HomeMy WebLinkAbout2023-03-30; Community Development Block Grant -CDBG- Citizen Advisory Committee; ; FY 2023-24 Applications & Funding DeliberationMeeting Date: March 30, 2023
To: Community Development Block Grant Citizen Advisory Committee
From: Nicole Piano-Jones, Program Manager
Staff Contact: Nicole Piano-Jones, Program Manager
nicole.pianojones@carlsbadca.gov, 442-339-2191
Subject: FY 2023-24 Applications & Funding Deliberation
Recommended Action
That the committee:
1.Receive applicant presentations
2.Discuss and provide feedback as necessary
3.Adopt a resolution recommending that the City Council approve FY 2023-24 Community
Development Block Grant funding as recommended
Executive Summary
For FY 2023-24 the City of Carlsbad will receive an annual entitlement grant of $545,490, of
which $81,823 is available for public service activities, $109,098 is available for program
administration and fair housing services and $354,569 is available for affordable housing and
facility improvement activities.
On Jan. 10, 2023, the City Council adopted Resolution No. 2023-005 which confirmed priorities
and authorized staff to issue a notice of funding availability and accept applications for FY 2023-
24 CDBG funds. The application period was approximately six weeks from Jan. 11, 2023 – Feb.
22, 2023. A total of eight applications were received from outside non-profit agencies for
various services. A brief summary of the applications is located in Exhibit 2 and full applications
found in Exhibit 3.
It is the charge of the Committee to evaluate these proposals and determine appropriate
funding levels. The Committee’s funding recommendations will be approved by a resolution for
City Council consideration.
To aid the Committee in their deliberations, staff prepared recommendations for each request
which are found within this Agenda Report and Exhibit 2. The staff recommendations are based
upon alignment with the stated goals in the City Council approved Five-Year Strategic Plan,
Community Development Block Grant Consolidated Plan and the Carlsbad Homelessness Action
Plan. Staff recommendations are also based upon capacity to adhere to strict administrative
COMMUNITY DEVELOPMENT BLOCK GRANT
CITIZEN ADVISORY COMMITTEE
March 30, 2023 Item #3 Page 1 of 247
Staff Report
requirements of federal funding, physical location of organization and overall impact to
Carlsbad residents.
Discussion
Federal program restricts the amounts of funds available for public services and administration.
For FY 2023-24 the amount available for public services is $81,823. The city received six
applications for public services activities, totaling $204,453, which exceeds the estimated
available amount by $122,629. Based on the limited resources available for public services, city
staff is making recommendations based on the following criteria:
•Services that are identified in the Homelessness Action Plan are the highest priority.
•Services located in the City of Carlsbad are the highest priority.
•Organizations that have a strong capacity to adhere to the strict administrative
requirements of federal funding. While a grant for public services is an important
community benefit, federal requirements are a high bar for smaller organizations.
•Funding fewer agencies (2-3) with meaningful amounts is a recommended practice due
to the high administrative requirements to oversee and monitor each contract and
activity. Staff does not recommend spreading the limited resources to all applicants.
While there are many valuable community service applicants, it is not feasible to
support all applicants with funding.
PUBLIC SERVICES
Six non-profit agencies have requested FY 2023-24 CDBG funds. Each request is summarized in
the below table and narrative.
ORGANIZATION PROGRAM FY 2022-23
AWARD
FY 2023-24
REQUEST
FY 2023-24 STAFF RECOMMENDATION
Brother Benno Rent/Utility Assistance/Motel
Vouchers/Substance Abuse $10,073 $11,000 $0
Catholic Charities La Posada de Guadalupe
Shelter $86,610* $30,000 $0
Community Resource
Center
Homelessness Prevention
Carlsbad Residents $47,563* $71,408 $23,000
Interfaith Community
Services
Rental Assistance, Emergency
Support, Basic Needs $52,563* $71,345 $58,823
Meals-on-Wheels Senior Meal Delivery Service $0 $10,000 $0
Women’s Resource
Center
Alternatives to Abuse
Emergency Shelter Program $10,000 $10,700 $0
TOTALS $206,809 $204,453 $81,823
* Organizations received one-time additional funding through a mid-year amendment based on unanticipated
additional revenue
Brother Benno
Brother Benno Foundation is requesting CDBG funds to prevent and reduce homelessness in
Carlsbad through provision of rental/utility assistance, motel vouchers, and a substance abuse
recovery program. The Brother Benno Foundation was incorporated in 1983 and is located in
Oceanside.
March 30, 2023 Item #3 Page 2 of 247
Funding request: $11,000
CDBG leveraging: Requested CDBG funds = 4.6% program budget
Consolidated Plan Priority: Prevent and reduce homelessness
Anticipated outcome: 40 households
Staff recommendation: Do not fund with CDBG. This service is an identified program
in the Homelessness Action Plan. Staff recommends funding
through the General Fund as opposed to CDBG as part of the
Homelessness Funding Plan, tentatively scheduled for City
Council consideration in May 2023.
Catholic Charities
Catholic Charities is requesting CDBG funds to support ongoing operations at La Posada de
Guadalupe. La Posada is the only emergency shelter located in the City of Carlsbad, which
serves men experiencing homelessness. In addition to providing overnight shelter year-round,
La Posada shelter provides daily meals, laundry facilities, and supportive services including case
management and employment training. Catholic Charities was incorporated in 1974, with
central offices in San Diego, and shelter located in Carlsbad.
Funding request: $30,000
CDBG leveraging: Requested CDBG funds = 3.9% program budget
Consolidated Plan Priority: Prevent and reduce homelessness
Anticipated outcome: 90 sheltered persons
Staff recommendation: Do not fund with CDBG. This service is an identified
program in the Homelessness Action Plan and is located in
the city. Staff recommends funding with PLHA, and the
General Fund as opposed to CDBG as part of the
Homelessness Funding Plan, tentatively scheduled for City
Council consideration in May 2023.
Community Resource Center
Community Resource Center (CRC) is requesting CDBG funds to support their homelessness
prevention and supportive social services for Carlsbad residents. Services offered includes
rental or utility arrears, late fees, landlord mediation/advocacy, onetime rental assistance,
security or utility deposits, bridge housing motel vouchers, employment assistance
(transportation), or assistance with other costs related to household’s ability to prevent
homelessness. Community Resource Center was incorporated in 1979, with offices in Encinitas
and Carlsbad.
Funding request: $71,408
CDBG leveraging: Requested CDBG funds = 5% program budget
Consolidated Plan Priority: Prevent and reduce homelessness
Anticipated outcome: 30 low-income households with case management, rental
assistance, and other supportive services
Staff recommendation: Fund – partial request with CDBG at $23,000. This service
is an identified program in the Homelessness Action Plan
and is located in the city. This agency will also be
March 30, 2023 Item #3 Page 3 of 247
recommended for funding through PLHA and the General
Fund for other services as part of the Homelessness
Funding Plan, tentatively scheduled for City Council
consideration in May 2023.
Interfaith Community Services
Interfaith Community Services (Interfaith) is requesting CDBG funds to supportive services will
include housing stabilization and navigation, basic needs assistance, and employment
development. Interfaith was incorporated in 1979, with offices located throughout North
County, including Carlsbad.
Funding request: $71,345
CDBG leveraging: Requested CDBG funds = 15% program budget
Consolidated Plan Priority: Prevent and reduce homelessness
Anticipated outcome: 20 low-income households rental assistance, 200 low-
income individuals with basic needs
Staff recommendation: Fund – partial request with CDBG at $58,823. This service
is an identified program in the Homelessness Action Plan
and is located in the city. Interfaith Community Services
has the capacity to meet the strict federal administrative
requirements. This agency will also be recommended for
funding through the HTF and the General Fund for other
services as part of the Homelessness Funding Plan,
tentatively scheduled for City Council consideration in May
2023.
Meals on Wheels, Greater San Diego
Meals on Wheels is requesting CDBG funds to support home meal delivery for low-income
seniors. The daily delivery of meals is accompanied by a social visit and welfare check, and care
navigation with referrals to other providers if needed. Meals on Wheels, Greater San Diego was
incorporated in 1970 and is located in San Diego and San Marcos.
Funding request: $10,000
CDBG leveraging: Requested CDBG funds = 15% program budget
Consolidated Plan Priority: Strengthen support services for residents with special
needs
Anticipated outcome: 78 low-income senior households
Staff recommendation: Do not fund with initial CDBG allocation. While a valuable
service to low-income seniors, this activity is not a priority
in the Homelessness Action Plan. Should CDBG program
income be received, follow back-up project prioritization
list.
Women’s Resource Center
Women’s Resource Center (WRC) is requesting funds to support their Alternatives to Abuse
Shelter operations. The shelter serves families experiencing homelessness due to domestic
March 30, 2023 Item #3 Page 4 of 247
violence. WRC was incorporated in 1974, and offices are located in Oceanside. The domestic
violence shelter is confidentially located in North County.
Funding request: $10,700
CDBG leveraging: Requested CDBG funds = 1.7% program budget
Consolidated Plan Priority: Prevent and reduce homelessness
Anticipated outcome: Emergency shelter for 25 residents
Staff recommendation: Do not fund with CDBG. This service is an identified
program in the Homelessness Action Plan. Staff
recommends funding through the General Fund as
opposed to CDBG as part of the Homelessness Funding
Plan, tentatively scheduled for City Council consideration
in May 2023.
PROGRAM ADMINISTRATION & FAIR HOUSING
The city received two applications from outside non-profit agencies for provision of fair housing
services.
ORGANIZATION PROGRAM FY 2022-23
AWARD
FY 2023-24
REQUEST
FY 2023-24
RECOMMEND
Center for Social
Advocacy
Fair Housing Program &
Tenant/Owner Services $0 $25,000 $0
Legal Aid Society of San
Diego
Legal Aid Society of San
Diego $42,083* $23,000 $23,000
City of Carlsbad Program Administration $175,389* $86,098 $86,098
TOTALS $217,472 $134,098 $109,098
* Organizations received one-time additional funding through a mid-year amendment
Center for Social Advocacy
Center for Social Advocacy (CSA) is requesting CDBG funds to support their fair housing
program. The proposed fair housing program includes owner/tenant education and outreach,
and counseling and mediating housing disputes. CSA was incorporated in 1972 and offices are
located in El Cajon.
Funding request: $25,000
CDBG leveraging: Requested CDBG funds = 11% program budget
Consolidated Plan Priority: Provide fair housing services to residents
Anticipated outcome: 95 persons
Staff recommendation: Do not fund. This organization has contracts for Fair
Housing Services for five cities in South Bay and East
County. The activity is duplicative of services currently
provided by Legal Aid Society of San Diego.
Legal Aid Society San Diego
Legal Aid Society of San Diego (LASSD) is requesting CDBG funds to support their fair housing
program. The proposed fair housing program incomes comprehensive legal services regarding
fair housing, education outreach, counseling, fair housing testing, and representation and
March 30, 2023 Item #3 Page 5 of 247
enforcement of the Fair Housing Act and related State laws. LASSD was incorporated in 1953
and has offices in San Diego, Oceanside, and San Marcos.
Funding request: $23,000
CDBG leveraging: Requested CDBG funds = 3.5% program budget
Consolidated Plan Priority: Provide fair housing services to residents
Anticipated outcome: 146 households
Staff recommendation: Fund – full request. This organization is currently providing
Fair Housing Services for Carlsbad residents and has
performed well.
AFFORDABLE HOUSING & FACILITY IMPROVEMENTS
No applications were received from outside agencies for facility improvements. A total of
$354,569 is available within this category.
Staff recommendation: Fund $354,569 towards the city’s Affordable Housing
Resale Program and city-owned affordable rental housing
rehabilitation needs.
PROGRAM INCOME & BACK-UP PROJECTS
Some CDBG-funded activities generate program income. Program income must be allocated in
the same manner as entitlement funds and comply with all CDBG regulations. The average
amount of program income received from FY 2018 – FY 2022 was $438,302. CDBG regulations
allow up to 15% of program income received during the fiscal year to be allocated to public
services, and up to 20% allocated to program administration. Using the average as an example,
up to $65,745 in program income could be allocated to public services and $87,660 allocated to
program administration. The remaining program income could be allocated to affordable
housing activities, including the city’s Affordable Housing Resale Program and repair and
rehabilitation to city-owned affordable housing rental housing.
Staff recommendation: Fund up to 15% of program income received during FY
2023-24 to staff recommended activities found in Exhibit
2, fund up to 20% of program income during FY 2023-24 to
approved CDBG funded administration and fair housing
activities, and the remaining program income received
during FY 2023-24 to approved CDBG funded affordable
housing activities.
Back-up projects are projects having been identified as CDBG eligible, meeting at least one
Consolidated Plan Priority, and intended to be ready-to-fund and complete in a short period of
time. Back-up projects are only to be considered only if additional funding becomes available or
if approved projects or programs are not proceeding in a timely fashion.
Staff recommendation: Consider city-wide projects that would bring city facilities
and infrastructure into compliance with the Americans
with Disabilities Act (ADA) as back-up projects.
March 30, 2023 Item #3 Page 6 of 247
Next Steps
Following the Committee’s determination for CDBG funding, staff will prepare the draft Annual
Action Plan. The draft plan will be available for public review for a period of 30-days beginning
on April 10, 2023, concluding with a public hearing at City Council on May 9, 2023. Following
approval by City Council, staff will submit the Annual Action Plan to HUD no later than the
statutory requirement of May 17 (45 days before beginning of new fiscal year). Funding
agreements with outside non-profit organizations will be executed after HUD has committed
funding.
Fiscal Analysis
The Community Development Block Grant program is a fully funded federal program and is
separate from the City’s General Fund. The program operates on a reimbursement basis in
which grant funds are expended for approved activities and then reimbursed from the
Department of Housing and Urban Development.
Environmental Evaluation (CEQA)
Pursuant to Public Resources Code Section 21065, this action does not constitute a “project”
within the meaning of the California Environmental Quality Act (CEQA) 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
This item was noticed in accordance with the Ralph M. Brown Act and was available for public
viewing and review at least 24 hours prior to scheduled meeting date.
Exhibits
1. Resolution
2. Summary FY 2023-24 Funding Requests
3. FY 2023-24 Applications
March 30, 2023 Item #3 Page 7 of 247
RESOLUTION NO. 2023-001
A RESOLUTION OF THE COMMUNITY DEVELOPMENT BLOCK GRANT CITIZEN
ADVISORY COMMITTEE OF THE CITY OF CARLSBAD, CALIFORNIA,
RECOMMENDING THAT THE CITY COUNCIL APPROVE FY 2023-24 COMMUNITY
DEVELOPMENT BLOCK GRANT FUNDING AS RECOMMENDED
Exhibit 1
WHEREAS, the Community Development Block Grant Citizen Advisory Committee of the City of
Carlsbad, California held a noticed public meeting to obtain public input and review and consider
applications for Community Development Block Grant funds; and
WHEREAS, on Jan. 10, 2023, the City Council met and approved Resolution No. 2023-005
authorizing staff to solicit proposals for programs and projects not to exceed the estimated FY 2023-24
Community Development Block Grant award; and
WHEREAS, applications were accepted for a period of approximately six weeks; and,
WHEREAS, eight applications were received for public services and fair housing for a total of
$252,453, which exceeded the estimated amount available; and
WHEREAS, the Community Development Block Grant Citizen Advisory Committee has taken all
testimony into account.
NOW, THEREFORE, BE IT RESOLVED by the Community Development Block Grant Citizen Advisory
Committee of the City of Carlsbad, California, as follows:
1. That the above recitations are true and correct.
2. That the City Council approve the allocation of Community Development Block grant funds
for the following projects:
Organization Program Amount
Brother Benno's Rent/Utility Assistance/Motel $5,000
Vouchers/Substance Abuse
Catholic Charities La Posada de Guadalupe Shelter $5,000
Community Resource Center Homelessness Prevention Carlsbad $13,000
Residents
Interfaith Community Services Public Services-Rental Assistance, $43,823
Emergency Support, Basic Needs
Legal Aid Society of San Diego Legal Aid $12,000
Meals on Wheels Public Services-Senior Meal Delivery $5,000
Service
Women's Resource Center Public Services-Alternatives to $10,000
Abuse
Emergency Shelter Program
Center for Social Advocacy Fair Housing Program & $12,000
Tenant/Owner Services
PASSED, APPROVED AND ADOPTED at a Special Meeting of the Community Development Block
Grant Citizen Advisory Committee of the City of Carlsbad on the 30th day of March 2023, by the following
vote, to wit:
AYES: Gish, Neigenfind, Rangus, Manzano.
NAYS: May.
ABSENT: Torio, Kamenjarin.
ABSTAIN: None.
l_�fZ� %DJ;__o>-3
KATHRYN RANGUS, CHAIRPERSON
CDBG CITIZEN ADVISORY COMMITTEE
ATTEST:
Program Manager
Exhibit 2
SUMMARY CDBG FY 2023-24 REQUESTS
PUBLIC SERVICES
Organization Activity Anticipated
Outcome Requested Staff Recommendation
Brother Benno Rent/Utility Assistance/Motel
Vouchers/Substance Abuse 40 persons $11,000 Recommend for another funding source
initially, identified in CDBG back-up list below
Catholic Charities La Posada de Guadalupe
Shelter 90 sheltered men $30,000 Recommend for another funding source
initially, identified in CDBG back-up list below
Community Resource Services Homelessness Prevention 30 households $71,408 Recommend for another funding source
initially, identified in CDBG back-up list below
Interfaith Community
Services
Rental Assistance, Emergency
Support, Basic Needs 220 households $71,345 Recommend for another funding source
initially, identified in CDBG back-up list below
Meals-on-Wheels Senior Meal Delivery Service 78 households $10,000 Do not fund initially, identified in CDBG back-
up list below
Women’s Resource Center Alternatives to Abuse Shelter 25 persons $10,700 Recommend for another funding source
initially, identified in CDBG back-up list below
Subtotal: $204,453
ADMINISTRATION & FAIR HOUSING
Organization Activity Anticipated
Outcome Requested Staff Recommendation
City of Carlsbad Program Administration Overall administration $86,098 Fully fund
Legal Aid Society of San Diego Fair Housing Services 146 households $23,000 Fully fund
Center for Social Advocacy Fair Housing Services 95 households $25,000 Do not fund
Subtotal: $134,098
AFFORDABLE HOUSING & FACILITY IMPROVEMENTS
Organization Activity Anticipated
Outcome Requested Staff Recommendation
City of Carlsbad
Affordable Housing Resale
Program & Affordable Rental
Housing Repairs
One resale unit/75
rental units repaired $354,569 Fully fund
Subtotal: $354,569
TOTAL: $693,120
March 30, 2023 Item #3 Page 10 of 247
A maximum of 15 percent of all program income received during FY 2023-24 will be allocated to public services activities in the following order and
amount:
1. Meals on Wheels up to $10,000
2. WRC up to $10,700
3. Brother Benno up to $11,000
4. Catholic Charities up to $30,000
5. Community Resource Center up to $48,408
6. Interfaith Community Services up to $12,522
March 30, 2023 Item #3 Page 11 of 247
Exhibit 3
March 30, 2023 Item #3 Page 12 of 247
( Cifyof
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
NOTICE OF FUNDING AVAILABILITY (NOFA)
The City of Carlsbad is pleased to announce the availability of applications for the FY 2023-24 Community
Development Block Grant (CDBG} Program. The CDBG program is federally funded by the Department of
Housing and Urban Development (HUD) and is administered by the city to provide assistance to lower-
income residents and communities. For FY 2023-24 CDBG award of $476,057 -available in the following
categories:
ESTIMATED FY 2023-24 AWARD:$ 476,057
Category Key Details Estimated
Available
• Programs directly assisting low-income households
Public Services • Services carried out by non-profit agencies $71,408
• Funding capped at 15 percent of grant
• Subrecipient oversight
• Compliance with federal requirements
Administration/Fair Housing • Financial management $95,211
• Fair Housi ng services
• Funding capped at 20 percent of grant
Affordable Housing/Facility • Facility Improvements for non-profit service providers $309,438 Improvements • Acquisition/rehabilitation of low-income housing
Submission
Details:
Due by Feb. 22, 2023, by 5:00 p.m.
housing@carlsbadca.gov
* Email Submission Highly Encouraged*
Contact: Nicole Piano-Jones
Program Manager
(442} 339-2191
Nicole.pianojones@carlsbadca.gov
Paper copies may be delivered to:
City of Carlsbad
Housing & Homeless Services
Attn: CDBG Program
1200 Carlsbad Village Drive
Carlsbad, CA, 92008
Estimated Timeline
Notice of Funding Availability Jan. 11, 2023
Applications Due Feb.22,2023
CDBG Advisory Committee March or April 2023
10-day public review/comment April or May 2023
City Council Public Hearing May 9, 2023
*Dates are tentative and subject to change.
All public meetings and review and comment periods will be separately publicly noticed*
1
March 30, 2023 Item #3 Page 13 of 247
{_ City of
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023-24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of all CDBG applicants
even if they have been provided in the past.
□ Board of Directors' resolution authorizing submittal of application
□ Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
□ Sample Intake Form
□ List of Board of Directors
□ Financial Audit Report for the most recently ending Fiscal Year
□ Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20 pages
in an application package will not be distributed or used for evaluation purposes. The attachment of
brochures or other documents will not be accepted in lieu of completing each question on the Funding
Proposal Application.
✓ Attachment A
✓ Attachment B
✓ Attachment C
Executive Summary, including key staff, budget, and timeline (required)
Organizational chart (required)
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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: I Complete: I
2
-
March 30, 2023 Item #3 Page 14 of 247
FUNDING APPLICANT
Name of Agency:
Address:
The Brother Benno Foundation, Inc.
6230 Production Avenue, Oceanside Ca 92058
Federal Unique Entity Identification (UEI) Number: 62-1285568
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Prevent and Reduce Homelessness in the City of Carlsbad
Location of Program/Project: Services to be provided from Brother Benno's Center Facility Oceanside
3
March 30, 2023 Item #3 Page 15 of 247
Person completing application: Joe McDavitt Phone No.: {858) 583-9560 Email: joe.mcdevitt.carlsbad@gmail.com
Financial Contact: Dina Ahee Phone No.: (951} 837-7470 Email: dinamarie.ahee@brotherbenno.org
Program Manager Contact: Joe McDevitt Phone No.: (858) 583-9560 Email: joe.mcdevit.carlsbad@gmail.com
Executive Director Contact: Jeff Bizzack Phone No.: {858) 822-9238 Email: jeffbizzack@gmail.com
Requested Funding Amount: $ 11 , 0 0 0
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)1
Two parts:
1) Rental/Utility Assistance and Issuance of Motel Vouchers to Meet the Needs of Economically
Disadvantaged Carlsbad Residents and unsheltered (homeless) persons in Carls~ad.
Brother Benno's Outreach Services Group provides rental/utility assistance and issues motel vouchers to meet
the urgent needs of economically disadvantaged Carlsbad residents. Rental/utility assistance is provided to
Carlsbad residents who are unable to make timely rental and utility payments and are at risk of being evicted
and becoming homeless or losing utility services without added support. Our Outreach Services Group provides
motel vouchers to temporarily house homeless persons as they apply for transitional housing and other
supportive longer-term services, such as mental health care. For the six-month period of July 2022 through
December 2022, 23 Carlsbad households consisting of 59 household members received these services in the
total amount of $31,235. The level of support for Carlsbad residents to receive assistance continues to
increase.
Brother Benno's Darryl, Mary Holguin and Dennis Pinnick manage our rental and utility assistance and motel
voucher programs. This team has actively provided assistance to economically disadvantaged Carlsbad
residents for over fifteen years. Our close partnership with San Diego County's HSEC Homeless Services Team
co-located at Brother Benno's Hub Services Center, expands our combined capability to assist homeless
persons in finding transitional housing and supportive programs. Carlsbad's extremely low-income households
and homeless persons are eligible to receive the benefits of this co-location and combined efforts between
Brother Benno's and San Diego's HSEC team members.
Direct labor services and other indirect costs are not charged for this program. Only the direct rental /utility
assistance and motel voucher amounts paid to landlords, utility companies, and motels are charged to grant
funds awarded to Brother Benno. This financial approach allows Brother Benno's to maximize the use of grant
funds to directly benefit Carlsbad community members.
2. Substance Abuse Recovery Program that prevents and reduces homelessness
Brother Benno's Substance Abuse Recovery Program works with Carlsbad's First Step House of North County
(detox center), located on Adams Avenue, to provide recovery assistance to Carlsbad residents and homeless
men located in Carlsbad. For the period July 2022 through December 2022, 24 men entered our Recovery
Program with 14 of the men coming from Carlsbad's First Step House. 12 of the 14 were previously homeless
men located in Carlsbad who entered the First Step House before entering our recovery program.
Brother Benno's Recovery Program offers a means for Carlsbad's extremely low-income and homeless men and
women to seek recovery and raise themselves out of poverty. Our recovery program provides, at no cost to
participants, housing, daily food service, all clothing needs, transportation services, and other personal services
to participants as they complete a twenty-six-week alcohol and drug substance abuse recovery program at one
of our seven recovery homes in Oceanside. Our program supports up to forty-two men and women as they
progress through our twelve step Alcohol Anonymous recovery program.
4
March 30, 2023 Item #3 Page 16 of 247
During the twenty-six period, program participants work with Brother Benno's staff and volunteers to provide
daily services to our guests who consist of homeless persons, the working poor and the underemployed. On a
case-by-case basis, program participants are authorized to continue their stay in our homes for up to eighteen
months beyond the twenty-six-week program period to further their recovery efforts and live in a sober living
environment.
Before completing the recovery program, each participant must be employed and have firm plans to move into
their own residence or remain at our recovery homes during a sober living phase. Participants pay $500 rent
per month if they remain in our homes following the twenty-six-week recovery phase. All other services such
as daily food provisions, clothing, transportation, continue to be provided during sober living at our homes.
Brother Benno's offers career planning services to aid program participants in determining educational and
training needs in support of their efforts to progress in their careers and avoid homeless conditions following
completion of the recovery program. Participants completing our recovery program have a path away from
homelessness and continue to be eligible to receive support from Brother Benno's as part of their long-term
recovery from substance abuse. This application requests additional funding to continue to upgrade and
improve our recovery program offered to extremely low-income persons.
I. ORGANIZATIONAL ABILITY/CAPACITY
A. This agency is:
l&I Nonprofit
□ Local public agency
□
□
For-profit
State public agency
□ Other (Please specify.) ____________ _
B. What is the purpose/mission of the agency?
The Brother Benno Foundation is a non-denominational, non-profit organization, served by a large number of
volunteers, that each day provides urgent and essential services to homeless persons and low-income families
with food, clothes, transportation, and outreach social services to those persons in need of transitional housing,
rental/utility assistance, recovery from alcohol and drug abuse, medical and long-term mental health care, and
financial aid to low-income students. We serve each person with love and attention and strive to offer hope to
those we serve.
We are committed to seeing that no one in our area goes hungry, no one goes without
shelter or clothing, and most importantly, no one goes without so~eone to care for him or her. With the help
of our loyal supporters and with our love to all who are in need, we continue to carry out our mission expressed
by our founder Mr. Harold Kutler of giving "Soup, Soap, Hugs, and Hope."
C. How long has this agency been in operation? Please include the date of incorporation.
The Brother Benno Foundation has been in operation serving persons in need for over thirty-nine years. The
date of incorporation was July 15, 1983.
D. How long has this agency been providing the proposed program/project?
Brother Benno's has provided the substance abuse recovery program, rental/utility assistance, and issuance of
motel vouchers for over twenty-six years.
E. 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 but not in
5
March 30, 2023 Item #3 Page 17 of 247
lieu of a complete response.)
Substance Abuse Recovery Program:
1) Patrick Gilligan, Ph.D. is a member of Brother Benno's Board of Directors. He has been Director of Brother
Benno's Alcohol and Drug Recovery Program for over 3 years. Dr. Gilligan has practiced as a Licensed
Psychologist since 1985. He was the on-site Employee Assistance Program (EAP) counselor for Johnson &
Johnson (most recently Janssen Pharmaceuticals) in La Jolla CA for twenty years. At the same time, he was
an off-site EAP counselor for Military One Source (MOS) which served mostly active-duty Marines from
Camp Pendleton who were deployed (and re-deployed) to Iraq and Afghanistan.
2) Jim Shlemmer is a Certified Alcohol and Drug Counselor with over ten years' experience. Jim directly
manages the Substance Abuse Recovery Program with a staff of three CADC Counselors. Jim is a former
graduate of Brother Benno's Recovery Program. He stays in close contact with a large number of
participants who have completed our twenty-six-week recovery program and return as mentors aiding
current participants in the recovery program.
Rental/Utility Assistance and Issuance of Motel Vouchers
1) Darryl Harris -As the Community Outreach Manager, Darryl is responsible for the planning, management, and
achievement of outreach department objectives. He supervises the outreach staff, including caseworkers. Darryl
is actively involved, on a daily basis, working directly with extremely low-income households and homeless
persons to support rental and utility assistance and issuance of motel vouchers.
2) Dennis Pinnick -As the Outreach Services Coordinator at Brother Benno's for over thirteen years, Dennis
leads a team of five caseworkers who assist homeless and extremely low-income persons apply for
transitional housing, mental health and medical care, and other supportive services. Dennis manages our
motel voucher program.
3) Mary Holguin -As a Manager, with over sixteen years' experience at Brother Benno's as a volunteer, Mary
leads rental and utility assistance tasks and is assisted by a dedicated volunteer caseworker staff.
F. 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)
XX 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?
IX! No □ Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization.
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.
Brother Benno's Substance Abuse Recovery Program, rental/utility assistance program and the motel voucher
program are well established programs, staffed with experienced CADC Counselors and caseworkers. All steps
6
March 30, 2023 Item #3 Page 18 of 247
to proceed with these programs are in place.
II. FINANCIAL CAPACITY /STABILITY
A. Please complete Page 7 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 {2021-2022 and 2022-2023) for the proposed program/project?
Sources of Funding
CDBG
Community Activities (or other General Fund monies)
□ □
Yes
[g]
□
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
CDBG funds
CDBG 2022-2023
Amendment No. 1 to CDBG-CV3
Community Activities/Other
Amount Received
$10,073
$22,700
Services provided. Reimbursement requested.
Reimbursement Request completed.
C. Did you receive any federal funds, including CDBG funding from other cities?
[g] No
Program Source
Ill. BENEFITS & BENEFICIARIES
□
Amount Received
$
$
$
Yes {Please list funds below)
A. How accessible or convenient is the proposed program/project to Carlsbad residents? (Please
be specific such as direct services to client's home, transportation provided to and from facility,
or relation to public transportation.)
Brother Benno's facilities are centrally located in the coastal region, located only 3.5 miles from the north Carlsbad
border and easily accessible through major routes (bus and car) that include El Camino Real and Mission avenues.
Brother Benno offers bus passes for those in need of transportation support.
B. What is the approximate percentage of your clients that have annual family incomes in each
of the following ranges: (Percentages should add to 100%)
80 % of clients are at 30% or below of the area median income
15 % of clients are between 31% and 50% of the area median income
2 % of clients are between 51% and 80% of the area median income
7
March 30, 2023 Item #3 Page 19 of 247
0% of clients are above 80% of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or the
area to be benefited. (Reference Consolidated Plan Priorities)
Brother Benno's Outreach Services Group provides rental/utility assistance and issues motel vouchers to meet
the urgent needs of economically disadvantaged Carlsbad residents. Rental/utility assistance is provided to
Carlsbad residents who are unable to make timely rental and utility payments and are at risk of becoming
homeless or lose utility service without added support. Our Outreach Services Group provides motel vouchers
to temporarily house homeless persons as our outreach team assists homeless persons apply for transitional
housing and other supportive services, such as mental health care. The provision of rental/utility assistance to
low-income residents and motel vouchers to homeless persons in Carlsbad supports the priority specified in the
Carlsbad Consolidated Plan to "Prevent and Reduce Homelessness in Carlsbad".
Brother Benno's Substance Abuse Recovery Program serves homeless and extremely low-income persons by
providing rent free housing in our seven recovery homes. They receive full subsistence support consisting of
daily meals, clothing, transportation, hygiene products, transportation, IT service and other supportive
measures while each person participates in our twenty-six-week recovery program. Our participants are no
longer homeless and their living expenses are provided for while in our care.
Our participants are eligible to continue their stay in our homes up to eighteen months beyond the twenty-six-
week program period to further their recovery efforts and live in a sober living environment. As a condition to
completing the recovery program, each participant must be employed and committed to move into their own
residence or remain at our recovery homes during a sober living phase. Our participants are aided by Brother
Benno's career planning services which assist in determining educational and training needs that benefit their
advancement to improved employment qualifications. Our program supports the priority specified in the
Carlsbad Consolidated Plan to "Prevent and Reduce Homelessness in Carlsbad" as well as the priority to
"Strengthen Support Services for Lower Income Residents and Residents with Special Needs". By helping our
participants to live in a stable environment, recover from substance abuse, continue to be supported by our
recovery staff members, qualify for employment and receive the benefits of career support services, each of
them are offered the means to improve their lives, advance their careers and improve their financial status to an
acceptable level.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage
that are Carlsbad residents.
In a 12 month period, 650 households PerseRs of which 10% are Carlsbad residents
8
March 30, 2023 Item #3 Page 20 of 247
E. Does your agency focus its activities on populations with special needs?
□ No l&I Yes (Please specify)
Please specify which special needs populations. (Homeless individuals/families, persons with
disabilities, persons with substance abuse problems, veterans, farmworkers and day laborers,
seniors, children, etc.)
Brother Benno provides services to persons with special needs. We_ are focused on providing social services to
homeless individuals/families, persons with disabilities, persons suffering from substance abuse, persons
requiring mental health care, persons with extremely low-incomes, veterans and their families, farmworkers in
north San Diego county, day laborers, children etc. Our services include:
1) Food programs -Daily serving of breakfast and lunch to homeless and low-income persons; daily
distribution of food boxes to low-income households, and distribution to 27 other charty organizations
each week.
2) Rental and utility assistance to low-income households, many consisting of seniors, veterans, and
disabled persons.
3) Alcohol and substance abuse recovery programs-26-week recovery program provides rent free
housing and full subsistence support primarily to homeless and low-income persons.
4) Support services include emergency lodging for homeless persons and families, caseworkers assisting
homeless, disabled, and low-income persons to apply for housing programs, receive mental health care
and medical care, and other supportive services, and laundry facilities, hot showers, clothing,
prescriptions, haircuts, bus passes homeless and low-income persons.
5) Financial support for continuing college level education for homeless or low-income students, students
who have aged out of foster care, and students who have been impacted by substance abuse or
substance abuse from a family member.
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 C 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 ~ork, cost estimates, property
listing or other appropriate documents.
V. DOCUMENTATION
A. How will the beneficiaries' information be collected and documented?
Brother Benno's uses the Mission Tracker database to account for services. Information pertaining to
households/persons receiving assistance is kept up to date in Mission Tracker.
B. How will the outcomes be measured, collected and documented?
A monthly report containing details of the services provided is generated from Mission Tracker and submitted
for management review and comment.
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
9
March 30, 2023 Item #3 Page 21 of 247
low income and most vulnerable populations.
Brother Benno's is closely aligned with various north county city and county government agencies as well as a
number of non-profit organizations to meet the urgent needs of extremely low-income and homeless persons.
Our collaboration includes the issuance to Brother Benno's of grants from local government and non-profit
organizations that support each of our programs. We are pleased with our partnership and co-work location at
our Hub Center offices with San Diego County's HSEC Homeless Services Team as well with caseworkers from
other charity organizations. This partnership has expanded our combined capability to assist homeless persons
to locate transitional housing and receive aid from supportive programs for mental health care, medical care
and other services.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
Joe McDevitt, Co-President February 21, 2023
Print Name & 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.
10
March 30, 2023 Item #3 Page 22 of 247
CDBG PROJECT BUDGET
Organization: The Brother Benno Foundation, Inc. Total organization budget .,._$5~,2aaa..a00;..;;;.o.;;;,ooo__,,;;a... _____ _
Program/Project name requesting funds: Prevent and Reduce Homelessness in the City of Carlsbad: 1) Rental/Utility
Assistance and Issuance of Motel Vouchers for Economically Disadvantaged Carlsbad Residents and unsheltered
(homeless) persons in Carlsbad. and 2) Substance Abuse Recovery Program that prevents and reduces homelessness.
CDBG funds requested: .... Sl...._1 .... JX .......... YJ _____ Total program/project budget: .... S2=-4 ...... 1.._.o __ o __ o ____ _
Note: Indicate with an asterisk (*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for Qrogram/Qroject: (S)Secured or (A)Anticipated
a. Funding requested from the City
b. Other federal funds (if any)
C. State or local government funds
d. Donations and contributions
e. Fees or memberships
f. In-kind contributions/ Volunteer time
g. Other funding
h. TOTAL PROJECT FUNDING (project budget)
2. Uses of CDBG funds requested for the Qrogram/Qroject: (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. Rent/Utility Assistance to Households, Motel Vouchers
to Homeless Persons
k. Substance Abuse Recovery Program Costs to Support
Program Members
I. TOTAL REQUESTED FUNDING (same as 1.a.)
3. Percentage of project budget represented by CDBG request
$11.000(A) (S) or (A)
$30.000(A) (S) or (A)
so (S) or (A)
$200.000(S) (S) or (A)
$0 (S) or (A)
so (S) or (A)
so (S) or (A)
S241.000 (A) (S) or (A)
so
so
so
$0
$0
so
$0
$0
$5,000
$6,000
$11,000
4.6%
4. If your project will require future funding, please provide information about how the program will be funded.
11
March 30, 2023 Item #3 Page 23 of 247
The
Brother Benno
Foundation
Uplifti11g the Dignity of Those We Serve
www.brotherbenno.org
February 21 , 2023
Attachment A -Executive Summary -2023-2024 Community Development Block Grant Program
CDBG Application
Project: Prevent and Reduce Homelessness in Carlsbad
Brother Benno's CDBG application requests funds to help support our means to provide services to meet
the critical needs of extremely low-income Carlsbad residents and homeless persons located in Carlsbad.
Our project is composed of two parts.
First, our project offers rental assistance to aid households who are at risk of being evicted and becoming
homeless, utility assistance to households facing the shutdown of utility services, and motel vouchers to
temporarily house homeless persons as they apply for transitional housing and other supportive longer-
term services, such as mental health care or entry into a substance abuse recovery program.
Our close partnership with San Diego County's HSEC Homeless Services Team, co-located at Brother
Benno's Hub Services Center, expands our combined capability to assist homeless persons in finding
transitional housing and supportive programs. Our budget for a 12-month project for the above assistance
to Carlsbad residents is $40,000. This amount will provide assistance to over 40 households. We are
fortunate to have a well trained and experienced Outreach Community Services staff in place to provide
assistance. No labor or indirect costs will be charged to this project.
Second, Brother Benno's Substance Abuse Recovery Program offers a means for Carlsbad's extremely
low-income and homeless men and women to seek recovery and raise themselves out of poverty.
Receiving a majority of program members from Carlsbad's First Step House of North County (detox
center), located on Adams Avenue, our recovery program provides, at no cost, housing, daily food service,
clothing needs, transportation, and other personal services as program members complete a 26-week
alcohol and drug substance abuse recovery program at one of seven recovery homes. Previously homeless
program members are no longer homeless while they are in our care. Our program members are offered a
path away from substance abuse and I ifetime support from our staff of CADC Counselors and our large
team of Alcohol Anonymous mentors. Our total annual budget for the Recovery Program is over
$400,000. It is expected 25 program members from Carlsbad will receive assistance during a 12-month
period.
We appreciate your efforts to review our application and we are available to answer any questions.
Sincerely,
}· ~\)~
Joe McDevitt
Co-President -Board of Directors
3260 Production Avenue, Oceanside, CA 92049-0308 • (760) 439-1244 Fax (760) 439-1271
; ~ -CHARITY i '\ ' NAVIGATOR __ , * * * * I Four Siar C11arllr
March 30, 2023 Item #3 Page 24 of 247
The Brother Benno Foundation
Uplifting the Dignity of Those We Serve
February 19, 2023
Attachment B -Organization Chart
I
Essential Services
Ben Meyer
Food Rescue Mgr_
M. Reyes
Kitchen Mgr. -~
C. Mercer
Center Security -
David Carter
Clothmg Mgr. ~
New Hire
I Board of Directors
I
Office of the President
Co-Presidents: JeffBizzack, Joe McDevitt, Mike Moskowitz
I
Outreach Services
Darry 1 Harris
l-Coordinator
D. Pinnick
~ental/Utility Asst.
M. Holguin
-Caseworkers
Volunteers
I
I
Substance Abuse
Recovery Program
Jim Shlemmer
I
Volunteers &
Communications
Kathleen Dhielmann
-Sr. CADC Counselor i--Volunteers
J. Roberts ~200 Plus
>-CADC Counselor
T. Brindisi
~ CADC Counselor
New Hire
~ Newsletter/Website
Volunteers
I
Thrift Shop
Michelle Hoppe
1
Staff/Volunteers
3260 Production Avenue, Oceanside, CA 92049-0308 • (760) 439-1244 Fax (760) 439-1271
I
Accounting
DinaAhee
I
Staff
Facilities
Gregg Prather
st1f
March 30, 2023 Item #3 Page 25 of 247
Catholic
Charities
DIOCESE OF SAN DIEGO
City of Carlsbad
Community Development Block Grant Program
FY 2023-24 Funding Application
March 30, 2023 Item #3 Page 26 of 247
(_ City of
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023-24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of!!.[ CDBG applicants
even If they have been provided in the past.
~ Board of Directors' resolution authorizing submittal of application
~ Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
~ sample Intake Form
~ List of Board of Directors
~ Financial Audit Report for the most recently ending Fiscal Year
~ Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20
pages in an application package will not be distributed or used for evaluation purposes. The
attachment of brochures or other documents will not be accepted in lieu of completing each question
on the Funding Proposal Application.
✓ Attachment A
✓ Attachment B
✓ Attachment C
Executive Summary, including key staff, budget, and timeline (required)
Organizational chart (required)
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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: I Complete: I
2
March 30, 2023 Item #3 Page 27 of 247
FUNDING APPLICANT
Name of Agency: Catholic Charities Diocese of San Diego (CCDSD)
Address: 3888 Paducah Drive, San Diego, CA 92117
Federal Unique Entity Identification (UEI) Number: =E.;;;.6...;_R:...::Z::...;:E::...;3:a....=..8-=--J """'H...::;S....;4=-=1=-------------
PROPOSED PROGRAM/PROJECT
Title of Program/Project: La Posada de Guadalupe (La Posada)
Location of Program/Project: Northern San Diego County, 2476 Impala Drive, Carlsbad. CA 90101
Person completing application: Dani Willenberg Phone No.: 619-323-2858 Email: dwillenberg@ccdsd.org
Financial Contact: Michael Reynolds Phone No.: 619-323-2861 Email: mreynolds@ccdsd.org
Program Manager Contact: Antoinette Fallon Phone No.: 619-381-0910 Email: afallon@ccdsd.org
Chief Executive Officer Contact: Appaswamy "Vino" Pajanor Phone No.: 619-323-2842 Email:
vpajanor@ccdsd.org
Requested Funding Amount: $ 3 0 , 0 0 0
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)~
La Posada opened in 1992 with the mission to provide a safe, supportive, clean environment and
opportunities to empower men with few or no resources to begin or continue working toward
housing stability and self-sufficiency. La Posada is an emergency housing program for men
experiencing homelessness, offering year-round shelter and comprehensive wrap-around support.
The program remains the only short-term housing program for unsheltered single men not only in
the City of Carlsbad but the entire North Coastal Region. La Posada provides three daily meals,
laundry and hygiene facilities, a mailing address, clothing, and onsite supportive services, including
case management, health and nutrition education, translation and interpretation, and recreation.
Onsite support services are provided in both English and Spanish, and residents work with case
managers to set goals. The services provided also include referrals to off-site employment, job
training, and medical services from trusted partners and service providers. Through the staff and
inter-agency partners, residents are linked to long-term support designed to end the cycle of
homelessness and provide a path to housing stability.
I. ORGANIZATIONAL ABILITY /CAPACITY
A. This agency is:
00 Nonprofit
□ Local public agency
□
□
For-profit
State public agency
D Other (Please specify.) _____________ _
3
March 30, 2023 Item #3 Page 28 of 247
B. What is the purpose/mission of the agency?
Catholic Charities Diocese of San Diego (CCDSD) exists to exemplify the scriptural
values of mercy and hospitality by witnessing the gospel message contained in
"Mathew 25", to advocate for a just society by calling individuals and institutions to
action on behalf of the poor, vulnerable and the marginalized; and to acknowledge
the sacredness of the human person by accompanying those we serve on their
journey toward achieving their full potential.
C. How long has this agency been in operation? Please include the date of incorporation.
Catholic Charities Diocese of San Diego (CCDSD) was established in 1919 and began
with just a small office in Downtown San Diego. CCDSD has since grown to become
one of the most impactful agencies in the San Diego and Imperial Counties. CCDSD
first began administrating services for children, families, inmates, and immigrants
starting the agency's longstanding tradition of helping the poor, the vulnerable, and
the marginalized improve their overall quality of life. Today CCDSD consists of over
20 programs that fall into three major areas, which are Homeless Services,
Community Services, and Immigrant and Refugee Services. CCDSD filed for
incorporation on February 12, 1974, launching itself as an independent nonprofit
organization.
D. How long has this agency been providing the proposed program/project?
La Posada opened in 1992 as an emergency shelter for agricultural workers and
expanded in 2012 to include 50 beds for unsheltered men. This program has
operated continuously in Carlsbad for 31 years and has plans for future expansion to
provide services and shelter to unhoused women and children.
E. 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 but not in lieu of a complete response.)
La Posada is staffed by a Director of Homeless Services, a Program Manager,
Caseworker/Coaches level I, II, Ill, IV and a Kitchen Cook. The Director of Homeless
Services has an extensive background in counseling and advocacy with an emphasis
on providing services with a trauma-informed approach. She has been with the
agency for fourteen years overseeing programs for unsheltered individuals. She is a
graduate of the State University of New York-College at Oswego with a Bachelor of
Arts in Psychology. The Program Manager has been providing mental health
services since 1999, has over 5 years' experience doing outreach and is a well-
respected trainer on topics related to serving people who are unhoused. La Posada
is also supported by a Senior Program Manager with over 5 years' experience with
an emphasis on connecting people with housing and employment. She is bilingual
and has a bachelor's degree from Oregon State University and an Associate Degree
from San Diego City College. All staff are trained in trauma-informed care and all
three members of the management team are proficient in leading trauma informed
teams. All staff are also trained in de-escalation, harm reduction, housing first and
low barrier service delivery.
4
March 30, 2023 Item #3 Page 29 of 247
F. 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)
00 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?
fKI No □ Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization.
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.
Not applicable, the proposed project is not requesting find for construction,
rehabilitation, property acquisition, or construction-related activities. La Posada is
not a new program and has been operated continuously for 31 years.
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 7 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 (2021-2022 and 2022-2023) for the proposed
program/project?
Sources of Funding
CDBG
Community Activities (or other General Fund monies)
□
□
5
March 30, 2023 Item #3 Page 30 of 247
If yes, please indicate amount and status of previously awarded funds (fully expended,
funds remaining, program/project discontinued, etc.).
CDBG 2016-2017
CDBG 2017-2018
CDBG 2018-2019
CDBG 2019-2020
CDBG 2019-20220 amendment
CDBG 2020-2021
CDBG 2021-2022
CDBG 2022-2023
Community Activities/Other
Amount Received
$20,000
$17,581
$22,000
$19,640
$58,000
$93,460
$17,287
$12,698
Status
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Ends 6/30/2023
C. Did you receive any federal funds, including CDBG funding from other cities?
□ No
below) Program Source
Alliance for Regional Solutions
Ill. BENEFITS & BENEFICIARIES
IKl Yes (Please list funds
Amount Received
$160,711
A. How accessible or convenient is the proposed program/project to Carlsbad residents?
(Please be specific such as direct services to client's home, transportation provided to and
from facility, or relation to public transportation.)
La Posada addresses homelessness that encompasses San Diego, Coastal North County, and
portions of North County Inland. The program's service area is one inclusive of men whose
daily lives cross city boundaries and intersect with public and private services bounded by
Interstate 5 and 15, a territory in which no other year-round emergency housing
opportunities exist for unhoused men. La Posada is located just two miles north of Palomar
Airport Road and a one-quarter mile east of El Camino Real. Major bus routes run within a
five-minute walk from the facilities giving clients access to the entire region. All men residing
at La Posada have access to the facility's full range of services and the cooperative services of
partner organizations in the Alliance for Regional Solutions, the county's coordinated entry
system, and other regional collaborations.
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=00-=-----% of clients are at 30% or below of the area median income _____ %of clients are between 31% and 50% of the area median income _____ %of clients are between 51% and 80% of the area median income _____ %of clients are above 80% of the area median income
6
March 30, 2023 Item #3 Page 31 of 247
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)
La Posada addressed the goals enumerated in the Draft Consolidated Plan by providing
temporary housing for men experiencing homelessness, along with comprehensive
supportive services and referral to assistance accessing long-term housing. From the
Consolidated Plan, the program addresses the following priorities specifically.
Priority Need 1: Affordable Housing
As an integral component of the San Diego Region's Coordinated Entry System, La Posada
supports men with the greatest needs, accepting residents through inter-agency
collaboration. CCDSD has a great partnership with the Carlsbad Homeless Outreach team
and prioritizes clients that come with their recommendations. Each day the staff emails the
Carlsbad Homeless Outreach Team with an updated count of the available beds. All residents
complete comprehensive standardized assessments as part of their case planning and are
connected to housing navigation services through CCDSD and partner agencies. Benefits
offered to residents through the region's Coordinated Entry System include housing
navigation, assistance, advocacy with landlords, a connection to public agencies and
nonprofit organizations to obtain housing with the appropriate support, maximizing their
opportunities to live independently and avoid returning to homelessness.
Priority Need 2: Supportive Services
La Posada provides shelter and services to men experiencing homelessness, leading to
improved self-reliance through employment, housing stability, treatment of mental health
and substance use issues, and other assistance. La Posada offers three daily meals, hygiene
facilities, and social services, including case management, health and nutrition education,
translation and interpretation, recreation, referrals to healthcare, and assistance in obtaining
permanent housing. Primary services are provided onsite, and the program refers
participants for off-site employment, job training, and medical services. La Posada is open
365 days a year, with services available 24 hours a day. Program staff works in partnership
with the region's multiple agencies connected through the Alliance for Regional Solutions
and La Posada host representatives of partner agencies to connect residents to as many
services as possible.
La Posada includes private and public meeting spaces and recreational spaces. All clients are
engaged in progressive case management with individualized case plan tracking progress
from baselines toward the achievement of personalized objectives. La Posada's goals
address multiple needs of an individual's life, addressing each man with a holistic approach.
Such services include employment opportunities, public benefits and resources, conflict
resolutions, and personnel management, including budgeting and legalities. La Posada
addresses employment skills, language, and cultural barriers, substance abuse and therefore
provides each man with the tools necessary to succeed. Case Management services are
available to all residents but are not required, consistent with low barrier and housing first
practices.
Case management and other supportive services, provided by La Posada staff and an array of
local partners, focus on delivering essential employment and life skills and assisting
individuals in resolving mental and physical barriers that limit their options for self-
sufficiency through employment. La Posada's partnerships have grown and strengthened
7
March 30, 2023 Item #3 Page 32 of 247
over its long history as they are an integral part of the program's service strategy.
D. Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
Persons of which 3?.S % are Carlsbad residents
E. Does your agency focus its activities on populations with special needs?
00 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.)
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 C 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?
CCDSD measures client metrics via screening tools and data entry into Clarity, the
homeless management information system for San Diego County's Continuum of Care.
All men at LP complete a comprehensive intake process that includes the collection of
relevant demographic and service needs data. The intake process includes the
completion of a standard, comprehensive assessment to identify barriers and challenges
to housing stability and self-sufficiency and the development of a unique client identifier,
which is shared in regional databases. The comprehensive assessment is used to create
and inform an individualized service plan with specific goals to mitigate or alleviate the
person's homelessness. Caseworker/Coaches track and measure each resident's
progress toward self-identified goals by keeping paper and electronic records.
CCDSD is an active participant in Alliance for Regional Solutions-North County, the HMIS,
and CES for San Diego County Continuum of Care, adhering to all record collection,
tracking, and reporting guidelines for the region. Through Clarity, the local HMIS, La
Posada staff enters all HUD and Coe-mandated client information to support the local
CoC requirements, which is vital for future federal allocations to fund homeless services
in the region. Furthermore, data collection, documentation, and evaluation are critical
components of client and program success. The documentation assists staff in the
coaching process, helping them track client progress towards goals and adjust
accordingly. Staff is required to enter demographic information and case management
notes promptly into the HMIS no later than one business day from the time of collection.
8
March 30, 2023 Item #3 Page 33 of 247
B. How will the outcomes be measured, collected and documented?
Outcomes are tracked by documenting services provided in residents' files, and entering
information into Clarity and internal tracking systems. The Program Manager and
Compliance Coordinator review documentation for accuracy and completeness.
The CDBG contract will be assigned a grant number, and a contract folder will be set up.
The contract will be assigned to a Grants Accountant who will be responsible for
maintaining the file, monitoring the expenditures of the funds, tracking outstanding
balances due, preparing invoices, reporting to the Directors on the spending, and
contacting the funder regarding payment. All public contracts are managed by federal
single audit standards, the terms and conditions of 0MB Uniform Guidance (2.CFR.200),
and all other relevant guidelines for the administration of public funds. Each contract file
is reviewed and updated monthly by the Controller, Grants Accountant, and Program
Director. The Controller reviews all billing and expense records to ensure that they are
being spent with fidelity to the terms of each grant contract. After the month is
reconciled, the Controller prepares a monthly Grants Receivable aging report for the
Chief of Finance for inclusion in the monthly reports to the Finance Committee.
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.
Engaging in partnerships is a critical component of the program and client success.
Partnerships allow the agency to leverage resources and fill service gaps to ensure that
men experiencing homelessness can make meaningful progress toward their housing
and self-sufficiency goals. Key partnerships include:
l. Interfaith Community Services: provides employment services and support, including
resume development assistance, employment opportunities, and financial literacy
classes.
2. Veteran Community Services: assists veteran residents with deposits and rental
assistance creating access to permanent housing and securing public entitlements.
3. Exodus Recovery provides behavioral health services for residents.
4. Community Resource Center provides rental assistance for residents who meet their
eligibility criteria
5. Pacific Ridge Middle School: 8th and 12th-grade students visit La Posada monthly to
host activities and organize donation drives.
6. North County Health Systems: provide HIV and Hepatitis C testing available to
residents every month.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge. 1 -c::::::::::=:: ~ Appaswamy "Vino" Pajanor, CEO 01--/ I 1:{7.,vu?:i
Signafufe'" Print Name & 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.
9
March 30, 2023 Item #3 Page 34 of 247
CDBG PROJECT BUDGET
Organization: Catholic Charities Diocese of San Diego Total organization budget $.c..50""'"0"""8c..c9 ..... 4""'"7 ___ 5 _____ _
Program/Project name requesting funds: La Posada de Guadalupe
CDBG funds requested: ~$~30~,~000~ _____ Total program/project budget: .._$-"'-9 ___ 0....,3,c....7.c...36-'--___ _
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
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: Grants/Program Generated Income/Appeals
h. TOTAL PROJECT FUNDING (project budget)
2. Uses of CDBG funds requested for the program/project: {l.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 L_@ 56 cents/mile calendar year 2021)
h. Incentives and Special Events
i. Indirect costs (19.6%)
j.
k.
I. TOTAL REQUESTED FUNDING (same as l.a.)
3. Percentage of project budget represented by CDBG request
$ 30,000 (S) or (A)
$227,025 (S) or (A)
$159,574 (S) or (A)
$165,000 (S) or (A)
(S) or (A)
(S) or (A)
$208,000 (S) or (A)
$769,599 (S) or (A)
$18,083.61
$ 2,000.00
$ 5,000.00
$4,916.39
$ 30,000.00
3.9 %
10
March 30, 2023 Item #3 Page 35 of 247
4. If your project will require future funding, please provide information about how the program will be funded.
La Posada will require future funding, and the Philanthropy team at CCDSD is writing grants for both public and
private funding sources. CCDSD also has three appeals throughout the year that help with monetary donations for
all the programs. Securing both public and private grants will support La Posada and help sustain the program.
CCDSD is also the recipient of a $2 million grant from the City of Carlsbad to expand the building to include women
and children. Currently, CCDSD is working to start a feasibility study to look at the current structures and how an
expansion will be possible. With a possible expansion at La Posada there will be more funding opportunities
available to support unhoused women and children.
11
March 30, 2023 Item #3 Page 36 of 247
Catholic
Charities
D IOCESE OF SAN DIEGO
Attachment A
March 30, 2023 Item #3 Page 37 of 247
EXECUTIVE SUMMARY
('otyof
Carlsbad
In addition to your Community Development Block Grant funding application, please complete
the following supplemental questionnaire.
➔THEME: A theme was not selected for this funding year. Preference will be given to the applications
which specifically address the Consolidated Plan Priorities however applications for unrelated services
are eligible for submission.
ORGANIZATION:
1. In 250 words or less, please describe how your organization will be using the
requested funds.
Catholic Charities Diocese of San Diego (CCDSD) will use the requested funds in our
CDBG Carlsbad application to offset La Posada staff salaries, supplies, utilities, and food
purchased for the residents. The salaries for employees at La Posada are one of the
most significant expenses; the staff consists of trauma-informed case managers that
provide the best resources for the residents staying at La Posada. The shelter is open
24/7 with SO beds for men experiencing homelessness and SO beds for farmworkers
and needs to be staffed around the clock to support the residents.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived
at the funding request.
Please see Attached Excel Budget.
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?
CCDSD is working diligently to find new funding sources to support our homeless shelter
programs. La Posada has been running in a deficit. Due to this deficit, the Finance
Department has been working with the Director of Homeless Services and the manager
to look at the budget line items and take a deeper look, analyzing the expenses and
where the program can cut costs. The Board overseeing CCDSD has also monitored the
homeless shelters and programs. Unfortunately, the only option to significantly change
the budget is to reduce beds at La Posada. This is something that the organization takes
very seriously. The need for shelters and services to help people experiencing
Housing and Homeless Services Department
1200 Carlsbad Village Drive I Carlsbad, CA 92008 I 760-434-2810 t
March 30, 2023 Item #3 Page 38 of 247
Mr. Appaswamy "Vino" Pajanor
Feb. 16,2023
Page 2
homelessness only increases every year. The cost of running the shelter also increases
as utilities alone have significantly increased this year.
The mission of CCDSD is to shelter the homeless; therefore, as an organization, we are
doing everything we can to increase funding and support for the shelter. We recently
partnered with the City of Carlsbad to possibly expand the shelter and increase the
physical size of La Posada to accommodate more shelter beds. This will allow us to
increase the number of people experiencing homelessness we can help by providing
shelter for women and children. The team at CCDSD is working on finding additional
funding sources and has begun planning the expansion. With the expansion, the budget
for La Posada will also increase, almost tripling to provide the best services and staff to
run the program.
Currently, the per-bed cost at Catholic Charities is $72. The two primary funding sources
for La Posada are currently CDBG grants and our partnership with Alliance for Reginal
Solutions. The funding provided is $8.64 per bed. This drastic difference is one of the
reasons La Posada is in a deficit situation.
Another unique partnership CCDSD is currently working with is Valdivia Farms. Valdivia
Farms was founded in 2017 and is a farm of fruits and vegetables. Valdivia Farms
partnered with CCDSD in 2022 to provide shelter for some farmworkers working at the
farm. This partnership provides a small income for La Posada, helping offset the cost of
the 50 beds on the farmworker's shelter site. Valdivia Farms also provide economic
support to the City of Carlsbad, and we are excited to be working with an organization
that supports the community.
Catholic Charities understands that the need to provide shelter and services to
individuals experiencing homelessness is critical in San Diego. We will continue to
provide the services we are capable of and work to expand these services to help more
individuals. We are very proud that 40% of the men that come to La Posada leave our
shelter for permanent housing. The hope is that our success rate will help attract other
funding and support for the shelter.
4. Does your organization charge a fee for accessing your services or supplies? If so,
please describe the rational for this fee.
Catholic Charities does not charge a fee for accessing our services.
5. Will the funding of this program with a CDBG grant allows 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?
March 30, 2023 Item #3 Page 39 of 247
Mr. Appaswamy "Vino" Pajanor
Feb. 16,2023
Page 3
The funding for La Posada from the CDBG grant possibly being used as a matching grant
for another organization is something that our Philanthropy Department is looking into.
Currently, the focus is finding other public and private grants to support La Posada, and
they do not need a match. The team is exhausting all avenues for financial support of La
Posada and will continue to look for new opportunities.
6. If your funding is approved, how many Carlsbad residents will you be able to assist?
When funding is approved, Catholic Charities estimates that we will be able to help 90
Carlsbad residents experiencing homelessness.
March 30, 2023 Item #3 Page 40 of 247
Staffing
CDBG Carlsbad
BUDGET
$ 18,083.61
Supplies $ 2,000.00
Utilities $ 5,000.00
Indirect $ 4,916.39
TOTAL $30,000.00
FTE with Benefits that is based on 28% of the salary
Toilet Paper, paper towels, gloves, soaps, food
Utilities include gas and electricity, 1 months @4,166/month
CCDSD's Indirect Rate is 19.6% per the Department of Housing
and Human Services
March 30, 2023 Item #3 Page 41 of 247
NONPROFIT RATE AGREEMENT
EIN: DATE:01/26/2021
ORGANIZATION:
Catholic Charities Diocese of San Diego
349 Cedar Street
FILING REF.: The preceding
agreement was dated
04/26/2019
San Diego, CA 92101-3197
The rates approved in this agreement are for use on grants, contracts and other
agreements with the Federal Government, subject to the conditions in Section III.
SECTION I: INDIRECT COST RATES
RATE TYPES: FIXED FINAL PROV. ( PROVISIONAL) PRED. (PREDETERMINED)
EFFECTIVE PERIOD
TYPE FROM IQ RATE {%) LOCATION APPLICABLE TO
FINAL 07/01/2018 06/30/2020 18. 20 All All Programs
PROV. 07/01/2020 06/30/2021 18. 20 All All Programs
PROV. 07/01/2021 06/30/2023 19. 60 All All Programs
*BASE
Total direct costs excluding capital expenditures (buildings, individual items
of equipment; alterations and renovations), subawards and flow-through funds.
Page 1 of 3 N21864
March 30, 2023 Item #3 Page 42 of 247
ORGANIZATION: Catholic Charities Diocese of San Diego
AGREEMENT DATE: 1/26/2021
SECTION II: SPECIAL REMARKS
TREATMENT OF FRINGE BENEFITS:
The fringe benefits are specifically identified to each employee and are
charged individually as direct costs. The directly claimed fringe benefits are listed below.
TREATMENT OF PAID ABSENCES
Vacation, holiday, sick leave pay and other paid absences are included in salaries and wages and are claimed on grants, contracts and other agreements as part of the normal cost for salaries and wages. Separate claims are not
made for the cost of these paid absences.
DEFINITION OF EQUIPMENT
Equipment means tangible personal property (including information technology
systems) having a useful life of more than one year and a per-unit acquisition cost which equals or exceeds $5,000.
The following fringe benefits are treated as direct costs:
FICA, WORKERS COMPENSATION, SUI, SDI, GROUP HEALTH/LIFE INSURANCE, RETIREMENT
PLAN, AND EMPLOYEE ASSISTANCE PLAN.
NEXT PROPOSAL DUE DATE
A proposal based on actual costs for fiscal year ending 06/30/21 will be due
by 12/31/21.
Page 2 of 3
March 30, 2023 Item #3 Page 43 of 247
ORGANIZATION: Catholic Charities Diocese of San Diego
AGREEMENT DATE: 1/26/2021
SECTION III : GENERAL
A. C,IMXTATIPl:JS ·
The r~teo in this Agrue1nent are aubject to ~ny statutory or adminiotr~tiva limitatiooa and apply to a giveo grant,
contract or 0t'1cr olgrccmcnt only to the e1<tent that fu.nda "'"' available. Accepto.nce of the rates is subject to the
following conditionm: Ill Only costs incurred by tnc organization ~ere included in icn i ndirect cast pool 45 r!n~lly accepted, Cuch coses are legol oblig4tions of tho orgoniz~tion ~nd ere allowable under t he governing cost principles,
(2) The ~a,ne eoat.11 that nnve bee,n treoeod as inliirect cooto !\re not cl.iimod ,111 direct costar IJl Sim.Ho.-type:; of costs
have been eccorclod con:riutant il.c:coun~ing t reDtonont; and 11 I The in(o~~ntion provided by tho orgnnitation which woo uood to
0111:nbliah the rates h not lnter found to be moterhUy incomplet!! or in~ecurete by the Federal Government. tn ouch
eituot~ono the rotc(al would be ~u.bjcc:t to renegotiotion at the discret ion of the Federal Govcrnmeot.
B. ACCQJJNTTNG C:HMIGE~·
Thin A9ree111cnt is b:ised on the accounting system purported by the organhation to be in effect during tho l\grocment period . Changes to the m~thod of accounting for costs which affect the amount of reinlburse1nent rcoulting from the uso of this A9reement require prior approval of tno nuthori2ed representative of the cogni~nnt ngency. such chongcu i ncluda, but
arc not limited to, cb11n9es in the Cbiirgl.ng ot II pllrticular type of cost tro111 indirect to direct. Failure to ootain approvol may rooult in cost dioallowil.Jlccs,
C. FIXED RA'C05 •
If A fixed rate is in this A9~camant, it is bilsed en"" eati111<1tc of the costs for t he period covered oy the rate. When the
,,1etuol costs for this pt!riod are determined, on adjustment will be rnndo l:o a rate of" future yeorla) co eompancntc for
tho diftcrcneo bctwocn the costs used to e:stll.blioh the. fixed rate and nctuu.l costs.
O, USE BX Q"l'Uf:8 FEPl!'8J\C, :A.GRNCTES·
Tho rates in this l\greemenc were approved in QCCordanee with the authority in Title l oE the Code of Feder•i Regulntionc,
~art lOO <• CFR 2001, und ohould be applied to grants , conl:rocl:c and otbar ogreementq cov~red by 2 CFR 200, subject to any limit.ition11 in A above. The orgAnhoticn 11\ily provide copico of the Agr<>cmant to other F"'deral Agencies to give the,, eorly
nct.ifi<=ation of t hot Agre11111ent .
E, lll:lil:B..:.
tf .iny Pederal contr<1ct, gcant or other <1grca1ncnt J.o reimburain9 indirect coots by o means othar than tho approvod rote Isl in this A9reo1nent, the org-4niutio n should 111 credit euch cooto to the affected progr1u,1~, ond (2) apply tho approved
rate ("I t o the '11,1propriotc baoe to idontify tho proper amount ot i ndlror:1: cool:o allo<=oblo co th011a pr09::am11.
IIY THE INSTIT\J'l'ION, ON DEIIALr OP THS PWBRAl. GOVEl\tlMGNT:
Catholic Chariti"'~ Diocoac of San Diego
DEPARTMENT OF FIE::At.TH NID HUMAfl SERVICES
CAGBNCYl ot9itallysigned by A1lf M. Karim Arif M. Karim -S -s
Date: 2021.02.01 06:52:46 .()6'00'
(SIGNATIJREI
Arif Kari m
INANE)
Director, Cost Alloeot1on Scrvicos
(TITLE) {TITLBJ
J.(,l i, 1/26/2021
{OATE) (DATE! 1B61
HHS RSPRSSEN'l"ATIVE: Jeff rey warren
Tel~phone;: (415) 437-7820
Page 3 of 3
March 30, 2023 Item #3 Page 44 of 247
Catholic
Charities
DIOCESE OF SAN DIEGO
Attachment B
Ma
r
c
h
3
0
,
2
0
2
3
It
e
m
#
3
P
a
g
e
4
5
o
f
2
4
7
CHIEF PROGRAM OFFICER
Faith 0 . Espejo
CHIEF EXECUTIVE OFFICER
Appaswamy "Vino" Pajanor
CHIEF FINANCIAL OFFICER I As of
Michael Reynolds 01/10/23
DIRECTOR OF OUTREACH ~ COMMUNICATIONS & DIGITAL
(Imperial County) ENGAGEMENT MGR.
Guadalupe Rodriauez Kimberly Ortiz
PROJ. & COMPLIANCE MGR. H EXECUTIVE ASSISTANT Daisy Villareal Natalia Valerdi
REFUGEE &
IMMIGRANT SERVICES
1 Ralph Enriquez
: Director
SAN DIEGO COUNTY
Reception & Placement
SD Newcomers Project
Match Grant Program
Safe Passages
Unaccompanied Minors
Alternatives to
Detention
Asylum Seekers
SAN DIEGO&
IMPERIAL COUNTY
Removal Defense
Program
Affirmative
Immigration Program
Migrant Shelters
CALIFORNIA
Afghan Support
Investment Program
I I
I I
I I
I ; • - --:--
:(Ofljfrvll:JN IT:Y'SERVI CES.,· 1
. C . ·---f . --.·
. · -Stepffanie Alvbrei >I!!-.., .J .• - . .
. .Director·
--
--~ -·· ~ :1. ~ --~-~--I
SAN DIEGO& SAN DIEGO COUNTY
IMPERIAL COUNTY
Senior Residential
Foster Grandparents Services
CalFresh Outreach Guadalupe Plaza
and St. John Plaza
Cal Fresh Healthy Living Cathedral Plaza
Emergency Food
Escondido Apts.
Distribution Network Casa Colina Del Sol
Plus (EFDN+) (Quality Assurance}
Emergency Food &
Shelter Program
IMPERIAL COUNTY
Post Adoption Services
Senior Nutrition
Community
Engagement & Senior Companion
Volunteer
Management
11
I
I
DIRECTOR OF PH ILANTROPHY H CONTROLLER
Dani Willenberg Christy Huerto
H FACILITIES MGR.
HUMAN RESOURCES MGR. Mitchell Platt
Michael Thomas I I I IT
arama
_.:--....... ....... .... ~-:~~~--=-.
I ~HOMELESS 'sERVicEst i
,._ --:.Ahtoifjil tteFailon1 -~.
.,,,, .... --:-♦-~ ---·.;: --~---
..
-_;~~Director . ..:. ... ~
,-.. .._ --. ,, ~-.:._~,_~--:-a,._--~ --~ ------
~--J
\1
I
--ti
HOMELESS WOMEN 11 HOMELESS l I HOMELESS
MEN RESIDENTIAL
SAN DIEGO COUNTY
11
SAN DIEGO I I SAN DIEGO
COUNTY COUNTY Rachel's Women's
Center La Posada
Rachel's Night Shelter de Guadalupe I I The Leah's
Men's Shelter Residence
Rachel's Promise
Rachel's Scripps Mercy Independent IMPERIAL IMPERIAL COUNTY COUNTY Living
House of Hope Apartments
Our Lady
Rap id Rehousing of Guadalupe I I Casa Maria
I 11 I I House of
Rachel
I Imperial County Day Center
FY 2023-24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of all CDBG applicants
even if they have been provided in the past.
Board of Directors' resolution authorizing submittal of application
Board of Directors' resolution designating official(s)
authorized to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
Sample Intake Form
List of Board of Directors
Financial Audit Report for the most recently ending Fiscal Year
Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20
pages in an application package will not be distributed or used for evaluation purposes. The
attachment of brochures or other documents will not be accepted in lieu of completing each question
on the Funding Proposal Application.
Attachment A Executive Summary, including key staff, budget, and timeline (required)
Attachment B Organizational chart (required)
Attachment C 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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: Complete:
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 46 of 247
( City of
Carlsbad
FUNDING APPLICANT
Name of Agency: Community Resource Center (CRC)
Address: 650 2nd Street, Encinitas, CA 92024
Federal Unique Entity Identification (UEI) Number: MNJKA8UN9JG3
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Homeless Prevention Services for Carlsbad Residents
Location of Program/Project: Carlsbad, North Coastal Communities
Person completing application: Richard Radosh Phone No.: 760-230-6308 Email: rradosh@crcncc.org
Financial Contact: Corrie McCoy Phone No.: 760-230-6316 Email: cmccoy@crcncc.org
Program Manager Contact: Rebecca Nussbaum _ Phone No.:760-230-6318 Email: rnussbaum@crcncc.org
Executive Director Contact: John Van Cleef Phone No.: 760-230-6309Email: johnvancleef@crcncc.org
Requested Funding Amount: $71,408
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):
In full alignment with the City’s updated Homeless Action Plan priority to develop and maintain the City’s
capacity to prevent and reduce homelessness, CRC will serve 30 economically vulnerable individuals residing
in Carlsbad, including domestic violence (DV) survivors and their children, who are at imminent risk of
experiencing homelessness - in danger of losing their primary nighttime residence and lacking the resources
or support networks needed to stabilize their housing prioritizing seniors, veterans, and families based on
each household’s need. Available assistance includes assessment to determine utility of Diversion as an initial
strategy, rental arrears, late fees, landlord mediation/advocacy, one-time rental assistance, security deposits,
utility deposit or arrears, bridge housing motel vouchers (to bridge gap between housing to housing),
employment assistance (transportation), or assistance with other costs related to household’s ability to
prevent homelessness. The intended outcome of CRC Homeless Prevention and supportive social services is
that 85% of all participants will retain or obtain stable permanent housing.
The metrics and measurements for Homeless Prevention services are:
• 100% of individuals who receive prevention assistance will be offered access to CRC’s case management
services, financial independence counseling or housing search assistance.
• 85% of all housing participants retain or exit to permanent housing at case closure.
• 80% of the total number of households who participate in integrative case management services will
work with a case manager to develop a personalized self-sufficiency plan focused on eliminating barriers
to self-sufficiency.
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?
Community Resource Center’s (CRC) 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 44th year of operation.
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 47 of 247
D. How long has this agency been providing the proposed program/project?
CRC’s original mandate was to help those experiencing homelessness, CRC has been providing
Homeless Prevention services since its founding in 1979 and has been serving DV survivors in coastal
North County since 1994.
E. 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 but not in lieu
of a complete response.)
Rebecca Nussbaum, Chief Program Officer, will have program oversight responsibility. She joined
Community Resource Center in 2006. Rebecca holds a regional leadership position with the San Diego
Domestic Violence Council, serving on the Executive Team. She is also active at the state level, serving
on the Board of Directors for the California Partnership to End Domestic Violence. Rebecca holds a
Bachelor of Arts in psychology from the University of California, San Diego and a Master of Arts in
nonprofit leadership and management from the University of San Diego.
Corrie McCoy, Chief Operating Officer, joined CRC in May 2021. She has a Bachelor of Science, Bachelor
of Arts and Master in Business Administration in accounting with more than 25 years of accounting and
finance experience in for-profit and nonprofit organizations, and 14 years of fund accounting in the U.S.
military. She also has expertise in process improvement and qualitative research and analysis.
Miranda Chavez, Director of Social Services, oversees and manages all of CRC's case management
efforts, ensuring compliance with funding requirements and adherence to policies and procedures.
Miranda has a Certificate in Nonprofit Management from Brandman University, and a Master's degree
in sociological practice, from California State University, San Marcos.
F. 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)
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
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.
CRC Homeless Prevention is a fully implemented ongoing program. Already in place:
• CRC has an office in Carlsbad with resident staff providing case management services to
Carlsbad residents
CRC partners with affordable housing complexes in Carlsbad including La Costa Paloma, Cassia Heights,
Hunter’s Point, Glen Ridge, Laurel Tree, and Mariposa Apartments, providing outreach to low-income
households and receiving referrals from apartment managers for households that are struggling to pay
rent
• CRC provides economically vulnerable low-income households with food programs, financial
literacy and employment assistance, intensive case management, and other social services that
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 48 of 247
help families remain stably housed
• CRC has an ongoing Rapid Rehousing program with the City
• CRC has a resale store in Carlsbad available to all Carlsbad residents. Program participants
receive vouchers for household essentials and quality clothing. The community at large
contributes to the efforts to support Carlsbad residents
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 7 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 (2021-2022 and 2022-2023) 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.).
CDBG funds
Community Activities/Other
Carlsbad RapidRehousing
Amount Received Status
$48,022 Close out process
$350,000 In progress, contract term ends 1/31/2024
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 49 of 247
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 Encinitas $22,821
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 have remote access through CRC’s online client assistance portal or via telephonic or in
person appointments with case managers at CRC’s office in Carlsbad. The office is accessible by bus or other
public transportation. CRC also offers mobile case management in which case managers travel to the client’s
location.
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% or below of the area median income
_ % of clients are between 31% and 50% of the area median income
% of clients are between 51% and 80% of the area median income
% of clients are above 80% 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)
CRC’s proposed Homeless Prevention program addresses the need to keep economically vulnerable
residents in stable housing by helping them overcome personal, economic, health and social justice barriers
that threaten their ability to avoid experiencing homelessness. There is an ongoing housing crisis in San
Diego County, including the City of Carlsbad, because the median price to own or rent a home greatly
exceeds median family income and disproportionately impacts women and people of color. The barrier is
greater for those experiencing homelessness or at imminent risk of homelessness who are searching for
affordable rent. Approximately 13.3% of the 3.3 million county population have incomes below poverty level
and spend nearly 70% of their income on rent. 2-1-1 San Diego 211SD.
The project will benefit and serve low-income, economically insecure Carlsbad residents who are at risk of
experiencing homelessness, including survivors of domestic violence (DV). CRC’s services directly focus on
the City’s Consolidated Plan priority to prevent and reduce homelessness by providing homeless prevention
services to Carlsbad individuals and families who are on the verge of experiencing homelessness. These
prevention activities will include client financial assistance, case management or counseling efforts that will
result in Carlsbad residents obtaining or maintaining permanent housing.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage that
are Carlsbad residents.
30 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.)
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 50 of 247
The special needs populations that CRC serves are individuals and families experiencing
homelessness or 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 clients to address identified 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 Yes (Please specify) $
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment C 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.
N/A
V. DOCUMENTATION
A. How will the beneficiaries’ information be collected and documented?
CRC collects and documents beneficiary information using an intake form and documents provided by
the client in person or by using CRC’s secure online client portal.
B. How will the outcomes be measured, collected and documented?
CRC uses the software Efforts to Outcomes (ETO) to track individual and programmatic progress. CRC
developed key performance indicators (KPI) for the organization and each program including Social
Services Homeless Prevention. CRC's Data Specialist collaborates with program staff to develop
program performance metrics, trains staff how to collect data, and provides analysis for reporting and
evaluation. Metrics for Social Services Homeless Prevention, guided by the KPIs, include number of
individuals and percentage of all housing participants who exit to permanent housing at case closure
and number and percentage of case managed participants who increase their self-sufficiency score by
program exit. Case managers collect data at regular intervals during service delivery and for up to one
year after completion to determine longer-term effectiveness and follow up with additional services
where necessary. Executive and program staff review and use the collected data to evaluate program
success and identify areas for improvement.
VI. PARTNERSHIPS, COLLABORATION AND OUTREACH
A. Describe how you are collaborating with other agencies such as the County Continuum of
Care and other non-profit organizations and/or agencies to form a cohesive approach in
serving the low income and most vulnerable populations.
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. As noted earlier,
CRC partners with affordable housing complexes in Carlsbad including La Costa Paloma, Cassia
Heights, Hunter’s Point, Glen Ridge, Laurel Tree and Mariposa Apartments, providing outreach to low-
income households and receiving referrals from apartment managers for households that are
struggling to pay rent. CRC also works collaboratively with La Posada, Interfaith Community Services
and the City of Carlsbad.
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 51 of 247
---
8
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
John Van Cleef, Chief Executive Officer 2/22/23
Signature Print Name & 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.
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 52 of 247
GDocuSigned by:
blwv VlllA, {Juf
BQF351 BCCZPD483
CDBG PROJECT BUDGET
Organization: Community Resource Center Total organization budget $ 6,559,317
Program/Project name requesting funds: Homeless Prevention Services for Carlsbad Residents
CDBG funds requested: $48,022 Total program/project budget: $ 0
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 $71,409 (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 N/A (S) or (A)
f. In-kind contributions / Volunteer time N/A (S) or (A)
g. Other funding (S) or (A)
h. TOTAL PROJECT FUNDING (project budget) $71,409 (A)
2. Uses of CDBG funds requested for the program/project: (1.a.)
a. Wages and salaries $ 13,650
b. Personnel benefits $ 4,505
c. Materials and supplies
d. Program expenses and evaluation (client assistance flex funds) $46,763
e. Rent and utilities
f. Insurance
g. Mileage ( @ 56 cents/mile calendar year 2021)
h. Incentives and Special Events
i. Indirect costs $ 6,491
j.
k.
l. TOTAL REQUESTED FUNDING (same as 1.a.) $71,408
3. Percentage of project budget represented by CDBG request 100%
4. If your project will require future funding, please provide information about how the program will be funded.
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. 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.
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 53 of 247
2023 Carlsbad CDBG Executive Summary
Community Resource Center (CRC) will provide Homeless Prevention services and supportive
social services for individuals residing in Carlsbad, including domestic violence (DV) survivors and
their children. Homeless Prevention assistance is for Carlsbad households at imminent risk of
homelessness - in danger of losing their primary nighttime residence and lacking the resources or
support networks needed to stabilize their housing - prioritizing seniors, veterans, and families based
on each household’s need. Available assistance includes assessment to determine utility of
Diversion as an initial strategy, rental or utility arrears, late fees, landlord mediation/advocacy, one-
time rental assistance, security or utility deposits, bridge housing motel vouchers (to bridge gap
between housing to housing), employment assistance (transportation), or assistance with other
costs related to household’s ability to prevent homelessness. CRC does not charge fees to
participants for any of the services described.
CRC will assist 30 Carlsbad residents with Homeless Prevention services and supportive social
services. CRC estimates the annual program cost per client is in the range of $1,000 to $3,000,
depending on client need. This year, the City provided substantial funds for Homeless Intervention
(Carlsbad Rapid Rehousing) together with CDBG funds for Homeless Prevention. This request will
fill a funding gap for Homeless Prevention assistance and is fully aligned with the City’s Homeless
Action Plan strategic priority to develop and maintain the City’s capacity to prevent and reduce
homelessness and its impacts on the community (emphasis added).
Please see the attached Homeless Prevention Project Budget – Program Budget HP nC Carlsbad
CDBG 23.xlsx. CRC will use CDBG funds provided by the City of Carlsbad to supplement or expand
services. CRC does not have other funds for the proposed services, but can scale the number of
Carlsbad residents served to the amount awarded. CRC will continue its presence in Carlsbad and
continue its other activities for Carlsbad residents.
CRC has not identified any matching funding. If Carlsbad CDBG funds are granted, CRC may be
able to identify the granted funds as a match for other grants where applicable, increasing the
leverage and value of each grant.
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 54 of 247
HR Coordinator
Accountant (2)
Office Assistance
DVHF Advocate
Data Analyst Case Managers (3)Housing Coordinator
Case Managers (3)
IT Intern Intake Specialist
Residential Advocates (5)
Driver (2)Case Manager (2)
Maintenance Technician
Resale Store Managers (3)
Resale Store Clerks (5)
rev. 7/20/22
Sr. Resale Store Manager
Facilities Manager
Development Associate
Shelter Coordinator
Chief Operations Officer
Program Manager ‐ IS
Family Advocate
Director of Accounting
& Adminstration
System Administrator
Chief Philanthropy Officer
Sr. Director for
Donor Relations
Director ‐ IS
Chief Program Officer
DV Program Manager
Board of Directors
Chief Executive Officer
Grants & Contract
Manager
Director of DV Programs
Program Manager ‐ FNC
Program Coordinator ‐ IS
DV Prevention Manager
Development & Marketing
Manager
Therapeutic Children's Center
(TCC) Coordinator
Volunteer Manager
Excutive Assistant
Clinical Director
Mental Health Clinician (4)
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 55 of 247
~CRC
I I
I I
I
I
I I
I I I I
I I I
I I I I I I I I
I I I I I I
I I I I I I I I I I I I I I I
I I I I I I
I I I
I I I I I I
I I I
I I I I I I I I
I
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
NOTICE OF FUNDING AVAILABILITY (NOFA)
The City of Carlsbad is pleased to announce the availability of applications for the FY 2023-24
Community Development Block Grant (CDBG) Program. The CDBG program is federally funded by the
Department of Housing and Urban Development (HUD) and is administered by the city to provide
assistance to lower-income residents and communities. For FY 2023-24 CDBG award of $476,057 –
available in the following categories:
ESTIMATED FY 2023-24 AWARD: $ 476,057
Category Key Details Estimated
Available
Public Services
• Programs directly assisting low-income households
• Services carried out by non-profit agencies
• Funding capped at 15 percent of grant
$ 71,408
Administration/Fair Housing
• Subrecipient oversight
• Compliance with federal requirements
• Financial management
• Fair Housing services
• Funding capped at 20 percent of grant
$ 95,211
Affordable Housing/Facility
Improvements
• Facility Improvements for non-profit service providers
• Acquisition/rehabilitation of low-income housing $ 309,438
Submission Due by Feb. 22, 2023, by 5:00 p.m. Contact: Nicole Piano-Jones
Details: housing@carlsbadca.gov Program Manager
*Email Submission Highly Encouraged* (442) 339-2191
Nicole.pianojones@carlsbadca.gov
Paper copies may be delivered to:
City of Carlsbad
Housing & Homeless Services
Attn: CDBG Program
1200 Carlsbad Village Drive
Carlsbad, CA, 92008
Estimated Timeline Notice of Funding Availability Jan. 11, 2023
Applications Due Feb. 22, 2023
CDBG Advisory Committee March or April 2023
10-day public review/comment April or May 2023
City Council Public Hearing May 9, 2023
*Dates are tentative and subject to change.
All public meetings and review and comment periods will be separately publicly noticed*
March 30, 2023 Item #3 Page 56 of 247
( City of
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023-24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of all CDBG applicants
even if they have been provided in the past.
Board of Directors' resolution authorizing submittal of application
Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
Sample Intake Form
List of Board of Directors
Financial Audit Report for the most recently ending Fiscal Year
Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20
pages in an application package will not be distributed or used for evaluation purposes. The
attachment of brochures or other documents will not be accepted in lieu of completing each question
on the Funding Proposal Application.
Attachment A Executive Summary, including key staff, budget, and timeline (required)
Attachment B Organizational chart (required)
Attachment C 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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: Complete:
x
x
x
x
x
x
March 30, 2023 Item #3 Page 57 of 247
C cityof
Carlsbad
Person completing application: ______________ Phone No.: ___________ Email: _______________
Financial Contact: __________________________Phone No.: ___________ Email: _______________
Program Manager Contact: __________________ Phone No.: ___________ Email: _______________
Executive Director Contact: __________________ Phone No.: ___________ Email: _______________
Requested Funding Amount: $
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided and the goals and objectives of the program/project):
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
I.ORGANIZATIONAL ABILITY/CAPACITY
A.This agency is:
Nonprofit For-profit
Local public agency State public agency
Other (Please specify.)
D.How long has this agency been providing the proposed program/project?
Tyrone Spencer
George Ibarra
Estela De Los Rios
Paula Karazuba
25,000
x
B.What is the purpose/mission of the agency?
C.How long has this agency been in operation? Please include the date of incorporation.
CSA San Diego County is a private, non-profit agency that was founded in 1969 under the name Heartland Human
Relations and Fair Housing then incorporated in 1972. In 2010, our organization was renamed as CSA San Diego
County and incorporated under that name.
CSA has developed, implemented and administered fair housing services with CDBG/HOME funds for nearly 50 years, is a HUD Approved Housing Counseling Agency and recognized as a regional leader in housing services. The agency maintains current fair housing information and is involved in regional planning. CSA also collaborates with and works to support other organizations providing fair housing related services.
FUNDING APPLICANT
Name of Agency: CSA San Diego County
Address: 327 Van Houten Ave - El Cajon, CA 92020
Federal Unique Entity Identification (UEI) Number:
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Fair Housing Program and Tenant/Landlord Services
Location of Program/Project: 327 Van Houten Avenue - El Cajon, CA 92020
paula@c4sa.org
tyrone@c4sa.org
george@c4sa.org
estela@c4sa.org
CSA's proposed program will include providing fair housing and landlord tenant outreach and education,
counseling and mediating housing disputes. The proposed project will also include dissemination of
literature and materials, workshops, presentations and attending local events to reach the community to
provide assistance. CSA will also provide technical assistance to the City of Carlsbad.
3
CSA San Diego County’s mission is “to promote positive attitudes and actions that ensure respect, acceptance and equal opportunity for all people.”
619-444-5700
619-444-5700
619-444-5700
619-444-5700
LD7WR1PFMGD4
March 30, 2023 Item #3 Page 58 of 247
E.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 but not
in lieu of a complete response.)
F.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)
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.
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.
II.FINANCIAL CAPACITY/STABILITY
A.Please complete Page 7 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 (2021-2022 and 2022-2023) for the proposed program/project?
Sources of Funding No Yes
CDBG
Community Activities (or other General Fund monies)
The management skills of the Executive Director and the Sr. Housing Counselor will assure that the quality of services rendered adheres to all local, state, and federal regulations. The Executive Director, has over 30 years of experience in fair housing, and has held the positions of housing counselor, Spanish legal translator and interpreter, and housing coordinator in addition to 15 years of experience as the Executive Director for CSA. The Senior Housing Counselor, George Ibarra, brings extensive knowledge and experience of real property practice, foreclosure prevention, and
referral for veteran’s services, has experience working with tenants and landlords and does various fair housing presentations. The day-to-day fair housing and tenant/landlord services are performed by a multilingual (Spanish, Arabic, English) staff with over 40 years of accumulated expertise in the area of housing, social services, government services, business and data management.
X
X
N/A
X
X
X
X
CSA's proposed project will begin July 1, 2023. CSA currently implements similar projects for six jurisdictions and has the necessary forms, equipment and locations at its disposal. Additionally, staffing for the proposed project are already on-board, fully trained and ready to begin the project without any delay. Therefore, all activities will be fully complete and funding will be fully expended by June 30, 2024. CSA anticipates that 6 to 8 persons per month or 18-24 persons quarterly will be
assisted to meet the 95 person goal. The proposed timeline is as follows Qtr 1: 18 persons, Qtr 2: 20 persons, Qtr 3: 24 persons
and Qtr 4: 23 persons. 2) CSA's proposed project is on-going and will be completed by June 30, 2024.
March 30, 2023 Item #3 Page 59 of 247
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
Amount Received
CDBG funds
Community Activities/Other
C.Did you receive any federal funds, including CDBG funding from other cities?
No Yes (Please list funds below)
Program Source
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.)
B.What is the approximate percentage of your clients that have annual family incomes in each
of the following ranges: (Percentages should add to 100%)
% of clients are at 30% or below of the area median income
_ % of clients are between 31% and 50% of the area median income
% of clients are between 51% and 80% of the area median income
% of clients are above 80% 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)
D.Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
Persons of which % are Carlsbad residents
X
36
44
15
5
100
CSA plans on providing vital tenant/landlord and fair housing counseling, education and outreach and mediation activities to assist some
of the most impoverished, marginalized, and disadvantaged populations who most often experience housing issues. Populations
such as immigrants and refugees, limited English proficient, impoverished, and under-served minority communities who are especially vulnerable as they are not aware of protections provided under the law.
ElCajon, La Mesa, Chula Vista National City, Santee & Vista
Amount Received
$ 230,500
$
$
N/A
N/A
Status
N/A
N/A
CSA’s Fair Housing program is accessible to potential clients through multiple avenues. We can receive complaints through email, webpage submissions, telephone calls and CSA provides walk-in availability as well as regular appointments. Most counseling services
are provided over the phone. Through the phone, skilled HUD approved housing counselors provide a first line of defense against
harassment and discriminatory treatment for English, Spanish, Farsi and Arabic speaking residents. Our counselors are able to mediate difficult disputes and refer clients to appropriate resources and agencies as needed. Our housing counselors provide fair housing seminars for Carlsbad residents and apartment managers as well as city and county staff.
HUD FHIP Grants 375,000
March 30, 2023 Item #3 Page 60 of 247
March 30, 2023 Item #3 Page 61 of 247
E. Does your agency focus its activities on populations with special needs'?
(]I 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.)
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 C 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. N/A
V. DOCUMENTATION
A. How will the beneficiaries' information be collected and documented?
' CSA collects beneficiary documentation such as race, ethnicity and income data on its intake forms and each person self-certifies their income. The
procedure for collecting documentation Involves CSA staff interview beneficiaries via telephone or in person, and filling out a intake form to collect the
beneficiary documentation. CSA then utilizes a HUD approved Client Management System to enter the data and run statistical reports on a monthly or
quarterly basis.
8. How will the outcomes be measured, collected and documented?
CSA has a proven track record of achieving results and has developed a detailed Evaluation Plan that includes several strategies for evaluating and
improving program performance against proposed activity goals during the grant including measuring its outputs and outcomes. The agency will utilize
data collection and technology to capture, maintain and share data and measure program success. CSA will track and evaluate how many
persons have received assistance in counseling, the number of workshops/presentations have been completed, the number of clients attending,
the locations of the services, types of outreach activities provided, and the amount of materials that have been created and distributed.
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.
CSA's Executive Director is currently President of the San Diego Regional Alliance for Fair Housing and through this collaborative CSA works to
Affirmatively Further Fair Housing {AFFHJ for all residents of San Diego County. CSA also collaborates with the County Continuum of Care, Latinos
en Accion, Welcome Newcomer Network, International Rescue Committee, San Diego Immigration Consortium, CAIR, Majdal Center, San Diego
Regional Anti-hate Crime Coalition, Jewish Family Services, and Catholic Charities. Through collaboration, CSA is able to reach and assist the most
vulnerable populations.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
~ ~ f V? ~ Estela De Los Rios, Executive Director 02/15/2023 -------------------Signature Print Name & 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.
6
CDBG PROJECT BUDGET
Organization: ___________________________________Total organization budget $_______________________
Program/Project name requesting funds:
CDBG funds requested: $ Total program/project budget: $
Note: Indicate with an asterisk (*) funds that are volunteer time or in-kind contribution.
1.Sources of funding for program/project:(S)Secured or (A)Anticipated
a.Funding requested from the City $ (S)or (A)
b.Other federal funds (if any)(S) or (A)
c.State or local government funds (S)or (A)
d.Donations and contributions (S) or (A)
e.Fees or memberships (S) or (A)
f.In-kind contributions / Volunteer time (S) or (A)
g.Other funding (S)or (A)
h.TOTAL PROJECT FUNDING (project budget)$ (S)or (A)
$
2.Uses of CDBG 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 (257@ 56 cents/mile calendar year 2021)
h.Incentives and Special Events
i.Indirect costs
j.
k.
l.TOTAL REQUESTED FUNDING (same as 1.a.)$
3.Percentage of project budget represented by CDBG request %
4.If your project will require future funding, please provide information about how the program will be funded.
CSA San Diego County 800,004.28
Fair Housing Program
25,000 230,500
25,000
$ 188,750
$1,750Applicant's funds
230,500
17,400
$ 1,834
$ 132
$ 1,249
$ 484
$ 2,500
25,000
11
$ 144
$ 441
Accounting & Audit $ 280
Trainings $ 440
$ 96
March 30, 2023 Item #3 Page 62 of 247
Carlsbad 2023-2024 CDBG Application- Executive Summary
CSA is a HUD Approved Nonprofit Housing Counseling Agency that has 52 years of experience
as advocates for equality, diversity, inclusion, civil rights and fair housing. CSA’s mission is to
promote positive attitudes and action that ensure respect, acceptance, and equal opportunity for
all people. CSA’s carries out its mission by working to prevent and eliminate housing
discrimination by enforcing and promoting fair housing laws and equal housing opportunities. CSA
is a champion for people to keep their homes, prevent homelessness, and offering referrals to
other community resources as needed by an individual who may be currently homeless or at risk
for homelessness. CSA utilizes diligent managing of resources to productively screen, assist, and
resolve cases of housing insecurity and discrimination. Our project aims to educate Carlsbad
residents about fair housing, housing opportunities, their civil rights and responsibilities to combat
issues that could escalate into homelessness (ex. Not being able to afford a rent increase,
unforeseen eviction). Our program uses one-on-one counseling services which are supplemented
by our website, outreach events/workshops, social media marketing, mediation, handbooks and
other literature as tools to prevent and address homelessness. CSA plans to build on top of its
extensive experience in Fair Housing and Tenants/Landlords services with new and innovative
approaches and networks for program enhancement. The CDBG funds will be used to fund our
staff and offices, materials used for education, events, promotion and record keeping as outlined
in the budget.
Key Staff
Title Name % of time
CSA, Executive Director Estela De los Rios 3% FTE
Senior Fair Housing Counselor George Ibarra 7% FTE
Arabic-Speaking Fair Housing Counselor Aiad Mekany 3% FTE
Spanish Speaking Fair Housing Counselor Eva Aguillard 3% FTE
Spanish Speaking Fair Housing Counselor Rick Felix 3% FTE
Administrative Assistant Paula Karazuba 7% FTE
Budget Excel Sheet
Please see the attached excel budget for specific line-item breakdowns.
Timeline
Anticipated Date Milestone
July 2023 Launch 2023-24 Program and begin providing services to Carlsbad residents
September 2023 Provide Counseling to 18 persons
December 2023 Provide Counseling to 20 persons
March 2024 Provide Counseling to 24 persons
June 2024 Provide Counseling to 23 persons and close out the 2023-24 program
March 30, 2023 Item #3 Page 63 of 247
Column A Column B Column C Column D
Budget Item CDBG Request Other Sources List Name(s) of Other Sources
Personnel
Executive Director 3%$2,633 $87,776 Other city CDBG grants, Human trafficking
grants, Civic Engagement Etc.
Senior Housing Counselor 7%$2,912 $41,600 Donations, HUD housing counseling and other
city CDBG grants
$25,000 SCSEP-Senior Employment Programs
$74,360 Other city CDBG and HUD grants
Administrative Asst. 7%$2,912 $41,600 Other grants
Housing Receptionist 0%$0 $8,700 SCSEP/Interns/Hire a Youth
Fringe Benefits $1,834 $22,925 Donations, HUD housing counseling and other
city CDBG grants
Operating Costs
Materials and Supplies $132 $1,200 Donations, HUD housing counseling and other
city CDBG grants
Rent/Utilities $1,029 $34,300 Donations, HUD housing counseling and other
city CDBG grants
Insurance $484 $6,050 Donations, HUD housing counseling and other
city CDBG grants
Telephone $220 $2,750 Donations, HUD housing counseling and other
city CDBG grants
Accounting & Audit $280 $3,500 Donations, HUD housing counseling and other
city CDBG grants
Program Expenses & Evaluation $96 $1,200 Donations, HUD housing counseling and other
city CDBG grants
Trainings $440 $5,500 Donations, HUD housing counseling and other
city CDBG grants
Mileage $144 $1,800 Donations, HUD housing counseling and other
city CDBG grants
Marketing/Promo/Special Events $441 $6,400 Donations, HUD housing counseling and other
city CDBG grants
Indirect Cost $2,500 $32,828 Donations, HUD housing counseling and other
city CDBG grants
Budget total $25,000 $397,489
Housing Counselors(3) 3%$8,942
March 30, 2023 Item #3 Page 64 of 247
I
Human Trafficking,
Contracts and Consultants
Support to Victims of
Human Trafficking
Project
CSA San Diego County
Organizational Chart
CSA Board of Directors
I
Executive Director
I I
Reception, Bookkeeping,
Technology, Resource
Development
Civic Engagement,
Census Partner
*Housing Programs
and Staff
*Fair Housing
Counseling and
Tenant/Landlord Mediation
and Outreach
I
*Fair Housing
Investigation and
Enforcement
*City of Carlsbad's Fair Housing And Tenant/Landlord Services will fit in our organization with our
Housing Programs and Staff of Fair Housing Counselors, Mediators, Outreach and Investigators and
Enforcement
Attachment B: Organizational chart (required)
March 30, 2023 Item #3 Page 65 of 247
. I
I __ I
~1-1
___ I I._______
I
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023‐24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of all CDBG applicants
even if they have been provided in the past.
Board of Directors' resolution authorizing submittal of application
Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
Sample Intake Form
List of Board of Directors
Financial Audit Report for the most recently ending Fiscal Year
Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20 pages
in an application package will not be distributed or used for evaluation purposes. The attachment of
brochures or other documents will not be accepted in lieu of completing each question on the Funding
Proposal Application.
Attachment A Executive Summary, including key staff, budget, and timeline (required)
Attachment B Organizational chart (required)
Attachment C 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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: Complete:
March 30, 2023 Item #3 Page 66 of 247
{ City of
Carlsbad
FUNDING APPLICANT
Name of Agency: Interfaith Community Services
Address: 550 West Washington Avenue, Escondido CA 92025
Federal Unique Entity Identification (UEI) Number: N28YBWSB8UU8
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Carlsbad Housing, Basic Needs, and Employment Assistance Program
Location of Program/Project: 5731 Palmer Way, Carlsbad, CA 92010
Person completing application: Jana Mackie Phone No.: 619‐408‐6873
Email: jmackie@interfaithservices.org
Financial Contact: Hanan Pelstring Phone No.: 760‐489‐6380
Email: hpelstring@interfaithservices.org
Program Manager Contact: Vannessa Marshall Phone No.: 760‐458‐6913
Email: vmarshall@interfaithservices.org
Executive Director Contact: Greg Anglea Phone No.: 760‐489‐6380
Email: ganglea@interfaithservices.org
Requested Funding Amount: $ 71,345
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) respectfully requests $71,345 to provide critical community services
at its Carlsbad Service Center that will address priorities identified by the City of Carlsbad to benefit low‐and
moderate‐income persons. Services will include housing stabilization and navigation, basic needs assistance,
supportive services, and employment development. Together, these services will impact more than 200
Carlsbad individuals.
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. This will include emergency
rental, utility, and security deposit payments to enable Carlsbad residents to avoid and prevent
homelessness. Case managers will screen residents for eligibility and engage clients in comprehensive case
management to identify and track progress toward lasting solutions. This includes working with each client
to develop an Individual Service Plan aimed at addressing barriers to housing and self‐sufficiency. Case
managers work to prioritize financial goals, such as opening a bank account, increasing savings, increasing
income, understanding credit management and repair, and taxes. Case Managers also provide warm
referrals to a wide range of internal and external support services including housing stabilization and
support, benefits assistance, and medical and behavioral healthcare.
Emergency Food Assistance: Interfaith will distribute emergency food assistance to Carlsbad residents
March 30, 2023 Item #3 Page 67 of 247
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 maintains its pantry stock through its food rescue program,
community donations, and purchases of 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 case‐managed social services to Carlsbad community
members. Supportive services include emergency food and hygiene supplies, eyewear and prescription
assistance, 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 employment services that are crucial to household
economic success. Carlsbad community members will have access to employment and education assistance
to help them gain and retain employment and/or required employment requisites such as a diploma, GED,
certificate or licensure. Short‐term financial assistance may 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
Program Impact:
Interfaith’s Carlsbad Service Center 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 rapidly reverse homelessness to
20 Carlsbad households;
Basic needs (e.g., emergency food and hygiene kits) to at least 200 unduplicated Carlsbad individuals and
their families;
Employment and education assistance essential for gaining and retaining employment and/or achieving
education requirements to at least 20 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.
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 Community Services (Interfaith) empowers people in need to stabilize and improve their lives
through comprehensive programs, in partnership with diverse faith communities and people of
compassion. Founded in 1979 as a direct response to the rising rates of hunger and homelessness in North
San Diego County, Interfaith works to break the cycle of poverty and homelessness.
March 30, 2023 Item #3 Page 68 of 247
Interfaith provides both immediate safety net services and long‐term, life‐changing wraparound programs
that help to stabilize and rebuild the lives of people in crisis. Programs are organized into five main areas:
Nutrition and Basic Needs, Employment, Self‐Sufficiency and Supportive Services, Behavioral Health and
Recovery, and Housing, and designed to overlap so that each client has access to as many resources as
necessary for their individual situation.
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 operated a Carlsbad Service Center (CSC, previously Carlsbad Hiring Hall) since 2014, making it
well positioned to assist the City’s most vulnerable residents with homelessness prevention, housing
stabilization, basic needs, and employment assistance.
In 2022, Interfaith supported 842 Carlsbad residents through 3,503 points of supportive services. This included
providing 123 residents with rental assistance to prevent homelessness and distributing $68,492 in financial aid
to households in crisis situations.
E. 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 but not in lieu of a complete response.)
Existing Staff Positions and Qualifications:
Vannessa Marshall, Program Manager, earned her B.A. in Liberal Studies from California State University San
Marcos. Marshall has over 10 years of experience in the nonprofit field including teaching, program management,
youth development, and employment services. Marshall joined Interfaith in 2015 as the TYA Program Manager
and also oversees Interfaith’s Carlsbad Service Center. Ms. Marshall has made a strong commitment to
collaborating and networking with other organizations throughout North San Diego County. Interfaith’s
Employment Program work closely with the Farmworker CARE Coalition, San Diego Association of Day Laborers
and Domestic Workers, the Employee Rights Center, and the California Rural Legal Assistance, among others.
Elizabeth Hernandez, Lead Case Manage, joined the team at the Carlsbad Service Center in May 2022. Prior to
Interfaith, Hernandez worked for three years in social services and has experience working with diverse
populations including children and families, migrant families and individuals, and individuals and families
experiencing homelessness. She holds a BS in Criminology and Justice Studies with a minor in Psychology. I am
bilingual and fluent in Spanish and am able to provide all services in Spanish such as our basic needs services,
supportive case management, vocational case management, day labor program, and rental assistance.
Jonathan Baca Nava, Case Manager, joined Interfaith in September 2022 as a Peer Engagement Specialist and is
currently a Case Manager at the Carlsbad Service Center. Prior to joining Interfaith, Baca Nava worked as a case
manager and program manager for programs serving foster youth. He holds a Bachelor’s degree from California
State University at San Marcos. Baca‐Nava is bilingual and fluent in Spanish.
Lindsey Cordada, Case Manager, joined Interfaith in August 2022 and provides case management at the Carlsbad
Service Center. She holds a Bachelors of Arts degree in Psychology from Humboldt State University and has
extensive experience in working with the homeless population, gathers information, and working closely with
resources and communities for the past 3 years. Lindsey Cordada is bilingual and fluent in Spanish. March 30, 2023 Item #3 Page 69 of 247
Miranda Quintero, Intake Coordinator, joined Interfaith in August 2022 and provides intake coordination to the
Carlsbad Service Center. She brings over three years of experience in roles that required strong communication
skills and organizational skills.
In addition to these project‐specific personnel, Interfaith provides administrative support to assure program
operation through Amber Rizkalla, Director of Employment Services, Filipa Rios, Chief Program Officer, and
Lauren Varner, Director of Grants and Compliance. These positions will ensure personnel, material, data
collection and evaluation, and other support for the operation of the service center.
F. Please describe 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)
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
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.
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 provide housing assistance, food and
hygiene items, and employment assistance to residents.
Contract Initiation: May 2023 (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 and Networking: Within 30 days of contract initiation and ongoing.
Announcement of award and availability of services via communications
platforms. Distribution of referral and eligibility information to 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 7 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.
March 30, 2023 Item #3 Page 70 of 247
See completed itemized CDBG Project Budget. Requested CDBG funds will support rental assistance and
emergency financial assistance for low‐income Carlsbad residents at risk of homelessness, transportation
assistance, and a portion of key staff positions which directly facilitate client services and program
supervision of the Carlsbad Service Center.
B. Did you receive any of the following sources of funding from the City of Carlsbad within the last
two fiscal years (2021‐2022 and 2022‐2023) 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 (FY2021‐22) $41,211 Fully Expended
CDBG Funds (FY2022‐23) $23,698 Funds remaining (spend by 6/30/23)
CDBG Funds (FY23 Additional) ~$28,000 Funds remaining (spend by 6/30/23)
Community Activities/Other:
Carlsbad Service Center Hiring Hall $204,217 Funds Remaining (spend by 6/30/23)
C. Did you receive any federal funds, including CDBG funding from other cities?
No Yes (Please list funds below)
Program Source Amount Received
County of San Diego CDBG $75,000
Interfaith receives funding distributed through the Alliance for Regional Solutions’
Bridge to Housing Network, funded by local cities including the City of Carlsbad,
Escondido, Encinitas, Oceanside, San Marcos, Solana Beach, Poway, and Vista.
Total distribution of $147,611 for Haven House in FY2023.
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,
located at 5731 Palmer Way. Free parking is available on site and the service center 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 Carlsbad Service Center staff offer 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
March 30, 2023 Item #3 Page 71 of 247
hygiene supplies. The Day Labor Program, coordinated at the center, connects laborers with employers for daily,
temporary, or permanent job needs and will be available Monday through Friday year‐round.
Further, the Carlsbad Service Center is located near Catholic Charities’ La Posada de Guadalupe, a year‐round
shelter serving adult males. Many of the shelter residents utilize the Carlsbad Service Center as a starting point
to self‐sufficiency. The Carlsbad Service Center also actively supports youth and families within the Carlsbad
Unified School District. Carlsbad Service Center staff connect with students and families via monthly partnership
meetings to ensure all are connected to the full range of services provided by Interfaith.
Carlsbad Service Center 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%)
30% % of clients are at 30% or below of the area median income
60% % of clients are between 31% and 50% of the area median income
9% % of clients are between 51% and 80% of the area median income
1% % of clients are above 80% of the area median income
C. Please describe how low‐and‐moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan housing
and community development priorities, as well as the population to be served or the area to be
benefited. (Reference Consolidated Plan Priorities)
Low‐ and moderate‐income Carlsbad residents, as well as those experiencing homelessness, will benefit
from the range of supportive programs at the Carlsbad Service Center including homelessness prevention,
housing stabilization, basic needs, and employment assistance services. Through this support, Interfaith
programs provided through the Carlsbad Service Center will address Priorities 2 and 3 in the City of
Carlsbad Consolidated Plan.
PRIORITY 2 (High Priority): Prevent and reduce homelessness.
Interfaith will prevent and reduce homelessness in Carlsbad by providing rental assistance and security
deposit assistance in emergency situations. 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. Staff
also enter 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.
PRIORITY 3 (Medium Priority): Strengthen support services for lower income residents and residents
with special needs.
Interfaith is continuing to see a high demand for basic needs support within Carlsbad. The case managed
social services offered through the Carlsbad Service Center will include: 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, legal assistance,
as well as food stamp and Medi‐Cal application assistance. These resources, complemented by Interfaith’s
75+ comprehensive services, enable individuals to focus their efforts on stabilizing their financial and
housing situations and improving their family’s economic state.
March 30, 2023 Item #3 Page 72 of 247
In addition, Interfaith has implemented various strategies to help Carlsbad individuals connect with employment
assistance with the goal of securing stable employment. Staff will leverage flexible funds to support
transportation‐related expenses such as monthly bus passes, gas vouchers, and auto repair. Other financial
support may be available to assist clients with pursuing employment‐related training and certifications.
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, justice‐involved individuals
(formerly incarcerated), veterans, as well as individuals with mental health needs and substance use disorder
issues.
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 C 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 C and D 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,
gender, income, source of income, education level, and housing status. In addition, forms documenting proof of
income are retained, such as records of employment, unemployment, and other benefits or support providing
income, is collected.
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. 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.
March 30, 2023 Item #3 Page 73 of 247
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?
For data collection, Interfaith uses Clarity, the San Diego regional HMIS database system, to record and
coordinate services for participants who are experiencing homelessness. Staff has a full understanding of the
data‐capture capacities and reporting abilities of this system, using pre‐existing system reports, custom query
capability, and add‐on reporting capacity with customized reports administered by the Regional Task Force on
the Homeless. Additionally, Interfaith tracks all participants in Efforts‐to‐Outcomes (ETO), a proprietary client
database, for comprehensive data capture of client enrollment, demographics, service delivery, and outcomes.
Further, registration of active clients seeking employment and parties seeking to employ clients is maintained
daily. This allows Interfaith to report on a monthly basis, at a minimum, statistical information pertaining to
usage, placement and any demographic information requested by the City of Carlsbad. Employer data is tracked
utilizing an Excel spreadsheet to capture information such as employer’s name, location, job requests, and rate
of pay for the employee.
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.
Interfaith is a recognized leader in regional efforts to prevent and end homelessness. Interfaith has been an
integral member organization of the San Diego Coordinated Entry System (CES) since its inception and served as
lead service agency for the CES expansion from the City of San Diego to North San Diego County. Further,
Interfaith is the fiscal agent and a founding member of North County’s Alliance for Regional Solutions. To
form a cohesive approach, Interfaith works in collaboration with the Regional Taskforce on Homelessness, City
of Carlsbad Homeless Outreach Team, County of San Diego Homeless Outreach Teams for North County, 2‐1‐1
San Diego, La Posada, and other community‐based organizations.
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 Carlsbad Service Center
partners with the Carlsbad School District to receive referrals of households in need of services.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
Greg Anglea, Chief Executive Officer 2/21/2022
Signature Print Name & 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.
March 30, 2023 Item #3 Page 74 of 247
CDBG PROJECT BUDGET
Organization: Interfaith Community Services Total organization budget $ 26,367,358
Program/Project name requesting funds: Carlsbad Housing, Basic Needs, and Employment Assistance Program
CDBG funds requested: $71,345 Total program/project budget: $482,310
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 $71,345 A
b. Other federal funds (if any) (S) or (A)
c. State or local government funds (Carlsbad Hiring Hall) $204,218 A
d. Donations and contributions $206,747 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) $482,310 (S) or (A)
2. Uses of CDBG funds requested for the program/project: (1.a.)
a. Wages and salaries $23,521
.05 FTE Program Manager, two (2) .2 FTE Case Managers
b. Personnel benefits $8,938
c. Materials and supplies (van transportation, bus passes) $2,400
d. Program expenses and evaluation $30,000
Homelessness prevention funds @ avg of $1500 per household x 20 households
e. Rent and utilities
f. Insurance
g. Mileage ( @ 56 cents/mile calendar year 2021)
h. Incentives and Special Events
i. Indirect costs @ 10% $6,468
j. TOTAL REQUESTED FUNDING (same as 1.a.) $71,345
3. Percentage of project budget represented by CDBG request 15%
4. If your project will require future funding, please provide information about how the program will be funded.
Not applicable
March 30, 2023 Item #3 Page 75 of 247
City of Carlsbad CDBG FY2023-2023
Executive Summary
Project Overview:
Interfaith Community Services (Interfaith) respectfully requests $71,345 to provide critical community
services at its Carlsbad Service Center that will address priorities identified by the City of Carlsbad to
benefit low-and moderate-income persons. Services will include housing stabilization and navigation,
basic needs assistance, supportive services, and employment development. Together, these services will
impact the lives of more than 200 Carlsbad individuals and support them in a time of crisis.
Carlsbad residents will have convenient access to services through Interfaith’s Carlsbad Service Center,
located at 5731 Palmer Way. Free parking is available on site and the service center is located on the El
Camino Real thoroughfare, easily accessible by public transportation (Breeze Route 309). The center is
staffed by bilingual Case Managers, with services available by appointment and provided free of charge.
Over a 12-month grant period, funding from the Carlsbad CDBG program will provide:
• Rental assistance and emergency housing case management to prevent or rapidly reverse homelessness
to 20 Carlsbad households;
• Basic needs (e.g., emergency food and hygiene kits) to at least 200 unduplicated Carlsbad individuals
and their families;
• Employment and education assistance essential for gaining and retaining employment and/or achieving
education requirements to at least 20 individuals.
Key Project Staff:
Vannessa Marshall, Program Manager, earned her B.A. in Liberal Studies from California State University
San Marcos. Marshall has over 10 years of experience in the nonprofit field including teaching, program
management, youth development, and employment services. Marshall joined Interfaith in 2015 as the
TYA Program Manager and also oversees Interfaith’s Carlsbad Service Center. Ms. Marshall has made a
strong commitment to collaborating and networking with other organizations throughout North San
Diego County. Interfaith’s Employment Program work closely with the Farmworker CARE Coalition, San
Diego Association of Day Laborers and Domestic Workers, the Employee Rights Center, and the California
Rural Legal Assistance, among others.
Elizabeth Hernandez, Lead Case Manager, joined the team at the Carlsbad Service Center in May 2022.
Prior to Interfaith, Hernandez worked for three years in social services and has experience working with
diverse populations including children and families, migrant families and individuals, and individuals and
families experiencing homelessness. She holds a BS in Criminology and Justice Studies with a minor in
Psychology. Hernandez is bilingual and fluent in Spanish and am able to provide all services in Spanish.
Jonathan Baca Nava, Case Manager, joined Interfaith in September 2022 as a Peer Engagement Specialist
and transition to the role of Case Manager at the Carlsbad Service Center. Prior to joining Interfaith, Baca
Nava worked for programs serving foster youth. He holds a Bachelor’s degree from California State
University San Marcos. Baca Nava is bilingual and fluent in Spanish.
March 30, 2023 Item #3 Page 76 of 247
..,.c; fEOPti; ~''" "'~ .:r-"'" <.o.A
llnter(iffl1r1 l
community services i
Lindsey Cordada, Case Manager, joined Interfaith in August 2022 and provides case management at the
Carlsbad Service Center. She holds a Bachelors of Arts degree in Psychology from Humboldt State
University and has extensive experience in working with the homeless population, gathers information,
and working closely with resources and communities for the past 3 years. Lindsey Cordada is bilingual and
fluent in Spanish.
Miranda Quintero, Intake Coordinator, joined Interfaith in August 2022 and provides intake coordination
to the Carlsbad Service Center. She brings over three years of experience in roles that required strong
communication skills and organizational skills.
In addition to these project-specific personnel, Interfaith provides administrative support to assure
program operation through Amber Rizkalla, Director of Employment Services, Filipa Rios, Chief Program
Officer, and Lauren Varner, Director of Grants and Compliance. These positions will ensure personnel,
material, data collection and evaluation, and other support for the operation of the service center.
Budget:
Interfaith is requesting $71,345 in CDBG funding. This is 15% of total annual project costs of $482,310.
CDBG funds will support rental assistance and emergency financial assistance for low-income Carlsbad
residents at risk of homelessness, occupancy expenses and a portion of key staff positions which directly
facilitate client services and program supervision of the Carlsbad Service Center.
Budget Summary
Salaries and Benefits (.05 Program Manager; two (2) .2 FTE Case Managers) $32,459
Materials and Supplies (van transportation, bus passes) $2,400
Program expenses (homelessness prevention funds) $30,000
Total Direct Costs $64,859
Indirect costs @ 10% $6,486
Total Requested Funding $71,345
Timeline:
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 strengthen existing programs that provide housing
assistance, food and hygiene items, and employment assistance to low-income Carlsbad residents.
Key milestones will include:
− Contract Initiation: May 2023 (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 and Networking: Within 30 days of contract initiation and ongoing.
− 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
March 30, 2023 Item #3 Page 77 of 247
Sandi MoranScott GallowayLemuel Roy BlackettDonor & Volunteer Database Coordinator
Shentelyn LaoProgram Manager(Detox)
TBAProgram Supervisor
Varinda MissettChief Development OfficerHanan PelstringChief Financial Officer
Emiliano BolañosEli Nunez
Alvaro TrejoFacilities Technicians
Jenny Garcia JuarezJanitor
Greg AngleaChief Executive Officer
Updated DECEMBER 2022
Board of Directors
Fiona KingDirector of Development
Sergio TrujilloFacilities Manager
Filipa RiosChief Program Officer
Dara TavoladaHR GeneralistKimberlee BlackettRecruitment & Retention Manager
Odetta DelsolHR CoordinatorVanessa Tovar
HR Coordinator Connie PepperdineHR Administrator
Rosalind BarmoreDirector of HR
Nima JariwalaController
Mark WhitakerDirector of Operations
Mary FerroDir. of Outreach & Eduation
Martha Garzón
Faith Based Academy Program Mgr
Emanuel RodriguezIn Kind Donations Manager
Shellie BowmanDirector, Recovery and Wellness
TBDSheila StallingsMary Lowentrout Amanda JacobsenSandi PriestWayne WilkinsJulie BjorklundTony RochaRon Sewell
Substance Abuse Counselors
Elliott LustigJose SaucedoNancy Leyko
Daisy Stephanie SilvaResident Coordinators
Jo-Ann RellosaBilling Assistant
Ernest FaraimoTransport Spec
Valerie MorganIntake Coordinator
Amber RizkallaDirector of Employment & Economic Development
Vannessa MarshallProgram Manager – Coastal Employment Services
Daisy HernandezLead Case ManagerLindsey Lee CordadaCase Manager
Martha DeroblesCase Manager – TYA (El Camino High School)Miranda QuinteroIntake Specialist
Marinea Goodson
Sydney OukropJovan MartinezTBD
Case Manager
Heather Tougias
Housing Stability Case Manager
Jodi ZieglerProject Coordinator
Donald GibsonRoy GardinerWanda MatthewsResident Coordinators
Angela KuzaraClinical Therapists
Doug FerrisFood & Nutrition Manager
Kimmy A.Darrell MendaCooksBill LewisLead Cook
Keith HickoxMinor Home RepairCarmelita A. LopezMelissa S. MelendezAnthony GillenwaterFlor FonsecaHeather DennettVeronica BasultoLauren McallisterCase Managers
Megan HawkerChief of Staff
Vanessa RheubyProgram Manager(Residential)
Jasmine MurilloMelissa LechugaArianna RealLizbeth RojasYesenia HansonCase Managers
Erik PonceReceptionist
TBDInterim Social Services Float
Jessica Elliot-PomerenkeProgram Manager (Social Services – Inland)
Beth HallockProgram Manager (Senior Services)
Yuridia SebastianProgram Manager – Supportive Services
Valerie RamirezClinical Outreach Manager
Stephanie PlaneClinical Program Manager RCP
Erendira HernandezProgram ManagerEmergency Services
Gary CriteProgram Manager RWC - Outpatient
Sasha Dix Permanent Housing Program Manager
Claudia CastroExecutive Assistant
Maria SilvestreAnn Marie MasinoBilling Assistant
Nikole PrattPeer Support Specialist
Christine BoeldtOscar GonzalezMark TaylorAlexis MeansLauren StaffordTBD
TBDSubstance Abuse Counselors
Ed MurrayResident Coordinator
Joseph SweetResidential Manager
TBDTBDCatherine AlmanzaMitchell DavisAssoc Clinical Therapist
Dennis WilliamsSite Safety Supervisor
Cheryl PasterBuddy Raymond
SimmonsResident Coordinator
TBDIT Specialist
Kimberly MoralesLeasing Specialist
Matthew ChinnDaniel TaylorChris TaylorStafford BreauxHamayoon BabieJennifer MartinezMarc GutierrezDavid SmithJonathan TinkerRodrigo RuedasSite Safety Coordinators
Jana MackieJennifer DillGrant Writer
Anna MadesMarie Shawn ZancoSocial Workers – OHA/HOT Managers
TBDAssoc. Clinical Therapist
TBD Social Worker OHA CMRivian AndersonCase Manager
Jennifer HalversonRoss WeaverIan ScottCatharine MykytiukHomeless Outreach Specialist
Ginger BahardarPaul ClearyMitchell Davis
Maria DoepkeTharia Corbett-YoungLicensed Clinical
TherapistsNicole Angelina MesaAssociate Clinical Therapist
Arianna RealCase Manager
TBDIntake/Diversion Specialist
Roland BryantLeticia GonzalezDanielle KramerJennifer LopezRocio VerduscoPamela GuintoAllyson ManquenCase Managers
TBDLicensed Clinical Therapist
Jojo GozaloResidential Services
Case Manager
Maelynn StahlResident Coordinator
Melissa GonzalezPeer Support Specialist
Maribel Benito
Teresa LopezRobin MooreMaria VelozNorma AlmazanTBDCase ManagersTBDTBDCal Aim Case Managers
Latoya Washington Landlord Engagement SpecialistSasha Stel-FergusonIntake Specialist
Anne FinnQuality Assurance Specialist Christine BoeldtRWC Quality Assurance Specialist
Eduardo SanchezQuality Assurance & Compliance Manager
Mickey GonzalesDatabase Manager
Robert WilliamsSandra MorinJulian SalazarNancy LeykoElizabeth St. HollandSubstance Abuse Counselors
Kerrie HussainiBilling Assistant
Sarai FonsecaAriana SotoResident Coordinator
Alma RuizInterimRapid RehousingProgram Mgr
Joe StemmlerStaff Accountant
Kathleen LiStaff Accountant II
Rocio ReynaudJose Cruz MartinezStaff Accountant I
Monique NavaLead Clerk
Heather ClarkBeatriz CruzAccounting Clerks
Maria Halbert Faith Based Academy Coordinator
TBDGrant Manager
Charlotte RomeroAccounting Mgr
Maria GutierrezMayra RamirezJuliana Ramos
Case Managers
Carlos Leyva Duarte
Volunteer Income Tax Assistance
Joan RectorRegistered Nurse
Jean Andre RuizSandra VilelaTBDLVN
Keri Fujiwara Robinson
TBDTBDTBD
Case ManagerCatherine Marie RodriguezClinical Case Manager
Mayte FuentesTBDTBDCNA
Autumn AlcornLen LicandaMelissa MirandaWhitney Hernandez SanchezTeodora GutierrezRhonda MataTautuu UtuMarie Tasheena KitchenHawkins SellierDonna StinsonTBDResident Behavioral Health Aides
Maria EspinozaVolunteerCoordinatorsDaniel GauthierCommunications Coordinator
Elizabeth HernandezLead Case Manager
Ivan HernandezMaria MarinCase Managers
Jonathan Baca-NavaPeer Engagement
Specialist
Mitchell SnowManager of Faith Relations
TBDSocial Worker OHA CMTBDLicensed Clinical TherapistTBDCase Manager
TBDMajor Gifts
Maria AntonioPhone Navigator Gabriela Nazario
Communications Admin
Charlie CoreasWarehouse CoordinatorSarah ChoInKind DonationsSpecialistIsaias RosasHannah BrenzelJesus Medina SalazarWarehouse Asst.
Christina MoiProgram Manager
Brian McDonnellHousing Stability Case Manager
Samantha Flores Intake Specialist
Tiffany HanceChristine Whitworth Job Developers
Adriana VenegasGiselle MartinezAbigail CelestinoCase Managers
Kendra MackeyClinical Outreach Mgr
April SaraniLicensed Clinical Therapists
Markenya CarterHomeless Outreach Specialist
Kimberly Moon-WalkerAssoc Behavioral Health Clinician.
TBDSOAR Case Managers
Sergio CardonaEngy NakhlaCase Manager/Homeless Outreach Worker
TBDHomeless Outreach Liaison
Kai PelaezPeer Support Specialist
Kim SimmonsOperations Supervisor
Amanda RodriguezSarah ValadezJen ZurmuehlenFernando RamosSairam AguilarJoel Del RioStephanie EsparzaResident Coordinators
Gersain MedinaShelter & Emergency Housing Program
Manager
Jeremiah BellomyPeer Support SpecialistStephanie LopezCase Manager
Erendira Hernandez(Interim) Director of Short Term Housing
Curtis WinfreeProgram Manager GPD
TBDBHS/Safe Haven Program Manager
TBDFamily Shelter Program Manager
TBDCase Manager
TBDTBDTBDTBDTBDTBDTBDTBDSandra DavisResident Coordinators
TBDCase Manger
TBDTherapist
TBDActivities Coordinator
TBD
TBDTBDTBD
TBDTBDTBD
Resident Coordinators
Tracy Goettsch
Purchasing Agent
Janet ReevesDevelopment Manager
Andrea Cason Kamal Elliot Pomerenke
Development Coordinator
Marlene RomoProgram Manager
Cesar TrejoPracticum Coordinator
March 30, 2023 Item #3 Page 78 of 247
Patti Mick DireetorofHousing
Amber Rizkalla
Director of Employment & Economic Development
Vannessa Marshall
Program Manager -Coastal Employment Services
Miranda Quintero
Intake Coordinator
Elizabeth Hernandez
Lead Case Manager
Jonathan Baca-Nava
Case Manager
Lindsey Lee Cordada
Case Manager
ATTACHMENT B, Part II
Staffing Chart for Project
March 30, 2023 Item #3 Page 79 of 247
c, pEOPt~ ~'"" "~ !<,.., <.o ~ .A i ii nte r(iffi1;, ~ ~ community services .,
Amber Rizkalla Director of Employment & Economic Development PROFESSIONAL EXPERIENCE Interfaith Community Services, Escondido, CA Director of Employment & Economic Development April 2017-Present
• Supervise day-to-day operations of seven Employment and Economic Development programs
• Oversee compliance and quality assurance of programs
• Supervise three Program Managers
• Manage multiple federal, state, local, and private grants
• Oversee data collection and management for grants and programs
Director of Transitional Youth Academy April 2015-April 2017
• Supervised day-to day-operations of Transitional Youth Academy in-school and out-of-school programs
• Supervised two Program Managers
Program Manager, Transitional Youth Academy September 2014-April 2015
• Case Managed a caseload of 10 students and mentored more than 45 students as part of a team
• Managed day-to-day operations of the Transitional Youth Academy at El Camino High School,
represented in community, and planned program expansion Catholic Charities, Diocese of Metuchen, Perth Amboy, NJ December 2011-March 2014
Disaster Case Management Supervisor & Grant Writer
• Interviewed, hired, trained, and supervised seven Disaster Case Managers and one Clinician
• Entered, managed, and reported on client and expenditure data in CAN and other databases
• Managed day-to-day operations of Department, including budget and accounts payable, grant
proposals, reporting, and compliance
• Developed and maintained relationships with funding agencies and community partners in order to
facilitate communication and obstacle resolution
• Researched and wrote government and private grant proposals awarded at over $2,000,000
• Maintained database of active grants to track funding and reporting requirements Allied American University, Laguna Hills, CA October 2010-December 2011
Course Developer/Adjunct Faculty
• Developed sociology and criminal justice curriculum in accordance with accreditation standards
• Assisted with DETC and WASC accreditation review
• Created 12 new Criminal Justice certificate programs, including 13 new courses, and restructured the
former Criminal Justice curriculum to offer students a broader number of educational options
• Managed courses in iBoard, AAU’s proprietary learning platform Interfaith Community Services, Escondido, CA June 2007- September 2010 Grant Writer/Quality Assurance Officer
EDUCATION
California State University San Marcos San Marcos, CA Master of Arts in Sociological Practice 2007
March 30, 2023 Item #3 Page 80 of 247
Vannessa Marshall Program Manager Carlsbad Service Center PROFESSIONAL EXPERIENCE Interfaith Community Services, Carlsbad, CA June 2015 – Present
Program Manager – Carlsbad Service Center and Transitional Youth Academy
• Supervise the day-to-day operations of the in-school Transitional Youth Academy Program and
Carlsbad Service Center location
• Manage program budgets
• Manage compliance and quality assurance of programs
• Supervise one Site Supervisor and five Case Managers
• Manage multiple federal, state, local, and private grants
• Oversee data collection and management for grants and programs Pretend City Children’s Museum, Irvine, CA July 2009 – June 2015 Associate Director of Educational Programming
• Primarily responsible for creation of all educational curriculum, activities, and programs, in addition to museum floor staff supervision
• Developed and managed the operational and fiscal activities of the education department’s $800,000 budget
• Designed, created, and implemented the Education Program for the museum to include multiple daily event curriculum development and exhibit activities
• Recruited, hired, supervised, and managed a staff of 30 entry-level early childhood educations, four museum leads, one education manager, and one coordinator Westcott & Associated, Ltd., Carlsbad, CA August 2006 – August 2009 Executive Administrative Assistant
• Primarily responsible for the organization and advanced administrative support to the Owner and President
EDUCATION University of San Diego San Diego, CA Masters in Nonprofit Management & Leadership 2019
California State University San Marcos San Marcos, CA Bachelor of Arts in Liberal Studies with an Emphasis in Child Development 2006
Saddleback Community College, Child Development & Education Department Mission Viejo, CA Site Supervisor Certification Coursework 2011
Advanced Grant Writing Series
March 30, 2023 Item #3 Page 81 of 247
Elizabeth Hernandez Lead Case Manager Carlsbad Service Center PROFESSIONAL EXPERIENCE Interfaith Community Services, Carlsbad, CA May 2022 – Present
Lead Case Manager – Carlsbad Service Center
• Provide direct client services and leads team of Case Managers at the Carlsbad Service Center
• Ensure staff training, compliance, and quality assurance of programs
• Provides guidance and support to help clients identify their own strengths, set achievable goals and
follow through consistently so they can become self-sufficient.
• Provides evidence-based housing stabilization services and homeless prevention
• Screens clients for eligibility for all Interfaith programs
• Attends and participates in program and agency meetings and trainings
• Identifies other necessary resources and advocates for clients’ needs
• Maintains accurate and complete records as required by grants and contracts
• Maintains client records of participation, activities, and progress in their case files
• Enters client data into Efforts to Outcome (“ETO”), HMIS data system and other databases as required
Jewish Family Services, San Diego, CA May 2021-May 2022 Safe Parking Program Site Supervisor
• Advocate for individuals living in their vehicle providing them local resources and referrals;
• Engage in motivational interviewing and budgeting with clients to support and develop service plans with a focus on financial stability and re-housing.
• Supervise case managers and support the quality of service delivery
• Data entry in case management system and Clarity HMIS System Migrant Shelter Case Manager May – August 2021
• Meet with clients to complete program intake and address immediate needs
• Data entry in management software ETOi Children’s Paradise Preschool, Vista, CA December 2020 – May 2021 Assistant Director
• Administrative support for site director
• Enrollment, billing, attendance, files, audits, maintaining programs and files in compliance
• Supervised 30 staff members
EDUCATION
California State University San Marcos San Marcos, CA BA in Criminology and Justice Studies 2020
Palomar College San Marcos, CA Transfer AA majoring in Psychology 2016 LANGUAGE Bilingual (English-Spanish)
Intermediate American Sign Language
March 30, 2023 Item #3 Page 82 of 247
Jonathan Baca Nava Case Manager Carlsbad Service Center PROFESSIONAL EXPERIENCE Interfaith Community Services, Carlsbad, CA September 2022 – Present
Case Manager – Carlsbad Service Center
• Conducts client intakes, screenings, and develops Individual Service Plans.
• Provides guidance and support to help clients identify their own strengths, set achievable goals and follow through consistently so they can become self-sufficient.
• Provides evidence-based housing stabilization services and homeless prevention
• Screens clients for eligibility for all Interfaith programs including housing, basic needs, senior
emergency funding assistance and make appropriate warm referrals to internal resources
• Packs and delivers food boxes to clients prepared by the Interfaith Food Pantry
• Attends and participates in program and agency meetings and trainings
• Identifies other necessary resources and advocates for clients’ needs
• Maintains accurate and complete records as required by grants and contracts
• Maintains client records of participation, activities, and progress in their case files
• Enters client data into Efforts to Outcome (“ETO”), HMIS data system and other databases as required by Interfaith and funders in a timely and accurate manner
Casa de Amparo, San Diego, CA December 2021 – September 2022 Residential Program Manager
• Provide staff supervision and assisted staff through on-call support
• Provided training to ensure safety compliance, working conditions, and procedures
Residential Supervisor April – November 2021
• Assured safety and well-being of youth residents in residential services
• Lead and directed residential counselors in crisis and/or emergency situations Residential Counselor June 2020 – April 2021
• Provided safety, physical care, and social and moral guidance to youth
• Worked as a team to provide a safe and nourishing environment for all residents Pala Casino Spa and Resort., Pala, CA June 2015 – June 2020 Food Server
• Provided excellent customer service to guests
• Handled food service monetary transactions
EDUCATION
California State University San Marcos San Marcos, CA Bachelor of Arts in Sociology-Critical Race 2020
MiraCosta Community College Oceanside, CA Transfer credits for Sociology 2018 LANGUAGE Bilingual (English-Spanish)
March 30, 2023 Item #3 Page 83 of 247
Lindsey Lee Cordada Case Manager Carlsbad Service Center PROFESSIONAL EXPERIENCE Interfaith Community Services, Carlsbad, CA August 2022 – Present
Case Manager – Carlsbad Service Center
• Conducts client intakes, screenings, and develops Individual Service Plans.
• Provides guidance and support to help clients identify their own strengths, set achievable goals and follow through consistently so they can become self-sufficient.
• Provides evidence-based housing stabilization services and homeless prevention
• Screens clients for eligibility for all Interfaith programs including housing, basic needs, senior
emergency funding assistance and make appropriate warm referrals to internal resources
• Packs and delivers food boxes to clients prepared by the Interfaith Food Pantry
• Attends and participates in program and agency meetings and trainings
• Identifies other necessary resources and advocates for clients’ needs
• Maintains accurate and complete records as required by grants and contracts
• Maintains client records of participation, activities, and progress in their case files
• Enters client data into Efforts to Outcome (“ETO”), HMIS data system and other databases as required by Interfaith and funders in a timely and accurate manner
Operation Hope, Vista, CA June 2020 – August 2022 Client Support Technician
• Maintain safety of clients and staff by enforcing protocol
• Provide respectful and effective support to clients
• Easily and efficiently de-escalate situations between clients
• Follow and model procedures and guidelines set forth
• Communicate with other staff members
• Ensure client safety during the night
• Strive to make volunteers feel welcome Crocs, Carlsbad, CA August 2021 – July 2022 Sales Associate
• Primarily responsible for the organization and advanced administrative support to the Owner and President EDUCATION Humboldt State University Arcata, CA
Bachelor of Arts in Psychology 2020 Mira Costa College San Marcos, CA
Associates of Arts in Psychology 2018 LANGUAGE Bilingual (English-Spanish) Beginning American Sign Language
March 30, 2023 Item #3 Page 84 of 247
Miranda Quintero Intake Coordinator Carlsbad Service Center PROFESSIONAL EXPERIENCE
Interfaith Community Services, Carlsbad, CA August 2022 – Present Intake Coordinator – Carlsbad Service Center
• Provides reception duties, resource guidance, basic crisis intervention and eligibility screening for participants, callers and visitors requesting assistance
• Operates telephone switchboard to answer, screen, or forward calls, providing information, taking messages, or scheduling appointments and keep logs, and manage general emails
• Greets customers, ensuring every visitor, client, or guest receives a professional welcome
• Provides clients with initial intake paperwork reviewing for completion, entering into database
ensuring there is no duplication of services, make copies of required documents for participants waiting to meet with Case Manager for assessment
• Registers job applicants and employers
• Administers initial steps of the rental assistance program; tracks inquiries and requests, maintains tracking system, determines preliminary eligibility based on screening, schedules appointments, collects and processes initial documentation
• Oversees mail services program, site calendar and appointment scheduling
• Maintains cleanliness and organization of the lobby, front desk, pantry, and administrative area
• Accurately record case information within electronic databases (HMIS/Clarity, CIE, ETO, and Excel) ManPower, Vista, CA 2022
Administrative Assistance
• Greet clients and assist them by scheduling appointments
• Record information within electronic data bases (EXCEL, ETO)
• Operating telephone to answer and provide information/resources to clients
Five Guys, El Cajon, CA 2020
Cashier
• Greeting and taking customer orders
• Handling cash and digital monetary transaction
• Maintaining a clean store environment
EDUCATION
Waipahu Community School Waipahu, Hawaii High School Equivalency 2020
LANGUAGE
Intermediate Spanish
March 30, 2023 Item #3 Page 85 of 247
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
NOTICE OF FUNDING AVAILABILITY (NOFA)
The City of Carlsbad is pleased to announce the availability of applications for the FY 2023-24
Community Development Block Grant (CDBG) Program. The CDBG program is federally funded by the
Department of Housing and Urban Development (HUD) and is administered by the city to provide
assistance to lower-income residents and communities. For FY 2023-24 CDBG award of $476,057 –
available in the following categories:
ESTIMATED FY 2023-24 AWARD: $ 476,057
Category Key Details Estimated
Available
Public Services
• Programs directly assisting low-income households
• Services carried out by non-profit agencies
• Funding capped at 15 percent of grant
$ 71,408
Administration/Fair Housing
• Subrecipient oversight
• Compliance with federal requirements
• Financial management
• Fair Housing services
• Funding capped at 20 percent of grant
$ 95,211
Affordable Housing/Facility
Improvements
• Facility Improvements for non-profit service providers
• Acquisition/rehabilitation of low-income housing $ 309,438
Submission Due by Feb. 22, 2023, by 5:00 p.m. Contact: Nicole Piano-Jones
Details: housing@carlsbadca.gov Program Manager
*Email Submission Highly Encouraged* (442) 339-2191
Nicole.pianojones@carlsbadca.gov
Paper copies may be delivered to:
City of Carlsbad
Housing & Homeless Services
Attn: CDBG Program
1200 Carlsbad Village Drive
Carlsbad, CA, 92008
Estimated Timeline Notice of Funding Availability Jan. 11, 2023
Applications Due Feb. 22, 2023
CDBG Advisory Committee March or April 2023
10-day public review/comment April or May 2023
City Council Public Hearing May 9, 2023
*Dates are tentative and subject to change.
All public meetings and review and comment periods will be separately publicly noticed*
March 30, 2023 Item #3 Page 86 of 247
( City of
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023-24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of all CDBG applicants
even if they have been provided in the past.
Board of Directors' resolution authorizing submittal of application
Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
Sample Intake Form
List of Board of Directors
Financial Audit Report for the most recently ending Fiscal Year
Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20
pages in an application package will not be distributed or used for evaluation purposes. The
attachment of brochures or other documents will not be accepted in lieu of completing each question
on the Funding Proposal Application.
Attachment A Executive Summary, including key staff, budget, and timeline (required)
Attachment B Organizational chart (required)
Attachment C 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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: Complete:
March 30, 2023 Item #3 Page 87 of 247
C cityof
Carlsbad
FUNDING APPLICANT
Name of Agency:
Address:
Federal Unique Entity Identification (UEI) Number:
PROPOSED PROGRAM/PROJECT
Title of Program/Project:
Location of Program/Project:
Person completing application: ______________ Phone No.: ___________ Email: _______________
Financial Contact: __________________________Phone No.: ___________ Email: _______________
Program Manager Contact: __________________ Phone No.: ___________ Email: _______________
Executive Director Contact: __________________ Phone No.: ___________ Email: _______________
Requested Funding Amount: $
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided and the goals and objectives of the program/project):
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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?
C. How long has this agency been in operation? Please include the date of incorporation.
D. How long has this agency been providing the proposed program/project?
Legal Aid Society of San Diego
100 E. San Marcos Blvd, Suite 308, San Marcos, CA 92069
EUQYHR3PVKV7
Fair Housing Services
100 E. San Marcos Blvd, Suite 308, San Marcos, CA 92069
Danielle Tailleart (619) 471-2789 daniellet@lassd.org
Sergio Valenzuela (619) 471-2617 sergiov@lassd.org
Danielle Tailleart (619) 471-2789 daniellet@lassd.org
Gregory Knoll (619) 471-2620 gek@cchea.org
23,000
Legal Aid Society of San Diego (LASSD) will provide comprehensive legal services regardingFair Housing, including education and outreach; counsel, advice, and brief services; testing;and representation for enforcement of the Fair Housing Act and related State laws.
x
The mission of LASSD is to improve lives by advancing justice through effective, efficient and vigorouslegal advocacy, outreach, and education. LASSD is a committed and compassionate group dedicated toproviding equal access to justice for low-income households through aggressive, quality legal services.
Legal Aid Society of San Diego, formerly Office of Public Attorney, has been in operation and providinglegal services for over 100 years. Legal Aid Society of San Diego was incorporated under its currentname on December 30, 1953.
Our Fair Housing Team has been providing fair housing legal services for 11 years. We have been arecipient of HUD Fair Housing Initiatives Program funds (FHIP) for the past 8 years and have beendesignated as a Qualified Fair Housing Organization by HUD. We have also been the recipient ofCarlsbad CDBG funds for Fair Housing Services for the last 5 years.March 30, 2023 Item #3 Page 88 of 247
E. 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 but not
in lieu of a complete response.)
F. 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)
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.
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.
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 7 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 (2021-2022 and 2022-2023) for the proposed program/project?
Sources of Funding No Yes
CDBG
Community Activities (or other General Fund monies)
x
x
Not applicable.
x
Please see the attachment with staff descriptions.
x
March 30, 2023 Item #3 Page 89 of 247
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
Amount Received Status
CDBG funds
Community Activities/Other
C. Did you receive any federal funds, including CDBG funding from other cities?
No Yes (Please list funds below)
Program Source Amount Received
$
$
III. BENEFITS & BENEFICIARIES
A. How accessible or convenient is the proposed program/project to Carlsbad residents?
(Please be specific such as direct services to client’s home, transportation provided to and
from facility, or relation to public transportation.)
B. What is the approximate percentage of your clients that have annual family incomes in each
of the following ranges: (Percentages should add to 100%)
% of clients are at 30% or below of the area median income
_ % of clients are between 31% and 50% of the area median income
% of clients are between 51% and 80% of the area median income
% of clients are above 80% 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)
D. Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
Persons of which % are Carlsbad residents
x
HUD 628,500Other CDBG 515,607
We have three offices, including one in San Marcos. The office is accessible topersons with disabilities and is located along major transit lines. Clients can beaccommodated in various ways, including but not limited to phone or web-caminterviews, offsite appointments, or appointments at the subject property.
63
2692
100
Carlsbad Estimated Population is 115,302 people of which 100% are Carlsbadresidents. LASSD’s proposed fair housing project will provide outreach, education,and enforcement of the Fair Housing Act throughout the entire City of Carlsbad thatimpacts and benefits the entire city.
FY 21-22 $46,488 spent $33,155.68FY 22-23 $23,000 spent $16,009.01, ongoing
Please see the attached document for more.
March 30, 2023 Item #3 Page 90 of 247
March 30, 2023 Item #3 Page 91 of 247
E. Does your agency focus its activities on populations with special needs?
0 No Ii(] Yes (Please specify) Please specify which special needs populations. (Homeless individuals/families, persons with disabilities, persons with substance abuse problems, veterans, farmworkers and day laborers, seniors, children, etc.) LASSO as a firm has various grants that focus on special need populations such as: homeless, persons with dis-abilities, veterans, seniors, and children. LASSD's fair housing team has successfully completed HUD Education and Outreach Initiative grants that specialized in educating persons with mental and physical disabilities. F. Does your organization charge recipients for the provided services?
IX] No D Yes (Please specify) =$ ___ _
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment C 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?
LASSD's database system captures clients' name, income, and demographic
information 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 documents our grant progress in Microsoft programs.
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.
LASSO is part of the San Diego Eviction Prevention Collaborative. The purpose of the Collaborative is to maximize resources and streamline referrals to our collaborative partners.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge. w.~ f1n41ef t. ltfw!/f-<!@/cluef tll--/n•b?? s(g~ Print Nfme Title (ar11Sel / 15/) 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.
6
CDBG PROJECT BUDGET
Organization: ___________________________________Total organization budget $_______________________
Program/Project name requesting funds:
CDBG funds requested: $ Total program/project budget: $651,500
Note: Indicate with an asterisk (*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for program/project: (S)Secured or (A)Anticipated
a. Funding requested from the City $ (S) or (A)
b. Other federal funds (if any) $628,500 (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) $651,500 (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.
l. TOTAL REQUESTED FUNDING (same as 1.a.) $
3. Percentage of project budget represented by CDBG request %
4. If your project will require future funding, please provide information about how the program will be funded.
Legal Aid Society of San Diego 25 million
Fair Housing Services
23,000
23,000
Not applicable.
9,835
3,022$
$1,098
$1,911
$79
$1,967
telephone ($150)/contracted services ($1297)/fees ($500)$1,947
$100
training for staff ($140)/workshops ($180)/litigation expenses ($963)$1,283
23,000
3.5
$1,758(test costs)
March 30, 2023 Item #3 Page 92 of 247
I.E Application Attachment – Staff Descriptions
Janeth Castaneda - Testing Coordinator (Bilingual), has over 3 years of experience with
complaint intake, educational training, outreach in English and Spanish, and testing under the
Fair Housing Act. Ms. Castaneda currently coordinates all Carlsbad testing.
Sam Danque-Tuteur -Advocate, has been with the fair housing team for over 1 year and manages
a fair housing caseload including fact-finding interviews and investigations. Mr. Danque-Tuteur
will provide education and outreach services and will also screen intake calls for fair housing
issues and investigate fair housing complaints.
Ramesses Surban- Staff Attorney, has over 2 years of experience in providing FH enforcement
services including but not limited to complaint intakes, investigations, conciliations and
representing clients in administrative complaints. Mr. Surban will provide counsel, advice, and
representation to Carlsbad residents.
March 30, 2023 Item #3 Page 93 of 247
III.C Application Attachment 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
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 education 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 accessing 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 homelessness 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/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
persons 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 modifications to continue living in supportive housing.
March 30, 2023 Item #3 Page 94 of 247
Housing and Homeless Services Department
1200 Carlsbad Village Drive Carlsbad, CA 92008 760-434-2810 t
EXECUTIVE SUMMARY
In addition to your Community Development Block Grant funding application, please complete
the following supplemental questionnaire.
THEME: A theme was not selected for this funding year. Preference will be given to the applications
which specifically address the Consolidated Plan Priorities, however applications for unrelated services
are eligible for submission.
ORGANIZATION: Legal Aid Society of San Diego
1.In 250 words or less, please describe how your organization will be using 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 meritorious fair housing claims are investigated and the appropriate enforcement
path is chosen when necessary. All deliverables will be accomplished between July 1,
2023, and June 30, 2024.
LASSD will investigate alleged violations of federal, state, and local discrimination laws
using standard fair housing investigative methodology. After there has been a
determination that a claim is meritorious, LASSD will gather facts, witnesses,
documents, and develop respondent profiles. Other investigative methodologies include
surveys and interviews of in-place tenants, interviews of past tenants, and testing.
After a case is accepted for enforcement, LASSD will explain all enforcement options to
the client 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 housing, such as discrimination against Section 8 recipients.
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.
The key staff responsible for this project are Janeth Castaneda, testing coordinator; Sam
Danque-Tuteur, advocate; and Ramesses Surban, staff attorney.
March 30, 2023 Item #3 Page 95 of 247
Ccityof
Carlsbad
2.Attach an Excel budget showing the specific line-item breakdown on how you arrived at
the funding request.
Please 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 $23,000. If we do not
receive the entire funding request it will not be possible to provide all the current fair
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.
March 30, 2023 Item #3 Page 96 of 247
LEGAL AID SOCIETY OF SAN DIEGO
Board of Directors
CEO/Executive
Director / Chief Counsel
Chief Operating
Officer
Senior Executive
Assistant
Executive
Assistant
Senior Administrative
Assistant
HR Director
HR Assistant
Chief Fiscal Officer
Accountants
Payroll Specialist
Accounts Payable
Admin Assistant
Quality Assurance
Coordinator
Managing
Attorneys
CRTSenior Attorney
Staff Attorneys
Advocates
Intake Specialists
Housing Senior Attorney
Lead Attorney
Staff Attorneys
Administrative
Hearing Advocate
Advocates
Case Managers
Investigator
Legal Secretaries
Fair Housing Senior Attorney
Lead Attorney
Staff Attorneys
Testing
Coordinators
Advocates
Investigator
Admin Assistant
Shriver Housing Senior Attorney
Lead Attorney
Staff Attorneys
Case Managers
Advocates
Investigator
Legal Secretaries
Pro Bono Senior Attorney
Lead Attorney
Staff Attorneys
Advocates
Support Staff
Income
Maintenance/Educ
ation Rights
Senior Attorney
Staff Attorneys
Advocates
Family Law Senior Attorney
Lead Attorney
Staff Attorneys
Advocates
Support Staff
SSI Senior Attorney
Lead Attorney
Staff Attorneys
Advocates
Admin Assistant
Immigration Senior Attorney
Lead Attorney
Staff Attorneys
DOJ Accredited
Representative
Advocates
Consumer Senior Attorney
Lead Attorney
Staff Attorneys
Advocate
Admin Assistant
Director of Policy, Training /HCA
Coordinator
CCHEA Senior Attorney
Lead Attorney
Staff Attorneys
Program
Supervisor/
Operations
Manager
Project
Coordinator
Advocates
Intake Specialists
Admin Assistant
Program Manager
Case Managers
Peer Advocates
Tax/UIB Senior Attorney
Staff Attorneys
Advocates
Office Manager
Grant Assistant
LASSD Teams:
•Housing
•Fair Housing
•Shriver Housing•Pro Bono Program
•Tax/UIB
•Income Maint/Ed Rights
•Consumer
•SSI•CCHEA
•Family
•Immigration
•Intake/Community Response Team
March 30, 2023 Item #3 Page 97 of 247
Personnel
Tester -Janett Castaneda 7,157
Staff Attorney- Ramesses Surban 1,019
Advocate - Sam Danque 1,659
SUBTOTAL 9,835
Employee Benefits 3,022
TOTAL PERSONNEL 12,857
Non-Personnel
Supplies 828
Postage 20
Printing/Duplication 250
Contracted Services 1,297
Training for Satff 140
Tests Cost 1,758
Workshops 180
Fees 500
Litigation Expenses 963
Transportation/Mileage for staff 100
Insurance 79
Space Cost 1,911
Telephone 150
TOTAL NON-PERSONNEL 8,176
TOTAL 21,033
Indirect Cost 1,967
23,000$
LEGAL AID SOCIETY OF SAN DIEGO, INC.
PROPOSED BUDGET
July 1, 2023 to June 30, 2024
March 30, 2023 Item #3 Page 98 of 247
March 30, 2023 Item #3 Page 99 of 247
(_ Cicyof
Carlsbad
COMMUNJTY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023~24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of all CDBG applicants
even if they have been provided in the past.
□ Board of Directors' resolution authorizing submittal of application
0 Board of Directors' resolution designating officlal(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
□ Sample Intake Form
□ List of Board of Directors
□ Financial Audit Report for the most recently ending Fiscal Year
□ Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20 pages
In an application package will not be distributed or used for evaluation purposes. The attachment of
brochures or other documents will not be accepted In lieu of completing each question on the Funding
Proposal Application.
✓ Attachment A
✓ Attachment B
✓ Attachment C
Date Received;
National Objective:
Person Completing Review:
Executive Summary, including key staff, budget, and tirneline (required)
Organizational chart (required)
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).
To be completed by Housing Services Division staff
Local Objective:
Ellglbllity Citation;
I Complete: I
2
March 30, 2023 Item #3 Page 100 of 247
FUNDING APPLICANT
Name of Agency: Meals On Wheels Greater San Diego, Inc. (dba-Meals on Wheels San Diego County)
Address: 2254 San Diego Avenue, Ste. 200, San Diego, CA 92110
Federal Unique Entity Identification (UEI} Number: .::D....,C=-W:....:.......;T:....:F....:Q=-=--J .:::..3....:.V-=5'-'H...:....::..8 __________ _
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Senior Meal Delivery & Accompanying Services in Carlsbad
Location of Program/Project: ~Se""nC!.!i.::::o.!...:rs=-'-'-h'-"'o.!...:m_,_,e::..::s:....:i_,._,n....,C::..::a"'-r-""lsc::::b.:::.a.:::.d,_C""A_,__ ______________ _
Person completing application: Ali Duarte
email: aduarte@meals-on-wheels.org
Financial Contact: Matt Topper
email: matt.topper@meals-on-wheels.org
Program Manager Contact: Charlotte Fan
email: cfan@meals-on-wheels.org
Executive Director Contact: Brent Wakefield
email: bwakefield@meals-on-wheels.org
Requested Funding Amount: $ 10,000
Telephone No.: 619-278-4012
Telephone No.: 619-278-4004
Telephone No.: 760-736-9900
Telephone No.: 619-278-4006
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided and the goals and objectives of the program/project):.
The project is for Meals On Wheels San Diego County (MOWSDC) to provide 7,100 home-delivered nutritious meals accompanied by safety checks,
social visits, care navigator support, and follow-up care to 78 homebound seniors living in the City of Carlsbad. Funding of $10,000 in CDBG funds would
be used to cover the cost of food and packaging for 3,289 meals ($3.04 per meal) to be delivered to homebound seniors living in the City of Carlsbad.
I. ORGANIZATIONAL ABILITY/CAPACITY
A. This agency is:
~ Nonprofit
□ Local public agency
□
□
For-profit
State public agency
□ Other (Please specify.) _____________ _
B. What is the purpose/mission of the agency?
Meals on Wheels San Diego County's (MOWSDC) mission is to empower seniors and veterans to remain independent by
nourishing their bodies, minds, and spirits. Our vision is to drive out senior hunger and isolation across our region .
Many seniors experience chronic illnesses and disability,ies making activities of daily living difficult. In many cases,
seniors will become temporarily and/or permanently homebound. Becoming homebound prevents seniors from
3
March 30, 2023 Item #3 Page 101 of 247
performing the most basic activities of daily living, such as obtaining food, healthcare, support services, and
engagement in social activities. Home delivery of meals, with daily safety and wellness checks, enables seniors
experiencing these difficulties in navigating these challenges, avoid negative health impacts and maintain their
preferred residence more successfully.
C. How long has this agency been in operation? Please include the date of incorporation.
MOWSDC was established in 1960 and incorporated as a 501(c)(3) nonprofit corporation in 1970. In 1996, "Senior Adult
Services" officially became Meals-on-Wheels Greater San Diego, Inc., and in 2016, it became Meals on Wheels San
Diego County (MOWSDC) due to its expanded geographic scope. MOWSDC has matured from an annual budget of
$20,468 to over $8 million.
D. How long has this agency been providing the proposed program/project?
MOWSDC has been providing this service since its inception in 1970. Today, MOWSDC is delivering two fresh meals a
day accompanied by safety checks, social visits, and care navigation with referrals, if needed to homebound seniors for
every day of the year, including holidays. Since its inception, MOWSDC has provided over 20 million meals. The
program will continue to grow based on projections of the impact of the aging "baby boomer" generation entering their
senior years.
E. 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 but not in
lieu of a complete response.)
Charlotte Fan is the Service Center Manager for the North County Service Center. The North County Service Center
serves all zip codes in North County. This includes Coastal, Inland, and unincorporated areas, including the City of
Carlsbad. Ms. Fan has been with MOWSDC for 23 years and the Service Center Manager for the North for 18 years. She
holds an M.A. in Psychology with an emphasis on Community and Social Psychology and an M.A. in Education with an
emphasis on Human Development and Counseling. She currently supervises 13 staff members and 700 volunteers.
Please see attached resume for more detail. Matt Topper is the Chief Financial Officer and has been with the
organization for 16 years. Mr. Topper has extensive non-profit experience, including as Director of Finance and
Administration for the Northern Arizona University Foundation, a $43M privately funded endowment, Director of
Finance and Controller for AmeriTribes, and an accounting manager with the Hotel Group. Mr. Topper is a fully licensed
CPA (AZ), and was a finalist for San Diego Business Journal CFO of the Year 2011. He holds a B.S. in Accountancy from
Northern Arizona University.
F. 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)
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.
4
March 30, 2023 Item #3 Page 102 of 247
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.
No steps would need to be taken. MOWSDC has one primary service -to deliver nutritious meals to seniors in need at a
subsid ized cost so that seniors that easily afford the service. MOWSDC has been providing service for 63 years in San
Diego County. MOWSDC would continue serving existing clients and enroll new clients needing services. Project miles
include serving 78 seniors in the Cit y of Carlsbad with 7,100 nutritious meals from July 1, 2023-June 30, 2024.
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 7 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in w hich CDBG funds would be used. Indicate how the
requested CDBG funds would relate to the overall proposed budget.
8. Did you receive any of the following sources of funding from the City of Carl sbad within
the last two fiscal years (2021-2022 and 2022-2023) for the proposed program/project?
Sources of Funding
CDBG
Community Activities (or other General Fund monies)
□
□
Yes
5
March 30, 2023 Item #3 Page 103 of 247
If yes, please indicate amount and status of previously awarded funds (fully expended, funds remaining,
program/project discontinued, etc.).
Amount Received Status
CDBG funds $10,000
Community Activities/Other N/A
Program complete
N/A
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 Chula Vista $25,000
City of El Cajon $25,000
City of Encinitas $10,000
City of Escondido $25,000
City of Santee $ 5,000
Ill. BENEFITS & BENEFICIARIES
A. How accessible or convenient is the proposed program/project to Carlsbad residents? (Please
be specific such as direct services to client's home, transportation provided to and from facility,
or relation to public transportation.)
All services are delivered and conducted at the senior's home, providing the most accessible service delivery model
possible.
B. What is the approximate percentage of your clients that have annual family incomes in each
of the following ranges: (Percentages should add to 100%)
66 % of clients are at 30% or below of the area median income ~--
=-24"'--__ % of clients are between 31% and 50% of the area median income
"""7 ___ % of clients are between 51% and 80% of the area median income
""--3 ___ % of clients are above 80% 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)
MOWSDC has one primary service -to deliver nutritious meals to older adults 60+, caregivers, and disabled veterans at
a subsidized cost so clients can easily afford the service. The program is ongoing, and new clients enroll in the program
daily. MOWSDC's goal for FY23 {October 1, 2022-September 30, 2023, is to provide 78 unduplicated clients throughout
Carlsbad with 7,100 nutritious meals, safety checks, social visits, care navigator support, and follow-up care. Funding of
$10,000 would be used to cover the cost of food and packaging for 3,289 meals ($3 .04 per meal) to be delivered to
clients living in the City of Carlsbad.
According to the San Diego Association of Governments, the population of adults 85+ in the City of Carlsbad will grow
by 205% between 2012 and 2050. This is significant because 1 in 6 seniors is threatened by hunger. The results of
6
March 30, 2023 Item #3 Page 104 of 247
hunger and isolation make older adults more susceptible than any other age group to illness, disease, and physical and
emotional health issues. Likewise, older adults struggle with the basic expenses needed to age independently and with
dignity in their homes.
In-home meal delivery breaks isolation, identifies health risks sooner, and provides an affordable option for regular
nutrition. The results of hunger and isolation make older adults more susceptible than any other age group to illness,
disease, and physical and emotional health issues. Likewise, older adults struggle with the basic expenses needed to
age independently and with dignity in their homes. Of the clients MOWS DC serves in Carlsbad, 97% are considered low
to very low income, according to the Department of Housing and Urban Development guidelines Economic insecurity,
in particular, in San Diego County, is caused by the high costs of basic necessities and inadequate income. A lack of
adequate income forces older adults to make untenable choices, like deciding between filling a prescription or buying
healthy food. The projected growth and the current needs of older adults in San Diego County make addressing the
more complex needs of older adults an important issue.
Our Change in Condition and Care Navigator role has significantly enhanced the organization's ability to react to
changing conditions in seniors' physical and mental state or environment before a harmful health event can occur. Our
ability to respond in real-time can ultimately contribute to a more effective relationship between medical and
community-based service providers, improving outcomes for seniors and reducing costs in healthcare. In a recent
survey among MOWSDC's clients, 82.9% of recipients reported that the program helps them eat healthier foods. 77.6%
of participants reported that the program allows them to access affordable meals. 91.1% indicated that the program
helps them continue living in their homes. MOWSDC is one of the only organizations that provide this comprehensive,
relationship-based service at an affordable cost with daily meal delivery that includes weekends and holidays.
Continuation of this program will benefit newly identified at-risk seniors in needing this service.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage
that are Carlsbad residents.
Persons of which 100% are Carlsbad residents
Seventy-eight (78) Persons of which 100% are Carlsbad residents
7
March 30, 2023 Item #3 Page 105 of 247
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.)
For the CDBG program's Fiscal Year 2023-2024, MOWSDC will serve 78 unduplicated homebound seniors living in the City of
Carlsbad. Based on demographics from previously completed City of Carlsbad project enrollees, it is anticipated that 96-99%
will be low-to moderate-income (LMI) individuals. Of the 78 city residents to be served, 100% are aged 62 or older. Of our
anticipated service population, approximately 87% identify as veterans or spouses of veterans. Approximately 29% will be
female-headed households. Approximately 88% will be Caucasian; 4% will be African American; 4% will be Asian; 1% will be
American Indian/Alaskan Native and White; 1% will be African American and White; and 2% will be Other/Multi-Racial. Of
those, 2% will identify as Hispanic. Approximately 58% will be over the age of 85 years. Fifty-seven percent will be female,
45% will be living alone, and 100% of the clients served by CDBG funding will be residents of the City of Carlsbad.
F. Does your organization charge recipients for the provided services?
D No + Yes (Please specify) ,.;..$ ___ _
All seniors receive a minimum 60% subsidy for the total delivered meal cost; other seniors benefit from additional
subsidies. Based on financial need, a meal costs a maximum of $4 per meal and a minimum of $2 per meal. If a client
cannot afford the $2 per meal, we refer them to sign up for CalFresh so that they can pay for their meals with Cal Fresh
at the $2 per meal rate . On average, seniors in the City of Carlsbad pay just under $4 per meal ($3.80).
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment C 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?
MOWSDC documents program participation, including racial, ethnic and gender characteristics of participants, upon
intake. MOWSDC staff conducts an in-home meeting with the client and completes a new client intake/assessment
form. Additionally, MOWSDC staff has the client complete a self-certification form. This information is then entered
into a sophisticated database called SERVtracker.
B. How will the outcomes be measured, collected and documented?
The organization measures its effectiveness through thorough documentation of the number of clients served, number
of mobile-electronic well-ness status alerts, the number of referrals made, and meals served. MOWSDC uses a
sophisticated database called SERVtracker to collect and report on information. Quantitative evaluation methods
include reviewing data collected and reported on as well as fiscal data. Qualitative evaluation is based on feedback
from clients in the form of letters, surveys, and interviews conducted with MOWSDC staff. Data evaluation is conducted
monthly by Service Center Directors, Executive Management, and the Board of Trustees. Executive Management, the
Board of Trustees, and Managers monthly evaluate fiscal information. The Grants Manager works with Managers and
Executive Management to ensure that program goals are met, and required reports are submitted.
8
March 30, 2023 Item #3 Page 106 of 247
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.
MOWS DC is a member of the San Diego Senior Alliance (SDSA). SDSA is a group of 20 local non-profit agencies and for-
profit and local government agencies in San Diego County. The organization's goals are to support and unify all three to
merge public policy efforts, share program information, and identify synergy areas for support services for seniors.
(www.sdsenioralliance.org). Members are a senior social service referral base MOWSDC uses to address other care
issues seniors may be experiencing.
MOWSDC distributes a weekly supply of cat and dog food at no cost to our clients with pets through our partnership
with The Helen Woodward Animal Center. MOWSDC also partners with Feeding San Diego to provide CalFresh
application support to clients that are struggling financially. Additionally, MOWSDC has partnered with the San Diego
Hunger Coalition to map senior nutrition insecurity and the gaps in meal services to serve the hidden hungry better.
MOWS DC also partners with the Union of Pan Asian Communities (UPAC) in the north region of San Diego County.
UPAC trains MOWSDC staff and volunteers to look for warning signs of mental health issues in older adults. If a staff
member or volunteer is concerned that a homebound senior may be suffering from mental illness, UPAC is called in to
help support the senior.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
2. / u .. I 2-3
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.
9
March 30, 2023 Item #3 Page 107 of 247
CDBG PROJECT BUDGET
organization: Meals on Wheels San Diego County Total organization budget ""$8::,..7.:....:7..;::9"",8=16=--------
Program/Project name requesting funds: Senior Meal Delivery & Accompanying Services in Carlsbad
CDBG funds requested: .. $;::;:10=,000= ______ Total program/project budget: ..._$-=-66__.,-=-38=5=--------
Note: Indicate with an asterisk("') funds that are volunteer time or in-kind contribution.
1. Sources of funding for programLproject:
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)
2. Uses of CDBG funds requested for the programLproject: (1.a.l
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. TOTAL REQUESTED FUNDING (same as La.)
3. Percentage of project budget represented by CDBG request
($)Secured or (A)Anticipated
$10,000 (S)or~
$0 (S) or {A)
so (S) or (A)
$29,405 (S) or W
$26,270 (S) or~
so (5) or (A)
$0 (5) or (A)
$66,385 (S) or~
so
so
$10,000 for food & packaging
$0
$0
$0
$0
$0
$10,000
15%
4. If your project will require future funding, please provide information about how the program will be funded.
MOWSDC views sustainability through a broad lens that includes seeking cost savings, promoting effective volunteer
management to reduce overall program delivery costs, seeking charitable giving partners and individuals, and exploring
revenue generation potential for all aspects of our operations. Volunteers donate time, mileage, and gasoline to help
MOWSDC keep affordable meals a priority. MOWSDC promotes a partnership between seniors and the communities in
which they live to ensure the sustainability of the program. Senior contributions are matched through cornprehensive
resource development activities, including grant writing, fundraising events, philanthropic giving campaigns, corporate
sponsorships, and social media campaigns.
10
EXECUTIVE SUMMARY
In addition to your Community Development Block Grant funding application, please complete
the following supplemental questionnaire.
ORGANIZATION: Meals on Wheels San Diego County
1. In 250 words or less, please describe how your organization will be using the requested
funds.
The project is for Meals On Wheels San Diego County (MOWSDC) to provide 7,100 home-
delivered nutritious meals accompanied by safety checks, social visits, care navigator support,
and follow-up care to 78 seniors living in the City of Carlsbad. Funding of $10,000 would be
used to cover the cost of food and packaging for 3,289 meals ($3.04 per meal) to be delivered
to homebound seniors living in the City of Carlsbad. This represents approximately 15% of the
total budget to deliver these meals daily over 12 months to 78 LMI, at-risk seniors.
The daily delivery of meals will be accompanied by a social visit with a caring individual,
safety/welfare checks by trained volunteers, and care navigation with referrals to other
providers if necessary. Every senior served will receive a minimum 60% subsidy for the total
costs of all services, with additional subsidies provided to those who qualify. This project
supports the ability of vulnerable, homebound low-income seniors to age in place with fewer
health and safety risks. Seniors often experience significant physical barriers to activities of
daily living that impact nourishment – shopping and cooking food become difficult to
manage. By engaging seniors in daily social interactions with caring individuals who monitor
wellness and safety by delivering healthy, fresh, senior-specific nutrition-packed meals,
seniors are more likely to remain well-nourished and obtain needed health interventions.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived at
the funding request.
Please 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?
As an overall resource development strategy, MOWSDC aims to ensure that all programs are
funded from multiple and diverse sources to avoid being overly reliant on any one funder.
Initiatives include grant writing, community partnership programs that solicit and recognize
business and corporate partners, major donor cultivation, fundraising events, and
March 30, 2023 Item #3 Page 108 of 247
engagement of community organizations and individuals to sustain our robust volunteer
program. On average, senior clients pay 40% of the actual delivered meal cost. This model
represents a joint community investment in a vital service.
4. Does your organization charge a fee for accessing your services or supplies? If so,
please describe the rational for this fee.
All seniors receive a minimum 60% subsidy for the total delivered meal cost; other seniors
benefit from additional subsidies. Based on financial need, a meal costs a maximum of $4 per
meal and a minimum of $2 per meal. If a client cannot afford the $2 per meal, we refer them
to signup for CalFresh so that they can pay for their meals with CalFresh at the $2 per meal
rate. On average, seniors in the City of Carlsbad pay just under $4 per meal. MOWSDC utilizes
a large volunteer base for meal delivery (and these individuals donate time, mileage, and
gasoline in making these deliveries), significantly improving the meals' affordability. Although
MOWSDC continuously seeks private donations, foundation funding and corporate
assistance, and fundraising from events and social media campaigns.
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. There is no matching grant for CDBG funding. Additional needed funds to operate the
program are obtained through generous individual donations and fundraising events.
6. If your funding is approved, how many Carlsbad residents will you be able to assist?
A minimum of 78 unduplicated individuals will be provided with daily meal deliveries
accompanied by social visits, wellness/safety checks, and care navigation with referrals when
necessary.
7. Timeline
Fiscal Year
2023-2024:
Quarter One
(07/1/23-
9/30/23)
Quarter Two
(10/01/23-
12/30/23)
Quarter Three
(01/01/24-
3/30/24)
Quarter Four
(04/1/24-
06/30/24)
19 seniors 39 seniors 58 seniors 78 seniors
1,775 meals 3,550 meals 5,325 meals 7,100 meals
25% to goal 50% to goal 75% goal 100% goal
March 30, 2023 Item #3 Page 109 of 247
Expense Category Program Cost per Meal Requested Amount Total Program Budget
7,100 Food & Packaging ($3.04 per meal)$3.04 $10,000.00 $21,584.00
7,100 Food Preparation Labor ($0.75 per meal)$0.75 $0.00 $5,325.00
7,100 Meal Center Fixed Labor ($0.74 per meal)$0.74 $0.00 $5,254.00
7,100 Distribution ($1.12 per meal)$1.12 $0.00 $7,952.00
7,100 Intake and Volunteer Support ($3.70 per meal)$3.70 $0.00 $26,270.00
7,100 Total Direct Cost $9.35 $10,000.00 $66,385.00
Meals on Wheels San Diego County: Carlsbad Senior Meal Delivery & Accompanying Services
March 30, 2023 Item #3 Page 110 of 247
2/22/2023
Meals on Wheels San Diego County Organizational Chart
Board of Trustees - Chairman Chairperson (Nancy Lazarski)
President/CEO - Brent Wakefield
Development Manager
Alison Duarte
Service Fundraising Board Development Audit Finance
Senior Projects Director Patrick Zondler Chief Financial Officer Matthew Topper
Payroll & Admin Director Carla Tooker
Staff Accountant Sandra Alvarez
Accounts Re-ceivable Clerk Raquel Mayo
Chief External Affairs Officer Amie Brown
Volunteer Manager Vivian Grifantini
Care Navigation Program Manager Alyssa Wong
Database Manager
Operations Specialist Rye-Ji Kim Joseph Carson Marisol Quesada
South County Director Chequita Falls
Operations Specialist Brooks Rice Jessika Carrillo
P/T Site Coordinators Gregory Hmielvskie Tom Rodriguez Cipriano Leon Debbie Rios Vaneza Mancillas Stephanie Huezo
P/T Site Coordinators Steve Rubin Wayne Jones Roy Bryant Barbara Brietigam Barbara Lore Peter Walsh Mick McCaffrey
Operations Specialist Patricia Jones
Receptionist Aisse Saaib
Advocacy & Metro Dir Willy Gloria
Operations Special II Paul Andrade
East County Director Tim Ray
Operations Specialist Jacquilyne Smith Tonya Genovese
P/T Site Coordinators Elizabeth McCarthy Bret Felix Jim Comeau
P/T Site Coordinator Bob Baldwin Theresa Berry Dave Forbes Laurie Liuag
Receptionist Iris DuCharme
North County Director Charlotte Fan
Operations Specialist Patricia Avelino Freddy Garcia Sulei Panfilo Kathleen Bell Kailey Nelson Helen Lopez
Office Support Melinda Brady Robert Smith Paula King Denise Linder Emily Downey Accounting Assistant Dina Engstrom
Marketing & Events Manager
Jenna Snyder
Senior Care Navigator Marilynn Nou
Care Navigator Jannett Cruz Chong Ly Jessica Phan
Contract Dietitian Linda Copp
Food Service Director Larry Sasser
Food Service Manager Mike Wolfenden
Production Lead Daniel Pusod
Nutrition Ambassador Rosemary McElroy
Food Serv. Workers Regina Jackson Kassandra Knights Vamessa Contreras Alfonso Garcia Sabrina Cox John Marquez Saul Felix Sandra Goad Leticia Chavez Victor Munoz
Couriers Rich Rinde Juan Molina Sr Kit Topper Ghassan Alibadi Tommy Rodriguez Lee Luna Donald Miller Noel Conklin Sebastian Felix Bill Berroth
Operations Support Alvin Gonzales Monique Hernandez
Executive Assistant
Becki Markle
Vol Program Specialist Pierce Newton
Gift Processing Specialist
James Hagen
Development Assistant
Jordan Koch
IT Director Dustin Dunbar
ATTACHMENT B
March 30, 2023 Item #3 Page 111 of 247
1 1 l 1
I
I I
l T __ j ___ ,
I I -I I L _____ _.
□□ l I I I I I ~ I -
-1 I l I □--H --
i I l I -1 I I 1-~ I l I
--
-I I ,_ --
□ -
I 1---
--
March 30, 2023 Item #3 Page 112 of 247
(_ Cicyof
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
NOTICE OF FUNDING AVAILABILITY (NOFA)
The City of Carlsbad is pleased to announce the availability of applications for the FY 2023-24
Community Development Block Grant (CDBG) Program. The CDBG program is federally funded by the
Department of Housing and Urban Development (HUD) and is administered by the city to provide
assistance to lower-income residents and communities. For FY 2023-24 CDBG award of $476,057 -
available in the following categories:
ESTIMATED FY 2023-24 AWARD: $ 476,057
Category Key Details Estimated
Available
• Programs directly assisting low-income households
Public Services • Services carried out by non-profit agencies $71,408
• Funding capped at 15 percent of grant
• Subrecipient oversight
• Compliance with federal requirements
Administration/Fair Housing • Financial management $95,211
• Fair Housing services
• Funding capped at 20 percent of grant
Affordable Housing/Facility • Facility Improvements for non-profit service providers $309,438 Improvements • Acquisition/rehabilitation of low-income housing
Submission
Details:
Due by Feb. 22, 2023, by 5:00 p.m.
housing@carlsbadca.gov
* Email Submission Highly Encouraged*
Contact: Nicole Piano-Jones
Program Manager
(442) 339-2191
Nicole.piano jones@ca rlsbad ca .gov
Paper copies may be delivered to:
City of Carlsbad
Housing & Homeless Services
Attn: CDBG Program
1200 Carlsbad Village Drive
Carlsbad, CA, 92008
Estimated Timeline
Notice of Funding Availability Jan. 11,2023
Applications Due Feb.22,2023
CDBG Advisory Committee March or April 2023
10-day public review/comment April or May 2023
City Council Public Hearing May 9, 2023
*Dates are tentative and subject to change.
All public meetings and review and comment periods will be separately publicly noticed*
1
March 30, 2023 Item #3 Page 113 of 247
(_ Cicyof
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023-24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of fill CDBG applicants
even if they have been provided in the past.
rs/ Board of Directors' resolution authorizing submittal of application ~ Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
J1 Sample Intake Form
~/ List of Board of Directors
m; Financial Audit Report for the most recently ending Fiscal Year
0 Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20
pages in an application package will not be distributed or used for evaluation purposes. The
attachment of brochures or other documents will not be accepted in lieu of completing each question
on the Funding Proposal Application.
✓ Attachment A
✓ Attachment B
✓ Attachment C
Executive Summary, including key staff, budget, and timeline (required)
Organizational chart (required)
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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: I Complete: I
2
March 30, 2023 Item #3 Page 114 of 247
FUNDING APPLICANT
Name of Agency: Women's Resource Center (WRC)
Address: 1963 Apple Street. Oceanside, CA 92054
Federal Unique Entity Identification (UEI) Number: --=6=0--=-2=2=2a....c-9c....c7--=8=3 _____________ _
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Alternatives to Abuse Emergency Shelter Program
Location of Program/Project: Confidentially located in Oceanside
Person completing application:_S_te~p~h~a~n~ie~M~i~lle~r~, ~C~EO~ ________ Phone No.: 760-547-8808
Email: stephanie.miller@wrcsd.org
Financial Contact: To Be Hired (temporarily Jill Marshall. Deputy Director)
Email: jill.marshall@wrcsd.org
Program Manager Contact: Sofia Hughes, Residential Director
Email: sofia.hughes@wrcsd.org
Phone No.: 760-547-8802
Phone No.: 760-547-8800
Executive Director Contact:-=S=te=p=h..:.:a::..:.n.:.:..;ie=----:..::M.:..:.i:..:.;lle::..:r..,_1.:C.:.EO=-__________ Phone No.: 760-547-8808
Email: stephanie.miller@wrcsd.org
Requested Funding Amount: $ 10,700
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).:
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-nine years. Since its inception in 1980, survivors and
children have taken refuge and provided 749,885 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
3
March 30, 2023 Item #3 Page 115 of 247
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.
The goal of Alternatives to Abuse Emergency Shelter Program is to assist victims of domestic abuse and
sexual assault experiencing homelessness or at risk of homelessness by providing 24/7 shelter and wrap
around services that include case management and counseling.
For the one year grant period, the objectives of Alternatives to Abuse Emergency Shelter are to provide:
1) 1,000 bed nights of shelter to low-income individuals and individuals with children who are
experiencing homelessness or at risk of homelessness due to domestic violence.
2) Minimum of 30 bus passes and 2,000 meals will be provided
3) Minimum of 20 Carlsbad residents will be assisted with basic necessities and/or shelter
I. ORGANIZATIONAL ABILITY/CAPACITY
A. Thja agency is:
~ Nonprofit
D Local public agency
□
□
For-profit
State public agency
□ Other(Pleasespecify.) _____________ _
B. What is the purpose/mission of the agency?
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 of future perpetration in the next generation, WRC provides wrap-around,
strength-based, individualized support services and prevention education with a history of forty-
nine 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 domestic violence hotline providing crisis intervention services as well as information
and referrals for those in immediate need; case management services to support survivors
in planning 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 comprehensive prevention education
program that works to engage youth in dialogue about healthy relationships. In the 2020-2021
fiscal year alone, WRC brought hope and safety to over 5,174 families.
4
March 30, 2023 Item #3 Page 116 of 247
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 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
but not in lieu of a complete response.)
WRC is led by CEO Stephanie Miller who assumed this role in September 2022. Stephanie has
more than 30 years of experience working in human services on the front line and executive level
leadership. She has worked with children, families, young adults, and adults in crisis to help them
secure stability and build a future. Most recently, she worked as the CEO of The Delores Project
in Denver, Colorado, serving the needs of women and transgender individuals experiencing
homelessness and housing instability.
WRC has a total staff of 39 full time, part-time and relief personnel across all program areas. Of
this number, 12 are providing full-and part-time and relief staffing for the "Alternatives to
Abuse" shelter program. Sofia Hughes, Director of Residential Services has a bachelor of science
from San Diego State University, completed in 2018, during which time she focused her
extracurricular time on health disparities in under-resourced populations. Sofia is responsible for
the daily operations of the program and is supervised directly by the CEO. "Alternatives to
Abuse" shelter staff includes five house managers who are responsible for 24-hour supervision of
the shelter's security and direct service and program staff of the Assistant Shelter Program
Director and Assistant Residential Program Director who oversee programming and shelter
assistants and Children's Activity Coordinator.
WRC's Deputy Director, Jill Marshall, holds 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 10 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, Batterer's intervention, domestic violence and sexual assault crisis intervention
and Human resources. She serves on several county wide committees in leadership roles. 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.
F. 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)
5
March 30, 2023 Item #3 Page 117 of 247
G.
Moderate experience (4 to 5 years of using CDBG funds)
Considerable experience (more than 5 yea rs of using CDBG funds)
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.
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.
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 749,885
nights of shelter to more than 248,397 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 7 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 (2021-2022 and 2022-2023) for the proposed
program/project?
Sources of Funding
6
March 30, 2023 Item #3 Page 118 of 247
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.).
CDBG funds
CDBG-CV3
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
2021-2022 $10,287
2022-2023 $10,000
Status
Fully expended
Fully expended
Fully expended
Fully expended
Fully expended
Fully expended
Funds remaining
C. Did you receive any federal funds, including CDBG funding from other cities?
' No
Program Source
Ill. BENEFITS & BENEFICIARIES
□
Amount Received
$
$
$
Yes (Please list funds below)_
A. How accessible or convenient is the proposed program/project to Carlsbad residents?
(Please be specific such as direct services to client's home, transportation provided to and
from facility, or relation to public transportation.)
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%)
7
March 30, 2023 Item #3 Page 119 of 247
45% of clients are at 30% or below of the area median income
12% of clients are between 31% and 50% of the area median income
10% of clients are between 51% and 80% of the area median income
33% of clients are above 80% 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 including: 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. 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 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 the first three Priorities outlined in
the 2020-2025 Consolidated Plan and their matching FY2-22-23 CDBG Community Development
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 80% had previously
experienced domestic violence. Additionally, their sources reported that 38% of all domestic violence
victims become homeless at some point in their lives and between 22% and 57% of all homeless
women report that domestic violence was the immediate cause of their homelessness. By providing a
8
March 30, 2023 Item #3 Page 120 of 247
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
occur 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 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
9
March 30, 2023 Item #3 Page 121 of 247
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.
387 Persons of which 7.5% are Carlsbad residents
E. Does your agency focus its activities on populations with special needs?
□ No ✓ves (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?
J No □ Yes (Please specify) ... $ ___ _
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment C 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. N/ A
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?
10
March 30, 2023 Item #3 Page 122 of 247
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.
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.
Stephanie Miller, CEO 2/21/2023
Print Name & 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.
11
March 30, 2023 Item #3 Page 123 of 247
CDBG PROJECT BUDGET
Organization: Women's Resource Center
Program/Project name requestingfunds:
Total organization budget $-=2=,6=0::...::6=,6=9=6'--------
Alternatives to Abuse Emergency Shelter
CDBG funds requested: ~$_10~1_70~0~ _____ Total program/project budget: ~$6~2~0=,6~7~5~-----
Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for programLproject: (S)Secured or (A)Anticipated
a. Funding requested from the City
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)
2. Uses of CDBG funds requested for the programLproject: (l.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.
I. TOTAL REQUESTED FUNDING (same as l.a.)
3. Percentage of project budget represented by CDBG request
$ 10,700 (A) (S) or (A)
(S) or (A)
$537,000 (S) (S) or (A)
$ 72,975 (S} & (A} (S) or (A)
(S) or (A)
(S) or (A)
(S) or (A)
$620,675 (S) or (A)
$5,000
$5,700
$10,700
1.7%
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 fund raising efforts to meet the
shortfall. There is no minimum threshold for funding. We will utilize any level of funding we receive.
12
March 30, 2023 Item #3 Page 124 of 247
ATTACHMENT A
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.
WRC will use funds awarded from the City of Carlsbad CDBG towards our 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.
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-nine years. Since its inception in 1980, survivors and children have
taken refuge and provided 749,885 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.
The goal of Alternatives to Abuse Emergency Shelter Program is to assist victims of domestic abuse
and sexual assault experiencing homelessness or at risk of homelessness by providing 24/7 shelter and
wrap around services that include case management and counseling.
For the one year grant period, the objectives of Alternatives to Abuse Emergency Shelter are to
provide:
1) 1,000 bed nights of shelter to low-income individuals and individuals with children who are
experiencing homelessness or at risk of homelessness due to domestic violence.
2) Minimum of 25 bus passes and 2,000 meals will be provided
3) Minimum of 25 Carlsbad residents will be assisted with basic necessities and/or shelter
2. Attach an Excel budget showing the specific line-item breakdown on how you
arrived at the funding request.
Please see attached FY23 Emergency Shelter Budget breakdown.
WRC's request is for 1.7% of the overall 2019-2020 shelter budget.
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 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.
13
March 30, 2023 Item #3 Page 125 of 247
ATTACHMENT A,
page2
4. Does your organization charge a fee for accessing your services or supplies? If so,
please describe the rational for this fee.
WRC does not charge fees to access our services including Alternatives to Abuse emergency
shelter for survivors and their dependents.
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 thatgrant be in dollars?
WRC uses funding such as those from the City of Carlsbad Development Block Grant (CDBG)
to serve as "matching funds" for other sources of funding, including a grant from the State of
California Office of Emergency Services whose grant is anticipated to be over $535,000.00.
CDBG's funding enables WRC to leverage awarded monies for maximum benefit.
6. If your funding is approved, how many Carlsbad residents will you be able to
assist?
Requested funding will provide emergency shelter services for approximately 25 Carlsbad
residents seeking shelter from abuse.
14
March 30, 2023 Item #3 Page 126 of 247
••• ~~.•••!. f\-.mr -..-:~...,~•·· , \IV~ -.. 1 .....
WRC
REVIVING COURAGE,
EMPOWERING LIVES
Emergency Shelter Budget FY23
EXPENSES
Personnel:
Salaries and benefits
House Manager
House Manager
House Manager
House Manager
Counselor
Case Manager
Assistant Shelter Program Director
Children's Activity Coordinator
Residential Program Director
Deputy Director
Benefits and taxes @20%
Total Personnel
Operating Expenses:
Utilities
Maintenance
Program Expense
House Supplies
Telephone/Telecommunications
Staff Training/Meetings/Support
Facility Alarms
Total Operating Expense
TOTAL EMERGENCY SHELTER BUDGET
Monthly FTE Annual
1,440 1.00 37,440
1,440 1.00 37,440
1,440 1.00 37,440
1,440 1.00 37,440
2,046 1.50 79,810
1,894 1.00 49,254
2,866 1.00 74,526
1,600 0.50 20,800
3,026 a.so 39,338
3,601 0.33 30,897
88,877
533,262
11,583
15,250
23,000
19,820
11,100
4,680
1,980
87,413
$620,675
Ma
r
c
h
3
0
,
2
0
2
3
It
e
m
#
3
P
a
g
e
1
2
7
o
f
2
4
7
cc
+-
'
C:
QJ
E
.c
:
u
re
,
~
/(
o
Exhibit 1 RESOLUTION NO.________
A RESOLUTION OF THE COMMUNITY DEVELOPMENT BLOCK GRANT CITIZEN
ADVISORY COMMITTEE OF THE CITY OF CARLSBAD, CALIFORNIA,
RECOMMENDING THAT THE CITY COUNCIL APPROVE FY 2023-24 COMMUNITY
DEVELOPMENT BLOCK GRANT FUNDING AS RECOMMENDED
WHEREAS, the Community Development Block Grant Citizen Advisory Committee of the City of
Carlsbad, California held a noticed public meeting to obtain public input and review and consider
applications for Community Development Block Grant funds; and
WHEREAS, on Jan. 10, 2023, the City Council met and approved Resolution No. 2023-005
authorizing staff to solicit proposals for programs and projects not to exceed the estimated FY 2023-24
Community Development Block Grant award; and
WHEREAS, applications were accepted for a period of approximately six weeks; and,
WHEREAS, eight applications were received for public services and fair housing for a total of
$252,453, which exceeded the estimated amount available; and
WHEREAS, the Community Development Block Grant Citizen Advisory Committee has taken all
testimony into account.
NOW, THEREFORE, BE IT RESOLVED by the Community Development Block Grant Citizen Advisory
Committee of the City of Carlsbad, California, as follows:
1. That the above recitations are true and correct.
2. That the City Council approve the allocation of Community Development Block grant funds
for the following projects:
Organization Program Amount
$
$
$
$
March 30, 2023 Item #3 Page 128 of 247
PASSED, APPROVED AND ADOPTED at a Special Meeting of the Community Development Block
Grant Citizen Advisory Committee of the City of Carlsbad on the ____ day of ________, 2023, by the
following vote, to wit:
AYES:
NAYS:
ABSENT:
ABSTAIN:
______
CHAIRPERSON
CDBG CITIZEN ADVISORY COMMITTEE
ATTEST:
______
Nicole Piano-Jones
Program Manager
March 30, 2023 Item #3 Page 129 of 247
Exhibit 2
SUMMARY CDBG FY 2023-24 REQUESTS
PUBLIC SERVICES
Organization Activity Anticipated
Outcome Requested Staff Recommendation
Brother Benno Rent/Utility Assistance/Motel
Vouchers/Substance Abuse 40 persons $11,000 Recommend for another funding source
initially, identified in CDBG back-up list below
Catholic Charities La Posada de Guadalupe
Shelter 90 sheltered men $30,000 Recommend for another funding source
initially, identified in CDBG back-up list below
Community Resource Services Homelessness Prevention 30 households $71,408 Recommend for another funding source
initially, identified in CDBG back-up list below
Interfaith Community
Services
Rental Assistance, Emergency
Support, Basic Needs 220 households $71,345 Recommend for another funding source
initially, identified in CDBG back-up list below
Meals-on-Wheels Senior Meal Delivery Service 78 households $10,000 Do not fund initially, identified in CDBG back-
up list below
Women’s Resource Center Alternatives to Abuse Shelter 25 persons $10,700 Recommend for another funding source
initially, identified in CDBG back-up list below
Subtotal: $204,453
ADMINISTRATION & FAIR HOUSING
Organization Activity Anticipated
Outcome Requested Staff Recommendation
City of Carlsbad Program Administration Overall administration $86,098 Fully fund
Legal Aid Society of San Diego Fair Housing Services 146 households $23,000 Fully fund
Center for Social Advocacy Fair Housing Services 95 households $25,000 Do not fund
Subtotal: $134,098
AFFORDABLE HOUSING & FACILITY IMPROVEMENTS
Organization Activity Anticipated
Outcome Requested Staff Recommendation
City of Carlsbad
Affordable Housing Resale
Program & Affordable Rental
Housing Repairs
One resale unit/75
rental units repaired $354,569 Fully fund
Subtotal: $354,569
TOTAL: $693,120
March 30, 2023 Item #3 Page 130 of 247
A maximum of 15 percent of all program income received during FY 2023-24 will be allocated to public services activities in the following order and
amount:
1. Meals on Wheels up to $10,000
2. WRC up to $10,700
3. Brother Benno up to $11,000
4. Catholic Charities up to $30,000
5. Community Resource Center up to $48,408
6. Interfaith Community Services up to $12,522
March 30, 2023 Item #3 Page 131 of 247
Exhibit 3
March 30, 2023 Item #3 Page 132 of 247
( Cifyof
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
NOTICE OF FUNDING AVAILABILITY (NOFA)
The City of Carlsbad is pleased to announce the availability of applications for the FY 2023-24 Community
Development Block Grant (CDBG} Program. The CDBG program is federally funded by the Department of
Housing and Urban Development (HUD) and is administered by the city to provide assistance to lower-
income residents and communities. For FY 2023-24 CDBG award of $476,057 -available in the following
categories:
ESTIMATED FY 2023-24 AWARD:$ 476,057
Category Key Details Estimated
Available
• Programs directly assisting low-income households
Public Services • Services carried out by non-profit agencies $71,408
• Funding capped at 15 percent of grant
• Subrecipient oversight
• Compliance with federal requirements
Administration/Fair Housing • Financial management $95,211
• Fair Housi ng services
• Funding capped at 20 percent of grant
Affordable Housing/Facility • Facility Improvements for non-profit service providers $309,438 Improvements • Acquisition/rehabilitation of low-income housing
Submission
Details:
Due by Feb. 22, 2023, by 5:00 p.m.
housing@carlsbadca.gov
* Email Submission Highly Encouraged*
Contact: Nicole Piano-Jones
Program Manager
(442} 339-2191
Nicole.pianojones@carlsbadca.gov
Paper copies may be delivered to:
City of Carlsbad
Housing & Homeless Services
Attn: CDBG Program
1200 Carlsbad Village Drive
Carlsbad, CA, 92008
Estimated Timeline
Notice of Funding Availability Jan. 11, 2023
Applications Due Feb.22,2023
CDBG Advisory Committee March or April 2023
10-day public review/comment April or May 2023
City Council Public Hearing May 9, 2023
*Dates are tentative and subject to change.
All public meetings and review and comment periods will be separately publicly noticed*
1
March 30, 2023 Item #3 Page 133 of 247
{_ City of
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023-24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of all CDBG applicants
even if they have been provided in the past.
□ Board of Directors' resolution authorizing submittal of application
□ Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
□ Sample Intake Form
□ List of Board of Directors
□ Financial Audit Report for the most recently ending Fiscal Year
□ Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20 pages
in an application package will not be distributed or used for evaluation purposes. The attachment of
brochures or other documents will not be accepted in lieu of completing each question on the Funding
Proposal Application.
✓ Attachment A
✓ Attachment B
✓ Attachment C
Executive Summary, including key staff, budget, and timeline (required)
Organizational chart (required)
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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: I Complete: I
2
-
March 30, 2023 Item #3 Page 134 of 247
FUNDING APPLICANT
Name of Agency:
Address:
The Brother Benno Foundation, Inc.
6230 Production Avenue, Oceanside Ca 92058
Federal Unique Entity Identification (UEI) Number: 62-1285568
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Prevent and Reduce Homelessness in the City of Carlsbad
Location of Program/Project: Services to be provided from Brother Benno's Center Facility Oceanside
3
March 30, 2023 Item #3 Page 135 of 247
Person completing application: Joe McDavitt Phone No.: {858) 583-9560 Email: joe.mcdevitt.carlsbad@gmail.com
Financial Contact: Dina Ahee Phone No.: (951} 837-7470 Email: dinamarie.ahee@brotherbenno.org
Program Manager Contact: Joe McDevitt Phone No.: (858) 583-9560 Email: joe.mcdevit.carlsbad@gmail.com
Executive Director Contact: Jeff Bizzack Phone No.: {858) 822-9238 Email: jeffbizzack@gmail.com
Requested Funding Amount: $ 11 , 0 0 0
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)1
Two parts:
1) Rental/Utility Assistance and Issuance of Motel Vouchers to Meet the Needs of Economically
Disadvantaged Carlsbad Residents and unsheltered (homeless) persons in Carls~ad.
Brother Benno's Outreach Services Group provides rental/utility assistance and issues motel vouchers to meet
the urgent needs of economically disadvantaged Carlsbad residents. Rental/utility assistance is provided to
Carlsbad residents who are unable to make timely rental and utility payments and are at risk of being evicted
and becoming homeless or losing utility services without added support. Our Outreach Services Group provides
motel vouchers to temporarily house homeless persons as they apply for transitional housing and other
supportive longer-term services, such as mental health care. For the six-month period of July 2022 through
December 2022, 23 Carlsbad households consisting of 59 household members received these services in the
total amount of $31,235. The level of support for Carlsbad residents to receive assistance continues to
increase.
Brother Benno's Darryl, Mary Holguin and Dennis Pinnick manage our rental and utility assistance and motel
voucher programs. This team has actively provided assistance to economically disadvantaged Carlsbad
residents for over fifteen years. Our close partnership with San Diego County's HSEC Homeless Services Team
co-located at Brother Benno's Hub Services Center, expands our combined capability to assist homeless
persons in finding transitional housing and supportive programs. Carlsbad's extremely low-income households
and homeless persons are eligible to receive the benefits of this co-location and combined efforts between
Brother Benno's and San Diego's HSEC team members.
Direct labor services and other indirect costs are not charged for this program. Only the direct rental /utility
assistance and motel voucher amounts paid to landlords, utility companies, and motels are charged to grant
funds awarded to Brother Benno. This financial approach allows Brother Benno's to maximize the use of grant
funds to directly benefit Carlsbad community members.
2. Substance Abuse Recovery Program that prevents and reduces homelessness
Brother Benno's Substance Abuse Recovery Program works with Carlsbad's First Step House of North County
(detox center), located on Adams Avenue, to provide recovery assistance to Carlsbad residents and homeless
men located in Carlsbad. For the period July 2022 through December 2022, 24 men entered our Recovery
Program with 14 of the men coming from Carlsbad's First Step House. 12 of the 14 were previously homeless
men located in Carlsbad who entered the First Step House before entering our recovery program.
Brother Benno's Recovery Program offers a means for Carlsbad's extremely low-income and homeless men and
women to seek recovery and raise themselves out of poverty. Our recovery program provides, at no cost to
participants, housing, daily food service, all clothing needs, transportation services, and other personal services
to participants as they complete a twenty-six-week alcohol and drug substance abuse recovery program at one
of our seven recovery homes in Oceanside. Our program supports up to forty-two men and women as they
progress through our twelve step Alcohol Anonymous recovery program.
4
March 30, 2023 Item #3 Page 136 of 247
During the twenty-six period, program participants work with Brother Benno's staff and volunteers to provide
daily services to our guests who consist of homeless persons, the working poor and the underemployed. On a
case-by-case basis, program participants are authorized to continue their stay in our homes for up to eighteen
months beyond the twenty-six-week program period to further their recovery efforts and live in a sober living
environment.
Before completing the recovery program, each participant must be employed and have firm plans to move into
their own residence or remain at our recovery homes during a sober living phase. Participants pay $500 rent
per month if they remain in our homes following the twenty-six-week recovery phase. All other services such
as daily food provisions, clothing, transportation, continue to be provided during sober living at our homes.
Brother Benno's offers career planning services to aid program participants in determining educational and
training needs in support of their efforts to progress in their careers and avoid homeless conditions following
completion of the recovery program. Participants completing our recovery program have a path away from
homelessness and continue to be eligible to receive support from Brother Benno's as part of their long-term
recovery from substance abuse. This application requests additional funding to continue to upgrade and
improve our recovery program offered to extremely low-income persons.
I. ORGANIZATIONAL ABILITY/CAPACITY
A. This agency is:
l&I Nonprofit
□ Local public agency
□
□
For-profit
State public agency
□ Other (Please specify.) ____________ _
B. What is the purpose/mission of the agency?
The Brother Benno Foundation is a non-denominational, non-profit organization, served by a large number of
volunteers, that each day provides urgent and essential services to homeless persons and low-income families
with food, clothes, transportation, and outreach social services to those persons in need of transitional housing,
rental/utility assistance, recovery from alcohol and drug abuse, medical and long-term mental health care, and
financial aid to low-income students. We serve each person with love and attention and strive to offer hope to
those we serve.
We are committed to seeing that no one in our area goes hungry, no one goes without
shelter or clothing, and most importantly, no one goes without so~eone to care for him or her. With the help
of our loyal supporters and with our love to all who are in need, we continue to carry out our mission expressed
by our founder Mr. Harold Kutler of giving "Soup, Soap, Hugs, and Hope."
C. How long has this agency been in operation? Please include the date of incorporation.
The Brother Benno Foundation has been in operation serving persons in need for over thirty-nine years. The
date of incorporation was July 15, 1983.
D. How long has this agency been providing the proposed program/project?
Brother Benno's has provided the substance abuse recovery program, rental/utility assistance, and issuance of
motel vouchers for over twenty-six years.
E. 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 but not in
5
March 30, 2023 Item #3 Page 137 of 247
lieu of a complete response.)
Substance Abuse Recovery Program:
1) Patrick Gilligan, Ph.D. is a member of Brother Benno's Board of Directors. He has been Director of Brother
Benno's Alcohol and Drug Recovery Program for over 3 years. Dr. Gilligan has practiced as a Licensed
Psychologist since 1985. He was the on-site Employee Assistance Program (EAP) counselor for Johnson &
Johnson (most recently Janssen Pharmaceuticals) in La Jolla CA for twenty years. At the same time, he was
an off-site EAP counselor for Military One Source (MOS) which served mostly active-duty Marines from
Camp Pendleton who were deployed (and re-deployed) to Iraq and Afghanistan.
2) Jim Shlemmer is a Certified Alcohol and Drug Counselor with over ten years' experience. Jim directly
manages the Substance Abuse Recovery Program with a staff of three CADC Counselors. Jim is a former
graduate of Brother Benno's Recovery Program. He stays in close contact with a large number of
participants who have completed our twenty-six-week recovery program and return as mentors aiding
current participants in the recovery program.
Rental/Utility Assistance and Issuance of Motel Vouchers
1) Darryl Harris -As the Community Outreach Manager, Darryl is responsible for the planning, management, and
achievement of outreach department objectives. He supervises the outreach staff, including caseworkers. Darryl
is actively involved, on a daily basis, working directly with extremely low-income households and homeless
persons to support rental and utility assistance and issuance of motel vouchers.
2) Dennis Pinnick -As the Outreach Services Coordinator at Brother Benno's for over thirteen years, Dennis
leads a team of five caseworkers who assist homeless and extremely low-income persons apply for
transitional housing, mental health and medical care, and other supportive services. Dennis manages our
motel voucher program.
3) Mary Holguin -As a Manager, with over sixteen years' experience at Brother Benno's as a volunteer, Mary
leads rental and utility assistance tasks and is assisted by a dedicated volunteer caseworker staff.
F. 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)
XX 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?
IX! No □ Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization.
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.
Brother Benno's Substance Abuse Recovery Program, rental/utility assistance program and the motel voucher
program are well established programs, staffed with experienced CADC Counselors and caseworkers. All steps
6
March 30, 2023 Item #3 Page 138 of 247
to proceed with these programs are in place.
II. FINANCIAL CAPACITY /STABILITY
A. Please complete Page 7 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 {2021-2022 and 2022-2023) for the proposed program/project?
Sources of Funding
CDBG
Community Activities (or other General Fund monies)
□ □
Yes
[g]
□
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
CDBG funds
CDBG 2022-2023
Amendment No. 1 to CDBG-CV3
Community Activities/Other
Amount Received
$10,073
$22,700
Services provided. Reimbursement requested.
Reimbursement Request completed.
C. Did you receive any federal funds, including CDBG funding from other cities?
[g] No
Program Source
Ill. BENEFITS & BENEFICIARIES
□
Amount Received
$
$
$
Yes {Please list funds below)
A. How accessible or convenient is the proposed program/project to Carlsbad residents? (Please
be specific such as direct services to client's home, transportation provided to and from facility,
or relation to public transportation.)
Brother Benno's facilities are centrally located in the coastal region, located only 3.5 miles from the north Carlsbad
border and easily accessible through major routes (bus and car) that include El Camino Real and Mission avenues.
Brother Benno offers bus passes for those in need of transportation support.
B. What is the approximate percentage of your clients that have annual family incomes in each
of the following ranges: (Percentages should add to 100%)
80 % of clients are at 30% or below of the area median income
15 % of clients are between 31% and 50% of the area median income
2 % of clients are between 51% and 80% of the area median income
7
March 30, 2023 Item #3 Page 139 of 247
0% of clients are above 80% of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or the
area to be benefited. (Reference Consolidated Plan Priorities)
Brother Benno's Outreach Services Group provides rental/utility assistance and issues motel vouchers to meet
the urgent needs of economically disadvantaged Carlsbad residents. Rental/utility assistance is provided to
Carlsbad residents who are unable to make timely rental and utility payments and are at risk of becoming
homeless or lose utility service without added support. Our Outreach Services Group provides motel vouchers
to temporarily house homeless persons as our outreach team assists homeless persons apply for transitional
housing and other supportive services, such as mental health care. The provision of rental/utility assistance to
low-income residents and motel vouchers to homeless persons in Carlsbad supports the priority specified in the
Carlsbad Consolidated Plan to "Prevent and Reduce Homelessness in Carlsbad".
Brother Benno's Substance Abuse Recovery Program serves homeless and extremely low-income persons by
providing rent free housing in our seven recovery homes. They receive full subsistence support consisting of
daily meals, clothing, transportation, hygiene products, transportation, IT service and other supportive
measures while each person participates in our twenty-six-week recovery program. Our participants are no
longer homeless and their living expenses are provided for while in our care.
Our participants are eligible to continue their stay in our homes up to eighteen months beyond the twenty-six-
week program period to further their recovery efforts and live in a sober living environment. As a condition to
completing the recovery program, each participant must be employed and committed to move into their own
residence or remain at our recovery homes during a sober living phase. Our participants are aided by Brother
Benno's career planning services which assist in determining educational and training needs that benefit their
advancement to improved employment qualifications. Our program supports the priority specified in the
Carlsbad Consolidated Plan to "Prevent and Reduce Homelessness in Carlsbad" as well as the priority to
"Strengthen Support Services for Lower Income Residents and Residents with Special Needs". By helping our
participants to live in a stable environment, recover from substance abuse, continue to be supported by our
recovery staff members, qualify for employment and receive the benefits of career support services, each of
them are offered the means to improve their lives, advance their careers and improve their financial status to an
acceptable level.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage
that are Carlsbad residents.
In a 12 month period, 650 households PerseRs of which 10% are Carlsbad residents
8
March 30, 2023 Item #3 Page 140 of 247
E. Does your agency focus its activities on populations with special needs?
□ No l&I Yes (Please specify)
Please specify which special needs populations. (Homeless individuals/families, persons with
disabilities, persons with substance abuse problems, veterans, farmworkers and day laborers,
seniors, children, etc.)
Brother Benno provides services to persons with special needs. We_ are focused on providing social services to
homeless individuals/families, persons with disabilities, persons suffering from substance abuse, persons
requiring mental health care, persons with extremely low-incomes, veterans and their families, farmworkers in
north San Diego county, day laborers, children etc. Our services include:
1) Food programs -Daily serving of breakfast and lunch to homeless and low-income persons; daily
distribution of food boxes to low-income households, and distribution to 27 other charty organizations
each week.
2) Rental and utility assistance to low-income households, many consisting of seniors, veterans, and
disabled persons.
3) Alcohol and substance abuse recovery programs-26-week recovery program provides rent free
housing and full subsistence support primarily to homeless and low-income persons.
4) Support services include emergency lodging for homeless persons and families, caseworkers assisting
homeless, disabled, and low-income persons to apply for housing programs, receive mental health care
and medical care, and other supportive services, and laundry facilities, hot showers, clothing,
prescriptions, haircuts, bus passes homeless and low-income persons.
5) Financial support for continuing college level education for homeless or low-income students, students
who have aged out of foster care, and students who have been impacted by substance abuse or
substance abuse from a family member.
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 C 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 ~ork, cost estimates, property
listing or other appropriate documents.
V. DOCUMENTATION
A. How will the beneficiaries' information be collected and documented?
Brother Benno's uses the Mission Tracker database to account for services. Information pertaining to
households/persons receiving assistance is kept up to date in Mission Tracker.
B. How will the outcomes be measured, collected and documented?
A monthly report containing details of the services provided is generated from Mission Tracker and submitted
for management review and comment.
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
9
March 30, 2023 Item #3 Page 141 of 247
low income and most vulnerable populations.
Brother Benno's is closely aligned with various north county city and county government agencies as well as a
number of non-profit organizations to meet the urgent needs of extremely low-income and homeless persons.
Our collaboration includes the issuance to Brother Benno's of grants from local government and non-profit
organizations that support each of our programs. We are pleased with our partnership and co-work location at
our Hub Center offices with San Diego County's HSEC Homeless Services Team as well with caseworkers from
other charity organizations. This partnership has expanded our combined capability to assist homeless persons
to locate transitional housing and receive aid from supportive programs for mental health care, medical care
and other services.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
Joe McDevitt, Co-President February 21, 2023
Print Name & 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.
10
March 30, 2023 Item #3 Page 142 of 247
CDBG PROJECT BUDGET
Organization: The Brother Benno Foundation, Inc. Total organization budget .,._$5~,2aaa..a00;..;;;.o.;;;,ooo__,,;;a... _____ _
Program/Project name requesting funds: Prevent and Reduce Homelessness in the City of Carlsbad: 1) Rental/Utility
Assistance and Issuance of Motel Vouchers for Economically Disadvantaged Carlsbad Residents and unsheltered
(homeless) persons in Carlsbad. and 2) Substance Abuse Recovery Program that prevents and reduces homelessness.
CDBG funds requested: .... Sl...._1 .... JX .......... YJ _____ Total program/project budget: .... S2=-4 ...... 1.._.o __ o __ o ____ _
Note: Indicate with an asterisk (*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for Qrogram/Qroject: (S)Secured or (A)Anticipated
a. Funding requested from the City
b. Other federal funds (if any)
C. State or local government funds
d. Donations and contributions
e. Fees or memberships
f. In-kind contributions/ Volunteer time
g. Other funding
h. TOTAL PROJECT FUNDING (project budget)
2. Uses of CDBG funds requested for the Qrogram/Qroject: (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. Rent/Utility Assistance to Households, Motel Vouchers
to Homeless Persons
k. Substance Abuse Recovery Program Costs to Support
Program Members
I. TOTAL REQUESTED FUNDING (same as 1.a.)
3. Percentage of project budget represented by CDBG request
$11.000(A) (S) or (A)
$30.000(A) (S) or (A)
so (S) or (A)
$200.000(S) (S) or (A)
$0 (S) or (A)
so (S) or (A)
so (S) or (A)
S241.000 (A) (S) or (A)
so
so
so
$0
$0
so
$0
$0
$5,000
$6,000
$11,000
4.6%
4. If your project will require future funding, please provide information about how the program will be funded.
11
March 30, 2023 Item #3 Page 143 of 247
The
Brother Benno
Foundation
Uplifti11g the Dignity of Those We Serve
www.brotherbenno.org
February 21 , 2023
Attachment A -Executive Summary -2023-2024 Community Development Block Grant Program
CDBG Application
Project: Prevent and Reduce Homelessness in Carlsbad
Brother Benno's CDBG application requests funds to help support our means to provide services to meet
the critical needs of extremely low-income Carlsbad residents and homeless persons located in Carlsbad.
Our project is composed of two parts.
First, our project offers rental assistance to aid households who are at risk of being evicted and becoming
homeless, utility assistance to households facing the shutdown of utility services, and motel vouchers to
temporarily house homeless persons as they apply for transitional housing and other supportive longer-
term services, such as mental health care or entry into a substance abuse recovery program.
Our close partnership with San Diego County's HSEC Homeless Services Team, co-located at Brother
Benno's Hub Services Center, expands our combined capability to assist homeless persons in finding
transitional housing and supportive programs. Our budget for a 12-month project for the above assistance
to Carlsbad residents is $40,000. This amount will provide assistance to over 40 households. We are
fortunate to have a well trained and experienced Outreach Community Services staff in place to provide
assistance. No labor or indirect costs will be charged to this project.
Second, Brother Benno's Substance Abuse Recovery Program offers a means for Carlsbad's extremely
low-income and homeless men and women to seek recovery and raise themselves out of poverty.
Receiving a majority of program members from Carlsbad's First Step House of North County (detox
center), located on Adams Avenue, our recovery program provides, at no cost, housing, daily food service,
clothing needs, transportation, and other personal services as program members complete a 26-week
alcohol and drug substance abuse recovery program at one of seven recovery homes. Previously homeless
program members are no longer homeless while they are in our care. Our program members are offered a
path away from substance abuse and I ifetime support from our staff of CADC Counselors and our large
team of Alcohol Anonymous mentors. Our total annual budget for the Recovery Program is over
$400,000. It is expected 25 program members from Carlsbad will receive assistance during a 12-month
period.
We appreciate your efforts to review our application and we are available to answer any questions.
Sincerely,
}· ~\)~
Joe McDevitt
Co-President -Board of Directors
3260 Production Avenue, Oceanside, CA 92049-0308 • (760) 439-1244 Fax (760) 439-1271
; ~ -CHARITY i '\ ' NAVIGATOR __ , * * * * I Four Siar C11arllr
March 30, 2023 Item #3 Page 144 of 247
The Brother Benno Foundation
Uplifting the Dignity of Those We Serve
February 19, 2023
Attachment B -Organization Chart
I
Essential Services
Ben Meyer
Food Rescue Mgr_
M. Reyes
Kitchen Mgr. -~
C. Mercer
Center Security -
David Carter
Clothmg Mgr. ~
New Hire
I Board of Directors
I
Office of the President
Co-Presidents: JeffBizzack, Joe McDevitt, Mike Moskowitz
I
Outreach Services
Darry 1 Harris
l-Coordinator
D. Pinnick
~ental/Utility Asst.
M. Holguin
-Caseworkers
Volunteers
I
I
Substance Abuse
Recovery Program
Jim Shlemmer
I
Volunteers &
Communications
Kathleen Dhielmann
-Sr. CADC Counselor i--Volunteers
J. Roberts ~200 Plus
>-CADC Counselor
T. Brindisi
~ CADC Counselor
New Hire
~ Newsletter/Website
Volunteers
I
Thrift Shop
Michelle Hoppe
1
Staff/Volunteers
3260 Production Avenue, Oceanside, CA 92049-0308 • (760) 439-1244 Fax (760) 439-1271
I
Accounting
DinaAhee
I
Staff
Facilities
Gregg Prather
st1f
March 30, 2023 Item #3 Page 145 of 247
Catholic
Charities
DIOCESE OF SAN DIEGO
City of Carlsbad
Community Development Block Grant Program
FY 2023-24 Funding Application
March 30, 2023 Item #3 Page 146 of 247
(_ City of
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023-24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of!!.[ CDBG applicants
even If they have been provided in the past.
~ Board of Directors' resolution authorizing submittal of application
~ Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
~ sample Intake Form
~ List of Board of Directors
~ Financial Audit Report for the most recently ending Fiscal Year
~ Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20
pages in an application package will not be distributed or used for evaluation purposes. The
attachment of brochures or other documents will not be accepted in lieu of completing each question
on the Funding Proposal Application.
✓ Attachment A
✓ Attachment B
✓ Attachment C
Executive Summary, including key staff, budget, and timeline (required)
Organizational chart (required)
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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: I Complete: I
2
March 30, 2023 Item #3 Page 147 of 247
FUNDING APPLICANT
Name of Agency: Catholic Charities Diocese of San Diego (CCDSD)
Address: 3888 Paducah Drive, San Diego, CA 92117
Federal Unique Entity Identification (UEI) Number: =E.;;;.6...;_R:...::Z::...;:E::...;3:a....=..8-=--J """'H...::;S....;4=-=1=-------------
PROPOSED PROGRAM/PROJECT
Title of Program/Project: La Posada de Guadalupe (La Posada)
Location of Program/Project: Northern San Diego County, 2476 Impala Drive, Carlsbad. CA 90101
Person completing application: Dani Willenberg Phone No.: 619-323-2858 Email: dwillenberg@ccdsd.org
Financial Contact: Michael Reynolds Phone No.: 619-323-2861 Email: mreynolds@ccdsd.org
Program Manager Contact: Antoinette Fallon Phone No.: 619-381-0910 Email: afallon@ccdsd.org
Chief Executive Officer Contact: Appaswamy "Vino" Pajanor Phone No.: 619-323-2842 Email:
vpajanor@ccdsd.org
Requested Funding Amount: $ 3 0 , 0 0 0
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)~
La Posada opened in 1992 with the mission to provide a safe, supportive, clean environment and
opportunities to empower men with few or no resources to begin or continue working toward
housing stability and self-sufficiency. La Posada is an emergency housing program for men
experiencing homelessness, offering year-round shelter and comprehensive wrap-around support.
The program remains the only short-term housing program for unsheltered single men not only in
the City of Carlsbad but the entire North Coastal Region. La Posada provides three daily meals,
laundry and hygiene facilities, a mailing address, clothing, and onsite supportive services, including
case management, health and nutrition education, translation and interpretation, and recreation.
Onsite support services are provided in both English and Spanish, and residents work with case
managers to set goals. The services provided also include referrals to off-site employment, job
training, and medical services from trusted partners and service providers. Through the staff and
inter-agency partners, residents are linked to long-term support designed to end the cycle of
homelessness and provide a path to housing stability.
I. ORGANIZATIONAL ABILITY /CAPACITY
A. This agency is:
00 Nonprofit
□ Local public agency
□
□
For-profit
State public agency
D Other (Please specify.) _____________ _
3
March 30, 2023 Item #3 Page 148 of 247
B. What is the purpose/mission of the agency?
Catholic Charities Diocese of San Diego (CCDSD) exists to exemplify the scriptural
values of mercy and hospitality by witnessing the gospel message contained in
"Mathew 25", to advocate for a just society by calling individuals and institutions to
action on behalf of the poor, vulnerable and the marginalized; and to acknowledge
the sacredness of the human person by accompanying those we serve on their
journey toward achieving their full potential.
C. How long has this agency been in operation? Please include the date of incorporation.
Catholic Charities Diocese of San Diego (CCDSD) was established in 1919 and began
with just a small office in Downtown San Diego. CCDSD has since grown to become
one of the most impactful agencies in the San Diego and Imperial Counties. CCDSD
first began administrating services for children, families, inmates, and immigrants
starting the agency's longstanding tradition of helping the poor, the vulnerable, and
the marginalized improve their overall quality of life. Today CCDSD consists of over
20 programs that fall into three major areas, which are Homeless Services,
Community Services, and Immigrant and Refugee Services. CCDSD filed for
incorporation on February 12, 1974, launching itself as an independent nonprofit
organization.
D. How long has this agency been providing the proposed program/project?
La Posada opened in 1992 as an emergency shelter for agricultural workers and
expanded in 2012 to include 50 beds for unsheltered men. This program has
operated continuously in Carlsbad for 31 years and has plans for future expansion to
provide services and shelter to unhoused women and children.
E. 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 but not in lieu of a complete response.)
La Posada is staffed by a Director of Homeless Services, a Program Manager,
Caseworker/Coaches level I, II, Ill, IV and a Kitchen Cook. The Director of Homeless
Services has an extensive background in counseling and advocacy with an emphasis
on providing services with a trauma-informed approach. She has been with the
agency for fourteen years overseeing programs for unsheltered individuals. She is a
graduate of the State University of New York-College at Oswego with a Bachelor of
Arts in Psychology. The Program Manager has been providing mental health
services since 1999, has over 5 years' experience doing outreach and is a well-
respected trainer on topics related to serving people who are unhoused. La Posada
is also supported by a Senior Program Manager with over 5 years' experience with
an emphasis on connecting people with housing and employment. She is bilingual
and has a bachelor's degree from Oregon State University and an Associate Degree
from San Diego City College. All staff are trained in trauma-informed care and all
three members of the management team are proficient in leading trauma informed
teams. All staff are also trained in de-escalation, harm reduction, housing first and
low barrier service delivery.
4
March 30, 2023 Item #3 Page 149 of 247
F. 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)
00 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?
fKI No □ Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization.
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.
Not applicable, the proposed project is not requesting find for construction,
rehabilitation, property acquisition, or construction-related activities. La Posada is
not a new program and has been operated continuously for 31 years.
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 7 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 (2021-2022 and 2022-2023) for the proposed
program/project?
Sources of Funding
CDBG
Community Activities (or other General Fund monies)
□
□
5
March 30, 2023 Item #3 Page 150 of 247
If yes, please indicate amount and status of previously awarded funds (fully expended,
funds remaining, program/project discontinued, etc.).
CDBG 2016-2017
CDBG 2017-2018
CDBG 2018-2019
CDBG 2019-2020
CDBG 2019-20220 amendment
CDBG 2020-2021
CDBG 2021-2022
CDBG 2022-2023
Community Activities/Other
Amount Received
$20,000
$17,581
$22,000
$19,640
$58,000
$93,460
$17,287
$12,698
Status
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Ends 6/30/2023
C. Did you receive any federal funds, including CDBG funding from other cities?
□ No
below) Program Source
Alliance for Regional Solutions
Ill. BENEFITS & BENEFICIARIES
IKl Yes (Please list funds
Amount Received
$160,711
A. How accessible or convenient is the proposed program/project to Carlsbad residents?
(Please be specific such as direct services to client's home, transportation provided to and
from facility, or relation to public transportation.)
La Posada addresses homelessness that encompasses San Diego, Coastal North County, and
portions of North County Inland. The program's service area is one inclusive of men whose
daily lives cross city boundaries and intersect with public and private services bounded by
Interstate 5 and 15, a territory in which no other year-round emergency housing
opportunities exist for unhoused men. La Posada is located just two miles north of Palomar
Airport Road and a one-quarter mile east of El Camino Real. Major bus routes run within a
five-minute walk from the facilities giving clients access to the entire region. All men residing
at La Posada have access to the facility's full range of services and the cooperative services of
partner organizations in the Alliance for Regional Solutions, the county's coordinated entry
system, and other regional collaborations.
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=00-=-----% of clients are at 30% or below of the area median income _____ %of clients are between 31% and 50% of the area median income _____ %of clients are between 51% and 80% of the area median income _____ %of clients are above 80% of the area median income
6
March 30, 2023 Item #3 Page 151 of 247
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)
La Posada addressed the goals enumerated in the Draft Consolidated Plan by providing
temporary housing for men experiencing homelessness, along with comprehensive
supportive services and referral to assistance accessing long-term housing. From the
Consolidated Plan, the program addresses the following priorities specifically.
Priority Need 1: Affordable Housing
As an integral component of the San Diego Region's Coordinated Entry System, La Posada
supports men with the greatest needs, accepting residents through inter-agency
collaboration. CCDSD has a great partnership with the Carlsbad Homeless Outreach team
and prioritizes clients that come with their recommendations. Each day the staff emails the
Carlsbad Homeless Outreach Team with an updated count of the available beds. All residents
complete comprehensive standardized assessments as part of their case planning and are
connected to housing navigation services through CCDSD and partner agencies. Benefits
offered to residents through the region's Coordinated Entry System include housing
navigation, assistance, advocacy with landlords, a connection to public agencies and
nonprofit organizations to obtain housing with the appropriate support, maximizing their
opportunities to live independently and avoid returning to homelessness.
Priority Need 2: Supportive Services
La Posada provides shelter and services to men experiencing homelessness, leading to
improved self-reliance through employment, housing stability, treatment of mental health
and substance use issues, and other assistance. La Posada offers three daily meals, hygiene
facilities, and social services, including case management, health and nutrition education,
translation and interpretation, recreation, referrals to healthcare, and assistance in obtaining
permanent housing. Primary services are provided onsite, and the program refers
participants for off-site employment, job training, and medical services. La Posada is open
365 days a year, with services available 24 hours a day. Program staff works in partnership
with the region's multiple agencies connected through the Alliance for Regional Solutions
and La Posada host representatives of partner agencies to connect residents to as many
services as possible.
La Posada includes private and public meeting spaces and recreational spaces. All clients are
engaged in progressive case management with individualized case plan tracking progress
from baselines toward the achievement of personalized objectives. La Posada's goals
address multiple needs of an individual's life, addressing each man with a holistic approach.
Such services include employment opportunities, public benefits and resources, conflict
resolutions, and personnel management, including budgeting and legalities. La Posada
addresses employment skills, language, and cultural barriers, substance abuse and therefore
provides each man with the tools necessary to succeed. Case Management services are
available to all residents but are not required, consistent with low barrier and housing first
practices.
Case management and other supportive services, provided by La Posada staff and an array of
local partners, focus on delivering essential employment and life skills and assisting
individuals in resolving mental and physical barriers that limit their options for self-
sufficiency through employment. La Posada's partnerships have grown and strengthened
7
March 30, 2023 Item #3 Page 152 of 247
over its long history as they are an integral part of the program's service strategy.
D. Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
Persons of which 3?.S % are Carlsbad residents
E. Does your agency focus its activities on populations with special needs?
00 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.)
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 C 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?
CCDSD measures client metrics via screening tools and data entry into Clarity, the
homeless management information system for San Diego County's Continuum of Care.
All men at LP complete a comprehensive intake process that includes the collection of
relevant demographic and service needs data. The intake process includes the
completion of a standard, comprehensive assessment to identify barriers and challenges
to housing stability and self-sufficiency and the development of a unique client identifier,
which is shared in regional databases. The comprehensive assessment is used to create
and inform an individualized service plan with specific goals to mitigate or alleviate the
person's homelessness. Caseworker/Coaches track and measure each resident's
progress toward self-identified goals by keeping paper and electronic records.
CCDSD is an active participant in Alliance for Regional Solutions-North County, the HMIS,
and CES for San Diego County Continuum of Care, adhering to all record collection,
tracking, and reporting guidelines for the region. Through Clarity, the local HMIS, La
Posada staff enters all HUD and Coe-mandated client information to support the local
CoC requirements, which is vital for future federal allocations to fund homeless services
in the region. Furthermore, data collection, documentation, and evaluation are critical
components of client and program success. The documentation assists staff in the
coaching process, helping them track client progress towards goals and adjust
accordingly. Staff is required to enter demographic information and case management
notes promptly into the HMIS no later than one business day from the time of collection.
8
March 30, 2023 Item #3 Page 153 of 247
B. How will the outcomes be measured, collected and documented?
Outcomes are tracked by documenting services provided in residents' files, and entering
information into Clarity and internal tracking systems. The Program Manager and
Compliance Coordinator review documentation for accuracy and completeness.
The CDBG contract will be assigned a grant number, and a contract folder will be set up.
The contract will be assigned to a Grants Accountant who will be responsible for
maintaining the file, monitoring the expenditures of the funds, tracking outstanding
balances due, preparing invoices, reporting to the Directors on the spending, and
contacting the funder regarding payment. All public contracts are managed by federal
single audit standards, the terms and conditions of 0MB Uniform Guidance (2.CFR.200),
and all other relevant guidelines for the administration of public funds. Each contract file
is reviewed and updated monthly by the Controller, Grants Accountant, and Program
Director. The Controller reviews all billing and expense records to ensure that they are
being spent with fidelity to the terms of each grant contract. After the month is
reconciled, the Controller prepares a monthly Grants Receivable aging report for the
Chief of Finance for inclusion in the monthly reports to the Finance Committee.
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.
Engaging in partnerships is a critical component of the program and client success.
Partnerships allow the agency to leverage resources and fill service gaps to ensure that
men experiencing homelessness can make meaningful progress toward their housing
and self-sufficiency goals. Key partnerships include:
l. Interfaith Community Services: provides employment services and support, including
resume development assistance, employment opportunities, and financial literacy
classes.
2. Veteran Community Services: assists veteran residents with deposits and rental
assistance creating access to permanent housing and securing public entitlements.
3. Exodus Recovery provides behavioral health services for residents.
4. Community Resource Center provides rental assistance for residents who meet their
eligibility criteria
5. Pacific Ridge Middle School: 8th and 12th-grade students visit La Posada monthly to
host activities and organize donation drives.
6. North County Health Systems: provide HIV and Hepatitis C testing available to
residents every month.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge. 1 -c::::::::::=:: ~ Appaswamy "Vino" Pajanor, CEO 01--/ I 1:{7.,vu?:i
Signafufe'" Print Name & 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.
9
March 30, 2023 Item #3 Page 154 of 247
CDBG PROJECT BUDGET
Organization: Catholic Charities Diocese of San Diego Total organization budget $.c..50""'"0"""8c..c9 ..... 4""'"7 ___ 5 _____ _
Program/Project name requesting funds: La Posada de Guadalupe
CDBG funds requested: ~$~30~,~000~ _____ Total program/project budget: .._$-"'-9 ___ 0....,3,c....7.c...36-'--___ _
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
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: Grants/Program Generated Income/Appeals
h. TOTAL PROJECT FUNDING (project budget)
2. Uses of CDBG funds requested for the program/project: {l.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 L_@ 56 cents/mile calendar year 2021)
h. Incentives and Special Events
i. Indirect costs (19.6%)
j.
k.
I. TOTAL REQUESTED FUNDING (same as l.a.)
3. Percentage of project budget represented by CDBG request
$ 30,000 (S) or (A)
$227,025 (S) or (A)
$159,574 (S) or (A)
$165,000 (S) or (A)
(S) or (A)
(S) or (A)
$208,000 (S) or (A)
$769,599 (S) or (A)
$18,083.61
$ 2,000.00
$ 5,000.00
$4,916.39
$ 30,000.00
3.9 %
10
March 30, 2023 Item #3 Page 155 of 247
4. If your project will require future funding, please provide information about how the program will be funded.
La Posada will require future funding, and the Philanthropy team at CCDSD is writing grants for both public and
private funding sources. CCDSD also has three appeals throughout the year that help with monetary donations for
all the programs. Securing both public and private grants will support La Posada and help sustain the program.
CCDSD is also the recipient of a $2 million grant from the City of Carlsbad to expand the building to include women
and children. Currently, CCDSD is working to start a feasibility study to look at the current structures and how an
expansion will be possible. With a possible expansion at La Posada there will be more funding opportunities
available to support unhoused women and children.
11
March 30, 2023 Item #3 Page 156 of 247
Catholic
Charities
D IOCESE OF SAN DIEGO
Attachment A
March 30, 2023 Item #3 Page 157 of 247
EXECUTIVE SUMMARY
('otyof
Carlsbad
In addition to your Community Development Block Grant funding application, please complete
the following supplemental questionnaire.
➔THEME: A theme was not selected for this funding year. Preference will be given to the applications
which specifically address the Consolidated Plan Priorities however applications for unrelated services
are eligible for submission.
ORGANIZATION:
1. In 250 words or less, please describe how your organization will be using the
requested funds.
Catholic Charities Diocese of San Diego (CCDSD) will use the requested funds in our
CDBG Carlsbad application to offset La Posada staff salaries, supplies, utilities, and food
purchased for the residents. The salaries for employees at La Posada are one of the
most significant expenses; the staff consists of trauma-informed case managers that
provide the best resources for the residents staying at La Posada. The shelter is open
24/7 with SO beds for men experiencing homelessness and SO beds for farmworkers
and needs to be staffed around the clock to support the residents.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived
at the funding request.
Please see Attached Excel Budget.
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?
CCDSD is working diligently to find new funding sources to support our homeless shelter
programs. La Posada has been running in a deficit. Due to this deficit, the Finance
Department has been working with the Director of Homeless Services and the manager
to look at the budget line items and take a deeper look, analyzing the expenses and
where the program can cut costs. The Board overseeing CCDSD has also monitored the
homeless shelters and programs. Unfortunately, the only option to significantly change
the budget is to reduce beds at La Posada. This is something that the organization takes
very seriously. The need for shelters and services to help people experiencing
Housing and Homeless Services Department
1200 Carlsbad Village Drive I Carlsbad, CA 92008 I 760-434-2810 t
March 30, 2023 Item #3 Page 158 of 247
Mr. Appaswamy "Vino" Pajanor
Feb. 16,2023
Page 2
homelessness only increases every year. The cost of running the shelter also increases
as utilities alone have significantly increased this year.
The mission of CCDSD is to shelter the homeless; therefore, as an organization, we are
doing everything we can to increase funding and support for the shelter. We recently
partnered with the City of Carlsbad to possibly expand the shelter and increase the
physical size of La Posada to accommodate more shelter beds. This will allow us to
increase the number of people experiencing homelessness we can help by providing
shelter for women and children. The team at CCDSD is working on finding additional
funding sources and has begun planning the expansion. With the expansion, the budget
for La Posada will also increase, almost tripling to provide the best services and staff to
run the program.
Currently, the per-bed cost at Catholic Charities is $72. The two primary funding sources
for La Posada are currently CDBG grants and our partnership with Alliance for Reginal
Solutions. The funding provided is $8.64 per bed. This drastic difference is one of the
reasons La Posada is in a deficit situation.
Another unique partnership CCDSD is currently working with is Valdivia Farms. Valdivia
Farms was founded in 2017 and is a farm of fruits and vegetables. Valdivia Farms
partnered with CCDSD in 2022 to provide shelter for some farmworkers working at the
farm. This partnership provides a small income for La Posada, helping offset the cost of
the 50 beds on the farmworker's shelter site. Valdivia Farms also provide economic
support to the City of Carlsbad, and we are excited to be working with an organization
that supports the community.
Catholic Charities understands that the need to provide shelter and services to
individuals experiencing homelessness is critical in San Diego. We will continue to
provide the services we are capable of and work to expand these services to help more
individuals. We are very proud that 40% of the men that come to La Posada leave our
shelter for permanent housing. The hope is that our success rate will help attract other
funding and support for the shelter.
4. Does your organization charge a fee for accessing your services or supplies? If so,
please describe the rational for this fee.
Catholic Charities does not charge a fee for accessing our services.
5. Will the funding of this program with a CDBG grant allows 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?
March 30, 2023 Item #3 Page 159 of 247
Mr. Appaswamy "Vino" Pajanor
Feb. 16,2023
Page 3
The funding for La Posada from the CDBG grant possibly being used as a matching grant
for another organization is something that our Philanthropy Department is looking into.
Currently, the focus is finding other public and private grants to support La Posada, and
they do not need a match. The team is exhausting all avenues for financial support of La
Posada and will continue to look for new opportunities.
6. If your funding is approved, how many Carlsbad residents will you be able to assist?
When funding is approved, Catholic Charities estimates that we will be able to help 90
Carlsbad residents experiencing homelessness.
March 30, 2023 Item #3 Page 160 of 247
Staffing
CDBG Carlsbad
BUDGET
$ 18,083.61
Supplies $ 2,000.00
Utilities $ 5,000.00
Indirect $ 4,916.39
TOTAL $30,000.00
FTE with Benefits that is based on 28% of the salary
Toilet Paper, paper towels, gloves, soaps, food
Utilities include gas and electricity, 1 months @4,166/month
CCDSD's Indirect Rate is 19.6% per the Department of Housing
and Human Services
March 30, 2023 Item #3 Page 161 of 247
NONPROFIT RATE AGREEMENT
EIN: DATE:01/26/2021
ORGANIZATION:
Catholic Charities Diocese of San Diego
349 Cedar Street
FILING REF.: The preceding
agreement was dated
04/26/2019
San Diego, CA 92101-3197
The rates approved in this agreement are for use on grants, contracts and other
agreements with the Federal Government, subject to the conditions in Section III.
SECTION I: INDIRECT COST RATES
RATE TYPES: FIXED FINAL PROV. ( PROVISIONAL) PRED. (PREDETERMINED)
EFFECTIVE PERIOD
TYPE FROM IQ RATE {%) LOCATION APPLICABLE TO
FINAL 07/01/2018 06/30/2020 18. 20 All All Programs
PROV. 07/01/2020 06/30/2021 18. 20 All All Programs
PROV. 07/01/2021 06/30/2023 19. 60 All All Programs
*BASE
Total direct costs excluding capital expenditures (buildings, individual items
of equipment; alterations and renovations), subawards and flow-through funds.
Page 1 of 3 N21864
March 30, 2023 Item #3 Page 162 of 247
ORGANIZATION: Catholic Charities Diocese of San Diego
AGREEMENT DATE: 1/26/2021
SECTION II: SPECIAL REMARKS
TREATMENT OF FRINGE BENEFITS:
The fringe benefits are specifically identified to each employee and are
charged individually as direct costs. The directly claimed fringe benefits are listed below.
TREATMENT OF PAID ABSENCES
Vacation, holiday, sick leave pay and other paid absences are included in salaries and wages and are claimed on grants, contracts and other agreements as part of the normal cost for salaries and wages. Separate claims are not
made for the cost of these paid absences.
DEFINITION OF EQUIPMENT
Equipment means tangible personal property (including information technology
systems) having a useful life of more than one year and a per-unit acquisition cost which equals or exceeds $5,000.
The following fringe benefits are treated as direct costs:
FICA, WORKERS COMPENSATION, SUI, SDI, GROUP HEALTH/LIFE INSURANCE, RETIREMENT
PLAN, AND EMPLOYEE ASSISTANCE PLAN.
NEXT PROPOSAL DUE DATE
A proposal based on actual costs for fiscal year ending 06/30/21 will be due
by 12/31/21.
Page 2 of 3
March 30, 2023 Item #3 Page 163 of 247
ORGANIZATION: Catholic Charities Diocese of San Diego
AGREEMENT DATE: 1/26/2021
SECTION III : GENERAL
A. C,IMXTATIPl:JS ·
The r~teo in this Agrue1nent are aubject to ~ny statutory or adminiotr~tiva limitatiooa and apply to a giveo grant,
contract or 0t'1cr olgrccmcnt only to the e1<tent that fu.nda "'"' available. Accepto.nce of the rates is subject to the
following conditionm: Ill Only costs incurred by tnc organization ~ere included in icn i ndirect cast pool 45 r!n~lly accepted, Cuch coses are legol oblig4tions of tho orgoniz~tion ~nd ere allowable under t he governing cost principles,
(2) The ~a,ne eoat.11 that nnve bee,n treoeod as inliirect cooto !\re not cl.iimod ,111 direct costar IJl Sim.Ho.-type:; of costs
have been eccorclod con:riutant il.c:coun~ing t reDtonont; and 11 I The in(o~~ntion provided by tho orgnnitation which woo uood to
0111:nbliah the rates h not lnter found to be moterhUy incomplet!! or in~ecurete by the Federal Government. tn ouch
eituot~ono the rotc(al would be ~u.bjcc:t to renegotiotion at the discret ion of the Federal Govcrnmeot.
B. ACCQJJNTTNG C:HMIGE~·
Thin A9ree111cnt is b:ised on the accounting system purported by the organhation to be in effect during tho l\grocment period . Changes to the m~thod of accounting for costs which affect the amount of reinlburse1nent rcoulting from the uso of this A9reement require prior approval of tno nuthori2ed representative of the cogni~nnt ngency. such chongcu i ncluda, but
arc not limited to, cb11n9es in the Cbiirgl.ng ot II pllrticular type of cost tro111 indirect to direct. Failure to ootain approvol may rooult in cost dioallowil.Jlccs,
C. FIXED RA'C05 •
If A fixed rate is in this A9~camant, it is bilsed en"" eati111<1tc of the costs for t he period covered oy the rate. When the
,,1etuol costs for this pt!riod are determined, on adjustment will be rnndo l:o a rate of" future yeorla) co eompancntc for
tho diftcrcneo bctwocn the costs used to e:stll.blioh the. fixed rate and nctuu.l costs.
O, USE BX Q"l'Uf:8 FEPl!'8J\C, :A.GRNCTES·
Tho rates in this l\greemenc were approved in QCCordanee with the authority in Title l oE the Code of Feder•i Regulntionc,
~art lOO <• CFR 2001, und ohould be applied to grants , conl:rocl:c and otbar ogreementq cov~red by 2 CFR 200, subject to any limit.ition11 in A above. The orgAnhoticn 11\ily provide copico of the Agr<>cmant to other F"'deral Agencies to give the,, eorly
nct.ifi<=ation of t hot Agre11111ent .
E, lll:lil:B..:.
tf .iny Pederal contr<1ct, gcant or other <1grca1ncnt J.o reimburain9 indirect coots by o means othar than tho approvod rote Isl in this A9reo1nent, the org-4niutio n should 111 credit euch cooto to the affected progr1u,1~, ond (2) apply tho approved
rate ("I t o the '11,1propriotc baoe to idontify tho proper amount ot i ndlror:1: cool:o allo<=oblo co th011a pr09::am11.
IIY THE INSTIT\J'l'ION, ON DEIIALr OP THS PWBRAl. GOVEl\tlMGNT:
Catholic Chariti"'~ Diocoac of San Diego
DEPARTMENT OF FIE::At.TH NID HUMAfl SERVICES
CAGBNCYl ot9itallysigned by A1lf M. Karim Arif M. Karim -S -s
Date: 2021.02.01 06:52:46 .()6'00'
(SIGNATIJREI
Arif Kari m
INANE)
Director, Cost Alloeot1on Scrvicos
(TITLE) {TITLBJ
J.(,l i, 1/26/2021
{OATE) (DATE! 1B61
HHS RSPRSSEN'l"ATIVE: Jeff rey warren
Tel~phone;: (415) 437-7820
Page 3 of 3
March 30, 2023 Item #3 Page 164 of 247
Catholic
Charities
DIOCESE OF SAN DIEGO
Attachment B
Ma
r
c
h
3
0
,
2
0
2
3
It
e
m
#
3
P
a
g
e
1
6
5
o
f
2
4
7
CHIEF PROGRAM OFFICER
Faith 0 . Espejo
CHIEF EXECUTIVE OFFICER
Appaswamy "Vino" Pajanor
CHIEF FINANCIAL OFFICER I As of
Michael Reynolds 01/10/23
DIRECTOR OF OUTREACH ~ COMMUNICATIONS & DIGITAL
(Imperial County) ENGAGEMENT MGR.
Guadalupe Rodriauez Kimberly Ortiz
PROJ. & COMPLIANCE MGR. H EXECUTIVE ASSISTANT Daisy Villareal Natalia Valerdi
REFUGEE &
IMMIGRANT SERVICES
1 Ralph Enriquez
: Director
SAN DIEGO COUNTY
Reception & Placement
SD Newcomers Project
Match Grant Program
Safe Passages
Unaccompanied Minors
Alternatives to
Detention
Asylum Seekers
SAN DIEGO&
IMPERIAL COUNTY
Removal Defense
Program
Affirmative
Immigration Program
Migrant Shelters
CALIFORNIA
Afghan Support
Investment Program
I I
I I
I I
I ; • - --:--
:(Ofljfrvll:JN IT:Y'SERVI CES.,· 1
. C . ·---f . --.·
. · -Stepffanie Alvbrei >I!!-.., .J .• - . .
. .Director·
--
--~ -·· ~ :1. ~ --~-~--I
SAN DIEGO& SAN DIEGO COUNTY
IMPERIAL COUNTY
Senior Residential
Foster Grandparents Services
CalFresh Outreach Guadalupe Plaza
and St. John Plaza
Cal Fresh Healthy Living Cathedral Plaza
Emergency Food
Escondido Apts.
Distribution Network Casa Colina Del Sol
Plus (EFDN+) (Quality Assurance}
Emergency Food &
Shelter Program
IMPERIAL COUNTY
Post Adoption Services
Senior Nutrition
Community
Engagement & Senior Companion
Volunteer
Management
11
I
I
DIRECTOR OF PH ILANTROPHY H CONTROLLER
Dani Willenberg Christy Huerto
H FACILITIES MGR.
HUMAN RESOURCES MGR. Mitchell Platt
Michael Thomas I I I IT
arama
_.:--....... ....... .... ~-:~~~--=-.
I ~HOMELESS 'sERVicEst i
,._ --:.Ahtoifjil tteFailon1 -~.
.,,,, .... --:-♦-~ ---·.;: --~---
..
-_;~~Director . ..:. ... ~
,-.. .._ --. ,, ~-.:._~,_~--:-a,._--~ --~ ------
~--J
\1
I
--ti
HOMELESS WOMEN 11 HOMELESS l I HOMELESS
MEN RESIDENTIAL
SAN DIEGO COUNTY
11
SAN DIEGO I I SAN DIEGO
COUNTY COUNTY Rachel's Women's
Center La Posada
Rachel's Night Shelter de Guadalupe I I The Leah's
Men's Shelter Residence
Rachel's Promise
Rachel's Scripps Mercy Independent IMPERIAL IMPERIAL COUNTY COUNTY Living
House of Hope Apartments
Our Lady
Rap id Rehousing of Guadalupe I I Casa Maria
I 11 I I House of
Rachel
I Imperial County Day Center
FY 2023-24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of all CDBG applicants
even if they have been provided in the past.
Board of Directors' resolution authorizing submittal of application
Board of Directors' resolution designating official(s)
authorized to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
Sample Intake Form
List of Board of Directors
Financial Audit Report for the most recently ending Fiscal Year
Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20
pages in an application package will not be distributed or used for evaluation purposes. The
attachment of brochures or other documents will not be accepted in lieu of completing each question
on the Funding Proposal Application.
Attachment A Executive Summary, including key staff, budget, and timeline (required)
Attachment B Organizational chart (required)
Attachment C 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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: Complete:
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 166 of 247
( City of
Carlsbad
FUNDING APPLICANT
Name of Agency: Community Resource Center (CRC)
Address: 650 2nd Street, Encinitas, CA 92024
Federal Unique Entity Identification (UEI) Number: MNJKA8UN9JG3
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Homeless Prevention Services for Carlsbad Residents
Location of Program/Project: Carlsbad, North Coastal Communities
Person completing application: Richard Radosh Phone No.: 760-230-6308 Email: rradosh@crcncc.org
Financial Contact: Corrie McCoy Phone No.: 760-230-6316 Email: cmccoy@crcncc.org
Program Manager Contact: Rebecca Nussbaum _ Phone No.:760-230-6318 Email: rnussbaum@crcncc.org
Executive Director Contact: John Van Cleef Phone No.: 760-230-6309Email: johnvancleef@crcncc.org
Requested Funding Amount: $71,408
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):
In full alignment with the City’s updated Homeless Action Plan priority to develop and maintain the City’s
capacity to prevent and reduce homelessness, CRC will serve 30 economically vulnerable individuals residing
in Carlsbad, including domestic violence (DV) survivors and their children, who are at imminent risk of
experiencing homelessness - in danger of losing their primary nighttime residence and lacking the resources
or support networks needed to stabilize their housing prioritizing seniors, veterans, and families based on
each household’s need. Available assistance includes assessment to determine utility of Diversion as an initial
strategy, rental arrears, late fees, landlord mediation/advocacy, one-time rental assistance, security deposits,
utility deposit or arrears, bridge housing motel vouchers (to bridge gap between housing to housing),
employment assistance (transportation), or assistance with other costs related to household’s ability to
prevent homelessness. The intended outcome of CRC Homeless Prevention and supportive social services is
that 85% of all participants will retain or obtain stable permanent housing.
The metrics and measurements for Homeless Prevention services are:
• 100% of individuals who receive prevention assistance will be offered access to CRC’s case management
services, financial independence counseling or housing search assistance.
• 85% of all housing participants retain or exit to permanent housing at case closure.
• 80% of the total number of households who participate in integrative case management services will
work with a case manager to develop a personalized self-sufficiency plan focused on eliminating barriers
to self-sufficiency.
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?
Community Resource Center’s (CRC) 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 44th year of operation.
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 167 of 247
D. How long has this agency been providing the proposed program/project?
CRC’s original mandate was to help those experiencing homelessness, CRC has been providing
Homeless Prevention services since its founding in 1979 and has been serving DV survivors in coastal
North County since 1994.
E. 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 but not in lieu
of a complete response.)
Rebecca Nussbaum, Chief Program Officer, will have program oversight responsibility. She joined
Community Resource Center in 2006. Rebecca holds a regional leadership position with the San Diego
Domestic Violence Council, serving on the Executive Team. She is also active at the state level, serving
on the Board of Directors for the California Partnership to End Domestic Violence. Rebecca holds a
Bachelor of Arts in psychology from the University of California, San Diego and a Master of Arts in
nonprofit leadership and management from the University of San Diego.
Corrie McCoy, Chief Operating Officer, joined CRC in May 2021. She has a Bachelor of Science, Bachelor
of Arts and Master in Business Administration in accounting with more than 25 years of accounting and
finance experience in for-profit and nonprofit organizations, and 14 years of fund accounting in the U.S.
military. She also has expertise in process improvement and qualitative research and analysis.
Miranda Chavez, Director of Social Services, oversees and manages all of CRC's case management
efforts, ensuring compliance with funding requirements and adherence to policies and procedures.
Miranda has a Certificate in Nonprofit Management from Brandman University, and a Master's degree
in sociological practice, from California State University, San Marcos.
F. 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)
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
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.
CRC Homeless Prevention is a fully implemented ongoing program. Already in place:
• CRC has an office in Carlsbad with resident staff providing case management services to
Carlsbad residents
CRC partners with affordable housing complexes in Carlsbad including La Costa Paloma, Cassia Heights,
Hunter’s Point, Glen Ridge, Laurel Tree, and Mariposa Apartments, providing outreach to low-income
households and receiving referrals from apartment managers for households that are struggling to pay
rent
• CRC provides economically vulnerable low-income households with food programs, financial
literacy and employment assistance, intensive case management, and other social services that
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 168 of 247
help families remain stably housed
• CRC has an ongoing Rapid Rehousing program with the City
• CRC has a resale store in Carlsbad available to all Carlsbad residents. Program participants
receive vouchers for household essentials and quality clothing. The community at large
contributes to the efforts to support Carlsbad residents
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 7 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 (2021-2022 and 2022-2023) 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.).
CDBG funds
Community Activities/Other
Carlsbad RapidRehousing
Amount Received Status
$48,022 Close out process
$350,000 In progress, contract term ends 1/31/2024
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 169 of 247
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 Encinitas $22,821
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 have remote access through CRC’s online client assistance portal or via telephonic or in
person appointments with case managers at CRC’s office in Carlsbad. The office is accessible by bus or other
public transportation. CRC also offers mobile case management in which case managers travel to the client’s
location.
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% or below of the area median income
_ % of clients are between 31% and 50% of the area median income
% of clients are between 51% and 80% of the area median income
% of clients are above 80% 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)
CRC’s proposed Homeless Prevention program addresses the need to keep economically vulnerable
residents in stable housing by helping them overcome personal, economic, health and social justice barriers
that threaten their ability to avoid experiencing homelessness. There is an ongoing housing crisis in San
Diego County, including the City of Carlsbad, because the median price to own or rent a home greatly
exceeds median family income and disproportionately impacts women and people of color. The barrier is
greater for those experiencing homelessness or at imminent risk of homelessness who are searching for
affordable rent. Approximately 13.3% of the 3.3 million county population have incomes below poverty level
and spend nearly 70% of their income on rent. 2-1-1 San Diego 211SD.
The project will benefit and serve low-income, economically insecure Carlsbad residents who are at risk of
experiencing homelessness, including survivors of domestic violence (DV). CRC’s services directly focus on
the City’s Consolidated Plan priority to prevent and reduce homelessness by providing homeless prevention
services to Carlsbad individuals and families who are on the verge of experiencing homelessness. These
prevention activities will include client financial assistance, case management or counseling efforts that will
result in Carlsbad residents obtaining or maintaining permanent housing.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage that
are Carlsbad residents.
30 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.)
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 170 of 247
The special needs populations that CRC serves are individuals and families experiencing
homelessness or 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 clients to address identified 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 Yes (Please specify) $
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment C 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.
N/A
V. DOCUMENTATION
A. How will the beneficiaries’ information be collected and documented?
CRC collects and documents beneficiary information using an intake form and documents provided by
the client in person or by using CRC’s secure online client portal.
B. How will the outcomes be measured, collected and documented?
CRC uses the software Efforts to Outcomes (ETO) to track individual and programmatic progress. CRC
developed key performance indicators (KPI) for the organization and each program including Social
Services Homeless Prevention. CRC's Data Specialist collaborates with program staff to develop
program performance metrics, trains staff how to collect data, and provides analysis for reporting and
evaluation. Metrics for Social Services Homeless Prevention, guided by the KPIs, include number of
individuals and percentage of all housing participants who exit to permanent housing at case closure
and number and percentage of case managed participants who increase their self-sufficiency score by
program exit. Case managers collect data at regular intervals during service delivery and for up to one
year after completion to determine longer-term effectiveness and follow up with additional services
where necessary. Executive and program staff review and use the collected data to evaluate program
success and identify areas for improvement.
VI. PARTNERSHIPS, COLLABORATION AND OUTREACH
A. Describe how you are collaborating with other agencies such as the County Continuum of
Care and other non-profit organizations and/or agencies to form a cohesive approach in
serving the low income and most vulnerable populations.
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. As noted earlier,
CRC partners with affordable housing complexes in Carlsbad including La Costa Paloma, Cassia
Heights, Hunter’s Point, Glen Ridge, Laurel Tree and Mariposa Apartments, providing outreach to low-
income households and receiving referrals from apartment managers for households that are
struggling to pay rent. CRC also works collaboratively with La Posada, Interfaith Community Services
and the City of Carlsbad.
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 171 of 247
---
8
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
John Van Cleef, Chief Executive Officer 2/22/23
Signature Print Name & 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.
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 172 of 247
GDocuSigned by:
blwv VlllA, {Juf
BQF351 BCCZPD483
CDBG PROJECT BUDGET
Organization: Community Resource Center Total organization budget $ 6,559,317
Program/Project name requesting funds: Homeless Prevention Services for Carlsbad Residents
CDBG funds requested: $48,022 Total program/project budget: $ 0
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 $71,409 (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 N/A (S) or (A)
f. In-kind contributions / Volunteer time N/A (S) or (A)
g. Other funding (S) or (A)
h. TOTAL PROJECT FUNDING (project budget) $71,409 (A)
2. Uses of CDBG funds requested for the program/project: (1.a.)
a. Wages and salaries $ 13,650
b. Personnel benefits $ 4,505
c. Materials and supplies
d. Program expenses and evaluation (client assistance flex funds) $46,763
e. Rent and utilities
f. Insurance
g. Mileage ( @ 56 cents/mile calendar year 2021)
h. Incentives and Special Events
i. Indirect costs $ 6,491
j.
k.
l. TOTAL REQUESTED FUNDING (same as 1.a.) $71,408
3. Percentage of project budget represented by CDBG request 100%
4. If your project will require future funding, please provide information about how the program will be funded.
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. 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.
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 173 of 247
2023 Carlsbad CDBG Executive Summary
Community Resource Center (CRC) will provide Homeless Prevention services and supportive
social services for individuals residing in Carlsbad, including domestic violence (DV) survivors and
their children. Homeless Prevention assistance is for Carlsbad households at imminent risk of
homelessness - in danger of losing their primary nighttime residence and lacking the resources or
support networks needed to stabilize their housing - prioritizing seniors, veterans, and families based
on each household’s need. Available assistance includes assessment to determine utility of
Diversion as an initial strategy, rental or utility arrears, late fees, landlord mediation/advocacy, one-
time rental assistance, security or utility deposits, bridge housing motel vouchers (to bridge gap
between housing to housing), employment assistance (transportation), or assistance with other
costs related to household’s ability to prevent homelessness. CRC does not charge fees to
participants for any of the services described.
CRC will assist 30 Carlsbad residents with Homeless Prevention services and supportive social
services. CRC estimates the annual program cost per client is in the range of $1,000 to $3,000,
depending on client need. This year, the City provided substantial funds for Homeless Intervention
(Carlsbad Rapid Rehousing) together with CDBG funds for Homeless Prevention. This request will
fill a funding gap for Homeless Prevention assistance and is fully aligned with the City’s Homeless
Action Plan strategic priority to develop and maintain the City’s capacity to prevent and reduce
homelessness and its impacts on the community (emphasis added).
Please see the attached Homeless Prevention Project Budget – Program Budget HP nC Carlsbad
CDBG 23.xlsx. CRC will use CDBG funds provided by the City of Carlsbad to supplement or expand
services. CRC does not have other funds for the proposed services, but can scale the number of
Carlsbad residents served to the amount awarded. CRC will continue its presence in Carlsbad and
continue its other activities for Carlsbad residents.
CRC has not identified any matching funding. If Carlsbad CDBG funds are granted, CRC may be
able to identify the granted funds as a match for other grants where applicable, increasing the
leverage and value of each grant.
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 174 of 247
HR Coordinator
Accountant (2)
Office Assistance
DVHF Advocate
Data Analyst Case Managers (3)Housing Coordinator
Case Managers (3)
IT Intern Intake Specialist
Residential Advocates (5)
Driver (2)Case Manager (2)
Maintenance Technician
Resale Store Managers (3)
Resale Store Clerks (5)
rev. 7/20/22
Sr. Resale Store Manager
Facilities Manager
Development Associate
Shelter Coordinator
Chief Operations Officer
Program Manager ‐ IS
Family Advocate
Director of Accounting
& Adminstration
System Administrator
Chief Philanthropy Officer
Sr. Director for
Donor Relations
Director ‐ IS
Chief Program Officer
DV Program Manager
Board of Directors
Chief Executive Officer
Grants & Contract
Manager
Director of DV Programs
Program Manager ‐ FNC
Program Coordinator ‐ IS
DV Prevention Manager
Development & Marketing
Manager
Therapeutic Children's Center
(TCC) Coordinator
Volunteer Manager
Excutive Assistant
Clinical Director
Mental Health Clinician (4)
DocuSign Envelope ID: D48104D2-42EE-44FC-BB7B-40378F58F4AC
March 30, 2023 Item #3 Page 175 of 247
~CRC
I I
I I
I
I
I I
I I I I
I I I
I I I I I I I I
I I I I I I
I I I I I I I I I I I I I I I
I I I I I I
I I I
I I I I I I
I I I
I I I I I I I I
I
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
NOTICE OF FUNDING AVAILABILITY (NOFA)
The City of Carlsbad is pleased to announce the availability of applications for the FY 2023-24
Community Development Block Grant (CDBG) Program. The CDBG program is federally funded by the
Department of Housing and Urban Development (HUD) and is administered by the city to provide
assistance to lower-income residents and communities. For FY 2023-24 CDBG award of $476,057 –
available in the following categories:
ESTIMATED FY 2023-24 AWARD: $ 476,057
Category Key Details Estimated
Available
Public Services
• Programs directly assisting low-income households
• Services carried out by non-profit agencies
• Funding capped at 15 percent of grant
$ 71,408
Administration/Fair Housing
• Subrecipient oversight
• Compliance with federal requirements
• Financial management
• Fair Housing services
• Funding capped at 20 percent of grant
$ 95,211
Affordable Housing/Facility
Improvements
• Facility Improvements for non-profit service providers
• Acquisition/rehabilitation of low-income housing $ 309,438
Submission Due by Feb. 22, 2023, by 5:00 p.m. Contact: Nicole Piano-Jones
Details: housing@carlsbadca.gov Program Manager
*Email Submission Highly Encouraged* (442) 339-2191
Nicole.pianojones@carlsbadca.gov
Paper copies may be delivered to:
City of Carlsbad
Housing & Homeless Services
Attn: CDBG Program
1200 Carlsbad Village Drive
Carlsbad, CA, 92008
Estimated Timeline Notice of Funding Availability Jan. 11, 2023
Applications Due Feb. 22, 2023
CDBG Advisory Committee March or April 2023
10-day public review/comment April or May 2023
City Council Public Hearing May 9, 2023
*Dates are tentative and subject to change.
All public meetings and review and comment periods will be separately publicly noticed*
March 30, 2023 Item #3 Page 176 of 247
( City of
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023-24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of all CDBG applicants
even if they have been provided in the past.
Board of Directors' resolution authorizing submittal of application
Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
Sample Intake Form
List of Board of Directors
Financial Audit Report for the most recently ending Fiscal Year
Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20
pages in an application package will not be distributed or used for evaluation purposes. The
attachment of brochures or other documents will not be accepted in lieu of completing each question
on the Funding Proposal Application.
Attachment A Executive Summary, including key staff, budget, and timeline (required)
Attachment B Organizational chart (required)
Attachment C 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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: Complete:
x
x
x
x
x
x
March 30, 2023 Item #3 Page 177 of 247
C cityof
Carlsbad
Person completing application: ______________ Phone No.: ___________ Email: _______________
Financial Contact: __________________________Phone No.: ___________ Email: _______________
Program Manager Contact: __________________ Phone No.: ___________ Email: _______________
Executive Director Contact: __________________ Phone No.: ___________ Email: _______________
Requested Funding Amount: $
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided and the goals and objectives of the program/project):
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
I.ORGANIZATIONAL ABILITY/CAPACITY
A.This agency is:
Nonprofit For-profit
Local public agency State public agency
Other (Please specify.)
D.How long has this agency been providing the proposed program/project?
Tyrone Spencer
George Ibarra
Estela De Los Rios
Paula Karazuba
25,000
x
B.What is the purpose/mission of the agency?
C.How long has this agency been in operation? Please include the date of incorporation.
CSA San Diego County is a private, non-profit agency that was founded in 1969 under the name Heartland Human
Relations and Fair Housing then incorporated in 1972. In 2010, our organization was renamed as CSA San Diego
County and incorporated under that name.
CSA has developed, implemented and administered fair housing services with CDBG/HOME funds for nearly 50 years, is a HUD Approved Housing Counseling Agency and recognized as a regional leader in housing services. The agency maintains current fair housing information and is involved in regional planning. CSA also collaborates with and works to support other organizations providing fair housing related services.
FUNDING APPLICANT
Name of Agency: CSA San Diego County
Address: 327 Van Houten Ave - El Cajon, CA 92020
Federal Unique Entity Identification (UEI) Number:
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Fair Housing Program and Tenant/Landlord Services
Location of Program/Project: 327 Van Houten Avenue - El Cajon, CA 92020
paula@c4sa.org
tyrone@c4sa.org
george@c4sa.org
estela@c4sa.org
CSA's proposed program will include providing fair housing and landlord tenant outreach and education,
counseling and mediating housing disputes. The proposed project will also include dissemination of
literature and materials, workshops, presentations and attending local events to reach the community to
provide assistance. CSA will also provide technical assistance to the City of Carlsbad.
3
CSA San Diego County’s mission is “to promote positive attitudes and actions that ensure respect, acceptance and equal opportunity for all people.”
619-444-5700
619-444-5700
619-444-5700
619-444-5700
LD7WR1PFMGD4
March 30, 2023 Item #3 Page 178 of 247
E.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 but not
in lieu of a complete response.)
F.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)
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.
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.
II.FINANCIAL CAPACITY/STABILITY
A.Please complete Page 7 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 (2021-2022 and 2022-2023) for the proposed program/project?
Sources of Funding No Yes
CDBG
Community Activities (or other General Fund monies)
The management skills of the Executive Director and the Sr. Housing Counselor will assure that the quality of services rendered adheres to all local, state, and federal regulations. The Executive Director, has over 30 years of experience in fair housing, and has held the positions of housing counselor, Spanish legal translator and interpreter, and housing coordinator in addition to 15 years of experience as the Executive Director for CSA. The Senior Housing Counselor, George Ibarra, brings extensive knowledge and experience of real property practice, foreclosure prevention, and
referral for veteran’s services, has experience working with tenants and landlords and does various fair housing presentations. The day-to-day fair housing and tenant/landlord services are performed by a multilingual (Spanish, Arabic, English) staff with over 40 years of accumulated expertise in the area of housing, social services, government services, business and data management.
X
X
N/A
X
X
X
X
CSA's proposed project will begin July 1, 2023. CSA currently implements similar projects for six jurisdictions and has the necessary forms, equipment and locations at its disposal. Additionally, staffing for the proposed project are already on-board, fully trained and ready to begin the project without any delay. Therefore, all activities will be fully complete and funding will be fully expended by June 30, 2024. CSA anticipates that 6 to 8 persons per month or 18-24 persons quarterly will be
assisted to meet the 95 person goal. The proposed timeline is as follows Qtr 1: 18 persons, Qtr 2: 20 persons, Qtr 3: 24 persons
and Qtr 4: 23 persons. 2) CSA's proposed project is on-going and will be completed by June 30, 2024.
March 30, 2023 Item #3 Page 179 of 247
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
Amount Received
CDBG funds
Community Activities/Other
C.Did you receive any federal funds, including CDBG funding from other cities?
No Yes (Please list funds below)
Program Source
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.)
B.What is the approximate percentage of your clients that have annual family incomes in each
of the following ranges: (Percentages should add to 100%)
% of clients are at 30% or below of the area median income
_ % of clients are between 31% and 50% of the area median income
% of clients are between 51% and 80% of the area median income
% of clients are above 80% 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)
D.Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
Persons of which % are Carlsbad residents
X
36
44
15
5
100
CSA plans on providing vital tenant/landlord and fair housing counseling, education and outreach and mediation activities to assist some
of the most impoverished, marginalized, and disadvantaged populations who most often experience housing issues. Populations
such as immigrants and refugees, limited English proficient, impoverished, and under-served minority communities who are especially vulnerable as they are not aware of protections provided under the law.
ElCajon, La Mesa, Chula Vista National City, Santee & Vista
Amount Received
$ 230,500
$
$
N/A
N/A
Status
N/A
N/A
CSA’s Fair Housing program is accessible to potential clients through multiple avenues. We can receive complaints through email, webpage submissions, telephone calls and CSA provides walk-in availability as well as regular appointments. Most counseling services
are provided over the phone. Through the phone, skilled HUD approved housing counselors provide a first line of defense against
harassment and discriminatory treatment for English, Spanish, Farsi and Arabic speaking residents. Our counselors are able to mediate difficult disputes and refer clients to appropriate resources and agencies as needed. Our housing counselors provide fair housing seminars for Carlsbad residents and apartment managers as well as city and county staff.
HUD FHIP Grants 375,000
March 30, 2023 Item #3 Page 180 of 247
March 30, 2023 Item #3 Page 181 of 247
E. Does your agency focus its activities on populations with special needs'?
(]I 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.)
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 C 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. N/A
V. DOCUMENTATION
A. How will the beneficiaries' information be collected and documented?
' CSA collects beneficiary documentation such as race, ethnicity and income data on its intake forms and each person self-certifies their income. The
procedure for collecting documentation Involves CSA staff interview beneficiaries via telephone or in person, and filling out a intake form to collect the
beneficiary documentation. CSA then utilizes a HUD approved Client Management System to enter the data and run statistical reports on a monthly or
quarterly basis.
8. How will the outcomes be measured, collected and documented?
CSA has a proven track record of achieving results and has developed a detailed Evaluation Plan that includes several strategies for evaluating and
improving program performance against proposed activity goals during the grant including measuring its outputs and outcomes. The agency will utilize
data collection and technology to capture, maintain and share data and measure program success. CSA will track and evaluate how many
persons have received assistance in counseling, the number of workshops/presentations have been completed, the number of clients attending,
the locations of the services, types of outreach activities provided, and the amount of materials that have been created and distributed.
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.
CSA's Executive Director is currently President of the San Diego Regional Alliance for Fair Housing and through this collaborative CSA works to
Affirmatively Further Fair Housing {AFFHJ for all residents of San Diego County. CSA also collaborates with the County Continuum of Care, Latinos
en Accion, Welcome Newcomer Network, International Rescue Committee, San Diego Immigration Consortium, CAIR, Majdal Center, San Diego
Regional Anti-hate Crime Coalition, Jewish Family Services, and Catholic Charities. Through collaboration, CSA is able to reach and assist the most
vulnerable populations.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
~ ~ f V? ~ Estela De Los Rios, Executive Director 02/15/2023 -------------------Signature Print Name & 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.
6
CDBG PROJECT BUDGET
Organization: ___________________________________Total organization budget $_______________________
Program/Project name requesting funds:
CDBG funds requested: $ Total program/project budget: $
Note: Indicate with an asterisk (*) funds that are volunteer time or in-kind contribution.
1.Sources of funding for program/project:(S)Secured or (A)Anticipated
a.Funding requested from the City $ (S)or (A)
b.Other federal funds (if any)(S) or (A)
c.State or local government funds (S)or (A)
d.Donations and contributions (S) or (A)
e.Fees or memberships (S) or (A)
f.In-kind contributions / Volunteer time (S) or (A)
g.Other funding (S)or (A)
h.TOTAL PROJECT FUNDING (project budget)$ (S)or (A)
$
2.Uses of CDBG 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 (257@ 56 cents/mile calendar year 2021)
h.Incentives and Special Events
i.Indirect costs
j.
k.
l.TOTAL REQUESTED FUNDING (same as 1.a.)$
3.Percentage of project budget represented by CDBG request %
4.If your project will require future funding, please provide information about how the program will be funded.
CSA San Diego County 800,004.28
Fair Housing Program
25,000 230,500
25,000
$ 188,750
$1,750Applicant's funds
230,500
17,400
$ 1,834
$ 132
$ 1,249
$ 484
$ 2,500
25,000
11
$ 144
$ 441
Accounting & Audit $ 280
Trainings $ 440
$ 96
March 30, 2023 Item #3 Page 182 of 247
Carlsbad 2023-2024 CDBG Application- Executive Summary
CSA is a HUD Approved Nonprofit Housing Counseling Agency that has 52 years of experience
as advocates for equality, diversity, inclusion, civil rights and fair housing. CSA’s mission is to
promote positive attitudes and action that ensure respect, acceptance, and equal opportunity for
all people. CSA’s carries out its mission by working to prevent and eliminate housing
discrimination by enforcing and promoting fair housing laws and equal housing opportunities. CSA
is a champion for people to keep their homes, prevent homelessness, and offering referrals to
other community resources as needed by an individual who may be currently homeless or at risk
for homelessness. CSA utilizes diligent managing of resources to productively screen, assist, and
resolve cases of housing insecurity and discrimination. Our project aims to educate Carlsbad
residents about fair housing, housing opportunities, their civil rights and responsibilities to combat
issues that could escalate into homelessness (ex. Not being able to afford a rent increase,
unforeseen eviction). Our program uses one-on-one counseling services which are supplemented
by our website, outreach events/workshops, social media marketing, mediation, handbooks and
other literature as tools to prevent and address homelessness. CSA plans to build on top of its
extensive experience in Fair Housing and Tenants/Landlords services with new and innovative
approaches and networks for program enhancement. The CDBG funds will be used to fund our
staff and offices, materials used for education, events, promotion and record keeping as outlined
in the budget.
Key Staff
Title Name % of time
CSA, Executive Director Estela De los Rios 3% FTE
Senior Fair Housing Counselor George Ibarra 7% FTE
Arabic-Speaking Fair Housing Counselor Aiad Mekany 3% FTE
Spanish Speaking Fair Housing Counselor Eva Aguillard 3% FTE
Spanish Speaking Fair Housing Counselor Rick Felix 3% FTE
Administrative Assistant Paula Karazuba 7% FTE
Budget Excel Sheet
Please see the attached excel budget for specific line-item breakdowns.
Timeline
Anticipated Date Milestone
July 2023 Launch 2023-24 Program and begin providing services to Carlsbad residents
September 2023 Provide Counseling to 18 persons
December 2023 Provide Counseling to 20 persons
March 2024 Provide Counseling to 24 persons
June 2024 Provide Counseling to 23 persons and close out the 2023-24 program
March 30, 2023 Item #3 Page 183 of 247
Column A Column B Column C Column D
Budget Item CDBG Request Other Sources List Name(s) of Other Sources
Personnel
Executive Director 3%$2,633 $87,776 Other city CDBG grants, Human trafficking
grants, Civic Engagement Etc.
Senior Housing Counselor 7%$2,912 $41,600 Donations, HUD housing counseling and other
city CDBG grants
$25,000 SCSEP-Senior Employment Programs
$74,360 Other city CDBG and HUD grants
Administrative Asst. 7%$2,912 $41,600 Other grants
Housing Receptionist 0%$0 $8,700 SCSEP/Interns/Hire a Youth
Fringe Benefits $1,834 $22,925 Donations, HUD housing counseling and other
city CDBG grants
Operating Costs
Materials and Supplies $132 $1,200 Donations, HUD housing counseling and other
city CDBG grants
Rent/Utilities $1,029 $34,300 Donations, HUD housing counseling and other
city CDBG grants
Insurance $484 $6,050 Donations, HUD housing counseling and other
city CDBG grants
Telephone $220 $2,750 Donations, HUD housing counseling and other
city CDBG grants
Accounting & Audit $280 $3,500 Donations, HUD housing counseling and other
city CDBG grants
Program Expenses & Evaluation $96 $1,200 Donations, HUD housing counseling and other
city CDBG grants
Trainings $440 $5,500 Donations, HUD housing counseling and other
city CDBG grants
Mileage $144 $1,800 Donations, HUD housing counseling and other
city CDBG grants
Marketing/Promo/Special Events $441 $6,400 Donations, HUD housing counseling and other
city CDBG grants
Indirect Cost $2,500 $32,828 Donations, HUD housing counseling and other
city CDBG grants
Budget total $25,000 $397,489
Housing Counselors(3) 3%$8,942
March 30, 2023 Item #3 Page 184 of 247
I
Human Trafficking,
Contracts and Consultants
Support to Victims of
Human Trafficking
Project
CSA San Diego County
Organizational Chart
CSA Board of Directors
I
Executive Director
I I
Reception, Bookkeeping,
Technology, Resource
Development
Civic Engagement,
Census Partner
*Housing Programs
and Staff
*Fair Housing
Counseling and
Tenant/Landlord Mediation
and Outreach
I
*Fair Housing
Investigation and
Enforcement
*City of Carlsbad's Fair Housing And Tenant/Landlord Services will fit in our organization with our
Housing Programs and Staff of Fair Housing Counselors, Mediators, Outreach and Investigators and
Enforcement
Attachment B: Organizational chart (required)
March 30, 2023 Item #3 Page 185 of 247
. I
I __ I
~1-1
___ I I._______
I
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023‐24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of all CDBG applicants
even if they have been provided in the past.
Board of Directors' resolution authorizing submittal of application
Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
Sample Intake Form
List of Board of Directors
Financial Audit Report for the most recently ending Fiscal Year
Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20 pages
in an application package will not be distributed or used for evaluation purposes. The attachment of
brochures or other documents will not be accepted in lieu of completing each question on the Funding
Proposal Application.
Attachment A Executive Summary, including key staff, budget, and timeline (required)
Attachment B Organizational chart (required)
Attachment C 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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: Complete:
March 30, 2023 Item #3 Page 186 of 247
{ City of
Carlsbad
FUNDING APPLICANT
Name of Agency: Interfaith Community Services
Address: 550 West Washington Avenue, Escondido CA 92025
Federal Unique Entity Identification (UEI) Number: N28YBWSB8UU8
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Carlsbad Housing, Basic Needs, and Employment Assistance Program
Location of Program/Project: 5731 Palmer Way, Carlsbad, CA 92010
Person completing application: Jana Mackie Phone No.: 619‐408‐6873
Email: jmackie@interfaithservices.org
Financial Contact: Hanan Pelstring Phone No.: 760‐489‐6380
Email: hpelstring@interfaithservices.org
Program Manager Contact: Vannessa Marshall Phone No.: 760‐458‐6913
Email: vmarshall@interfaithservices.org
Executive Director Contact: Greg Anglea Phone No.: 760‐489‐6380
Email: ganglea@interfaithservices.org
Requested Funding Amount: $ 71,345
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) respectfully requests $71,345 to provide critical community services
at its Carlsbad Service Center that will address priorities identified by the City of Carlsbad to benefit low‐and
moderate‐income persons. Services will include housing stabilization and navigation, basic needs assistance,
supportive services, and employment development. Together, these services will impact more than 200
Carlsbad individuals.
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. This will include emergency
rental, utility, and security deposit payments to enable Carlsbad residents to avoid and prevent
homelessness. Case managers will screen residents for eligibility and engage clients in comprehensive case
management to identify and track progress toward lasting solutions. This includes working with each client
to develop an Individual Service Plan aimed at addressing barriers to housing and self‐sufficiency. Case
managers work to prioritize financial goals, such as opening a bank account, increasing savings, increasing
income, understanding credit management and repair, and taxes. Case Managers also provide warm
referrals to a wide range of internal and external support services including housing stabilization and
support, benefits assistance, and medical and behavioral healthcare.
Emergency Food Assistance: Interfaith will distribute emergency food assistance to Carlsbad residents
March 30, 2023 Item #3 Page 187 of 247
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 maintains its pantry stock through its food rescue program,
community donations, and purchases of 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 case‐managed social services to Carlsbad community
members. Supportive services include emergency food and hygiene supplies, eyewear and prescription
assistance, 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 employment services that are crucial to household
economic success. Carlsbad community members will have access to employment and education assistance
to help them gain and retain employment and/or required employment requisites such as a diploma, GED,
certificate or licensure. Short‐term financial assistance may 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
Program Impact:
Interfaith’s Carlsbad Service Center 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 rapidly reverse homelessness to
20 Carlsbad households;
Basic needs (e.g., emergency food and hygiene kits) to at least 200 unduplicated Carlsbad individuals and
their families;
Employment and education assistance essential for gaining and retaining employment and/or achieving
education requirements to at least 20 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.
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 Community Services (Interfaith) empowers people in need to stabilize and improve their lives
through comprehensive programs, in partnership with diverse faith communities and people of
compassion. Founded in 1979 as a direct response to the rising rates of hunger and homelessness in North
San Diego County, Interfaith works to break the cycle of poverty and homelessness.
March 30, 2023 Item #3 Page 188 of 247
Interfaith provides both immediate safety net services and long‐term, life‐changing wraparound programs
that help to stabilize and rebuild the lives of people in crisis. Programs are organized into five main areas:
Nutrition and Basic Needs, Employment, Self‐Sufficiency and Supportive Services, Behavioral Health and
Recovery, and Housing, and designed to overlap so that each client has access to as many resources as
necessary for their individual situation.
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 operated a Carlsbad Service Center (CSC, previously Carlsbad Hiring Hall) since 2014, making it
well positioned to assist the City’s most vulnerable residents with homelessness prevention, housing
stabilization, basic needs, and employment assistance.
In 2022, Interfaith supported 842 Carlsbad residents through 3,503 points of supportive services. This included
providing 123 residents with rental assistance to prevent homelessness and distributing $68,492 in financial aid
to households in crisis situations.
E. 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 but not in lieu of a complete response.)
Existing Staff Positions and Qualifications:
Vannessa Marshall, Program Manager, earned her B.A. in Liberal Studies from California State University San
Marcos. Marshall has over 10 years of experience in the nonprofit field including teaching, program management,
youth development, and employment services. Marshall joined Interfaith in 2015 as the TYA Program Manager
and also oversees Interfaith’s Carlsbad Service Center. Ms. Marshall has made a strong commitment to
collaborating and networking with other organizations throughout North San Diego County. Interfaith’s
Employment Program work closely with the Farmworker CARE Coalition, San Diego Association of Day Laborers
and Domestic Workers, the Employee Rights Center, and the California Rural Legal Assistance, among others.
Elizabeth Hernandez, Lead Case Manage, joined the team at the Carlsbad Service Center in May 2022. Prior to
Interfaith, Hernandez worked for three years in social services and has experience working with diverse
populations including children and families, migrant families and individuals, and individuals and families
experiencing homelessness. She holds a BS in Criminology and Justice Studies with a minor in Psychology. I am
bilingual and fluent in Spanish and am able to provide all services in Spanish such as our basic needs services,
supportive case management, vocational case management, day labor program, and rental assistance.
Jonathan Baca Nava, Case Manager, joined Interfaith in September 2022 as a Peer Engagement Specialist and is
currently a Case Manager at the Carlsbad Service Center. Prior to joining Interfaith, Baca Nava worked as a case
manager and program manager for programs serving foster youth. He holds a Bachelor’s degree from California
State University at San Marcos. Baca‐Nava is bilingual and fluent in Spanish.
Lindsey Cordada, Case Manager, joined Interfaith in August 2022 and provides case management at the Carlsbad
Service Center. She holds a Bachelors of Arts degree in Psychology from Humboldt State University and has
extensive experience in working with the homeless population, gathers information, and working closely with
resources and communities for the past 3 years. Lindsey Cordada is bilingual and fluent in Spanish. March 30, 2023 Item #3 Page 189 of 247
Miranda Quintero, Intake Coordinator, joined Interfaith in August 2022 and provides intake coordination to the
Carlsbad Service Center. She brings over three years of experience in roles that required strong communication
skills and organizational skills.
In addition to these project‐specific personnel, Interfaith provides administrative support to assure program
operation through Amber Rizkalla, Director of Employment Services, Filipa Rios, Chief Program Officer, and
Lauren Varner, Director of Grants and Compliance. These positions will ensure personnel, material, data
collection and evaluation, and other support for the operation of the service center.
F. Please describe 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)
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
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.
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 provide housing assistance, food and
hygiene items, and employment assistance to residents.
Contract Initiation: May 2023 (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 and Networking: Within 30 days of contract initiation and ongoing.
Announcement of award and availability of services via communications
platforms. Distribution of referral and eligibility information to 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 7 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.
March 30, 2023 Item #3 Page 190 of 247
See completed itemized CDBG Project Budget. Requested CDBG funds will support rental assistance and
emergency financial assistance for low‐income Carlsbad residents at risk of homelessness, transportation
assistance, and a portion of key staff positions which directly facilitate client services and program
supervision of the Carlsbad Service Center.
B. Did you receive any of the following sources of funding from the City of Carlsbad within the last
two fiscal years (2021‐2022 and 2022‐2023) 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 (FY2021‐22) $41,211 Fully Expended
CDBG Funds (FY2022‐23) $23,698 Funds remaining (spend by 6/30/23)
CDBG Funds (FY23 Additional) ~$28,000 Funds remaining (spend by 6/30/23)
Community Activities/Other:
Carlsbad Service Center Hiring Hall $204,217 Funds Remaining (spend by 6/30/23)
C. Did you receive any federal funds, including CDBG funding from other cities?
No Yes (Please list funds below)
Program Source Amount Received
County of San Diego CDBG $75,000
Interfaith receives funding distributed through the Alliance for Regional Solutions’
Bridge to Housing Network, funded by local cities including the City of Carlsbad,
Escondido, Encinitas, Oceanside, San Marcos, Solana Beach, Poway, and Vista.
Total distribution of $147,611 for Haven House in FY2023.
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,
located at 5731 Palmer Way. Free parking is available on site and the service center 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 Carlsbad Service Center staff offer 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
March 30, 2023 Item #3 Page 191 of 247
hygiene supplies. The Day Labor Program, coordinated at the center, connects laborers with employers for daily,
temporary, or permanent job needs and will be available Monday through Friday year‐round.
Further, the Carlsbad Service Center is located near Catholic Charities’ La Posada de Guadalupe, a year‐round
shelter serving adult males. Many of the shelter residents utilize the Carlsbad Service Center as a starting point
to self‐sufficiency. The Carlsbad Service Center also actively supports youth and families within the Carlsbad
Unified School District. Carlsbad Service Center staff connect with students and families via monthly partnership
meetings to ensure all are connected to the full range of services provided by Interfaith.
Carlsbad Service Center 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%)
30% % of clients are at 30% or below of the area median income
60% % of clients are between 31% and 50% of the area median income
9% % of clients are between 51% and 80% of the area median income
1% % of clients are above 80% of the area median income
C. Please describe how low‐and‐moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan housing
and community development priorities, as well as the population to be served or the area to be
benefited. (Reference Consolidated Plan Priorities)
Low‐ and moderate‐income Carlsbad residents, as well as those experiencing homelessness, will benefit
from the range of supportive programs at the Carlsbad Service Center including homelessness prevention,
housing stabilization, basic needs, and employment assistance services. Through this support, Interfaith
programs provided through the Carlsbad Service Center will address Priorities 2 and 3 in the City of
Carlsbad Consolidated Plan.
PRIORITY 2 (High Priority): Prevent and reduce homelessness.
Interfaith will prevent and reduce homelessness in Carlsbad by providing rental assistance and security
deposit assistance in emergency situations. 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. Staff
also enter 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.
PRIORITY 3 (Medium Priority): Strengthen support services for lower income residents and residents
with special needs.
Interfaith is continuing to see a high demand for basic needs support within Carlsbad. The case managed
social services offered through the Carlsbad Service Center will include: 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, legal assistance,
as well as food stamp and Medi‐Cal application assistance. These resources, complemented by Interfaith’s
75+ comprehensive services, enable individuals to focus their efforts on stabilizing their financial and
housing situations and improving their family’s economic state.
March 30, 2023 Item #3 Page 192 of 247
In addition, Interfaith has implemented various strategies to help Carlsbad individuals connect with employment
assistance with the goal of securing stable employment. Staff will leverage flexible funds to support
transportation‐related expenses such as monthly bus passes, gas vouchers, and auto repair. Other financial
support may be available to assist clients with pursuing employment‐related training and certifications.
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, justice‐involved individuals
(formerly incarcerated), veterans, as well as individuals with mental health needs and substance use disorder
issues.
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 C 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 C and D 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,
gender, income, source of income, education level, and housing status. In addition, forms documenting proof of
income are retained, such as records of employment, unemployment, and other benefits or support providing
income, is collected.
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. 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.
March 30, 2023 Item #3 Page 193 of 247
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?
For data collection, Interfaith uses Clarity, the San Diego regional HMIS database system, to record and
coordinate services for participants who are experiencing homelessness. Staff has a full understanding of the
data‐capture capacities and reporting abilities of this system, using pre‐existing system reports, custom query
capability, and add‐on reporting capacity with customized reports administered by the Regional Task Force on
the Homeless. Additionally, Interfaith tracks all participants in Efforts‐to‐Outcomes (ETO), a proprietary client
database, for comprehensive data capture of client enrollment, demographics, service delivery, and outcomes.
Further, registration of active clients seeking employment and parties seeking to employ clients is maintained
daily. This allows Interfaith to report on a monthly basis, at a minimum, statistical information pertaining to
usage, placement and any demographic information requested by the City of Carlsbad. Employer data is tracked
utilizing an Excel spreadsheet to capture information such as employer’s name, location, job requests, and rate
of pay for the employee.
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.
Interfaith is a recognized leader in regional efforts to prevent and end homelessness. Interfaith has been an
integral member organization of the San Diego Coordinated Entry System (CES) since its inception and served as
lead service agency for the CES expansion from the City of San Diego to North San Diego County. Further,
Interfaith is the fiscal agent and a founding member of North County’s Alliance for Regional Solutions. To
form a cohesive approach, Interfaith works in collaboration with the Regional Taskforce on Homelessness, City
of Carlsbad Homeless Outreach Team, County of San Diego Homeless Outreach Teams for North County, 2‐1‐1
San Diego, La Posada, and other community‐based organizations.
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 Carlsbad Service Center
partners with the Carlsbad School District to receive referrals of households in need of services.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
Greg Anglea, Chief Executive Officer 2/21/2022
Signature Print Name & 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.
March 30, 2023 Item #3 Page 194 of 247
CDBG PROJECT BUDGET
Organization: Interfaith Community Services Total organization budget $ 26,367,358
Program/Project name requesting funds: Carlsbad Housing, Basic Needs, and Employment Assistance Program
CDBG funds requested: $71,345 Total program/project budget: $482,310
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 $71,345 A
b. Other federal funds (if any) (S) or (A)
c. State or local government funds (Carlsbad Hiring Hall) $204,218 A
d. Donations and contributions $206,747 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) $482,310 (S) or (A)
2. Uses of CDBG funds requested for the program/project: (1.a.)
a. Wages and salaries $23,521
.05 FTE Program Manager, two (2) .2 FTE Case Managers
b. Personnel benefits $8,938
c. Materials and supplies (van transportation, bus passes) $2,400
d. Program expenses and evaluation $30,000
Homelessness prevention funds @ avg of $1500 per household x 20 households
e. Rent and utilities
f. Insurance
g. Mileage ( @ 56 cents/mile calendar year 2021)
h. Incentives and Special Events
i. Indirect costs @ 10% $6,468
j. TOTAL REQUESTED FUNDING (same as 1.a.) $71,345
3. Percentage of project budget represented by CDBG request 15%
4. If your project will require future funding, please provide information about how the program will be funded.
Not applicable
March 30, 2023 Item #3 Page 195 of 247
City of Carlsbad CDBG FY2023-2023
Executive Summary
Project Overview:
Interfaith Community Services (Interfaith) respectfully requests $71,345 to provide critical community
services at its Carlsbad Service Center that will address priorities identified by the City of Carlsbad to
benefit low-and moderate-income persons. Services will include housing stabilization and navigation,
basic needs assistance, supportive services, and employment development. Together, these services will
impact the lives of more than 200 Carlsbad individuals and support them in a time of crisis.
Carlsbad residents will have convenient access to services through Interfaith’s Carlsbad Service Center,
located at 5731 Palmer Way. Free parking is available on site and the service center is located on the El
Camino Real thoroughfare, easily accessible by public transportation (Breeze Route 309). The center is
staffed by bilingual Case Managers, with services available by appointment and provided free of charge.
Over a 12-month grant period, funding from the Carlsbad CDBG program will provide:
• Rental assistance and emergency housing case management to prevent or rapidly reverse homelessness
to 20 Carlsbad households;
• Basic needs (e.g., emergency food and hygiene kits) to at least 200 unduplicated Carlsbad individuals
and their families;
• Employment and education assistance essential for gaining and retaining employment and/or achieving
education requirements to at least 20 individuals.
Key Project Staff:
Vannessa Marshall, Program Manager, earned her B.A. in Liberal Studies from California State University
San Marcos. Marshall has over 10 years of experience in the nonprofit field including teaching, program
management, youth development, and employment services. Marshall joined Interfaith in 2015 as the
TYA Program Manager and also oversees Interfaith’s Carlsbad Service Center. Ms. Marshall has made a
strong commitment to collaborating and networking with other organizations throughout North San
Diego County. Interfaith’s Employment Program work closely with the Farmworker CARE Coalition, San
Diego Association of Day Laborers and Domestic Workers, the Employee Rights Center, and the California
Rural Legal Assistance, among others.
Elizabeth Hernandez, Lead Case Manager, joined the team at the Carlsbad Service Center in May 2022.
Prior to Interfaith, Hernandez worked for three years in social services and has experience working with
diverse populations including children and families, migrant families and individuals, and individuals and
families experiencing homelessness. She holds a BS in Criminology and Justice Studies with a minor in
Psychology. Hernandez is bilingual and fluent in Spanish and am able to provide all services in Spanish.
Jonathan Baca Nava, Case Manager, joined Interfaith in September 2022 as a Peer Engagement Specialist
and transition to the role of Case Manager at the Carlsbad Service Center. Prior to joining Interfaith, Baca
Nava worked for programs serving foster youth. He holds a Bachelor’s degree from California State
University San Marcos. Baca Nava is bilingual and fluent in Spanish.
March 30, 2023 Item #3 Page 196 of 247
..,.c; fEOPti; ~''" "'~ .:r-"'" <.o.A
llnter(iffl1r1 l
community services i
Lindsey Cordada, Case Manager, joined Interfaith in August 2022 and provides case management at the
Carlsbad Service Center. She holds a Bachelors of Arts degree in Psychology from Humboldt State
University and has extensive experience in working with the homeless population, gathers information,
and working closely with resources and communities for the past 3 years. Lindsey Cordada is bilingual and
fluent in Spanish.
Miranda Quintero, Intake Coordinator, joined Interfaith in August 2022 and provides intake coordination
to the Carlsbad Service Center. She brings over three years of experience in roles that required strong
communication skills and organizational skills.
In addition to these project-specific personnel, Interfaith provides administrative support to assure
program operation through Amber Rizkalla, Director of Employment Services, Filipa Rios, Chief Program
Officer, and Lauren Varner, Director of Grants and Compliance. These positions will ensure personnel,
material, data collection and evaluation, and other support for the operation of the service center.
Budget:
Interfaith is requesting $71,345 in CDBG funding. This is 15% of total annual project costs of $482,310.
CDBG funds will support rental assistance and emergency financial assistance for low-income Carlsbad
residents at risk of homelessness, occupancy expenses and a portion of key staff positions which directly
facilitate client services and program supervision of the Carlsbad Service Center.
Budget Summary
Salaries and Benefits (.05 Program Manager; two (2) .2 FTE Case Managers) $32,459
Materials and Supplies (van transportation, bus passes) $2,400
Program expenses (homelessness prevention funds) $30,000
Total Direct Costs $64,859
Indirect costs @ 10% $6,486
Total Requested Funding $71,345
Timeline:
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 strengthen existing programs that provide housing
assistance, food and hygiene items, and employment assistance to low-income Carlsbad residents.
Key milestones will include:
− Contract Initiation: May 2023 (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 and Networking: Within 30 days of contract initiation and ongoing.
− 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
March 30, 2023 Item #3 Page 197 of 247
Sandi MoranScott GallowayLemuel Roy BlackettDonor & Volunteer Database Coordinator
Shentelyn LaoProgram Manager(Detox)
TBAProgram Supervisor
Varinda MissettChief Development OfficerHanan PelstringChief Financial Officer
Emiliano BolañosEli Nunez
Alvaro TrejoFacilities Technicians
Jenny Garcia JuarezJanitor
Greg AngleaChief Executive Officer
Updated DECEMBER 2022
Board of Directors
Fiona KingDirector of Development
Sergio TrujilloFacilities Manager
Filipa RiosChief Program Officer
Dara TavoladaHR GeneralistKimberlee BlackettRecruitment & Retention Manager
Odetta DelsolHR CoordinatorVanessa Tovar
HR Coordinator Connie PepperdineHR Administrator
Rosalind BarmoreDirector of HR
Nima JariwalaController
Mark WhitakerDirector of Operations
Mary FerroDir. of Outreach & Eduation
Martha Garzón
Faith Based Academy Program Mgr
Emanuel RodriguezIn Kind Donations Manager
Shellie BowmanDirector, Recovery and Wellness
TBDSheila StallingsMary Lowentrout Amanda JacobsenSandi PriestWayne WilkinsJulie BjorklundTony RochaRon Sewell
Substance Abuse Counselors
Elliott LustigJose SaucedoNancy Leyko
Daisy Stephanie SilvaResident Coordinators
Jo-Ann RellosaBilling Assistant
Ernest FaraimoTransport Spec
Valerie MorganIntake Coordinator
Amber RizkallaDirector of Employment & Economic Development
Vannessa MarshallProgram Manager – Coastal Employment Services
Daisy HernandezLead Case ManagerLindsey Lee CordadaCase Manager
Martha DeroblesCase Manager – TYA (El Camino High School)Miranda QuinteroIntake Specialist
Marinea Goodson
Sydney OukropJovan MartinezTBD
Case Manager
Heather Tougias
Housing Stability Case Manager
Jodi ZieglerProject Coordinator
Donald GibsonRoy GardinerWanda MatthewsResident Coordinators
Angela KuzaraClinical Therapists
Doug FerrisFood & Nutrition Manager
Kimmy A.Darrell MendaCooksBill LewisLead Cook
Keith HickoxMinor Home RepairCarmelita A. LopezMelissa S. MelendezAnthony GillenwaterFlor FonsecaHeather DennettVeronica BasultoLauren McallisterCase Managers
Megan HawkerChief of Staff
Vanessa RheubyProgram Manager(Residential)
Jasmine MurilloMelissa LechugaArianna RealLizbeth RojasYesenia HansonCase Managers
Erik PonceReceptionist
TBDInterim Social Services Float
Jessica Elliot-PomerenkeProgram Manager (Social Services – Inland)
Beth HallockProgram Manager (Senior Services)
Yuridia SebastianProgram Manager – Supportive Services
Valerie RamirezClinical Outreach Manager
Stephanie PlaneClinical Program Manager RCP
Erendira HernandezProgram ManagerEmergency Services
Gary CriteProgram Manager RWC - Outpatient
Sasha Dix Permanent Housing Program Manager
Claudia CastroExecutive Assistant
Maria SilvestreAnn Marie MasinoBilling Assistant
Nikole PrattPeer Support Specialist
Christine BoeldtOscar GonzalezMark TaylorAlexis MeansLauren StaffordTBD
TBDSubstance Abuse Counselors
Ed MurrayResident Coordinator
Joseph SweetResidential Manager
TBDTBDCatherine AlmanzaMitchell DavisAssoc Clinical Therapist
Dennis WilliamsSite Safety Supervisor
Cheryl PasterBuddy Raymond
SimmonsResident Coordinator
TBDIT Specialist
Kimberly MoralesLeasing Specialist
Matthew ChinnDaniel TaylorChris TaylorStafford BreauxHamayoon BabieJennifer MartinezMarc GutierrezDavid SmithJonathan TinkerRodrigo RuedasSite Safety Coordinators
Jana MackieJennifer DillGrant Writer
Anna MadesMarie Shawn ZancoSocial Workers – OHA/HOT Managers
TBDAssoc. Clinical Therapist
TBD Social Worker OHA CMRivian AndersonCase Manager
Jennifer HalversonRoss WeaverIan ScottCatharine MykytiukHomeless Outreach Specialist
Ginger BahardarPaul ClearyMitchell Davis
Maria DoepkeTharia Corbett-YoungLicensed Clinical
TherapistsNicole Angelina MesaAssociate Clinical Therapist
Arianna RealCase Manager
TBDIntake/Diversion Specialist
Roland BryantLeticia GonzalezDanielle KramerJennifer LopezRocio VerduscoPamela GuintoAllyson ManquenCase Managers
TBDLicensed Clinical Therapist
Jojo GozaloResidential Services
Case Manager
Maelynn StahlResident Coordinator
Melissa GonzalezPeer Support Specialist
Maribel Benito
Teresa LopezRobin MooreMaria VelozNorma AlmazanTBDCase ManagersTBDTBDCal Aim Case Managers
Latoya Washington Landlord Engagement SpecialistSasha Stel-FergusonIntake Specialist
Anne FinnQuality Assurance Specialist Christine BoeldtRWC Quality Assurance Specialist
Eduardo SanchezQuality Assurance & Compliance Manager
Mickey GonzalesDatabase Manager
Robert WilliamsSandra MorinJulian SalazarNancy LeykoElizabeth St. HollandSubstance Abuse Counselors
Kerrie HussainiBilling Assistant
Sarai FonsecaAriana SotoResident Coordinator
Alma RuizInterimRapid RehousingProgram Mgr
Joe StemmlerStaff Accountant
Kathleen LiStaff Accountant II
Rocio ReynaudJose Cruz MartinezStaff Accountant I
Monique NavaLead Clerk
Heather ClarkBeatriz CruzAccounting Clerks
Maria Halbert Faith Based Academy Coordinator
TBDGrant Manager
Charlotte RomeroAccounting Mgr
Maria GutierrezMayra RamirezJuliana Ramos
Case Managers
Carlos Leyva Duarte
Volunteer Income Tax Assistance
Joan RectorRegistered Nurse
Jean Andre RuizSandra VilelaTBDLVN
Keri Fujiwara Robinson
TBDTBDTBD
Case ManagerCatherine Marie RodriguezClinical Case Manager
Mayte FuentesTBDTBDCNA
Autumn AlcornLen LicandaMelissa MirandaWhitney Hernandez SanchezTeodora GutierrezRhonda MataTautuu UtuMarie Tasheena KitchenHawkins SellierDonna StinsonTBDResident Behavioral Health Aides
Maria EspinozaVolunteerCoordinatorsDaniel GauthierCommunications Coordinator
Elizabeth HernandezLead Case Manager
Ivan HernandezMaria MarinCase Managers
Jonathan Baca-NavaPeer Engagement
Specialist
Mitchell SnowManager of Faith Relations
TBDSocial Worker OHA CMTBDLicensed Clinical TherapistTBDCase Manager
TBDMajor Gifts
Maria AntonioPhone Navigator Gabriela Nazario
Communications Admin
Charlie CoreasWarehouse CoordinatorSarah ChoInKind DonationsSpecialistIsaias RosasHannah BrenzelJesus Medina SalazarWarehouse Asst.
Christina MoiProgram Manager
Brian McDonnellHousing Stability Case Manager
Samantha Flores Intake Specialist
Tiffany HanceChristine Whitworth Job Developers
Adriana VenegasGiselle MartinezAbigail CelestinoCase Managers
Kendra MackeyClinical Outreach Mgr
April SaraniLicensed Clinical Therapists
Markenya CarterHomeless Outreach Specialist
Kimberly Moon-WalkerAssoc Behavioral Health Clinician.
TBDSOAR Case Managers
Sergio CardonaEngy NakhlaCase Manager/Homeless Outreach Worker
TBDHomeless Outreach Liaison
Kai PelaezPeer Support Specialist
Kim SimmonsOperations Supervisor
Amanda RodriguezSarah ValadezJen ZurmuehlenFernando RamosSairam AguilarJoel Del RioStephanie EsparzaResident Coordinators
Gersain MedinaShelter & Emergency Housing Program
Manager
Jeremiah BellomyPeer Support SpecialistStephanie LopezCase Manager
Erendira Hernandez(Interim) Director of Short Term Housing
Curtis WinfreeProgram Manager GPD
TBDBHS/Safe Haven Program Manager
TBDFamily Shelter Program Manager
TBDCase Manager
TBDTBDTBDTBDTBDTBDTBDTBDSandra DavisResident Coordinators
TBDCase Manger
TBDTherapist
TBDActivities Coordinator
TBD
TBDTBDTBD
TBDTBDTBD
Resident Coordinators
Tracy Goettsch
Purchasing Agent
Janet ReevesDevelopment Manager
Andrea Cason Kamal Elliot Pomerenke
Development Coordinator
Marlene RomoProgram Manager
Cesar TrejoPracticum Coordinator
March 30, 2023 Item #3 Page 198 of 247
Patti Mick DireetorofHousing
Amber Rizkalla
Director of Employment & Economic Development
Vannessa Marshall
Program Manager -Coastal Employment Services
Miranda Quintero
Intake Coordinator
Elizabeth Hernandez
Lead Case Manager
Jonathan Baca-Nava
Case Manager
Lindsey Lee Cordada
Case Manager
ATTACHMENT B, Part II
Staffing Chart for Project
March 30, 2023 Item #3 Page 199 of 247
c, pEOPt~ ~'"" "~ !<,.., <.o ~ .A i ii nte r(iffi1;, ~ ~ community services .,
Amber Rizkalla Director of Employment & Economic Development PROFESSIONAL EXPERIENCE Interfaith Community Services, Escondido, CA Director of Employment & Economic Development April 2017-Present
• Supervise day-to-day operations of seven Employment and Economic Development programs
• Oversee compliance and quality assurance of programs
• Supervise three Program Managers
• Manage multiple federal, state, local, and private grants
• Oversee data collection and management for grants and programs
Director of Transitional Youth Academy April 2015-April 2017
• Supervised day-to day-operations of Transitional Youth Academy in-school and out-of-school programs
• Supervised two Program Managers
Program Manager, Transitional Youth Academy September 2014-April 2015
• Case Managed a caseload of 10 students and mentored more than 45 students as part of a team
• Managed day-to-day operations of the Transitional Youth Academy at El Camino High School,
represented in community, and planned program expansion Catholic Charities, Diocese of Metuchen, Perth Amboy, NJ December 2011-March 2014
Disaster Case Management Supervisor & Grant Writer
• Interviewed, hired, trained, and supervised seven Disaster Case Managers and one Clinician
• Entered, managed, and reported on client and expenditure data in CAN and other databases
• Managed day-to-day operations of Department, including budget and accounts payable, grant
proposals, reporting, and compliance
• Developed and maintained relationships with funding agencies and community partners in order to
facilitate communication and obstacle resolution
• Researched and wrote government and private grant proposals awarded at over $2,000,000
• Maintained database of active grants to track funding and reporting requirements Allied American University, Laguna Hills, CA October 2010-December 2011
Course Developer/Adjunct Faculty
• Developed sociology and criminal justice curriculum in accordance with accreditation standards
• Assisted with DETC and WASC accreditation review
• Created 12 new Criminal Justice certificate programs, including 13 new courses, and restructured the
former Criminal Justice curriculum to offer students a broader number of educational options
• Managed courses in iBoard, AAU’s proprietary learning platform Interfaith Community Services, Escondido, CA June 2007- September 2010 Grant Writer/Quality Assurance Officer
EDUCATION
California State University San Marcos San Marcos, CA Master of Arts in Sociological Practice 2007
March 30, 2023 Item #3 Page 200 of 247
Vannessa Marshall Program Manager Carlsbad Service Center PROFESSIONAL EXPERIENCE Interfaith Community Services, Carlsbad, CA June 2015 – Present
Program Manager – Carlsbad Service Center and Transitional Youth Academy
• Supervise the day-to-day operations of the in-school Transitional Youth Academy Program and
Carlsbad Service Center location
• Manage program budgets
• Manage compliance and quality assurance of programs
• Supervise one Site Supervisor and five Case Managers
• Manage multiple federal, state, local, and private grants
• Oversee data collection and management for grants and programs Pretend City Children’s Museum, Irvine, CA July 2009 – June 2015 Associate Director of Educational Programming
• Primarily responsible for creation of all educational curriculum, activities, and programs, in addition to museum floor staff supervision
• Developed and managed the operational and fiscal activities of the education department’s $800,000 budget
• Designed, created, and implemented the Education Program for the museum to include multiple daily event curriculum development and exhibit activities
• Recruited, hired, supervised, and managed a staff of 30 entry-level early childhood educations, four museum leads, one education manager, and one coordinator Westcott & Associated, Ltd., Carlsbad, CA August 2006 – August 2009 Executive Administrative Assistant
• Primarily responsible for the organization and advanced administrative support to the Owner and President
EDUCATION University of San Diego San Diego, CA Masters in Nonprofit Management & Leadership 2019
California State University San Marcos San Marcos, CA Bachelor of Arts in Liberal Studies with an Emphasis in Child Development 2006
Saddleback Community College, Child Development & Education Department Mission Viejo, CA Site Supervisor Certification Coursework 2011
Advanced Grant Writing Series
March 30, 2023 Item #3 Page 201 of 247
Elizabeth Hernandez Lead Case Manager Carlsbad Service Center PROFESSIONAL EXPERIENCE Interfaith Community Services, Carlsbad, CA May 2022 – Present
Lead Case Manager – Carlsbad Service Center
• Provide direct client services and leads team of Case Managers at the Carlsbad Service Center
• Ensure staff training, compliance, and quality assurance of programs
• Provides guidance and support to help clients identify their own strengths, set achievable goals and
follow through consistently so they can become self-sufficient.
• Provides evidence-based housing stabilization services and homeless prevention
• Screens clients for eligibility for all Interfaith programs
• Attends and participates in program and agency meetings and trainings
• Identifies other necessary resources and advocates for clients’ needs
• Maintains accurate and complete records as required by grants and contracts
• Maintains client records of participation, activities, and progress in their case files
• Enters client data into Efforts to Outcome (“ETO”), HMIS data system and other databases as required
Jewish Family Services, San Diego, CA May 2021-May 2022 Safe Parking Program Site Supervisor
• Advocate for individuals living in their vehicle providing them local resources and referrals;
• Engage in motivational interviewing and budgeting with clients to support and develop service plans with a focus on financial stability and re-housing.
• Supervise case managers and support the quality of service delivery
• Data entry in case management system and Clarity HMIS System Migrant Shelter Case Manager May – August 2021
• Meet with clients to complete program intake and address immediate needs
• Data entry in management software ETOi Children’s Paradise Preschool, Vista, CA December 2020 – May 2021 Assistant Director
• Administrative support for site director
• Enrollment, billing, attendance, files, audits, maintaining programs and files in compliance
• Supervised 30 staff members
EDUCATION
California State University San Marcos San Marcos, CA BA in Criminology and Justice Studies 2020
Palomar College San Marcos, CA Transfer AA majoring in Psychology 2016 LANGUAGE Bilingual (English-Spanish)
Intermediate American Sign Language
March 30, 2023 Item #3 Page 202 of 247
Jonathan Baca Nava Case Manager Carlsbad Service Center PROFESSIONAL EXPERIENCE Interfaith Community Services, Carlsbad, CA September 2022 – Present
Case Manager – Carlsbad Service Center
• Conducts client intakes, screenings, and develops Individual Service Plans.
• Provides guidance and support to help clients identify their own strengths, set achievable goals and follow through consistently so they can become self-sufficient.
• Provides evidence-based housing stabilization services and homeless prevention
• Screens clients for eligibility for all Interfaith programs including housing, basic needs, senior
emergency funding assistance and make appropriate warm referrals to internal resources
• Packs and delivers food boxes to clients prepared by the Interfaith Food Pantry
• Attends and participates in program and agency meetings and trainings
• Identifies other necessary resources and advocates for clients’ needs
• Maintains accurate and complete records as required by grants and contracts
• Maintains client records of participation, activities, and progress in their case files
• Enters client data into Efforts to Outcome (“ETO”), HMIS data system and other databases as required by Interfaith and funders in a timely and accurate manner
Casa de Amparo, San Diego, CA December 2021 – September 2022 Residential Program Manager
• Provide staff supervision and assisted staff through on-call support
• Provided training to ensure safety compliance, working conditions, and procedures
Residential Supervisor April – November 2021
• Assured safety and well-being of youth residents in residential services
• Lead and directed residential counselors in crisis and/or emergency situations Residential Counselor June 2020 – April 2021
• Provided safety, physical care, and social and moral guidance to youth
• Worked as a team to provide a safe and nourishing environment for all residents Pala Casino Spa and Resort., Pala, CA June 2015 – June 2020 Food Server
• Provided excellent customer service to guests
• Handled food service monetary transactions
EDUCATION
California State University San Marcos San Marcos, CA Bachelor of Arts in Sociology-Critical Race 2020
MiraCosta Community College Oceanside, CA Transfer credits for Sociology 2018 LANGUAGE Bilingual (English-Spanish)
March 30, 2023 Item #3 Page 203 of 247
Lindsey Lee Cordada Case Manager Carlsbad Service Center PROFESSIONAL EXPERIENCE Interfaith Community Services, Carlsbad, CA August 2022 – Present
Case Manager – Carlsbad Service Center
• Conducts client intakes, screenings, and develops Individual Service Plans.
• Provides guidance and support to help clients identify their own strengths, set achievable goals and follow through consistently so they can become self-sufficient.
• Provides evidence-based housing stabilization services and homeless prevention
• Screens clients for eligibility for all Interfaith programs including housing, basic needs, senior
emergency funding assistance and make appropriate warm referrals to internal resources
• Packs and delivers food boxes to clients prepared by the Interfaith Food Pantry
• Attends and participates in program and agency meetings and trainings
• Identifies other necessary resources and advocates for clients’ needs
• Maintains accurate and complete records as required by grants and contracts
• Maintains client records of participation, activities, and progress in their case files
• Enters client data into Efforts to Outcome (“ETO”), HMIS data system and other databases as required by Interfaith and funders in a timely and accurate manner
Operation Hope, Vista, CA June 2020 – August 2022 Client Support Technician
• Maintain safety of clients and staff by enforcing protocol
• Provide respectful and effective support to clients
• Easily and efficiently de-escalate situations between clients
• Follow and model procedures and guidelines set forth
• Communicate with other staff members
• Ensure client safety during the night
• Strive to make volunteers feel welcome Crocs, Carlsbad, CA August 2021 – July 2022 Sales Associate
• Primarily responsible for the organization and advanced administrative support to the Owner and President EDUCATION Humboldt State University Arcata, CA
Bachelor of Arts in Psychology 2020 Mira Costa College San Marcos, CA
Associates of Arts in Psychology 2018 LANGUAGE Bilingual (English-Spanish) Beginning American Sign Language
March 30, 2023 Item #3 Page 204 of 247
Miranda Quintero Intake Coordinator Carlsbad Service Center PROFESSIONAL EXPERIENCE
Interfaith Community Services, Carlsbad, CA August 2022 – Present Intake Coordinator – Carlsbad Service Center
• Provides reception duties, resource guidance, basic crisis intervention and eligibility screening for participants, callers and visitors requesting assistance
• Operates telephone switchboard to answer, screen, or forward calls, providing information, taking messages, or scheduling appointments and keep logs, and manage general emails
• Greets customers, ensuring every visitor, client, or guest receives a professional welcome
• Provides clients with initial intake paperwork reviewing for completion, entering into database
ensuring there is no duplication of services, make copies of required documents for participants waiting to meet with Case Manager for assessment
• Registers job applicants and employers
• Administers initial steps of the rental assistance program; tracks inquiries and requests, maintains tracking system, determines preliminary eligibility based on screening, schedules appointments, collects and processes initial documentation
• Oversees mail services program, site calendar and appointment scheduling
• Maintains cleanliness and organization of the lobby, front desk, pantry, and administrative area
• Accurately record case information within electronic databases (HMIS/Clarity, CIE, ETO, and Excel) ManPower, Vista, CA 2022
Administrative Assistance
• Greet clients and assist them by scheduling appointments
• Record information within electronic data bases (EXCEL, ETO)
• Operating telephone to answer and provide information/resources to clients
Five Guys, El Cajon, CA 2020
Cashier
• Greeting and taking customer orders
• Handling cash and digital monetary transaction
• Maintaining a clean store environment
EDUCATION
Waipahu Community School Waipahu, Hawaii High School Equivalency 2020
LANGUAGE
Intermediate Spanish
March 30, 2023 Item #3 Page 205 of 247
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
NOTICE OF FUNDING AVAILABILITY (NOFA)
The City of Carlsbad is pleased to announce the availability of applications for the FY 2023-24
Community Development Block Grant (CDBG) Program. The CDBG program is federally funded by the
Department of Housing and Urban Development (HUD) and is administered by the city to provide
assistance to lower-income residents and communities. For FY 2023-24 CDBG award of $476,057 –
available in the following categories:
ESTIMATED FY 2023-24 AWARD: $ 476,057
Category Key Details Estimated
Available
Public Services
• Programs directly assisting low-income households
• Services carried out by non-profit agencies
• Funding capped at 15 percent of grant
$ 71,408
Administration/Fair Housing
• Subrecipient oversight
• Compliance with federal requirements
• Financial management
• Fair Housing services
• Funding capped at 20 percent of grant
$ 95,211
Affordable Housing/Facility
Improvements
• Facility Improvements for non-profit service providers
• Acquisition/rehabilitation of low-income housing $ 309,438
Submission Due by Feb. 22, 2023, by 5:00 p.m. Contact: Nicole Piano-Jones
Details: housing@carlsbadca.gov Program Manager
*Email Submission Highly Encouraged* (442) 339-2191
Nicole.pianojones@carlsbadca.gov
Paper copies may be delivered to:
City of Carlsbad
Housing & Homeless Services
Attn: CDBG Program
1200 Carlsbad Village Drive
Carlsbad, CA, 92008
Estimated Timeline Notice of Funding Availability Jan. 11, 2023
Applications Due Feb. 22, 2023
CDBG Advisory Committee March or April 2023
10-day public review/comment April or May 2023
City Council Public Hearing May 9, 2023
*Dates are tentative and subject to change.
All public meetings and review and comment periods will be separately publicly noticed*
March 30, 2023 Item #3 Page 206 of 247
( City of
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023-24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of all CDBG applicants
even if they have been provided in the past.
Board of Directors' resolution authorizing submittal of application
Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
Sample Intake Form
List of Board of Directors
Financial Audit Report for the most recently ending Fiscal Year
Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20
pages in an application package will not be distributed or used for evaluation purposes. The
attachment of brochures or other documents will not be accepted in lieu of completing each question
on the Funding Proposal Application.
Attachment A Executive Summary, including key staff, budget, and timeline (required)
Attachment B Organizational chart (required)
Attachment C 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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: Complete:
March 30, 2023 Item #3 Page 207 of 247
C cityof
Carlsbad
FUNDING APPLICANT
Name of Agency:
Address:
Federal Unique Entity Identification (UEI) Number:
PROPOSED PROGRAM/PROJECT
Title of Program/Project:
Location of Program/Project:
Person completing application: ______________ Phone No.: ___________ Email: _______________
Financial Contact: __________________________Phone No.: ___________ Email: _______________
Program Manager Contact: __________________ Phone No.: ___________ Email: _______________
Executive Director Contact: __________________ Phone No.: ___________ Email: _______________
Requested Funding Amount: $
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided and the goals and objectives of the program/project):
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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?
C. How long has this agency been in operation? Please include the date of incorporation.
D. How long has this agency been providing the proposed program/project?
Legal Aid Society of San Diego
100 E. San Marcos Blvd, Suite 308, San Marcos, CA 92069
EUQYHR3PVKV7
Fair Housing Services
100 E. San Marcos Blvd, Suite 308, San Marcos, CA 92069
Danielle Tailleart (619) 471-2789 daniellet@lassd.org
Sergio Valenzuela (619) 471-2617 sergiov@lassd.org
Danielle Tailleart (619) 471-2789 daniellet@lassd.org
Gregory Knoll (619) 471-2620 gek@cchea.org
23,000
Legal Aid Society of San Diego (LASSD) will provide comprehensive legal services regardingFair Housing, including education and outreach; counsel, advice, and brief services; testing;and representation for enforcement of the Fair Housing Act and related State laws.
x
The mission of LASSD is to improve lives by advancing justice through effective, efficient and vigorouslegal advocacy, outreach, and education. LASSD is a committed and compassionate group dedicated toproviding equal access to justice for low-income households through aggressive, quality legal services.
Legal Aid Society of San Diego, formerly Office of Public Attorney, has been in operation and providinglegal services for over 100 years. Legal Aid Society of San Diego was incorporated under its currentname on December 30, 1953.
Our Fair Housing Team has been providing fair housing legal services for 11 years. We have been arecipient of HUD Fair Housing Initiatives Program funds (FHIP) for the past 8 years and have beendesignated as a Qualified Fair Housing Organization by HUD. We have also been the recipient ofCarlsbad CDBG funds for Fair Housing Services for the last 5 years.March 30, 2023 Item #3 Page 208 of 247
E. 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 but not
in lieu of a complete response.)
F. 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)
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.
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.
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 7 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 (2021-2022 and 2022-2023) for the proposed program/project?
Sources of Funding No Yes
CDBG
Community Activities (or other General Fund monies)
x
x
Not applicable.
x
Please see the attachment with staff descriptions.
x
March 30, 2023 Item #3 Page 209 of 247
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
Amount Received Status
CDBG funds
Community Activities/Other
C. Did you receive any federal funds, including CDBG funding from other cities?
No Yes (Please list funds below)
Program Source Amount Received
$
$
III. BENEFITS & BENEFICIARIES
A. How accessible or convenient is the proposed program/project to Carlsbad residents?
(Please be specific such as direct services to client’s home, transportation provided to and
from facility, or relation to public transportation.)
B. What is the approximate percentage of your clients that have annual family incomes in each
of the following ranges: (Percentages should add to 100%)
% of clients are at 30% or below of the area median income
_ % of clients are between 31% and 50% of the area median income
% of clients are between 51% and 80% of the area median income
% of clients are above 80% 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)
D. Please indicate the number of clients benefiting from the proposed activity and the
percentage that are Carlsbad residents.
Persons of which % are Carlsbad residents
x
HUD 628,500Other CDBG 515,607
We have three offices, including one in San Marcos. The office is accessible topersons with disabilities and is located along major transit lines. Clients can beaccommodated in various ways, including but not limited to phone or web-caminterviews, offsite appointments, or appointments at the subject property.
63
2692
100
Carlsbad Estimated Population is 115,302 people of which 100% are Carlsbadresidents. LASSD’s proposed fair housing project will provide outreach, education,and enforcement of the Fair Housing Act throughout the entire City of Carlsbad thatimpacts and benefits the entire city.
FY 21-22 $46,488 spent $33,155.68FY 22-23 $23,000 spent $16,009.01, ongoing
Please see the attached document for more.
March 30, 2023 Item #3 Page 210 of 247
March 30, 2023 Item #3 Page 211 of 247
E. Does your agency focus its activities on populations with special needs?
0 No Ii(] Yes (Please specify) Please specify which special needs populations. (Homeless individuals/families, persons with disabilities, persons with substance abuse problems, veterans, farmworkers and day laborers, seniors, children, etc.) LASSO as a firm has various grants that focus on special need populations such as: homeless, persons with dis-abilities, veterans, seniors, and children. LASSD's fair housing team has successfully completed HUD Education and Outreach Initiative grants that specialized in educating persons with mental and physical disabilities. F. Does your organization charge recipients for the provided services?
IX] No D Yes (Please specify) =$ ___ _
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment C 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?
LASSD's database system captures clients' name, income, and demographic
information 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 documents our grant progress in Microsoft programs.
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.
LASSO is part of the San Diego Eviction Prevention Collaborative. The purpose of the Collaborative is to maximize resources and streamline referrals to our collaborative partners.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge. w.~ f1n41ef t. ltfw!/f-<!@/cluef tll--/n•b?? s(g~ Print Nfme Title (ar11Sel / 15/) 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.
6
CDBG PROJECT BUDGET
Organization: ___________________________________Total organization budget $_______________________
Program/Project name requesting funds:
CDBG funds requested: $ Total program/project budget: $651,500
Note: Indicate with an asterisk (*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for program/project: (S)Secured or (A)Anticipated
a. Funding requested from the City $ (S) or (A)
b. Other federal funds (if any) $628,500 (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) $651,500 (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.
l. TOTAL REQUESTED FUNDING (same as 1.a.) $
3. Percentage of project budget represented by CDBG request %
4. If your project will require future funding, please provide information about how the program will be funded.
Legal Aid Society of San Diego 25 million
Fair Housing Services
23,000
23,000
Not applicable.
9,835
3,022$
$1,098
$1,911
$79
$1,967
telephone ($150)/contracted services ($1297)/fees ($500)$1,947
$100
training for staff ($140)/workshops ($180)/litigation expenses ($963)$1,283
23,000
3.5
$1,758(test costs)
March 30, 2023 Item #3 Page 212 of 247
I.E Application Attachment – Staff Descriptions
Janeth Castaneda - Testing Coordinator (Bilingual), has over 3 years of experience with
complaint intake, educational training, outreach in English and Spanish, and testing under the
Fair Housing Act. Ms. Castaneda currently coordinates all Carlsbad testing.
Sam Danque-Tuteur -Advocate, has been with the fair housing team for over 1 year and manages
a fair housing caseload including fact-finding interviews and investigations. Mr. Danque-Tuteur
will provide education and outreach services and will also screen intake calls for fair housing
issues and investigate fair housing complaints.
Ramesses Surban- Staff Attorney, has over 2 years of experience in providing FH enforcement
services including but not limited to complaint intakes, investigations, conciliations and
representing clients in administrative complaints. Mr. Surban will provide counsel, advice, and
representation to Carlsbad residents.
March 30, 2023 Item #3 Page 213 of 247
III.C Application Attachment 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
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 education 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 accessing 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 homelessness 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/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
persons 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 modifications to continue living in supportive housing.
March 30, 2023 Item #3 Page 214 of 247
Housing and Homeless Services Department
1200 Carlsbad Village Drive Carlsbad, CA 92008 760-434-2810 t
EXECUTIVE SUMMARY
In addition to your Community Development Block Grant funding application, please complete
the following supplemental questionnaire.
THEME: A theme was not selected for this funding year. Preference will be given to the applications
which specifically address the Consolidated Plan Priorities, however applications for unrelated services
are eligible for submission.
ORGANIZATION: Legal Aid Society of San Diego
1.In 250 words or less, please describe how your organization will be using 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 meritorious fair housing claims are investigated and the appropriate enforcement
path is chosen when necessary. All deliverables will be accomplished between July 1,
2023, and June 30, 2024.
LASSD will investigate alleged violations of federal, state, and local discrimination laws
using standard fair housing investigative methodology. After there has been a
determination that a claim is meritorious, LASSD will gather facts, witnesses,
documents, and develop respondent profiles. Other investigative methodologies include
surveys and interviews of in-place tenants, interviews of past tenants, and testing.
After a case is accepted for enforcement, LASSD will explain all enforcement options to
the client 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 housing, such as discrimination against Section 8 recipients.
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.
The key staff responsible for this project are Janeth Castaneda, testing coordinator; Sam
Danque-Tuteur, advocate; and Ramesses Surban, staff attorney.
March 30, 2023 Item #3 Page 215 of 247
Ccityof
Carlsbad
2.Attach an Excel budget showing the specific line-item breakdown on how you arrived at
the funding request.
Please 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 $23,000. If we do not
receive the entire funding request it will not be possible to provide all the current fair
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.
March 30, 2023 Item #3 Page 216 of 247
LEGAL AID SOCIETY OF SAN DIEGO
Board of Directors
CEO/Executive
Director / Chief Counsel
Chief Operating
Officer
Senior Executive
Assistant
Executive
Assistant
Senior Administrative
Assistant
HR Director
HR Assistant
Chief Fiscal Officer
Accountants
Payroll Specialist
Accounts Payable
Admin Assistant
Quality Assurance
Coordinator
Managing
Attorneys
CRTSenior Attorney
Staff Attorneys
Advocates
Intake Specialists
Housing Senior Attorney
Lead Attorney
Staff Attorneys
Administrative
Hearing Advocate
Advocates
Case Managers
Investigator
Legal Secretaries
Fair Housing Senior Attorney
Lead Attorney
Staff Attorneys
Testing
Coordinators
Advocates
Investigator
Admin Assistant
Shriver Housing Senior Attorney
Lead Attorney
Staff Attorneys
Case Managers
Advocates
Investigator
Legal Secretaries
Pro Bono Senior Attorney
Lead Attorney
Staff Attorneys
Advocates
Support Staff
Income
Maintenance/Educ
ation Rights
Senior Attorney
Staff Attorneys
Advocates
Family Law Senior Attorney
Lead Attorney
Staff Attorneys
Advocates
Support Staff
SSI Senior Attorney
Lead Attorney
Staff Attorneys
Advocates
Admin Assistant
Immigration Senior Attorney
Lead Attorney
Staff Attorneys
DOJ Accredited
Representative
Advocates
Consumer Senior Attorney
Lead Attorney
Staff Attorneys
Advocate
Admin Assistant
Director of Policy, Training /HCA
Coordinator
CCHEA Senior Attorney
Lead Attorney
Staff Attorneys
Program
Supervisor/
Operations
Manager
Project
Coordinator
Advocates
Intake Specialists
Admin Assistant
Program Manager
Case Managers
Peer Advocates
Tax/UIB Senior Attorney
Staff Attorneys
Advocates
Office Manager
Grant Assistant
LASSD Teams:
•Housing
•Fair Housing
•Shriver Housing•Pro Bono Program
•Tax/UIB
•Income Maint/Ed Rights
•Consumer
•SSI•CCHEA
•Family
•Immigration
•Intake/Community Response Team
March 30, 2023 Item #3 Page 217 of 247
Personnel
Tester -Janett Castaneda 7,157
Staff Attorney- Ramesses Surban 1,019
Advocate - Sam Danque 1,659
SUBTOTAL 9,835
Employee Benefits 3,022
TOTAL PERSONNEL 12,857
Non-Personnel
Supplies 828
Postage 20
Printing/Duplication 250
Contracted Services 1,297
Training for Satff 140
Tests Cost 1,758
Workshops 180
Fees 500
Litigation Expenses 963
Transportation/Mileage for staff 100
Insurance 79
Space Cost 1,911
Telephone 150
TOTAL NON-PERSONNEL 8,176
TOTAL 21,033
Indirect Cost 1,967
23,000$
LEGAL AID SOCIETY OF SAN DIEGO, INC.
PROPOSED BUDGET
July 1, 2023 to June 30, 2024
March 30, 2023 Item #3 Page 218 of 247
March 30, 2023 Item #3 Page 219 of 247
(_ Cicyof
Carlsbad
COMMUNJTY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023~24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of all CDBG applicants
even if they have been provided in the past.
□ Board of Directors' resolution authorizing submittal of application
0 Board of Directors' resolution designating officlal(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
□ Sample Intake Form
□ List of Board of Directors
□ Financial Audit Report for the most recently ending Fiscal Year
□ Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20 pages
In an application package will not be distributed or used for evaluation purposes. The attachment of
brochures or other documents will not be accepted In lieu of completing each question on the Funding
Proposal Application.
✓ Attachment A
✓ Attachment B
✓ Attachment C
Date Received;
National Objective:
Person Completing Review:
Executive Summary, including key staff, budget, and tirneline (required)
Organizational chart (required)
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).
To be completed by Housing Services Division staff
Local Objective:
Ellglbllity Citation;
I Complete: I
2
March 30, 2023 Item #3 Page 220 of 247
FUNDING APPLICANT
Name of Agency: Meals On Wheels Greater San Diego, Inc. (dba-Meals on Wheels San Diego County)
Address: 2254 San Diego Avenue, Ste. 200, San Diego, CA 92110
Federal Unique Entity Identification (UEI} Number: .::D....,C=-W:....:.......;T:....:F....:Q=-=--J .:::..3....:.V-=5'-'H...:....::..8 __________ _
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Senior Meal Delivery & Accompanying Services in Carlsbad
Location of Program/Project: ~Se""nC!.!i.::::o.!...:rs=-'-'-h'-"'o.!...:m_,_,e::..::s:....:i_,._,n....,C::..::a"'-r-""lsc::::b.:::.a.:::.d,_C""A_,__ ______________ _
Person completing application: Ali Duarte
email: aduarte@meals-on-wheels.org
Financial Contact: Matt Topper
email: matt.topper@meals-on-wheels.org
Program Manager Contact: Charlotte Fan
email: cfan@meals-on-wheels.org
Executive Director Contact: Brent Wakefield
email: bwakefield@meals-on-wheels.org
Requested Funding Amount: $ 10,000
Telephone No.: 619-278-4012
Telephone No.: 619-278-4004
Telephone No.: 760-736-9900
Telephone No.: 619-278-4006
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided and the goals and objectives of the program/project):.
The project is for Meals On Wheels San Diego County (MOWSDC) to provide 7,100 home-delivered nutritious meals accompanied by safety checks,
social visits, care navigator support, and follow-up care to 78 homebound seniors living in the City of Carlsbad. Funding of $10,000 in CDBG funds would
be used to cover the cost of food and packaging for 3,289 meals ($3.04 per meal) to be delivered to homebound seniors living in the City of Carlsbad.
I. ORGANIZATIONAL ABILITY/CAPACITY
A. This agency is:
~ Nonprofit
□ Local public agency
□
□
For-profit
State public agency
□ Other (Please specify.) _____________ _
B. What is the purpose/mission of the agency?
Meals on Wheels San Diego County's (MOWSDC) mission is to empower seniors and veterans to remain independent by
nourishing their bodies, minds, and spirits. Our vision is to drive out senior hunger and isolation across our region .
Many seniors experience chronic illnesses and disability,ies making activities of daily living difficult. In many cases,
seniors will become temporarily and/or permanently homebound. Becoming homebound prevents seniors from
3
March 30, 2023 Item #3 Page 221 of 247
performing the most basic activities of daily living, such as obtaining food, healthcare, support services, and
engagement in social activities. Home delivery of meals, with daily safety and wellness checks, enables seniors
experiencing these difficulties in navigating these challenges, avoid negative health impacts and maintain their
preferred residence more successfully.
C. How long has this agency been in operation? Please include the date of incorporation.
MOWSDC was established in 1960 and incorporated as a 501(c)(3) nonprofit corporation in 1970. In 1996, "Senior Adult
Services" officially became Meals-on-Wheels Greater San Diego, Inc., and in 2016, it became Meals on Wheels San
Diego County (MOWSDC) due to its expanded geographic scope. MOWSDC has matured from an annual budget of
$20,468 to over $8 million.
D. How long has this agency been providing the proposed program/project?
MOWSDC has been providing this service since its inception in 1970. Today, MOWSDC is delivering two fresh meals a
day accompanied by safety checks, social visits, and care navigation with referrals, if needed to homebound seniors for
every day of the year, including holidays. Since its inception, MOWSDC has provided over 20 million meals. The
program will continue to grow based on projections of the impact of the aging "baby boomer" generation entering their
senior years.
E. 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 but not in
lieu of a complete response.)
Charlotte Fan is the Service Center Manager for the North County Service Center. The North County Service Center
serves all zip codes in North County. This includes Coastal, Inland, and unincorporated areas, including the City of
Carlsbad. Ms. Fan has been with MOWSDC for 23 years and the Service Center Manager for the North for 18 years. She
holds an M.A. in Psychology with an emphasis on Community and Social Psychology and an M.A. in Education with an
emphasis on Human Development and Counseling. She currently supervises 13 staff members and 700 volunteers.
Please see attached resume for more detail. Matt Topper is the Chief Financial Officer and has been with the
organization for 16 years. Mr. Topper has extensive non-profit experience, including as Director of Finance and
Administration for the Northern Arizona University Foundation, a $43M privately funded endowment, Director of
Finance and Controller for AmeriTribes, and an accounting manager with the Hotel Group. Mr. Topper is a fully licensed
CPA (AZ), and was a finalist for San Diego Business Journal CFO of the Year 2011. He holds a B.S. in Accountancy from
Northern Arizona University.
F. 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)
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.
4
March 30, 2023 Item #3 Page 222 of 247
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.
No steps would need to be taken. MOWSDC has one primary service -to deliver nutritious meals to seniors in need at a
subsid ized cost so that seniors that easily afford the service. MOWSDC has been providing service for 63 years in San
Diego County. MOWSDC would continue serving existing clients and enroll new clients needing services. Project miles
include serving 78 seniors in the Cit y of Carlsbad with 7,100 nutritious meals from July 1, 2023-June 30, 2024.
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 7 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in w hich CDBG funds would be used. Indicate how the
requested CDBG funds would relate to the overall proposed budget.
8. Did you receive any of the following sources of funding from the City of Carl sbad within
the last two fiscal years (2021-2022 and 2022-2023) for the proposed program/project?
Sources of Funding
CDBG
Community Activities (or other General Fund monies)
□
□
Yes
5
March 30, 2023 Item #3 Page 223 of 247
If yes, please indicate amount and status of previously awarded funds (fully expended, funds remaining,
program/project discontinued, etc.).
Amount Received Status
CDBG funds $10,000
Community Activities/Other N/A
Program complete
N/A
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 Chula Vista $25,000
City of El Cajon $25,000
City of Encinitas $10,000
City of Escondido $25,000
City of Santee $ 5,000
Ill. BENEFITS & BENEFICIARIES
A. How accessible or convenient is the proposed program/project to Carlsbad residents? (Please
be specific such as direct services to client's home, transportation provided to and from facility,
or relation to public transportation.)
All services are delivered and conducted at the senior's home, providing the most accessible service delivery model
possible.
B. What is the approximate percentage of your clients that have annual family incomes in each
of the following ranges: (Percentages should add to 100%)
66 % of clients are at 30% or below of the area median income ~--
=-24"'--__ % of clients are between 31% and 50% of the area median income
"""7 ___ % of clients are between 51% and 80% of the area median income
""--3 ___ % of clients are above 80% 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)
MOWSDC has one primary service -to deliver nutritious meals to older adults 60+, caregivers, and disabled veterans at
a subsidized cost so clients can easily afford the service. The program is ongoing, and new clients enroll in the program
daily. MOWSDC's goal for FY23 {October 1, 2022-September 30, 2023, is to provide 78 unduplicated clients throughout
Carlsbad with 7,100 nutritious meals, safety checks, social visits, care navigator support, and follow-up care. Funding of
$10,000 would be used to cover the cost of food and packaging for 3,289 meals ($3 .04 per meal) to be delivered to
clients living in the City of Carlsbad.
According to the San Diego Association of Governments, the population of adults 85+ in the City of Carlsbad will grow
by 205% between 2012 and 2050. This is significant because 1 in 6 seniors is threatened by hunger. The results of
6
March 30, 2023 Item #3 Page 224 of 247
hunger and isolation make older adults more susceptible than any other age group to illness, disease, and physical and
emotional health issues. Likewise, older adults struggle with the basic expenses needed to age independently and with
dignity in their homes.
In-home meal delivery breaks isolation, identifies health risks sooner, and provides an affordable option for regular
nutrition. The results of hunger and isolation make older adults more susceptible than any other age group to illness,
disease, and physical and emotional health issues. Likewise, older adults struggle with the basic expenses needed to
age independently and with dignity in their homes. Of the clients MOWS DC serves in Carlsbad, 97% are considered low
to very low income, according to the Department of Housing and Urban Development guidelines Economic insecurity,
in particular, in San Diego County, is caused by the high costs of basic necessities and inadequate income. A lack of
adequate income forces older adults to make untenable choices, like deciding between filling a prescription or buying
healthy food. The projected growth and the current needs of older adults in San Diego County make addressing the
more complex needs of older adults an important issue.
Our Change in Condition and Care Navigator role has significantly enhanced the organization's ability to react to
changing conditions in seniors' physical and mental state or environment before a harmful health event can occur. Our
ability to respond in real-time can ultimately contribute to a more effective relationship between medical and
community-based service providers, improving outcomes for seniors and reducing costs in healthcare. In a recent
survey among MOWSDC's clients, 82.9% of recipients reported that the program helps them eat healthier foods. 77.6%
of participants reported that the program allows them to access affordable meals. 91.1% indicated that the program
helps them continue living in their homes. MOWSDC is one of the only organizations that provide this comprehensive,
relationship-based service at an affordable cost with daily meal delivery that includes weekends and holidays.
Continuation of this program will benefit newly identified at-risk seniors in needing this service.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage
that are Carlsbad residents.
Persons of which 100% are Carlsbad residents
Seventy-eight (78) Persons of which 100% are Carlsbad residents
7
March 30, 2023 Item #3 Page 225 of 247
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.)
For the CDBG program's Fiscal Year 2023-2024, MOWSDC will serve 78 unduplicated homebound seniors living in the City of
Carlsbad. Based on demographics from previously completed City of Carlsbad project enrollees, it is anticipated that 96-99%
will be low-to moderate-income (LMI) individuals. Of the 78 city residents to be served, 100% are aged 62 or older. Of our
anticipated service population, approximately 87% identify as veterans or spouses of veterans. Approximately 29% will be
female-headed households. Approximately 88% will be Caucasian; 4% will be African American; 4% will be Asian; 1% will be
American Indian/Alaskan Native and White; 1% will be African American and White; and 2% will be Other/Multi-Racial. Of
those, 2% will identify as Hispanic. Approximately 58% will be over the age of 85 years. Fifty-seven percent will be female,
45% will be living alone, and 100% of the clients served by CDBG funding will be residents of the City of Carlsbad.
F. Does your organization charge recipients for the provided services?
D No + Yes (Please specify) ,.;..$ ___ _
All seniors receive a minimum 60% subsidy for the total delivered meal cost; other seniors benefit from additional
subsidies. Based on financial need, a meal costs a maximum of $4 per meal and a minimum of $2 per meal. If a client
cannot afford the $2 per meal, we refer them to sign up for CalFresh so that they can pay for their meals with Cal Fresh
at the $2 per meal rate . On average, seniors in the City of Carlsbad pay just under $4 per meal ($3.80).
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment C 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?
MOWSDC documents program participation, including racial, ethnic and gender characteristics of participants, upon
intake. MOWSDC staff conducts an in-home meeting with the client and completes a new client intake/assessment
form. Additionally, MOWSDC staff has the client complete a self-certification form. This information is then entered
into a sophisticated database called SERVtracker.
B. How will the outcomes be measured, collected and documented?
The organization measures its effectiveness through thorough documentation of the number of clients served, number
of mobile-electronic well-ness status alerts, the number of referrals made, and meals served. MOWSDC uses a
sophisticated database called SERVtracker to collect and report on information. Quantitative evaluation methods
include reviewing data collected and reported on as well as fiscal data. Qualitative evaluation is based on feedback
from clients in the form of letters, surveys, and interviews conducted with MOWSDC staff. Data evaluation is conducted
monthly by Service Center Directors, Executive Management, and the Board of Trustees. Executive Management, the
Board of Trustees, and Managers monthly evaluate fiscal information. The Grants Manager works with Managers and
Executive Management to ensure that program goals are met, and required reports are submitted.
8
March 30, 2023 Item #3 Page 226 of 247
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.
MOWS DC is a member of the San Diego Senior Alliance (SDSA). SDSA is a group of 20 local non-profit agencies and for-
profit and local government agencies in San Diego County. The organization's goals are to support and unify all three to
merge public policy efforts, share program information, and identify synergy areas for support services for seniors.
(www.sdsenioralliance.org). Members are a senior social service referral base MOWSDC uses to address other care
issues seniors may be experiencing.
MOWSDC distributes a weekly supply of cat and dog food at no cost to our clients with pets through our partnership
with The Helen Woodward Animal Center. MOWSDC also partners with Feeding San Diego to provide CalFresh
application support to clients that are struggling financially. Additionally, MOWSDC has partnered with the San Diego
Hunger Coalition to map senior nutrition insecurity and the gaps in meal services to serve the hidden hungry better.
MOWS DC also partners with the Union of Pan Asian Communities (UPAC) in the north region of San Diego County.
UPAC trains MOWSDC staff and volunteers to look for warning signs of mental health issues in older adults. If a staff
member or volunteer is concerned that a homebound senior may be suffering from mental illness, UPAC is called in to
help support the senior.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
2. / u .. I 2-3
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.
9
March 30, 2023 Item #3 Page 227 of 247
CDBG PROJECT BUDGET
organization: Meals on Wheels San Diego County Total organization budget ""$8::,..7.:....:7..;::9"",8=16=--------
Program/Project name requesting funds: Senior Meal Delivery & Accompanying Services in Carlsbad
CDBG funds requested: .. $;::;:10=,000= ______ Total program/project budget: ..._$-=-66__.,-=-38=5=--------
Note: Indicate with an asterisk("') funds that are volunteer time or in-kind contribution.
1. Sources of funding for programLproject:
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)
2. Uses of CDBG funds requested for the programLproject: (1.a.l
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. TOTAL REQUESTED FUNDING (same as La.)
3. Percentage of project budget represented by CDBG request
($)Secured or (A)Anticipated
$10,000 (S)or~
$0 (S) or {A)
so (S) or (A)
$29,405 (S) or W
$26,270 (S) or~
so (5) or (A)
$0 (5) or (A)
$66,385 (S) or~
so
so
$10,000 for food & packaging
$0
$0
$0
$0
$0
$10,000
15%
4. If your project will require future funding, please provide information about how the program will be funded.
MOWSDC views sustainability through a broad lens that includes seeking cost savings, promoting effective volunteer
management to reduce overall program delivery costs, seeking charitable giving partners and individuals, and exploring
revenue generation potential for all aspects of our operations. Volunteers donate time, mileage, and gasoline to help
MOWSDC keep affordable meals a priority. MOWSDC promotes a partnership between seniors and the communities in
which they live to ensure the sustainability of the program. Senior contributions are matched through cornprehensive
resource development activities, including grant writing, fundraising events, philanthropic giving campaigns, corporate
sponsorships, and social media campaigns.
10
EXECUTIVE SUMMARY
In addition to your Community Development Block Grant funding application, please complete
the following supplemental questionnaire.
ORGANIZATION: Meals on Wheels San Diego County
1. In 250 words or less, please describe how your organization will be using the requested
funds.
The project is for Meals On Wheels San Diego County (MOWSDC) to provide 7,100 home-
delivered nutritious meals accompanied by safety checks, social visits, care navigator support,
and follow-up care to 78 seniors living in the City of Carlsbad. Funding of $10,000 would be
used to cover the cost of food and packaging for 3,289 meals ($3.04 per meal) to be delivered
to homebound seniors living in the City of Carlsbad. This represents approximately 15% of the
total budget to deliver these meals daily over 12 months to 78 LMI, at-risk seniors.
The daily delivery of meals will be accompanied by a social visit with a caring individual,
safety/welfare checks by trained volunteers, and care navigation with referrals to other
providers if necessary. Every senior served will receive a minimum 60% subsidy for the total
costs of all services, with additional subsidies provided to those who qualify. This project
supports the ability of vulnerable, homebound low-income seniors to age in place with fewer
health and safety risks. Seniors often experience significant physical barriers to activities of
daily living that impact nourishment – shopping and cooking food become difficult to
manage. By engaging seniors in daily social interactions with caring individuals who monitor
wellness and safety by delivering healthy, fresh, senior-specific nutrition-packed meals,
seniors are more likely to remain well-nourished and obtain needed health interventions.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived at
the funding request.
Please 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?
As an overall resource development strategy, MOWSDC aims to ensure that all programs are
funded from multiple and diverse sources to avoid being overly reliant on any one funder.
Initiatives include grant writing, community partnership programs that solicit and recognize
business and corporate partners, major donor cultivation, fundraising events, and
March 30, 2023 Item #3 Page 228 of 247
engagement of community organizations and individuals to sustain our robust volunteer
program. On average, senior clients pay 40% of the actual delivered meal cost. This model
represents a joint community investment in a vital service.
4. Does your organization charge a fee for accessing your services or supplies? If so,
please describe the rational for this fee.
All seniors receive a minimum 60% subsidy for the total delivered meal cost; other seniors
benefit from additional subsidies. Based on financial need, a meal costs a maximum of $4 per
meal and a minimum of $2 per meal. If a client cannot afford the $2 per meal, we refer them
to signup for CalFresh so that they can pay for their meals with CalFresh at the $2 per meal
rate. On average, seniors in the City of Carlsbad pay just under $4 per meal. MOWSDC utilizes
a large volunteer base for meal delivery (and these individuals donate time, mileage, and
gasoline in making these deliveries), significantly improving the meals' affordability. Although
MOWSDC continuously seeks private donations, foundation funding and corporate
assistance, and fundraising from events and social media campaigns.
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. There is no matching grant for CDBG funding. Additional needed funds to operate the
program are obtained through generous individual donations and fundraising events.
6. If your funding is approved, how many Carlsbad residents will you be able to assist?
A minimum of 78 unduplicated individuals will be provided with daily meal deliveries
accompanied by social visits, wellness/safety checks, and care navigation with referrals when
necessary.
7. Timeline
Fiscal Year
2023-2024:
Quarter One
(07/1/23-
9/30/23)
Quarter Two
(10/01/23-
12/30/23)
Quarter Three
(01/01/24-
3/30/24)
Quarter Four
(04/1/24-
06/30/24)
19 seniors 39 seniors 58 seniors 78 seniors
1,775 meals 3,550 meals 5,325 meals 7,100 meals
25% to goal 50% to goal 75% goal 100% goal
March 30, 2023 Item #3 Page 229 of 247
Expense Category Program Cost per Meal Requested Amount Total Program Budget
7,100 Food & Packaging ($3.04 per meal)$3.04 $10,000.00 $21,584.00
7,100 Food Preparation Labor ($0.75 per meal)$0.75 $0.00 $5,325.00
7,100 Meal Center Fixed Labor ($0.74 per meal)$0.74 $0.00 $5,254.00
7,100 Distribution ($1.12 per meal)$1.12 $0.00 $7,952.00
7,100 Intake and Volunteer Support ($3.70 per meal)$3.70 $0.00 $26,270.00
7,100 Total Direct Cost $9.35 $10,000.00 $66,385.00
Meals on Wheels San Diego County: Carlsbad Senior Meal Delivery & Accompanying Services
March 30, 2023 Item #3 Page 230 of 247
2/22/2023
Meals on Wheels San Diego County Organizational Chart
Board of Trustees - Chairman Chairperson (Nancy Lazarski)
President/CEO - Brent Wakefield
Development Manager
Alison Duarte
Service Fundraising Board Development Audit Finance
Senior Projects Director Patrick Zondler Chief Financial Officer Matthew Topper
Payroll & Admin Director Carla Tooker
Staff Accountant Sandra Alvarez
Accounts Re-ceivable Clerk Raquel Mayo
Chief External Affairs Officer Amie Brown
Volunteer Manager Vivian Grifantini
Care Navigation Program Manager Alyssa Wong
Database Manager
Operations Specialist Rye-Ji Kim Joseph Carson Marisol Quesada
South County Director Chequita Falls
Operations Specialist Brooks Rice Jessika Carrillo
P/T Site Coordinators Gregory Hmielvskie Tom Rodriguez Cipriano Leon Debbie Rios Vaneza Mancillas Stephanie Huezo
P/T Site Coordinators Steve Rubin Wayne Jones Roy Bryant Barbara Brietigam Barbara Lore Peter Walsh Mick McCaffrey
Operations Specialist Patricia Jones
Receptionist Aisse Saaib
Advocacy & Metro Dir Willy Gloria
Operations Special II Paul Andrade
East County Director Tim Ray
Operations Specialist Jacquilyne Smith Tonya Genovese
P/T Site Coordinators Elizabeth McCarthy Bret Felix Jim Comeau
P/T Site Coordinator Bob Baldwin Theresa Berry Dave Forbes Laurie Liuag
Receptionist Iris DuCharme
North County Director Charlotte Fan
Operations Specialist Patricia Avelino Freddy Garcia Sulei Panfilo Kathleen Bell Kailey Nelson Helen Lopez
Office Support Melinda Brady Robert Smith Paula King Denise Linder Emily Downey Accounting Assistant Dina Engstrom
Marketing & Events Manager
Jenna Snyder
Senior Care Navigator Marilynn Nou
Care Navigator Jannett Cruz Chong Ly Jessica Phan
Contract Dietitian Linda Copp
Food Service Director Larry Sasser
Food Service Manager Mike Wolfenden
Production Lead Daniel Pusod
Nutrition Ambassador Rosemary McElroy
Food Serv. Workers Regina Jackson Kassandra Knights Vamessa Contreras Alfonso Garcia Sabrina Cox John Marquez Saul Felix Sandra Goad Leticia Chavez Victor Munoz
Couriers Rich Rinde Juan Molina Sr Kit Topper Ghassan Alibadi Tommy Rodriguez Lee Luna Donald Miller Noel Conklin Sebastian Felix Bill Berroth
Operations Support Alvin Gonzales Monique Hernandez
Executive Assistant
Becki Markle
Vol Program Specialist Pierce Newton
Gift Processing Specialist
James Hagen
Development Assistant
Jordan Koch
IT Director Dustin Dunbar
ATTACHMENT B
March 30, 2023 Item #3 Page 231 of 247
1 1 l 1
I
I I
l T __ j ___ ,
I I -I I L _____ _.
□□ l I I I I I ~ I -
-1 I l I □--H --
i I l I -1 I I 1-~ I l I
--
-I I ,_ --
□ -
I 1---
--
March 30, 2023 Item #3 Page 232 of 247
(_ Cicyof
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
NOTICE OF FUNDING AVAILABILITY (NOFA)
The City of Carlsbad is pleased to announce the availability of applications for the FY 2023-24
Community Development Block Grant (CDBG) Program. The CDBG program is federally funded by the
Department of Housing and Urban Development (HUD) and is administered by the city to provide
assistance to lower-income residents and communities. For FY 2023-24 CDBG award of $476,057 -
available in the following categories:
ESTIMATED FY 2023-24 AWARD: $ 476,057
Category Key Details Estimated
Available
• Programs directly assisting low-income households
Public Services • Services carried out by non-profit agencies $71,408
• Funding capped at 15 percent of grant
• Subrecipient oversight
• Compliance with federal requirements
Administration/Fair Housing • Financial management $95,211
• Fair Housing services
• Funding capped at 20 percent of grant
Affordable Housing/Facility • Facility Improvements for non-profit service providers $309,438 Improvements • Acquisition/rehabilitation of low-income housing
Submission
Details:
Due by Feb. 22, 2023, by 5:00 p.m.
housing@carlsbadca.gov
* Email Submission Highly Encouraged*
Contact: Nicole Piano-Jones
Program Manager
(442) 339-2191
Nicole.piano jones@ca rlsbad ca .gov
Paper copies may be delivered to:
City of Carlsbad
Housing & Homeless Services
Attn: CDBG Program
1200 Carlsbad Village Drive
Carlsbad, CA, 92008
Estimated Timeline
Notice of Funding Availability Jan. 11,2023
Applications Due Feb.22,2023
CDBG Advisory Committee March or April 2023
10-day public review/comment April or May 2023
City Council Public Hearing May 9, 2023
*Dates are tentative and subject to change.
All public meetings and review and comment periods will be separately publicly noticed*
1
March 30, 2023 Item #3 Page 233 of 247
(_ Cicyof
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2023-24 FUNDING APPLICATION
APPLICATION DETAILS & INSTRUCTIONS: This application must be completed for each organization
seeking CDBG funding from the City of Carlsbad. All information requested must be provided or the
application will be considered incomplete and will not be further evaluated for funding consideration.
CHECKLIST OF REQUIRED DOCUMENTS: The following information is required of fill CDBG applicants
even if they have been provided in the past.
rs/ Board of Directors' resolution authorizing submittal of application ~ Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization
(Note: One resolution both authorizing submittal of applications and entering into
agreements may be substituted for the above two documents.)
J1 Sample Intake Form
~/ List of Board of Directors
m; Financial Audit Report for the most recently ending Fiscal Year
0 Funding proposal application (Application format must remain as provided
in the Request for Proposal Package)
Application not to exceed 20 pages total, including attachments. Pages included after the first 20
pages in an application package will not be distributed or used for evaluation purposes. The
attachment of brochures or other documents will not be accepted in lieu of completing each question
on the Funding Proposal Application.
✓ Attachment A
✓ Attachment B
✓ Attachment C
Executive Summary, including key staff, budget, and timeline (required)
Organizational chart (required)
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).
To be completed by Housing Services Division staff
Date Received: Local Objective:
National Objective: Eligibility Citation:
Person Completing Review: I Complete: I
2
March 30, 2023 Item #3 Page 234 of 247
FUNDING APPLICANT
Name of Agency: Women's Resource Center (WRC)
Address: 1963 Apple Street. Oceanside, CA 92054
Federal Unique Entity Identification (UEI) Number: --=6=0--=-2=2=2a....c-9c....c7--=8=3 _____________ _
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Alternatives to Abuse Emergency Shelter Program
Location of Program/Project: Confidentially located in Oceanside
Person completing application:_S_te~p~h~a~n~ie~M~i~lle~r~, ~C~EO~ ________ Phone No.: 760-547-8808
Email: stephanie.miller@wrcsd.org
Financial Contact: To Be Hired (temporarily Jill Marshall. Deputy Director)
Email: jill.marshall@wrcsd.org
Program Manager Contact: Sofia Hughes, Residential Director
Email: sofia.hughes@wrcsd.org
Phone No.: 760-547-8802
Phone No.: 760-547-8800
Executive Director Contact:-=S=te=p=h..:.:a::..:.n.:.:..;ie=----:..::M.:..:.i:..:.;lle::..:r..,_1.:C.:.EO=-__________ Phone No.: 760-547-8808
Email: stephanie.miller@wrcsd.org
Requested Funding Amount: $ 10,700
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).:
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-nine years. Since its inception in 1980, survivors and
children have taken refuge and provided 749,885 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
3
March 30, 2023 Item #3 Page 235 of 247
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.
The goal of Alternatives to Abuse Emergency Shelter Program is to assist victims of domestic abuse and
sexual assault experiencing homelessness or at risk of homelessness by providing 24/7 shelter and wrap
around services that include case management and counseling.
For the one year grant period, the objectives of Alternatives to Abuse Emergency Shelter are to provide:
1) 1,000 bed nights of shelter to low-income individuals and individuals with children who are
experiencing homelessness or at risk of homelessness due to domestic violence.
2) Minimum of 30 bus passes and 2,000 meals will be provided
3) Minimum of 20 Carlsbad residents will be assisted with basic necessities and/or shelter
I. ORGANIZATIONAL ABILITY/CAPACITY
A. Thja agency is:
~ Nonprofit
D Local public agency
□
□
For-profit
State public agency
□ Other(Pleasespecify.) _____________ _
B. What is the purpose/mission of the agency?
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 of future perpetration in the next generation, WRC provides wrap-around,
strength-based, individualized support services and prevention education with a history of forty-
nine 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 domestic violence hotline providing crisis intervention services as well as information
and referrals for those in immediate need; case management services to support survivors
in planning 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 comprehensive prevention education
program that works to engage youth in dialogue about healthy relationships. In the 2020-2021
fiscal year alone, WRC brought hope and safety to over 5,174 families.
4
March 30, 2023 Item #3 Page 236 of 247
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 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
but not in lieu of a complete response.)
WRC is led by CEO Stephanie Miller who assumed this role in September 2022. Stephanie has
more than 30 years of experience working in human services on the front line and executive level
leadership. She has worked with children, families, young adults, and adults in crisis to help them
secure stability and build a future. Most recently, she worked as the CEO of The Delores Project
in Denver, Colorado, serving the needs of women and transgender individuals experiencing
homelessness and housing instability.
WRC has a total staff of 39 full time, part-time and relief personnel across all program areas. Of
this number, 12 are providing full-and part-time and relief staffing for the "Alternatives to
Abuse" shelter program. Sofia Hughes, Director of Residential Services has a bachelor of science
from San Diego State University, completed in 2018, during which time she focused her
extracurricular time on health disparities in under-resourced populations. Sofia is responsible for
the daily operations of the program and is supervised directly by the CEO. "Alternatives to
Abuse" shelter staff includes five house managers who are responsible for 24-hour supervision of
the shelter's security and direct service and program staff of the Assistant Shelter Program
Director and Assistant Residential Program Director who oversee programming and shelter
assistants and Children's Activity Coordinator.
WRC's Deputy Director, Jill Marshall, holds 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 10 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, Batterer's intervention, domestic violence and sexual assault crisis intervention
and Human resources. She serves on several county wide committees in leadership roles. 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.
F. 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)
5
March 30, 2023 Item #3 Page 237 of 247
G.
Moderate experience (4 to 5 years of using CDBG funds)
Considerable experience (more than 5 yea rs of using CDBG funds)
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.
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.
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 749,885
nights of shelter to more than 248,397 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 7 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 (2021-2022 and 2022-2023) for the proposed
program/project?
Sources of Funding
6
March 30, 2023 Item #3 Page 238 of 247
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.).
CDBG funds
CDBG-CV3
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
2021-2022 $10,287
2022-2023 $10,000
Status
Fully expended
Fully expended
Fully expended
Fully expended
Fully expended
Fully expended
Funds remaining
C. Did you receive any federal funds, including CDBG funding from other cities?
' No
Program Source
Ill. BENEFITS & BENEFICIARIES
□
Amount Received
$
$
$
Yes (Please list funds below)_
A. How accessible or convenient is the proposed program/project to Carlsbad residents?
(Please be specific such as direct services to client's home, transportation provided to and
from facility, or relation to public transportation.)
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%)
7
March 30, 2023 Item #3 Page 239 of 247
45% of clients are at 30% or below of the area median income
12% of clients are between 31% and 50% of the area median income
10% of clients are between 51% and 80% of the area median income
33% of clients are above 80% 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 including: 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. 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 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 the first three Priorities outlined in
the 2020-2025 Consolidated Plan and their matching FY2-22-23 CDBG Community Development
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 80% had previously
experienced domestic violence. Additionally, their sources reported that 38% of all domestic violence
victims become homeless at some point in their lives and between 22% and 57% of all homeless
women report that domestic violence was the immediate cause of their homelessness. By providing a
8
March 30, 2023 Item #3 Page 240 of 247
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
occur 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 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
9
March 30, 2023 Item #3 Page 241 of 247
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.
387 Persons of which 7.5% are Carlsbad residents
E. Does your agency focus its activities on populations with special needs?
□ No ✓ves (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?
J No □ Yes (Please specify) ... $ ___ _
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment C 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. N/ A
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?
10
March 30, 2023 Item #3 Page 242 of 247
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.
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.
Stephanie Miller, CEO 2/21/2023
Print Name & 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.
11
March 30, 2023 Item #3 Page 243 of 247
CDBG PROJECT BUDGET
Organization: Women's Resource Center
Program/Project name requestingfunds:
Total organization budget $-=2=,6=0::...::6=,6=9=6'--------
Alternatives to Abuse Emergency Shelter
CDBG funds requested: ~$_10~1_70~0~ _____ Total program/project budget: ~$6~2~0=,6~7~5~-----
Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for programLproject: (S)Secured or (A)Anticipated
a. Funding requested from the City
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)
2. Uses of CDBG funds requested for the programLproject: (l.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.
I. TOTAL REQUESTED FUNDING (same as l.a.)
3. Percentage of project budget represented by CDBG request
$ 10,700 (A) (S) or (A)
(S) or (A)
$537,000 (S) (S) or (A)
$ 72,975 (S} & (A} (S) or (A)
(S) or (A)
(S) or (A)
(S) or (A)
$620,675 (S) or (A)
$5,000
$5,700
$10,700
1.7%
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 fund raising efforts to meet the
shortfall. There is no minimum threshold for funding. We will utilize any level of funding we receive.
12
March 30, 2023 Item #3 Page 244 of 247
ATTACHMENT A
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.
WRC will use funds awarded from the City of Carlsbad CDBG towards our 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.
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-nine years. Since its inception in 1980, survivors and children have
taken refuge and provided 749,885 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.
The goal of Alternatives to Abuse Emergency Shelter Program is to assist victims of domestic abuse
and sexual assault experiencing homelessness or at risk of homelessness by providing 24/7 shelter and
wrap around services that include case management and counseling.
For the one year grant period, the objectives of Alternatives to Abuse Emergency Shelter are to
provide:
1) 1,000 bed nights of shelter to low-income individuals and individuals with children who are
experiencing homelessness or at risk of homelessness due to domestic violence.
2) Minimum of 25 bus passes and 2,000 meals will be provided
3) Minimum of 25 Carlsbad residents will be assisted with basic necessities and/or shelter
2. Attach an Excel budget showing the specific line-item breakdown on how you
arrived at the funding request.
Please see attached FY23 Emergency Shelter Budget breakdown.
WRC's request is for 1.7% of the overall 2019-2020 shelter budget.
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 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.
13
March 30, 2023 Item #3 Page 245 of 247
ATTACHMENT A,
page2
4. Does your organization charge a fee for accessing your services or supplies? If so,
please describe the rational for this fee.
WRC does not charge fees to access our services including Alternatives to Abuse emergency
shelter for survivors and their dependents.
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 thatgrant be in dollars?
WRC uses funding such as those from the City of Carlsbad Development Block Grant (CDBG)
to serve as "matching funds" for other sources of funding, including a grant from the State of
California Office of Emergency Services whose grant is anticipated to be over $535,000.00.
CDBG's funding enables WRC to leverage awarded monies for maximum benefit.
6. If your funding is approved, how many Carlsbad residents will you be able to
assist?
Requested funding will provide emergency shelter services for approximately 25 Carlsbad
residents seeking shelter from abuse.
14
March 30, 2023 Item #3 Page 246 of 247
••• ~~.•••!. f\-.mr -..-:~...,~•·· , \IV~ -.. 1 .....
WRC
REVIVING COURAGE,
EMPOWERING LIVES
Emergency Shelter Budget FY23
EXPENSES
Personnel:
Salaries and benefits
House Manager
House Manager
House Manager
House Manager
Counselor
Case Manager
Assistant Shelter Program Director
Children's Activity Coordinator
Residential Program Director
Deputy Director
Benefits and taxes @20%
Total Personnel
Operating Expenses:
Utilities
Maintenance
Program Expense
House Supplies
Telephone/Telecommunications
Staff Training/Meetings/Support
Facility Alarms
Total Operating Expense
TOTAL EMERGENCY SHELTER BUDGET
Monthly FTE Annual
1,440 1.00 37,440
1,440 1.00 37,440
1,440 1.00 37,440
1,440 1.00 37,440
2,046 1.50 79,810
1,894 1.00 49,254
2,866 1.00 74,526
1,600 0.50 20,800
3,026 a.so 39,338
3,601 0.33 30,897
88,877
533,262
11,583
15,250
23,000
19,820
11,100
4,680
1,980
87,413
$620,675
Ma
r
c
h
3
0
,
2
0
2
3
It
e
m
#
3
P
a
g
e
2
4
7
o
f
2
4
7
Attachment B
. .
-
Board of
Directors
•
COMMUNITY DEVELOPMENT
BLOCK GRANT (CDBG)
CITIZEN ADVISORY COMMITTEE
Nicole Piano-Jones, Program Manager
Housing & Homeless Services
Mar. 30, 2023
{city of
Carlsbad
CDBG Advisory Committee Meeting
TODAY’S MEETING
•Welcome & Introductions
•Agenda
•Approval of Minutes
•Public Comment
•Item 1 –Committee Appointments
•Item 2 -CDBG Overview & Updates
*** break ***
•Item 3 –Funding Deliberations
•City Staff & Committee Member Comments
{city of
Carlsbad
CDBG Advisory Committee Meeting
MINUTES
•Approval of Minutes from the Special Meeting of
the CDBG Citizen Advisory Committee, held on:
-April 11, 2022
-April 13, 2022
-April 14, 2022
{city of
Carlsbad
APPOINTMENT –CHAIR & VICE CHAIR
•Selected by the committee members
•Chair role
•Maintain order and decorum
•Announce decisions
•Vice Chair serves as Chair when absent
RECOMMEND –Select One Committee Member
as Chair & One Committee Member as Vice Chair
ITEM 1:APPOINTMENTS
{city of
Carlsbad
ITEM 2: CDBG OVERVIEW & UPDATES
CDBG OVERVIEW
•Federal $$$ from HUD
•Funds must be used for:
•Meet national objective, and
•Be an eligible activity
•Funding capped program admin. & fair housing
(20%) and public services (15%)
•Required Plans and Documents
•Five-year Plan, Annual Plan
Citizen Participation, Fair Housing
{city of
Carlsbad
ITEM 2: CDBG OVERVIEW & UPDATES
CARLSBAD & CDBG
•Entitlement Grantee since 1988
•Approx. $500,000 annually
•Approx. $75,000 available for public services
•Approx. $100,000 available for program admin
•Consolidated Plan approved Jan. 2020
•Six Priorities
•Annual Funding Process
•CDBG Advisory Committee since 1994
•City Council Approval Body
1111111
{city of
Carlsbad
ITEM 2: CDBG OVERVIEW & UPDATES
CDBG UPDATES
•CDBG Advisory Committee Dissolution
•Transfer duties to Housing Commission
•Action by City Council Resolution
•Citizen Participation Plan Amendments
•30-day public review & City Council Public Hearing
•CDBG Policies & Procedures
{city of
Carlsbad
BREAK
FY 2023-24 FUNDING
ITEM 3: FUNDING DELIBERATIONS
AVAILABLE REQUESTS
•Public Services (15% cap)$81,823 $204,453
•Admin/Fair Housing (20% cap)$109,098 $137,098
•Housing & Facilities (No cap) $354,569 $354,569
•Applications available six weeks -eight received;
six public services and two fair housing
FY 2023-24 AWARD $545,490
{city of
Carlsbad
ITEM 3: FUNDING DELIBERATIONS
FY 2023-24 FUNDING –FAIR HOUSING & ADMIN.
ORGANIZATION PROGRAM REQUEST
Center for Social Advocacy Fair Housing Program &
Tenant/Owner Services $25,000
Legal Aid Society of San Diego Legal Aid Society of San
Diego $23,000
City of Carlsbad Program Administration $86,098
RECOMMEND –FULLY FUND LEGAL AID
REQUEST AND CARLSBAD ADMIN. REQUEST
1111111
{city of
Carlsbad
ITEM 3: FUNDING DELIBERATIONS
FY 2023-24 FUNDING –FACILITIES & HOUSING
•No outside organization applications
RECOMMEND –FUND CITY AFFORDABLE HOUSING
FUND FOR ACQUISTION AND REHABILITION
{city of
Carlsbad
ITEM 3: FUNDING DELIBERATIONS
FY 2023-24 FUNDING
•Average Program Income ~ $438,302
•Public Services (15% cap) ~ $65,745
•Admin/Fair Housing (20% cap) ~ $87,660
Program Income
RECOMMEND –FUND MAX. 15% PROGRAM
INCOME TO PRIORTY LIST SERVICES, 20 % TO
ADMIN & FAIR HOUSING AND CONSIDER CITY-
WIDE ADA IMPROVEMENTS FOR BACK-UP
Back-up Projects
•Only consider if additional funds are available
{city of
Carlsbad
ITEM 3: FUNDING DELIBERATIONS
FY 2023-24 FUNDING –PUBLIC SERVICES
ORGANIZATION PROGRAM REQUEST RECOMMEND
Brother Benno Rent/Utility Assistance/Motel
Vouchers/Substance Abuse $11,000 $0 (Alternative
funding)
Catholic Charities La Posada de Guadalupe
Shelter $30,000 $0 (Alternative
funding)
Community
Resource Center
Homelessness Prevention
Carlsbad Residents $71,408
$23,000
(Alternative
funding)
Interfaith
Community Services
Rental Assistance, Emergency
Support, Basic Needs $71,345
$58,823
(Alternative
funding)
Meals-on-Wheels Senior Meal Delivery Service $10,000 $0 (Priority List)
Women’s Resource
Center
Alternatives to Abuse
Emergency Shelter Program $10,700 $0 (Alternative
funding)
ITEM 3: FUNDING DELIBERATIONS
COMMITTEE DISCUSSION
APPLICANT Q & A
{city of
Carlsbad
CLOSING COMMENTS
STAFF & COMMITTEE
Thank you!{city of
Carlsbad