creek Road, San Marcos, CA 92069
_ www.casadeamparo.org
!CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe.I
1
Casa de
Amparo
May 6, 2021
Treating and Preventing Child Abuse and Neglect
Dear Carlsbad City Councilmembers:
We are writing to request your attention to the CDBG Committee's recommendation to not fund
Casa de Amparo's current grant request. (Please see attached for details of request). For the past four
years, the City of Carlsbad has generously supported Casa de Amparo's capital requests in the
following amounts:
• $166,968 in fiscal year (FY) 17-18
• $166,968 in FY 18-19
• $95,000 in FY 19-20
• $75,000 in FY 20-21
This support has significantly helped Casa de Amparo prepare to build a Teen Wellness Center (TWC).
Construction will begin in the fall of this year, and take one year to complete. Once completed, the
TWC will serve approximately 125 youth in foster care a year who have the highest level of mental
health needs in the community. There are only two other centers of this type in the state of California,
both of which are continually at capacity. Casa de Amparo would like to highlight three points that
may validate your support of our request.
In the recent CDBG Committee Meeting, there was concern and discussion regarding the amount of
Carlsbad residents Casa de Amparo serves. The proposal states 2% of Casa de Amparo's constituents
served are Carlsbad residents. Of the 525 foster youth Casa de Amparo served last year, that equates
to 10 youth from Carlsbad. While many organizations are clearly able to identify where their
constituents originate from, this is not as easy for the population Casa de Amparo serves. Most youth
in foster care have resided in up to eight different placements before entering care at Casa de Amparo.
These placements can range from a few months to a couple years, and involve biological parents,
kinship placements, foster families, and other group homes in various cities across the county or state.
Casa de Amparo reviews placements based on the county of origin, and always prioritize San Diego
County youth. The youth's city of origin is often not a part of the intake process.
Secondly, the TWC will provide the highest level of mental healthcare for youth in foster care. If any
youth from Carlsbad needed this type of care, the only other placements in the state of California are
in Los Angeles. Casa de Amparo will be the prominent choice for placement come 2022 after
construction is complete. The TWC is truly revolutionizing how these local foster youth will receive
trauma-informed care. The City of Carlsbad deserves much credit for their past support of this project
and continued interest in transforming this issue.
Serving all of San Diego County with locations in Oceanside and San Marcos
325 Buena Creek Road, San Marcos, CA 92069
Phone: 760-754-5500 • Fax: 760-566-3569 • www.casadeamparo.org
Casa de Amparo is a 501 (c)(3) nonprofit organization. Federal Tax /.0. #95-3315571
Finally, Casa de Amparo was the only organization who requested funds from the Facilities Projects
portion of CDBG monies. If not funded, those monies will remain unused until another organization
can identify and create programming to fit this specific funding stream. While this future organization
may be able to better quantify the number of Carlsbad residents served, youth in foster care will not
be receiving treatment they so desperately need.
Casa de Amparo truly appreciates your time and thoughts on this matter of CDBG funding. The
relationship with the City of Carlsbad has been an anchor in Casa de Amparo's success for many years
and we hope to continue this pivotal work by your side.
With respect,
Kathy Karpe, CFRE
Director of Development
Heather Jenkins, M.A., CFRE
Director of Donor Relations
Amy Oden
Director of Program Development
Page 2 of2
Tammy Cloud-McMinn
From:
Sent:
To:
Jana Mackie <jmackie@interfaithservices.org>
Tuesday, May 11, 2021 12:03 PM
City Clerk
All Receive -Agenda Item # J£
For the Information of the:
CITY COUNCIL
Date 5/11/gJ CA.!:__ CC.,,..-
liiM ✓' Pit 3 V-909 pf7'
Subject: Comment for May 11, 3 PM Regular Council Meeting, Agenda Item #6
For Agenda Item 6:
Public comment submitted for Greg Anglea, Chief Executive Officer of Interfaith Community Services:
"On behalf of the board and staff of Interfaith Community Services; I express our gratitude for the recommendation of
$40,924 in FY2021-2022 Community Development Block Grant funding. These funds will directly help to prevent and end
homelessness for low-inco~e Carlsbad residents. Services available through our Carlsbad Service Center will include
rental assistance and emergency housing case management, emergency food and connections to supportive services,
and employment assistance. If approved, we look forward to working closely with the City of Carlsbad and other
community partner organizations to ensure that all eligible residents are aware of and can benefit from the services
available."
Thank you,
Jana Mackie, MSW I Grants Manager
Office 760.489.6380 Ext. 127 I Cell 760.546.3782
Interfaith Community Services I 1820 S. Escondido Blvd. Ste. 203 I Escondido, CA 92025
jmackie@interfaithservices.org 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 o en attachments or click on links unless ou reco nize the sender and know the content i
1
FY 2021-22 Annual Action Plan
Community Development Department
May 11, 2021
CDBG Background
•Primary Objective
•Annual Action Plan
•CDBG Advisory Committee
Consolidated Plan Priorities
•Increase and preserve affordable housing
•Prevent and reduce homelessness
•Strengthen support services
•Improve and provide facilities
•Provide fair housing services
•Plan and administer the CDBG program
2020-21 Action Plan
FY 2020 Action Plan Allocation:
•Public services $77,924
•Program operations and fair housing 103,900
•Public facilities, affordable housing 337,675
FY 2021-22 ENTITLEMENT GRANT $519,499
CDBG Committee Recommendations
•Brother Benno $10,000•Interfaith 40,924•WRC 10,000•Catholic Charities 17,000•Affordable Housing 337,676•Fair housing services 46,488•CDBG Operations 57,411
FY 2020-21 ENTITLEMENT GRANT $519,499
Recommendations
1.Approve the final FY 2021-22 Annual Action
Plan and the CDBG Committee funding
recommendations
2.Authorize the submittal of the final FY 2021-
22 Annual Action Plan to HUD
FY 2021-22 Annual Action Plan
Community Development Department
May 11, 2021