HomeMy WebLinkAbout2020-10-22; Notice of Funding Availability for the Coronavirus Aid, Relief and Economic Security Act Supplemental Funding; |Barberio, Gary| Murphy, Jeff| de Cordova, David|To the members of the:
CITY COUNCIL
Date '"/2·4~ CA ~ CC L
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Oct. 22, 2020
To:
From:
Council Memorandum
Honorable Mayor Hall and Members of the City Council
Gary Barberio, Deputy City Manager, Community Services
Jeff Murphy, Community Development Director
David de Cordova, Housing Services M~er
Geoff Patnoe, Assistant City Manager(_Y'
{cityof
Carlsbad
Memo ID #2020234
Via
Re: Notice of Funding Availability for the Coronavirus Aid, Relief, and Economic
Security Act Supplemental Funding
This memorandum provides information regarding the Notice of Funding Availability for the
$909,924 the city received in CARES Act funds.
Background
In response to the COVID-19 pandemic, on March 27, 2020, Congress passed the Coronavirus
Aid, Relief, and Economic Security Act {CARES Act) to assist communities nationwide with
housing, economic relief and other basic needs during the pandemic. On April 2, 2020, the city
was notified of its first CDBG-CV allocation of $315,666. On June 16, 2020, the City Council
approved the funding distribution to public service providers that offer food assistance, basic
needs, fair housing services, and rental assistance to residents impacted by COVID-19.
(Attachment A).
On Sept. 11, 2020, the city was notified of its additional allocation of $909,924 in CDBG-CV
funds. In announcing this round of CARES Act funding, the Department of Housing and Urban
Development {HUD) specifically stated the allocation was based on and focused towards
communities with households facing higher risk of eviction, although HUD further clarified that
these funds could also be used for other COVID-19 related priorities as well.
Next Steps
To expedite use of the available funding, staff will be releasing a Notice of Funding Availability
(Attachment B) on Oct. 23, 2020, soliciting applications that address the Needs Assessment
(Attachment C) priorities1, with preference and priority given to applications that provide short-
term income payments, in alignment with HU D's stated objectives. The total amount available
1 On May 2020 the city conducted a Needs Assessment of the community's highest priorities for addressing the impacts of the
COVID-19 crisis. The priorities identified include: 1) making short-term income payments, 2) increasing food security (meal
delivering services and food pantries) and 3) providing basic needs. The Needs Assessment was presented as part of the
June 16, 2020 staff report to City Council.
Community Services Branch
Community Development Department
1200 Carlsbad Village Drive I Carlsbad, CA 92008 I 760-434-2810
Council Memo -Notice of Funding Availability for the Coronavirus Aid
Oct. 22, 2020
Page 2
for applicants to apply for funds is $909,924, the entire amount of CDBG-CV funds awarded to
the city. Applications will be made available via the city's website and are to be submitted for
review by Nov. 9, 2020.
City staff will review each application for eligibility and completeness. To assist in the allocation
process, the CDBG Advisory Committee will be tasked to review and make funding
recommendations to the City Council. Final funding recommendations will be presented to the
City Council at a public hearing, anticipated for mid-January 2021.
Attachments: A. June 16, 2020 City Council Staff Report (due to the size of this attachment, a
hard copy is available in the City Council Office)
B. Notice of Funding Availability
C. Needs Assessment
cc: Scott Chadwick, City Manager
Celia Brewer, City Attorney
.Nancy Melander, Program Manager
Kristina Ray, Communication & Engagement Director
Mike Peterson, Assistant Community Development Director
CA Review RK
Meeting Date: June 16, 2020
To: Mayor and City Council
From: Scott Chadwick, City Manager
Staff Contact: Nancy Melander, Program Manager
nancy.melander@carlsbadca.gov, 760‐434‐2812
Subject: FY 2020‐21 Annual Action Plan and Inclusion of Coronavirus Aid, Relief,
and Economic Security Act Supplemental Funding for the City of
Carlsbad’s Community Development Block Grant Program
Recommended Action
That the City Council hold a public hearing and adopt a resolution to:
1.Approve the final FY 2020‐21 Annual Action Plan and the Community Development
Block Grant Advisory Committee funding recommendations
2.Approve the CDBG coronavirus federal funding allocations
3.Authorize the submittal of the final FY 2020‐21 Annual Action Plan to the U.S
Department of Housing and Urban Development
Executive Summary
The primary objective of the Community Development Block Grant, or CDGB, program is the
development of viable urban communities by providing improved living environments,
economic opportunity and decent housing. Grant funds are intended to serve principally people
of low and moderate income. The city’s draft FY 2020‐21 Annual Action Plan has been
developed to meet the requirements of the federal CDBG program and covers the period of July
1, 2020, to June 30, 2021 (Exhibit 1). The plan provides the city of Carlsbad with the city’s
annual entitlement amount of $536,604 and identifies goals, projects and funding amounts for
the fiscal year. The city must adopt the Annual Action Plan, which must be reviewed and
approved by the U.S. Department of Housing and Urban development, or HUD.
The CDBG coronavirus federal funds are provided to the city through the Coronavirus Aid, Relief
and Economic Security Act administered by HUD. The funds are intended to help meet the
emergency needs in the city related to COVID‐19 to prevent, prepare for and respond to the
coronavirus that causes the disease. The city received notice in April of its allocation amount of
$315,666.
June 16, 2020 Item #6 Page 1 of 185
ATTACHMENT A
(i) S~~fi R~port
To assist in the planning process, the CDBG Advisory Committee was tasked to review
applications and make funding recommendations for the fy 2020‐21 entitlement funding, as
well as review and provide comment on the proposed CDBG‐COVID‐19 funding allocations.
Discussion
Background
The FY 2020‐21 Annual Action Plan represents the first year of the city’s five‐year consolidated
plan, which assesses community development needs, identifies six priority goals and outlines
strategies to help the city meet those goals. The City Council approved the plan priorities on
Jan. 14, 2020, as follows:
Priority 1: Increase and preserve affordable housing opportunities for low‐ and
moderate‐income households
Priority 2: Prevent and reduce homelessness
Priority 3: Strengthen support services for residents with special needs
Priority 4: Improve and provide facilities to serve lower‐income persons
Priority 5: Provide fair housing services to residents
Priority 6: Plan and administer the CDBG program
Allocation and application
The City Council approved the FY 2020‐21 Funding Plan on Jan. 14, 2020, and authorized the
distribution of a notice of funding availability, the first step in the development of the annual
action plan. The purpose of the funding plan is to confirm the consolidated plan priorities and
provide an estimated amount of funds available for the program year. At that time, the
estimated budget was $565,819 based on the city’s entitlement for the previous year. Since
then, staff has received notification from HUD that the city’s actual allocation amount for fy
2020‐21 is $536,604.
Of the total allocation amount, the city is limited to spending a maximum of 15% of the grant
funds, for public service activities; up to 20%, for administration, which includes fair housing
services; and the remaining funds, for affordable housing, facility improvements and other
eligible activities. The following is a breakdown of the funding allocation:
Administration and fair housing (maximum 20 percent) $107,320
Public services (maximum 15 percent) 84,490
Public facilities, affordable housing 344,794
Fiscal year 2020‐21 entitlement grant $536,604
Applications were completed and submitted in mid‐February, with CDBG Advisory Committee
interviews and deliberations completed by early March. Applicants were able to apply for
public‐service and facility‐improvement funds. The city received 10 eligible applications from
nonprofit organizations for a variety of activities (Exhibit 2). The grant applications were
reviewed according to several factors, including feasibility, budget reasonableness,
administrative capacity, level of impact and alignment to local priorities. All applicants were
given the opportunity to clarify aspects of their proposals through the interview process.
June 16, 2020 Item #6 Page 2 of 185
Recommendations
With a focus on the two highest priorities in the city, the advisory committee recommended the
following activities for funding in fy 2020‐21:
Activity and recipients Recommended Funding
Program administration $84,076
Fair housing (program administration) 23,244
Brother Benno (reduce homelessness, provide housing assistance) 15,000
Catholic Charities Diocese of San Diego (prevent and reduce homelessness) 19,490
Community Resource Center (prevent and reduce homelessness) 20,000
Interfaith Community Services (prevent and reduce homelessness) 20,000
Woman’s Resource Center (prevent and reduce homelessness) 10,000
Casa de Amparo (facility improvement) 75,000
City of Carlsbad (acquisition of affordable housing) 269,794
Fiscal year 2020‐21 entitlement grant $536,604
The CDBG Advisory Committee did not select other public services because it wanted to focus
funds on activities that met the two highest priorities in the city and that served the greatest
number of Carlsbad residents. The two highest priorities, adopted by the City Council on Jan.
14, 2020, are maintaining and preserving affordable housing and preventing and reducing
homelessness.
Meals on Wheels San Diego County, an in‐home meal delivery service for seniors, and Voices
for Children, a child advocacy program for foster youth, were not recommended for funding
because they did not align with the greatest needs and the city’s top two priorities. CSA San
Diego, which provides fair housing services, was also not recommended for funding. Because of
the nature of fair housing services and the need for clients to have accessible facilities, the
location of CSA San Diego in El Cajon is not feasible for Carlsbad residents.
CARES Act
In response to the COVID‐19 pandemic, the federal government approved the Coronavirus Aid,
Relief, and Economic Security Act on March 27, 2020, to assist communities nationwide with
housing, economic relief and other basic needs. These funds are awarded based on existing
grant formulas and have new guidance with the intention of allowing quick action to assist low‐
income and vulnerable people. Most notably, the CARES Act waives the 15% public‐service limit
allowing agencies and governments receiving grants to spend above the 15% to provide COVID‐
19 relief.
Needs assessment
The city engaged the services of LeSar Development Consultants in April 2020 to quickly assess
the impact the pandemic was having on the city and its residents to determine the best use of
CDBG‐CV funds. LeSar gathered data on Carlsbad’s community needs and the city’s response
from community data based on information gathered by 2‐1‐1 San Diego and an online survey
of the city’s past and current subrecipients on how nonprofits were addressing COVID‐19 and
future funding needs, and a virtual meeting with city staff on how the city has been responding
June 16, 2020 Item #6 Page 3 of 185
to COVID‐19 and the types of community needs identified through city operations. Based on
the local data and consultations, LeSar developed potential funding recommendations on
housing assistance, temporary shelter and food insecurity for the city’s CDBG‐CV funds (Exhibit
3).
CDBG coronavirus federal funds recommendation
Based on all data and information received from the needs assessment of the impacts of
COVID‐19, staff recommends matching each fy 2020‐21 public service subrecipient with an
equal amount of CDBG coronavirus federal funds, and directing the remainder of those funds
for rental assistance, which is a top concern within the Carlsbad community, a recurring need
among service providers and city staff and a significant topic of conversation throughout the
region. Staff estimates client requests at approximately $2,000 per month per recipient for a
maximum of three months for rental assistance, with a maximum of $6,000 per family. Two
providers – Community Resource Center and Interfaith Community Services – would receive
$123,966 each and would assist approximately 40 additional households through their existing
rental assistance programs. If rents come in lower, the city can potentially assist more
households.
Funding for CDBG program administration, public facilities and affordable‐housing acquisition
would remain at the baseline fy 2020‐21 level recommended by the CDBG Advisory Committee.
The activities recommended for baseline fy 2020‐21 annual funding and the coronavirus federal
funds are as follows:
FY 20‐21 CDBG coronavirus
Activity and recipient Funding federal funds Total
Fair housing $23,244 $23,244 $46,488
Brother Benno 15,000 15,000 30,000
Catholic Charities Diocese of San Diego 19,490 19,490 38,980
Community Resource Center 20,000 123,966 143,966
Interfaith Community Services 20,000 123,966 143,966
Woman’s Resource Center 10,000 10,000 20,000
CDBG program administration 84,076 ‐ 84,076
Public facilities, affordable housing 344,794 ‐ 344,794
Fiscal Year 2020‐21 totals $536,604 $315,666 $852,270
All the subrecipients listed above indicated that they are serving populations the Centers for
Disease Control and Prevention have indicated are at a higher risk of contracting COVID‐19.
Those populations include people experiencing homelessness, over the age of 60 and with
disabilities. The city’s CDBG subrecipients are experiencing increased needs related to food
insecurity, emergency financial assistance for housing and short‐term shelter. Within these
needs, there has been an increase in required case management, crisis intervention and the
need to help clients navigate various systems to obtain benefits. Additionally, the city’s fair
housing services provider has seen an increase in requests for assistance because of confusion
over rights of tenants and homeowners with mortgages in connection with the new eviction
moratoriums.
June 16, 2020 Item #6 Page 4 of 185
Staff have determined that the most expedient and effective way of providing aid to the most
vulnerable and low‐income families is to provide additional funding from the available CDBG‐CV
funds to the recommended fy 2020‐21 CDBG subrecipients. These subrecipients have systems
in place, are familiar with the CDBG program, and have an established performance history
serving the Carlsbad population. In consultation with the service providers, staff has
determined that this level of increased funding can be used immediately.
CDBG Advisory Committee
On May 13, 2020, staff presented to the CDBG Advisory Committee a review of the fy 2020‐21
entitlement budget and the recommendations they had developed in March (Exhibit 4). Staff
also presented an overview of the CARES Act supplemental funding, the results of the city’s
coronavirus federal funds needs assessment, and the proposed funding allocations for the
coronavirus federal funds for the committee’s review and comment. The committee
recommended that service providers keep indirect and administrative costs low to provide
more direct funding to clients. The committee concurred with staff’s recommendation that
additional funds be directed to Interfaith Community Services and the Community Resource
Center to augment their existing rental assistance services. The committee unanimously
supported the proposed coronavirus federal funds funding allocations.
Fiscal Analysis
The Community Development Block Grant Program is a fully funded federal program and there
is no fiscal impact on the city’s General Fund.
Next Steps
Once approved, staff will submit the FY 2020‐21 Annual Action Plan with the supplemental
coronavirus federal funds funding to HUD for its review and approval.
Environmental Evaluation (CEQA)
This action does not constitute a “project” within the meaning of the California Environmental
Quality Act under Public Resources Code section 21065 in that it has no potential to cause
either a direct physical change in the environment or a reasonably foreseeable indirect physical
change in the environment and, therefore, does not require environmental review.
Public Notification and Outreach
To allow interested residents the opportunity to review and comment on the proposed
changes, the city published a public notice in The San Diego Union‐Tribune on June 2, 2020,
informing residents of the availability of the draft FY 2020‐21 Annual Action Plan and inclusion
of the CDBG‐CV funds within the plan for public review and comment for a period from June 2,
2020, to June 16, 2020.
HUD has provided the availability of waivers of certain regulatory requirements associated with
the CDBG program to expedite the delivery of assistance. The city reserves the right to use this
June 16, 2020 Item #6 Page 5 of 185
waiver to assist program beneficiaries and eligible households to prevent the spread of COVID‐
19 and to mitigate against the economic impact caused by COVID‐19 for eligible households.
Exhibits
1. City Council resolution
a. FY 2020‐21 Annual Action Plan
2. FY 2020‐21 Subrecipient Funding Applications
3. CDBG‐CV Needs Assessment
4. CDBG Advisory Committee meeting minutes
June 16, 2020 Item #6 Page 6 of 185
June 16, 2020 Item #6 Page 7 of 185
RESOLUTION NO. 2020-113
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE FISCAL YEAR 2020-21 ANNUAL ACTION PLAN
AND INCLUSION OF THE CORONAVIRUS AID, RELIEF, AND ECONOMIC
SECURITY ACT SUPPLEMENTAL FUNDING, CDBG ADVISORY COMMITTEE
FUNDING RECOMMENDATIONS, AND AUTHORIZING THE SUBMITTAL OF
THE CONSOLIDATED PLAN TO THE U.S. DEPARTMENT OF HOUSING AND
URBAN DEVELOPMENT.
Exhibit 1
WHEREAS, the primary objective ofthe federal Community Development Block Grant (CDBG)
Program is to develop viable urban communities through the provision of improved living
environments, expansion of economic opportunity and decent housing. Grant funds received through
the program are intended to serve principally persons of low and moderate income; and
WHEREAS, the CDBG program is a fully funded federal program and does not impact the
General Fund; and
WHEREAS, to be eligible for CDBG funds, the jurisdiction must adopt an Annual Action Plan,
which must be reviewed and approved by the Department of Housing and Urban Development; and
WHEREAS, the CDBG Coronavirus federal funds (CDBG-CV) are provided to the city through
the Coronavirus Aid, Relief and Economic Security Act (CARES Act) administered by HUD. The primary
objective of the use of the funds is to assist in meeting the emergency needs within the city related to
COVID-19 in order to prevent, prepare for, and respond to the virus; and
WHEREAS, on March 5, 2020 the CDBG Citizen Advisory Committee reviewed applications and
developed funding recommendations for the fiscal year 2020-21 Annual Action Plan projects; and
WHEREAS, to assist in developing the CDBG-CV funding allocations, the city developed a needs
assessment in April 2020 to assess the city's impacts and resident needs as it relates to COVID-19 to
determine the best use of CDBG-CV funds. The city solicited input from residents, subrecipients, city
staff, as well as other agencies that utilize Department of Housing and Urban Development (HUD)
funds; and
June 16, 2020 Item #6 Page 8 of 185
Exhibit 1
WHEREAS, on May 13, 2020, at a public meeting, staff presented to the CDBG Advisory
Committee the CD BG-CV funding allocations for their review and comment. The Committee
expressed support and concurrence with the city's proposed CDBG-CV funding allocations; and
WHEREAS, the City Council of the City of Carlsbad, California has considered the Annual Action
Plan and inclusion of the CD BG-CV funding allocations for the period beginning July 1, 2020 and
ending on June 30, 2021, as required for the city's CDBG program; and
WHEREAS, the draft Plan was released for a 15-day public review period which began on June
2, 2020, and concluded with a City Council public hearing on June 16, 2020; and
WHEREAS, public comments from the public review period and the public hearing, if any, have
been addressed through written response and included in the fiscal year 2020-21 Annual Action Plan;
and
WHEREAS, the City Council of the City of Carlsbad, California has taken all testimony into
account in considering the Plan for the period beginning July 1, 2020 and ending on June 30, 2021, as
required for the city's CDBG program; and
WHEREAS, the City Council of the City of Carlsbad, California, approves and authorizes the
submittal of the fiscal year 2020-21 Annual Action Plan for the city's CDBG program to the U.S.
Department of Housing and Urban Development; and
WHEREAS, the City of Carlsbad is committed to continuing to provide a suitable living
environment and to expand economic opportunities for the city's low-income residents as is outlined
in the Plan; and
WHEREAS, the City Council has taken all testimony into account.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1. That the above recitations are true and correct.
2. That the FY 2020-21 Annual Action Plan is hereby approved by the City Council.
3. That, on the city's behalf, the City Manager, or designee, is authorized to submit the
city's fiscal year 2020-221 Annual Action Plan as set forth in Attachment A to the U.S.
June 16, 2020 Item #6 Page 9 of 185
Exhibit 1
Department of Housing and Urban Development for approval and to execute all
appropriate related documents for the submission.
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of
Carlsbad on the 16th day of June 2020, by the following vote, to wit:
AYES:
NAYS:
ABSENT:
Hall, Blackburn, Bhat-Patel, Schumacher.
None.
None.
MATT HALL, Mayor
(SEAL)
Annual Action Plan
2020
FY 2020-2021
ANNUAL ACTION PLAN
Prepared By:
City of Carlsbad
Housing Services 1200 Carlsbad
Village Drive Carlsbad, CA 92008
Attachment A
June 16, 2020 Item #6 Page 10 of 185
{"city of
Carlsbad
Annual Action Plan
2020
Page Intentionally Left Blank
June 16, 2020 Item #6 Page 11 of 185
Annual Action Plan 2020 AP-15 Expected Resources Introduction Many housing and community development resources are currently available in the city. Those resources include: Community Development Block Grant (CDBG) funds Community Development Block Grant Coronavirus federal funds (CDBG-CV) HOME funds (via a new program that began in September of 2014 through a partnership between the County of San Diego and the San Diego County Housing Commission) General Funds HUD Housing Choice Voucher Program (through the Carlsbad Housing Authority) State Housing and Community Development (HCD) funds State transportation funds Carlsbad Affordable Housing Trust Fund Carlsbad Housing Reserve Fund June 16, 2020Item #6 Page 12 of 185
Annual Action Plan 2020 Anticipated Resources Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description of Annual Program Prior Year Total: Amount Funds Allocation: $ Income: $ Resources: $ $ Available Reminder of ConPlan $ CDBG public - federal Acquisition Admin and Planning Economic Development Housing Public Improvements Public Services $536,604 0 0 $536,604 0 Funding will be utilized to support public services, facility improvements, and affordable housing in Carlsbad. Fair housing and administrative services will also to be supported with FY2020 Action Plan funds. CDBG Cares Act Activities to prevent, prepare for, and respond to COVID-19 $315,666 0 0 $315,666 0 Funding will be utilized to support public services which include fair housing, rental assistance, food, shelter, and basic needs related to the COVID-19 emergency. June 16, 2020Item #6 Page 13 of 185
Annual Action Plan 2020 Table 5 - Expected Resources - Priority Table Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The city's goal is to leverage federal, state, and local funds to maximize the number of households that can be assisted. The city may use local Housing Trust Funds to further affordable housing goals whenever a match, grant, or loan is necessary and appropriate to ensure the financial feasibility of a project. If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan. N/A Discussion Housing Choice Voucher Section 8 Program: The Carlsbad Housing Agency administers the Section 8 program within the City of Carlsbad and will assist approximately 600 hundred families per month. The program provides rent subsidy payments for very low-income households in privately owned rental housing units. June 16, 2020Item #6 Page 14 of 185
Annual Action Plan 2020 Annual Goals and Objectives AP-20 Annual Goals and Objectives Goals Summary Information Table 6 - Goals Summary Sort Order Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 1. Affordable Housing Opportunities 2020 2021 Affordable Housing Citywide Affordable Housing $269,794 2 Households served 2. Prevent and Reduce Homelessness 2020 2021 Homelessness Citywide Homelessness $42,245 720 Individuals served 3. Strengthen Support Services for LMI and Special Needs Residents 2020 2021 Supportive Services Citywide Supportive Services $42,245 720 Individuals served 4. Facility Improvements/ City Projects 2020 2021 Affordable Housing/Facility Improvements Citywide Affordable Housing / Supportive Services / Homelessness $75,000 100 Individuals served 5. Fair Housing Services 2020 2021 Supportive Services Citywide Supportive Services/ Homelessness/ Affordable Housing $23,244 300 Individuals served 1. Program Administration 2020 2021 N/A Citywide N/A $84,076 N/A Total $536,604 1,842 June 16, 2020Item #6 Page 15 of 185
Annual Action Plan 2020 Goal Descriptions Table 7- Goal Descriptions • Goal: Affordable Housing Description: Increase and preserve affordable housing opportunities for low-and-moderate income households. • Goal: Homelessness Description: Prevent and reduce homelessness. • Goal: Supportive Service Description: Strengthen support services for residents with special needs. • Goal: Facility Improvements Description: Improve and provide facilities to serve lower income persons. • Goal: Fair Housing Description: Provide fair housing services to residents. • Goal: Administration Description: Plan and administer the CDBG program. June 16, 2020Item #6 Page 16 of 185
Annual Action Plan 2020 Page Intentionally Left Blank June 16, 2020Item #6 Page 17 of 185
AP- 35 Projects - 91.420, 91.220{d)
Introduction
For FY 2020-21, the City of Carlsbad is anticipated to received $536,604 in CDBG funding. The total
projects listed in the table equal $536,604.
To assist in the current emergency related to COVID-19, the city is anticipated to receive an additional
$315,666 in Community Development Block Grant Coronavirus federal funds (CDBG-CV). The FY 2020-
21 Annual Action Plan includes the CDBG-CV funding allocation in order to prevent, prepare for, and
respond to the virus.
*The city reserves the right to earmark any additional unexpended funds for affordable housing activities as they become
available. During the program year additional funding may become available as a result of program income, projects
completed below budget or projects canceled/delayed due to a variety of reasons. This allows the city, with City Council
and HUD approval, the flexibility to activate back-up projects when funds become available. Initiation and funding of
these projects would not constitute a substantial amendment as defined in the CDBG Citizen Participation Plan.
Table 8 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The City of Carlsbad is limited in its ability to meet all of the housing needs of lower income
households. However, a sincere effort will be made to combine various city resources to meet as
much of the top needs as financially feasible within the Action Plan time period, as well as the
overall needs identified in the FY 2015-19 Consolidated Plan.
Project Name FY2020
CDBG Funding
FY2020
CDBG-CV
Catholic Charities $19,490 $19,490
Interfaith Community Services $20,000 $123,966
Woman’s Resource Center $10,000 $10,000
Brother Benno $15,000 $15,000
Community Resource Center $20,000 $123,966
Casa de Amparo $75,000 $0
*City of Carlsbad Housing Fund $269,794 $0
City of Carlsbad Program Administration $84,076 $0
Legal Aid Society of San Diego $23,244 $23,244
TOTAL $536,604 $315,666
June 16, 2020 Item #6 Page 18 of 185
During this time while the COVID-19 pandemic is still ongoing, the FY 2020 subrecipients listed above
have indicated that they are serving the populations the Centers for Disease Control and Prevention
have indicated are at a higher risk of contracting COVID-19. Those populations include persons
experiencing homelessness, seniors over the age of 60, and persons with disabilities. The city’s CDBG
subrecipients are experiencing increased needs related to food insecurity, emergency financial
assistance for housing, and short-term shelter. Within these needs, there has been an increase in case
management required, crisis intervention, and helping clients navigate various systems to connect to
benefits. Additionally, the city’s fair housing services provider has seen an increase in requests for fair
housing assistance due to confusion regarding the rights of tenants and homeowners with mortgages
in relationship to the new eviction moratoriums.
June 16, 2020 Item #6 Page 19 of 185
Annual Action Plan 2020 AP-38 Project Summary Project Summary Information 1 Project Name Catholic Charities Target Area No defined target area Goals Supported Supportive Services/Homelessness Needs Addressed Supportive Services/Homelessness Funding CDBG: 19,490 Description La Posada De Guadalupe is a 7-day, 24-hour alcohol- and drug-free facility in Carlsbad. The program is designed to provide services for homeless men in San Diego County. La Posada provides 50 emergency shelter beds for men and 50 farmworker beds. In the winter months La Posada increases its emergency shelter beds from 50 to 60 beds. Target Date 6/30/2021 Estimate the number and type 68 individuals Location Description 2476 Impala Drive Carlsbad, CA 92010 Planned Activities Funds will be used to provide increased a safety, sanitary, drug and alcohol-free housing environment for homeless men and locally employed farm workers. Through case management and support services, residents will be assisted with obtaining employment and locate permanent housing. FY 2020 CDBG funds will be spent on salaries/wages (supervision of clients at the shelter) and client food. 2 Project Name Interfaith Community Services Target Area No defined target area Goals Supported Supportive Services/Homelessness Needs Addressed Supportive Services/Homelessness Funding CDBG: $20,000 Description Low-income Carlsbad residents will benefit from the range of supportive programs at the Carlsbad June 16, 2020Item #6 Page 20 of 185
Annual Action Plan 2020 Service Center including homeless prevention, housing stabilization, basic needs and employment assistance services. Target Date 6/30/2021 Estimate the number and type 200 households Location Description Carlsbad Service Center, 5731Palmer Way Suite A, Carlsbad, CA 92010 Planned Activities Rental assistance and emergency housing case management to prevent or immediately reverse homelessness, basic needs such as emergency food and hygiene kits to Carlsbad residents and their families, and employment assistance. 3 Project Name Woman’s Resource Center Target Area No defined target area Goals Supported Supportive Services/Homelessness Needs Addressed Supportive Services/Homelessness Funding CDBG: $10,000 Description 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 and find accessible and affordable transitional or permanent housing. Target Date 6/30/2021 Estimate the number and type 53 households Location Description 1963 Apple Street, Oceanside, CA 92054 Planned Activities Funds will be used to provide direct program materials to clients such as food, hygiene products, linens, diapers, transportation. June 16, 2020Item #6 Page 21 of 185
Annual Action Plan 2020 4 Project Name Brother Benno Target Area No defined target area Goals Supported Supportive Services/Homelessness Needs Addressed Supportive Services/Homelessness Funding CDBG: 15,000 Description Brother Benno's serves the poor and neediest in North County San Diego, including Carlsbad residents. The agency operates two shelters for women, a twelve-step residential recovery program-for men, a hot meal and emergency food distribution program for the working poor. Target Date 6/30/2021 Estimate the number and type 144,000 individuals Location Description 3260 Production Avenue Oceanside, CA 92058 Planned Activities The proposed program will provide a number of services including emergency food boxes, hot meals, food packs, rental assistance, funds for prescription medications, internet access, mail and telephone services, hot showers, clothing for the family, and haircuts. 5 Project Name Casa de Amparo Target Area No defined target area Goals Supported Improve Facilities Needs Addressed Improve Facilities Funding CDBG: $75,000 Description The Wellness Center will be a community treatment facility to provide a safe and nurturing home-like environment to undeserved youth who have experienced significant trauma and struggle with severe symptoms of complex trauma, PTSD, and behavioral challenges. Target Date 6/30/2021 Estimate the number and type 13 individuals Location Description 325 Buena Creek Road, San Marcos, CA 92069 Planned Activities The funding will assist in the architectural and planning costs related to the expansion Teen Wellness Center. Funding will also provide a storage and maintenance facility for use agency-wide. June 16, 2020Item #6 Page 22 of 185
Annual Action Plan 2020 6 Project Name City of Carlsbad, Carlsbad Housing Fund Target Area No defined target area Goals Supported Affordable Housing Needs Addressed Affordable Housing Funding CDBG: $269,794 Description The City of Carlsbad has established a Housing Fund for the purpose of developing affordable housing for lower -income households and/or purchasing affordable housing units for lower income families. The activities will include the purchase of existing affordable units as they become available in existing developments and other property acquisition for low income affordable housing purposes, including housing for the homeless (such as acquisition of vacant land or underutilized land for new development, existing rental units with rehabilitation efforts, market rate condominiums to be resold to low income households, and/or partnerships with an affordable housing developer for property acquisition for low income affordable housing development). Target Date 6/30/2021 Estimate the number and type Households Location Description Carlsbad, CA Planned Activities Utilize funds to acquire existing affordable units such as vacant land or underutilized land for new development, existing rental units with rehabilitation efforts, market rate condominiums to be resold to low income households, and/or partnerships with an affordable housing developer for property acquisition for low income affordable housing development). 7. Project Name Program administration (City of Carlsbad) Target Area No defined target area Goals Supported Planning and Administration Needs Addressed Program Administration Funding CDBG: $84,076 Description The Housing Services Division is responsible for administering the city's CDBG funded programs. June 16, 2020Item #6 Page 23 of 185
Annual Action Plan 2020 Target Date 6/30/2021 Estimate the number and type Citywide benefit. Location Description 1200 Carlsbad Village Drive, Carlsbad, CA Planned Activities Funds are utilized to administer the CDBG programs. 8. Project Name Legal Aid Society of San Diego Target Area No defined target area Goals Supported Fair Housing Needs Addressed Fair Housing Funding CDBG: $23,244 Description Legal Aid Society of San Diego will provide fair housing services to all Carlsbad residents. LASSD promotes housing opportunities for all persons regardless of race, religion, sex, family size, familial status, ancestry, national origin, color, or disability. Via the telephone or in person assistance, LASSD staff will provide direct assistance to those in need. Target Date 06/30/2021 Estimate the number and type 146 households Location Description 216 S. Tremont Street, Oceanside, CA 92054 Planned Activities Funds will be used to provide fair housing services for residents including advocacy, education, and mediation. 9. Project Name Community Resource Center Target Area No defined target area Goals Supported Supportive Services/Homelessness Needs Addressed Supportive Services/Homelessness Funding CDBG: $20,000 Description Community Resource Center will promote and provide affordable housing and supportive services for homeless domestic violence survivors and their children through local emergency shelter, June 16, 2020Item #6 Page 24 of 185
Annual Action Plan 2020 transitional housing, and rental assistance partnerships. CRC will provide ongoing support services such as case management, food, clothing, transportation, legal services, crisis intervention, and other services. Target Date 06/30/2021 Estimate the number and type 178 families are expected to receive assistance. of families that will benefit from the proposed activities Location Description 650 Second Street, Encinitas Planned Activities CDBG funds will be used to provide assistance including assessment to determine utility of diversion as an initial strategy, rental arrears, late fees, rental assistance, security deposits, as well as homeless intervention support services including case management, support groups, food, and clothing. 10 Name CV- Catholic Charities Target Area No defined target area Goals Supported Supportive Services/Homelessness Needs Addressed Supportive Services/Homelessness Funding CDBG-CV: 19,490 Description La Posada De Guadalupe is a 7-day, 24-hour alcohol- and drug-free facility in Carlsbad. The program is designed to provide services for homeless men in San Diego County. La Posada provides 50 emergency shelter beds for men and 50 farmworker beds. In the winter months La Posada increases its emergency shelter beds from 50 to 60 beds. Target Date 6/30/2021 Estimate the number and type TBD Location Description 2476 Impala Drive Carlsbad, CA 92010 Planned Activities CDBG-CV funds will be utilized to respond to the increased expenses due to COVID-19. The homeless men at La Posada are sheltering in place and are at the facility all day every day. This caused La Posada to add extra shifts of staff to cover 7M-5PM when the men are usually out working. The utilities have also increased with the men staying there all day as well as the food costs. June 16, 2020Item #6 Page 25 of 185
Annual Action Plan 2020 11 Project Name CV-Interfaith Community Services Target Area No defined target area Goals Supported Supportive Services/Homelessness Needs Addressed Supportive Services/Homelessness Funding CDBG-CV: $123,965 Description Low-income Carlsbad residents will benefit from the range of supportive programs at the Carlsbad Service Center including homeless prevention, housing stabilization, basic needs and employment assistance services. Target Date 6/30/2021 Estimate the number and type TBD Location Description Carlsbad Service Center, 5731Palmer Way Suite A, Carlsbad, CA 92010 Planned Activities CDBG-CV will be utilized to respond to the increase requests for rental assistance and emergency housing case management to individuals and families affected by COVID-19. Those experiencing job loss or reduction of income due to the closure of businesses, will have the chance to receive assistance to reduce the chance of homelessness and keep families housed during this pandemic. 12 Project Name CV-Woman’s Resource Center Target Area No defined target area Goals Supported Supportive Services/Homelessness Needs Addressed Supportive Services/Homelessness Funding CDBG-CV: $10,000 Description 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 and find accessible and affordable transitional or permanent housing. Target Date 6/30/2021 Estimate the number and type TBD Location Description 1963 Apple Street, Oceanside, CA 92054 June 16, 2020Item #6 Page 26 of 185
Annual Action Plan 2020 Planned Activities Funds will be used to provide direct program materials to victims of domestic violence during this time when domestic violence is being reported at an all-time high due to the shelter in place order. Program expenses include items such as food, hygiene products, linens, diapers, and transportation in response to the increased need due COVID-19. 13 Project Name CV-Brother Benno Target Area No defined target area Goals Supported Supportive Services/Homelessness Needs Addressed Supportive Services/Homelessness Funding CDBG-CV: $15,000 Description Brother Benno's serves the poor and neediest in North County San Diego, including Carlsbad residents. The agency operates two shelters for women, a twelve-step residential recovery program-for men, a hot meal and emergency food distribution program for the working poor. Target Date 6/30/2021 Estimate the number and type TBD Location Description 3260 Production Avenue Oceanside, CA 92058 Planned Activities In response to the increase need for food due to COVID-19, Brother Benno will utilize CDBG-CV funds for the purchase of food. 14 Project Name CV-Legal Aid Society of San Diego Target Area No defined target area Goals Supported Fair Housing Needs Addressed Fair Housing Funding CDBG-CV $23,244 Legal Aid Society of San Diego will provide fair housing services to all Carlsbad residents. LASSD promotes housing opportunities for all persons regardless of race, religion, sex, family size, familial status, ancestry, national origin, color, or disability. Via the telephone or in person assistance, LASSD staff will provide direct assistance to those in need. June 16, 2020Item #6 Page 27 of 185
Annual Action Plan 2020 Target Date 06/30/2021 Estimate the number and type TBD Location Description 216 S. Tremont Street, Oceanside, CA 92054 Planned Activities Due to confusion about tenant rights and responsibilities, Legal Aid has seen an increase in both illegal actions by landlords and an increase in harassment due to the COVID-19 crisis. There has also been an increase in requests for reasonable accommodation because persons with disabilities have been uniquely affected by COVID-19. Legal aid anticipates that there will be more reasonable accommodation requests having to do with the moratorium requirements of tenants to provide notice to landlords if their income is reduced due to COVID. CDBG-CV funding allows Legal Aid to quickly build capacity to deal with the increase in request for services as well as to adapt quickly to remote/virtual ways to get important information out to housing providers, community partners, and housing consumers, including homeowners who may have questions and legitimate fears about facing foreclosure. 16 Project Name CV-Community Resource Center Target Area No defined target area Goals Supported Supportive Services/Homelessness Needs Addressed Supportive Services/Homelessness Funding CDBG-CV: $123,965 Description Community Resource Center will promote and provide affordable housing and supportive services for homeless domestic violence survivors and their children through local emergency shelter, transitional housing, and rental assistance partnerships. CRC also provides ongoing support services such as case management, food, clothing, transportation, legal services, crisis intervention, and other services. Target Date 06/30/2021 Estimate the number and type 178 families are expected to receive assistance. of families that will benefit from the proposed activities June 16, 2020Item #6 Page 28 of 185
Annual Action Plan 2020 Location Description 650 Second Street, Encinitas Planned Activities CDBG-CV will be utilized to respond to the increase requests for rental assistance and emergency housing case management to individuals and families affected by COVID-19. Those experiencing job loss or reduction of income due to the closure of businesses, will have the chance to receive assistance to reduce the chance of homelessness and keep families housed during this pandemic. June 16, 2020Item #6 Page 29 of 185
Annual Action Plan
2020
AP-50 Geographic Distribution
Description of the geographic areas of the entitlement (including areas of low-income and minority
concentration) where assistance will be directed
Through the city's lnclusionary Housing program, the city intends to develop lower-income affordable housing
units throughout Carlsbad, thereby reducing the impact of housing on any one area. City staff will be responsible for
initiating or facilitating the development this housing through agreements with local for-profit and non-profit housing
developers (including agreements to provide city assistance) and
through managing/monitoring the affordability of these housing units in future years. City resources for the
provision, construction, or improvements to public services or facilities to meet the community development
needs will also be distributed throughout the city. Carlsbad will consider the allocation of resources to public
service organizations located outside of the city limits in those instances where such
public services provide adequate access to Carlsbad residents.
Geographic Distribution
Target Area
Percentage of
Funds
n/a n/a
Table 9 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
While the city has identified a number of priority strategies and implementing programs in the FY 2020-2025
Consolidated Plan, given limited resources, the city may not pursue each program every fiscal year. Priorities for
allocation are a result of various community outreach efforts and consultation meetings and recommendations by
city staff and the Carlsbad City Council.
June 16, 2020 Item #6 Page 30 of 185
Annual Action Plan
2020
AP-85 Other Actions - 91.420, 91.220{k)
Introduction
Priority Needs established in the FY 2020-2025 Five-Year Consolidated Plan, which form the basis for
establishing objectives and outcomes in the FY 2020-2021 One-Year Action Plan, are as follows:
High Priority
• Increase and Preserve Affordable Housing
• Prevent and Reduce Homelessness
Medium Priority
• Provide Supportive Services to Low Income and Special Needs Groups
• Facility Improvements
Low Priority
• Provide Fair Housing Services to Residents
• Planning and Administration
Actions planned to address obstacles to meeting underserved needs
limited financial resources are the biggest obstacle to meeting underserved needs in Carlsbad. The city's
policy is to leverage, to the maximum extent feasible, the use of funds available in providing public
services and affordable housing. The city supports the use of CDBG and Housing Trust funds for
development activities and "gap financing" by private and non -pro fit entities in their efforts to develop
affordable housing.
Actions planned to foster and maintain affordable housing
In order to foster and maintain affordable housing for lower income households, the city will use CDBG
funds to assist with the development of affordable multi-family housing. The city also fosters
development of affordable housing through implementation of its lnclusionary Housing Ordinance,
which requires that 15 percent of all housing units constructed in city be affordable to lower and
moderate-income households. For projects proposing seven units or less, a fee is collected and
deposited into the city' s Housing Trust Fund to be used to foster and maintain affordable housing.
Actions planned to reduce lead-based paint hazards
The Residential Lead Based Paint Hazard Reduction Act of 1992 (Title X) emphasizes prevention of
childhood lead poisoning through housing-based approaches. This strategy requires jurisdictions to
focus on implementing practical changes in older housing to protect children from lead hazards. The city
June 16, 2020 Item #6 Page 31 of 185
Annual Action Plan
2020
has identified two primary strategies to reduce lead-based paint hazards in Carlsbad to be carried out
during the FY 2020-2025 Consolidated Plan period.
Strategy 1: Integrate lead hazard evaluation and reduction activities into all housing programs.
Currently, many federal programs have requirements for evaluating and reducing lead hazards. For
those State and local housing and community development programs, the city will pursue the following
activities to evaluate and reduce lead hazards:
• Require inspection for and abatement of lead-based paint hazards as a requirement of all
residential rehabilitation programs when children under the age of seven reside in the dwelling
unit and have been identified with elevated blood levels;
• Include lead-based paint hazard abatement as an eligible activity for funding under the city's
CDBG program and include minimum lead-based paint abatement requirements to housing
quality standards which must be met; and
• Provide all eligible applicants of housing programs, with information regarding lead-based
paint.
Strategy 2: Support the development of comprehensive health programs for the screening of children
for lead Poisoning and a follow-up on those identified as lead poisoned. In accordance with Center for
Disease Control (CDC} guidelines, all children found to have elevated blood levels (above 20 micrograms
per deciliter) should both be provided with public health management services and be tested every three
months. The County of San Diego's Department of Health Services currently provides this service. The
city encourages the abatement of lead-based paint hazards once a child under the age of seven is
identified as having elevated blood levels. CDBG funds may be used to help the city or other
organizations in developing a comprehensive approach to lead-poisoning prevention.
Actions planned to reduce the number of poverty-level families
The city currently has various programs and policies in place to help reduce the number of households
with incomes below the poverty line. These policies and programs aim to improve coordination and
collaboration among city departments; and nonprofit agencies which provide health and social services,
employment training, legal assistance, and other support services for low income persons. The city will
pursue the following programs during FY 2020-21 to reduce poverty in Carlsbad:
1. Inclusionary Housing Ordinance
2. Housing Reserve Fund
3. Affordable Housing Trust Fund
4. Section 8 Vouchers
5. Village Revitalization Partnership Program
6. Economic Development Strategic Plan
June 16, 2020 Item #6 Page 32 of 185
Annual Action Plan
2020
Actions planned to develop institutional structure
There are many organizations within the County of San Diego that provide housing or supportive
services to Carlsbad residents. These agencies tend to be smaller organizations with many using
volunteers. The city will continue to encourage greater efforts to make use of available housing, social
service and mental and other health care resources. The city can also help strengthen the housing and
service delivery system by helping to educate such organizations and agencies regarding the resources
that are available.
Actions planned to enhance coordination between public and private housing and social
service agencies
The city proposes to strengthen, coordinate and integrate the governmental institution, non-profit and
private delivery systems discussed in the FY 2020-25 Consolidated Plan and FY 2020-21 Action Plan
through on-going "strategy and development" meetings between city staff, private developers, non-profit
organizations and various financial institutions. Through these meetings, the city will continue to identify
the constraints to affordable housing and develop/implement programs to mitigate them. The key to
successful development of affordable housing for lower-income households in Carlsbad is
communication, flexibility, and adequate funding. The city will communicate openly with private
developers and service providers as well as make every effort to maintain the flexibility in policies and/or
ordinances necessary to create public/private housing development partnerships.
Discussion
See discussion above.
June 16, 2020 Item #6 Page 33 of 185
Annual Action Plan
2020
Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(1)(1,2:4)
Introduction
The following describes other program-specific requirements.
Community Development Block Grant Program (CDBG}
Reference 24 CFR 91.220(1)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income. Overall Benefit - A consecutive
period of one, two or three years may be used to determine that a minimum
overall benefit of 70% of CDBG funds is used to benefit persons of low and
moderate income. Specify the years covered that include this Annual Action Plan. 100 .00%
Discussion
When program income is received than all funding will be redirected to the Carlsbad Housing Fund
(project 6) to increase or preserve affordable housing for lower income families unless there is a mid-
year request by a public service provider for an activity meeting the city’s top priority needs.
June 16, 2020 Item #6 Page 34 of 185
Exhibit 2
June 16, 2020 Item #6 Page 35 of 185
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2020-21 FUNDING PROPOSAL APPLICATION
{'cityof
Carlsbad
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG funding. Please type or print clearly. Attach additional sheets or information
as necessary. All information requested must be provided or the application will be considered
incomplete and will not be further evaluated for funding consideration. The application must not
exceed a total of fifteen (15} pages, please reference the Checklist of Required Documents.
(Attachments D and E may also be r~quired depending on the proposed project, but will not count
towards the 15 page limit.) Ten copies, unstapled and three-hole punched, of the completed
application package, including appropriate attachments, must be submitted prior to 5 P.M. on
February 14, 2020, to Nancy Melander, Housing Services Department, 1200 Carlsbad Village Drive,
Carlsbad, CA 92008. Electronic and faxed applications will NOT be accepted. Applicants may obtain a
copy of this form in Microsoft Word format via internet email by contacting Nancy.
· Melander@carlsbadca.gov.
➔THEME: Preference will be given to applications that specifically address the City Council approved
theme for the year.
FUNDING APPLICANT
Name of Agency: Brother Benno Foundation
Address: 3260 Production Avenue. Oceanside CA 92058
Federal DUNS Number: __ ...,f,-'-=2, ..... f-=2 ....... CZ._.S: ........ 5: ........ 6 .... S=-----------------
PROPOSED PROGRAM/PROJECT
Title of Program/Project:
Location of Program/Project:
Contact Person: Dennis Martinek
Provide Basic Needs To Lower Income Residents and Residents
With Special Needs
Oceanside/North San Diego County
Telephone No.: ( 760 ) 519-1875
Email address: dmartinek@palomar.edu Requested Funding Amount: .. $ ... 2 __ 0 __ .o __ o __ o ________ _
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided, the goals and objectives of the program/project, etc.):
The proposed grant funds will help meet the needs of low-income, special needs, and homeless
residents in North County. Brother Benno's provides a multitude of services, including those to assist
single-parent households with children,· senior citizens, the handicapped, and the homeless. We use the
funds to provide hot meals, food boxes for families, emergency utility assistance, or bus passes for
transportation to medical or job appointments.
In addition to providing over 5,000 hot meals each month and 900 boxes of packaged food, Brother
Benno's provides rental assistance that helps the working poor retain their current housing and
.. -· .. _. _.,._:•.
... ~... .
June 16, 2020 Item #6 Page 36 of 185
therefore prevents the start of homelessness for those at risk. We also provide monies for utility
payments, prescription medications, diapers, and other emergency special needs.
Brother Benno's also operates a twelve-step residential recovery program for up to 45 men and women.
These men and women work five days per week from 5:00 am to 1:30 pm at our Oceanside Center. They
work for and with the poor, cooking, cleaning, and serving.
The Center also offers internet access for job searches, mail, telephone service, hot showers, clothing
and laundry. The services we provide are vital and necessary in helping low-income and home_less
persons to become vital, contributing members of the community and ensuring that additional at-risk
families (particularly those with children) do not become homeless due to changing financial
circumstances.
I. ORGANIZATIONAL ABILITY /CAPACITY
A. This agency is:
XX ~on profit
□ Local public agency
□
□
For-profit
State public agency
□ Other (Please specify.) ______________ _
B. What is the purpose/mission of the agency?
The Brother Benno Foundation's Mission is to "Uplift the Dignity of those we serve by
providing basic needs and emergency assistance to those suffering from economic
distress, drug and alcohol addiction, and Mental illness."
C. How long has this agency been in operation? Please include the date of incorporation?
The Brother Benno Foundatior:i has been in operation for over 36 years. It was
incorporated in October of 1983.
D. How long has this agency been providing the proposed program/project?
The Food and Clothing Programs have been in existence since 1983. The other programs
have been provided for over 10 years.
E. Please submit an organizational chart for the agency as Attachment B.
See attached.
F. Please describe the agency's existing staff positions directly responsible for the
proposed program/project and their qualifications and experi~nce in implementing such
a program/project. (Resumes may also be submitted as an optional Attachment C but
not in lieu of a complete response.
Our Staff and working Board of Directors have extensive experience in implementing
our programs. Existing staff include: Operations Manager (8 years experience); Board
Member in Charge of Operations (15 years experience); three Certified Drug and alcohol
Counselors (total of 18 years experience); Kitchen Manager (11 years experience) and
Assistant Kitchen Manager (21 years experience); two Case Workers (8 years experience
each); a Volunteer/Staff Coordinator (9 years experience).
G. Please indicate your agency's level of experience with the CDBG program.
CDBG program:
□ No or little experience (up to 1 year of using CDBG funds)
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·,:. •·.
, .. __ ,· ~.,. .-·.
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' . ,, -... -.. ·
•· ...,,_ •;--. ·/:· ' -··::_ '"•·:: .. -. +. .·.-. -·,-,.-.:: : ~ •. •, •.. ;-. --~: -
. · •{::i.: :;. ~~: ?: : :_ · · •. ·;_. · · ·-'•'er ,· , .. •_
. . ,. "'· . ,• -'-
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June 16, 2020 Item #6 Page 37 of 185
D 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.
H. If you have received federal funds, including CDBG funds, in previous years, have
program violation findings ever been made against your agency/organization?
xx No □ Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization.
II. FINAN CIAL CAPACITY/STABILITY
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG funds would be used. Indicate how the
requested CDBG funds would relate to the overall proposed budget.
B. Did you receive any of the following sources of funding from the City of Carlsbad within
the last two fiscal years (2018-2019 and 2019-2020) for the proposed program/project?
Sources of Funding
CDBG □ □
xx
□ Community Activities (or other General Fund monies)
If yes, please indicate amount and status of previously
remaining, program/project discontinued, etc.).
awarded funds (fully expended, funds
CDBG funds
Community Activities/Other
Amount Received
· $15,000
Status
All funds were spent on program
C. Did you receive any federal funds, including CDBG funding from other cities, last year (July 2019 -
June 2020)?
□ No
Program Source
EFSP
Amount Received
$24,000
$
$
□XX Yes (Please list funds below)
D. Will additional CDBG funds be required in future years for the project?
D No xx Yes
Ill. BENEFITS & BENEFICIARIES
A. How accessible or c_onvenient is the proposed program/project to Carlsbad residents? (Please be
··. 3·
June 16, 2020 Item #6 Page 38 of 185
specific such as direct services to client's home, transportation provided to and from facility, or
relation to public transportation.)
The Brother Benno Center is located within easy walking distance of public transportation and fifteen
minutes by automobile.
-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%; Please see the 2019 Income Limits for the CDBG
Program included in the Request for Proposals package.)
__ ..;::;5.;:;.0_% of clients are at 30 percent or below of the area median income
--""'3""'0_ % of clients are between 31 and 50 percent of the area median income
---=-10;::;,.._% of clients are between 51 and 80 percent of the area median income
__ 1 ___ 0 __ % of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or the area to
be benefited. (Reference Consolidated Plan Priorities)
The proposed program will help meet the needs of low-income Carlsbad residents by providing a
multitude of services, including those that provide assistance for single-parent households with
children, senior citizens and the handicapped. In addition to hot meals and packaged food, Brother
Senna's provides rental assistance that helps the working poor retain their current housing and
therefore prevents the onset of homelessness for those at risk in the community. We also provide
monies for utility payments, prescription medications and other special needs. Brother Senna's
operates seven homes for men and women in recovery. At our Oceanside Center, we offer internet
access for job searches, mail and telephone services, hot showers, clothing and laundry for those
who need these services in order to gain re-entry into the job market and society. The services we
provide are vital and necessary in helping low-income and homeless persons become vital,
contributing members of the community and in ensuring that additional at-risk families (particularly
those with children) do not become homeless due to changing financial circumstances.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage that
are Carlsbad residents.
2,400_ Persons of which 12 _% are Carlsbad residents
E. Does your agency focus its activities on populations with special needs?
D No xx 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 Senna's serves all of the above populations.
F. Does your organization charge recipients for the provided services?
□xx No □ Yes (Please specify) __________ _
June 16, 2020 Item #6 Page 39 of 185
rv. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for construction,
rehabilitation, property acquisition, and construction related activities, or a new public/community service
program/project. Acquisition of property or construction related projects must also include an Attachment D for
plans, scope of work, cost estimates, property listing, or other appropriate documents. THE AGENCY MUST ENSURE
THE EXPENDITURE OF All CDBG FUNDS AWARDED WITHIN THE PROGRAM YEAR.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
i)~~
Signature
G,t;._vz, t Coor J t J'tOi. To r
Title
NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
Information below to be completed by Housing and Neighborhood Services Department staff.
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
Local Objective:
Eligibility Determtnation:
: . . . . :,· ' ·~ .· •/;~ . ~ ·: ·•
: • : .._.i·· ' -, . ·•, • '!. • ;~, • ' ·: • '. • ••••
1. ·,.1 •. ,,,,• ·:.,' , .. "•"t,;-:
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: ' . : .. _ ., :, . ' .. ~ ...,~ ,: ,;· ~·:_,.__ -~ ',•,
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June 16, 2020 Item #6 Page 40 of 185
(
2020-2021 PROJECT BUDGET
Organization: _Brother Benno Foundation ____ Total organization budget $_1,940,000 _____ _
Program/Project name requesting funds: Emergency Food and Basic Needs
CDBG funds requested $20,000 ___ Total program/project budget: ... S..:al=.2=3;..;;;0""'.0;;..:0;..;;;0;...._ _____ _
Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for program/project:
a. Funding requested from the City
b. Other federal funds (if any)
c. State or local government funds (City of Oceanside)
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 program/project: (1.a.)
a. Wages and salaries
b. Personnel benefits
c. Materials and supplies (Food)
d. Program expenses and evaluation
e. Rent and utilities
f. Insurance
g. Mileage(_@ SSC/mile)
h. Incentives and Special Events
i. Indirect costs
j.
k.
I. TOTAL REQUESTED FUNDING (same as 1.a.)
3. Percentage of project budget represented by CDBG request
. :. ~· .. -· ', ~--:-, .. · .. :. ":·•.
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$25,000 __
$10,000 __ _
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$1,230,000
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June 16, 2020 Item #6 Page 41 of 185
{'cicyof
Carlsbad
EXECUTIVE SUMMARY
In addition to your Community Development Block Grant funding application, please complete
the following supplemental questionnaire.
ORGANIZATION:
1. In 250 words or less, please describe how your organization will be use the requested
funds.
All funds will be used to supplement nutrition for low-income families in Carlsbad.
The Brother Benno Food Program has two facets: a) Emergency food boxes, that
contain enough food for a family of four for approximately three days. Boxes contain
staples including canned tuna, vegetables, fruit, peanut butter, cereal, soup, stew,
and dried fruit. b) Hot breakfasts and sack lunches are provided six days per week.
These meals are served at our Center approximately three miles from Carlsbad.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived at
the funding request.
Total Program Budget
PROPOSED FOOD BUDGET FOR 2020 -2021
$1,230,000
Costs of providing food to Carlsbad residents
{12% of all guests receiving hot meals, sack lunches,
and food boxes)
Request for Carlsbad contribution
1.6 % of costs
$ 147,600
$ 20,000
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 Brother Benno foundation has recently celebrated its 36th anniversary. Through the
generous donations of our contributors, we have been able to improve service to North San
_ -__ --Community & Economic Development Department -_ ·-· . , --, :, , --> -: ';·,_-: .. ' ;,, ;_: ---: Ho~j5lng & Neighbortioc:>d Services ;1200 Ca.rlsl;,ad0 Vii 1cige Di:Jv~C: ,-'. ~r-lsbad}, ~Ai 92_0()aJ, 760~~34~2820 ,~_,; (1s.i;~zPi1~Gf.'i -,--.. , -----J:' ,; ___ >'-': _. .-·\ :: :-------·,:_.-;:·_-, '':'·'_ ',' --· · .. •·. ··\·<: .· .. ··.>><·' ; _:;i-.:;•. >>:>:;:/-'---"·• ... :;:· ._..--,:_'_'.t:··::.: __ :~.'-//'.
' ' . ~ .
June 16, 2020 Item #6 Page 42 of 185
(
Diego County's neediest families, seniors, veterans, homeless, and those in recovery seeking to
become productive members of society.
If we do not receive this grant funding, we will rely on our donors for their continued and
additional support. Some cutbacks in the food programs (or possibly other areas) might be
necessary, but since we are asking for less than 2% of our total budget ($20,000/$1,230,000),
we feel confident the cutbacks will be minimal.
4. Does your organization charge a fee for accessing your services or supplies? If so, please
describe the rational for this fee.
The Brother Benno Foundation does not charge for any of our services.
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, but receiving funding from the City of Carlsbad and other agencies, along with our Charity
Navigator Four Star Rating, encourages our supporters to fund our programs.
' . . .~.-
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June 16, 2020Item #6 Page 43 of 185Father Charles Wright-President Dan Boone-Accounting Helen Parsons-Vice President-Thrift Shop Dr. Richard Shlemmer-Vlce President-Center Ops John Blosier-Vice President-legal Jim Napier-Thrift Shop/Investment Committee Pot GJl/igon-Pgm Psych I I Vice-President Vice-President Operations Legal Richard Shlemmer John 8/asier I Grant Writing DenisM. frankD. Lynda C.. I I I Kitchen Intake Mgr Maintenance Pe/on Julie P BenM. Kevin BROTHER BENNO FOUNDATION Organizational Chart Brother Benno Foundation ~ .. II liiilld:W•-""'' Board of Directors President I Father Charles Wright I I I I Vice-President I Secretary I Recovery Program Auxiliary Treasurer · Thrift Shop N/taR Danial 8, Helen Parsons I Joyce C. Manager Miehe/le Hoppe Men's Bookeeper Acct'g Women's Pgm Pgm Todd E. JimO'C Jim 5. Rich M. ·1• , .. _.,_' 'Jt~ MaryH. I SuzyM. Marys. Operations Volunteer/Staff Daro/ C. Manager Coot:dinator Uarryl rl. l -I I i I I Center Mgr Purchasing Warehouse Casework Driver Clothing Rm Outreach JohnJ RobertH. Mgr MaryH. John C. Caro/M. Dennis P. Ron L. Marty Kevin M. Adam Doua M. · .. ,-. . , :--·~ .. ,\,, "'. :: ',.<· -. 'r • •.::, ,.· .:. . ., r • ,-1~ ...... ... \/-.., . .. . -. ~--. . ' . . .... .. ,] ' •'· ~. . .., ., . ,·:· ~t :_ -:. '-:,',. : .. . . ~-. •• ♦• .... ' . ' ' ~ . ~ •. ~~-.... ~·· . ~::.• .. . ·.• ,·• ., ·~ .. • . '• . ~ .
June 16, 2020 Item #6 Page 44 of 185
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2020-21 FUNDING PROPOSAL APPLICATION
ATTACHMENT C
{'cityof
Carlsbad
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG funding. Please type or print clearly. Attach additional sheets or information
as necessary. All information requested must be provided or the application will be considered
incomplete and will not be further evaluated for funding consideration. The application must not
exceed a total of fifteen (15) pages, please reference the Checklist of Required Documents.
(Attachments D and E may also be required depending on the proposed project, but will not count
towards the 15 page limit.) Ten copies, unstapled and three-hole punched, of the completed
application package, including appropriate attachments, must be submitted prior to 5 P.M. on
February 14, 2020, to Nancy Melander, Housing Services Department, 1200 carlsbad Village Drive,
Carlsbad, CA 92008. Electronic and faxed applications will NOT be accepted. Applicants may obtain a
copy of this form in Microsoft Word format via internet email by contacting Nancy.
Mela nder@carlsbadca.gov.
➔THEME: Preference will be given to applications that specifically address the City Council approved
theme for the year.
FUNDING APPLICANT
Name of Agency:
Address:
Casa de Amparo
325 Buena Creek Road, San Marcos, CA 92069
Federal DUNS Number: =-1=13:;..4=1=2=00=1=------------------------
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Casa de Amparo's Campaign for Casa Kids
Location of Program/Project: Casa Kids Campus -325 Buena Creek Road, San Marcos, CA 92069
Contact Person: Kathy Karpe Telephone No.: ~( ~7-60~)_5_6~6-~3_5~5-6 _______ _
Email address: kkarpe@casadeamparo.org Requested Funding Amount:~$~1~8=3,~8~9=2 _____ _
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided, the goals and objectives of the program/project, etc.):
Casa de Amparo is respectfully requesting capital funding to support the Campaign for Casa Kids and
expand the Casa Kids Campus in response to the needs of abused and neglected children in the
community. Funding will support construction of the Teen Wellness Center for Foster Youth and Support
Services Center. The Teen Wellness Center will be licensed as a Community Treatment Facility (CTF) and
provide a safe, secure residential setting for adolescent foster youth who are in need of a higher level of
mental, emotional and behavioral care. The Center will allow Casa de Amparo to serve approximately
100 additional youth annually. The Support Services Center will provide Casa de Amparo's Facilities staff
with the work space to maintain the organization's physical operations, provide job readiness
opportunities for youth and young adults agency-wide and will benefit the entire organization allowing
Casa de Amparo to further its mission.
1
June 16, 2020 Item #6 Page 45 of 185
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?
Casa de Amparo's mission is to support those affected by and at risk of child abuse and neglect,
through a range of programs and services that promote healing, growth and healthy
relationships. By working together with local partners, Casa de Amparo is creating a community
where children are safe and provided with the opportunity to thrive, without fear of abuse or
neglect.
C. How long has this agency been in operation? Please include the date of incorporation?
Casa de Amparo was established in 1978 and was incorporated on August 10, 1979. The
organization has been serving the San Diego community for over 41 years.
D. How long has this agency been providing the proposed program/project?
Casa de Amparo has been providing child abuse prevention and treatment programs for
children, teens, young adults and families affected by child abuse and neglect in San Diego .
County since 1978 with the establishment of our Residential Services program. We have since
expanded our continuum of services to address emerging needs in the community, including
care for pregnant and/or parenting foster youth, foster youth with specialized healthcare needs,
foster youth with severe emotional and behavioral challenges and transitional housing and
support for foster and former foster youth.
E. Please submit an organizational chart for the agency as Attachment B.
Please see Attachment B.
F. Please describe the agency's existing staff positions directly responsible for the proposed
program/project and their qualifications and experience in implementing such a
program/project. (Resumes may also be submitted as an optional Attachment C but not
in lieu of a complete response.)
Casa de Amparo has approximately 110 staff members and each year approximately 350
volunteers give over 5,000 hours of their time and talents to further the mission of the
organization. The organization's 15 member Board of Directors is responsible for the overall
vision and direction of the organization and the Executive Director, Tamara Fleck-Myers, is
responsible for day-to-day management. The Facilities Committee of the Board of Directors is
charged with assisting Casa de Amparo throughout the Campaign for Casa Kids on building and
facilities related items. The following members of Casa de Amparo's executive leadership team
are responsible for ensuring the successful completion of the proposed capital project.
Tamara Fleck-Myers. M.Ed.1 LMFT Executive Director
Ms. Fleck-Myers has a Master's Degree in Counseling and is a Licensed Marriage and Family
Therapist. She has managed group home and foster family agency services since 1993 and has
been with Casa de Amparo for over 10 years. Prior to her appointment as Executive Director,
she served as the agency's Director of Programs.
Chelle Sutyak, M.A. Associate Executive Director
Ms. Sutyak has a Master's Degree in Counseling and over 20 years of experience managing
2
June 16, 2020 Item #6 Page 46 of 185
(
child and family services. She has been with Casa de Amparo since 2003 and is responsible for
the agency's fiscal sustainability, personnel operations, facilities and community partnerships.
\
Katherine M. Karpe. CFRE Director of Development
Ms. Karpe is a Certified Fundraising Executive with over 20 years of fundraising experience, 16 of
which have been at Casa de Amparo. She has solicited gifts of up to $1,000,000 for Casa de
Amparo and currently leads a department responsible for capital, annual, in-kind, special event
and major gifts fund raising,, as well as overseeing the marketing and volunteer efforts for the
organization.
G. Please indicate your agency's level of experience with the CDBG program.
CDBG program:
□ No or little experience (up to 1 year of using CDBG funds)
□ Some experience (2 to 3 years of using CDBG funds)
D Moderate experience (4 to S years of using CDBG funds}
0 Considerable experience (more than 5 years of using CDBG funds)
H. If you have received federal funds, including CDBG funds, in previous years, have
program violation findings ever been made against your agency/organization?
No □ Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization.
II. FINANCIAL CAPACITY/STABILITY
C.
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG funds would be used. Indicate how the
requested CDBG funds would relate to the overall proposed budget.
Please see the Project Budget at the end of this proposal, as well as Attachment 1.
B. Did you receive any of the following· sources of funding from the City of Carlsbad within
the last two fiscal years (2018-2019 and 2019-2020} for the proposed program/project?
Sources of Funding No Yes
CDBG □ 0
Community Activities (or other General Fund monies) 0 D
If. yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
c·DBG funds (2018-2019)
CDBG funds (2019-2020)
Community Activities/Other
Amount Received
$166,968
$95,000
N/A
Status
Fully expended
Funds remaining
N/A
Did you receive any federal funds, including CDBG funding from other cities, last year (July 2019 -
June 2020}?
0 No □ Yes (Please list funds below)
Program Source
N/A
Amount Received
$N/A
3
June 16, 2020 Item #6 Page 47 of 185
D. Will additional CDBG funds be required in future years for the project?
0 No □ Yes
CDBG funds will not be required in future years for the project, but Casa de Amparo may select to
request support from CDBG Carlsbad once again in future years.
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.)
Casa de Amparo provides assistance to children, teens and families, affected by abuse and neglect, who
reside throughout San Diego County. The Teen Wellness Center for Foster Youth will be the only Community
Treatment Facility in San Diego County, so youth who are Carlsbad residents and are in need of the type of
trauma-informed services provided within the Center, will greatly benefit from its accessibility and
convenience. The Teen Wellness Center will be a residential facility, so all transportation needs of youth
residing in the Center will be met within the program.
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%; Please see the 2019 Income Limits for the CDBG
Program included in the Request for Proposals package.)
100 % of clients are at 30 percent or below of the area median income
___ %of clients are between 31 and SO percent of the area median income
___ %of clients are between 51 and 80 percent of the area median income
___ %of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or the area to
be benefited. {Reference Consolidated Plan Priorities)
The target population that Casa de Amparo serves, and those who will be served by the Teen Wellness
Center, are involved in Child Welfare Services (CWS) or are at-risk of involvement in CWS, and are low
income, at-risk children, teens, young adults and families. Each of these youth were affected by the trauma of
abuse and neglect resulting in their removal from their home and their placement in the foster care system.
Research shows that over 40% of youth in the foster care system will experience homelessness and that
youth in the foster care system have a disproportionately higher rate of mental and behavioral health
challenges compared to youth not involved in the system. Through providing programs and services to this
target population, Casa de Amparo directly meets the City of Carlsbad's community development objectives:
• to provide shelter or services to homeless or near homeless persons/families and
• to strengthen support services for lower income residents and residents with special needs and
• to meets the basic needs of low income Carlsbad :residents by providing food, shelter, clothing and
physical and mental health care and support to children and teens.
During fiscal year 2018-2019, there were 3,086 foster youth residing in San Diego County, including young
adults in extended foster care. Each of these youth has endured traumatic experiences such as physical,
emotional and sexual abuse, severe neglect, domestic violence, witnessing violence in the community and
being exposed to substance abuse. Because of the traumatic events experienced by youth in foster care, and
the negative effect it has on their overall physical, behavioral and social development and well-being, many
youth require intensive residential treatment to stabilize their behaviors and assist them in managing
symptoms of trauma.
4
June 16, 2020 Item #6 Page 48 of 185
Casa de Amparo is prepared to meet this need and provide trauma informed residential treatment to
the communities' most at-risk youth. The vulnerable youth who will live in, and benefit from, the
construction of the proposed Teen Wellness Center are currently being placed in out of state placements
resulting in re-traumatization and removal from existing support systems and community. Rather than further
traumatize these youth, Casa de Amparo's Teen Wellness Center will provide a comfortable, therapeutic
home for up to 12 youth, ages 12-18, who require specialized care due to experiencing severe trauma that
has resulted in violent behaviors, being a serious danger to self or others or severe emotional or behavioral
escalation. There is currently a gap in services available to these youth who experience significant behavioral
and emotional challenges, as there is not enough providers in California to provide necessary therapeutic
residential care.
Casa de Amparo was approached by San Diego County's Health and Human Services Agency to serve
the needs of difficult to treat adolescent foster youth who often require out of state placements due
to a lack of available placements in San Diego County. Casa de Amparo has had several visits from
Juvenile Court Judges who have expressed a need to have local resources for the placement of youth
who require specialized services. There is a clear recognition that sending youth out of state is not
only costly, but deprives youth of the opportunity to remain close to family and community. However, San
Diego County does not currently have a secure intensive residential treatment setting capable of maintaining
the security necessary to address the needs of these youth. To meet the needs of this highly vulnerable
population, Casa de Amparo will be constructing a Community Treatment Facility (CTF), which will be called
the Teen Wellness Center for Foster Youth. Casa de Amparo will be the only provider in San Diego County for
the residents of Carlsbad in need of this type of support. ·
The Teen Wellness Center will be licensed by California Community Care Licensing as a Community Treatment
Facility (CTF), which is a secure short-term residential treatment program. The Center will serve San Diego
adolescent foster youth who are in need of a higher level of mental, emotional and behavioral ca re. The
Center will be_ built on the Casa Kids Campus, and have a warm, welcoming, home-like environment while
keeping in mind the specialized services youth will need inside the home. The Center is intended to be a
short-term treatment option for youth who will benefit from additional care and will be a secure setting to
keep youth safe while addressing past trauma and significant mental health needs. The requested funding will
allow Casa de Amparo to expand the campus to construct the Teen Wellness Center to accommodate
approximately 100 additional Casa Kids per year, who would otherwise likely be sent to live in a placement
out of state. The Teen Wellness Center will provide approximately 4,380 additional bed nights annually.
The Center will include private bedrooms, common areas, comfort rooms, an industrial kitchen to serve each
of the existing Residential Services cottages, nurse's station, conference room, group therapy room, offices,
reception space for guests, two garages and three outdoor enclosed courtyards for youth. A comfort room is
an innovative type of treatment that provides a designated, comfortable space where youth experience
visual, auditory and sensory stimulation that they can control to learn to manage overwhelming emotions or
behaviors. The large industrial kitchen will service the entire Casa Kids Campus, providing space for the
Nutritional Residential Counselor to prepare and serve meals and snacks to youth residing in the existing
cottages that_-make up the Residentia_l Services program, as w_ell as youth living in the:-center. This new
kitchen will provide opportunities for youth to participate in vocational training, assisting the
Nutritional Residential Counselor in handling food, planning nutritious meals and snacks, meal preparation,
baking and cooking.
In addition to the Teen Wellness Center, the Support Services Center will provide Casa de Amparo's
Facilities staff the work space to house equipment, agency vehicles and supplies to maintain operations.
The building will allow Casa de Amparo to better organize and distribute over $400,000 worth of
donated household items and hygiene products to clients throughout our programs each year, helping
offset program expenses. The storage and maintenance space will house industrial washer and dryers to
better serve youth in our residential care and will benefit the entire agency. This space will also provide
5
June 16, 2020 Item #6 Page 49 of 185
(
opportunities for youth to participate in vocational training such as laundry service, housekeeping and vehicle
maintenance.
To provide the highest quality of care in a state of the art facility specifically designed to meet the needs of
the population to be served, Casa de Amparo is partnering with a behavioral health facilities consultant who
provides expertise on accurately constructing a safe and effective secure home while maintaining a
welcoming, comfortable environment. Casa de Amparo selected architectural firm, Tucker Sadler to develop
plans for the Center keeping in mind the specific needs of the youth who will be living in the home.
Conceptual plans for the project are complete and a contractor has been selected. The organization's goal is
to begin construction in March 2020.
One of the first initiatives in the Campaign for Casa Kids was built with CDBG funds from the City of Carlsbad,
of which we were so appreciative. During that phase we received a major use permit to build on the 11 acres
of land that makes up the Casa Kids Campus. During fiscal year 2015-2016 we received CDBG funds from the
City of Carlsbad to grow the campus by building a Counseling Wing, expanding an existing cottage for
pregnant and/or parenting foster youth and beginning architectural plans for the Teen Wellness Center and
Support Services Center. In fiscal year 2017-2018, 2018-2019 and 2019-2020 we received CDBG funds from
the City of Carlsbad to further support construction of the Teen Wellness Center and Support Services Center.
To comply with the Davis-Bacon Act, Casa de Amparo will restrict the use of CDBG funding to budget items for
the following as depicted in the attached budget:
• Pre-construction architectural, consulting and engineering fees
• Landscaping for the campus
• Concrete for the development
• Electrical and building materials
• Furniture for offices, classrooms and bedrooms
D. Please indicate the number of clients benefiting from the proposed activity and the percentage that
are Carlsbad residents.
664 Persons of which --=2% are Carlsbad residents
E. Does your agency focus its activities on populations with special needs?
□ No Yes (Please specify)
Please specify which special needs populations. (homeless individuals/families, persons with
disabilities, persons with substance abuse problems, veterans, farmworkers and day laborers,
seniors, children, etc.)
Casa de Amparo's services focus on providing support for abused, neglected and abandoned children
and families who have been identified as being affected by, or at-risk of, abuse or neglE:ct. Within this
population, Casa de Amparo serves individuals who are homeless and those who have special medical
needs that require life sustaining medication or who are non-ambulatory. Casa de Amparo also
serves teens and young adults who are foster or former foster youth who are pregnant and/or parenting,
as well as those with severe emotional or behavioral challenges.
F. Does your organization charge recipients for the provided services?
No □ Yes (Please specify) ________ _
6
June 16, 2020 Item #6 Page 50 of 185
(
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for construction,
rehabilitation, property acquisition, and construction related activities, or a new public/community service
program/project. Acquisition of property or construction related projects must also include an Attachment D for
plans, scope of work, cost estimates, property listing, or other appropriate documents. THE AGENCY MUST ENSURE
THE EXPENDITURE OF ALL CDBG FUNDS AWARDED WITHIN THE PROGRAM YEAR.
Please see Attachment E for Casa de Amparo's proposed Implementation of Activity. Should Casa de Amparo be
selected to receive CDBG funds, the organization will fully expend all CDBG funds awarded within the program year.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
Executive Director 2/5/2020
Title Date
NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
Information below to be completed by Housing and Neighborhood Services Department staff.
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
Local Objective:
Etigibillty Determitlation;
June 16, 2020 Item #6 Page 51 of 185
Organization: Casa de Amparo
Program/Project name requesting funds:
2020-2021 PROJECT BUDGET
Total organization budget $,_9"-'4=9=S'-'-7=3.a..7 _____ _
Casa de Amparo's Campaign for Casa Kids
CDBG funds requested: .$=18=3a...,8=9"-"2'--____ Total program/project budget: =$8""'1..;.46=6=17;;..;0a..;4'---------
Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for program/proiect:
a. Funding requested from the City $183,892
b. Other federal funds (if any)
c. State or local government funds
d. Donations and contributions $4,034,467
e. Fees or memberships
f. In-kind contributions/ Volunteer time $100,000
g. Other funding · Undesignated contributions
h. TOTAL PROJECT FUNDING (project budget) $4,318,3S9
2. Uses of CDBG funds requested for the program/project (l.a.)
a. Wages and salaries $
b. Personnel benefits
c. Materials and supplies $183,892
d. Program expenses and evaluation
e. Rent and utilities
f. Insurance
g. Mileage ( __ @ SSC/mile)
h. Incentives and Special Events
i. Indirect costs
. j.
k.
I. TOTAL REQUESTED FUNDING (same as 1.a.) $183,892
3. Percentage of project budget represented by CDBG request 2 %
8
June 16, 2020 Item #6 Page 52 of 185
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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.
Casa de Amparo is respectfully requesting capital funding to support our Campaign for Casa Kids
and expand the Casa Kids Campus in response to the growing needs of severely abused and
neglected children in the community. Funding will help construct a Teen Wellness Center tor Foster
Youth to provide residential care for the increasing number of local children and teens involved in
the Child Welfare Services foster care system who require a higher level of physical, mental and
emotional care. The Teen Wellness Center will be a Community Treatment Facility to provide a safe
and nurturing home-like environment to underserved youth who have experienced significant
trauma and struggle with severe symptoms of complex trauma, Post Traumatic Stress Disorder
(PTSD} and behavioral challenges. Funding will also help construct a Support Services Center for use
agency-wide. The Center will benefit the entir~ organization allowing Casa de Amparo to fu~her
our mission by providing vocational training opportunities for youth, providing Facilities staff with
the work space to house equipment and supplies to maintain the organization's operations, better
organize and distribute over $400,000 worth of donated in-kind items helping to offset program
expenses, house industrial washers and dryers to better serve youth in our residential care and
help support the safety of the youth and employees utilizing the campuses.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived at the funding
request.
Please see Attachment l.
3. Describe how your organization will be able to advance your program if you do not receive the
entire funding request. What is your funding threshold before you can no longer provide the
intended services or supplies you are seeking?
If Casa de Amparo does not receive the entire funding request from CDBG Carlsbad we will
continue to actively seek funding from foundations, corporations and individuals until our goal is
reached. The services we will provide through the Teen Wellness Center and Support Services
Center will not be provided until appropriate funding has been received.
4. Does your organization charge a fee for accessing your services or supplies? If so, please describe
the rational for this fee. -.
No, Casa de Amparo does not charge a fee for accessing services or supplies.
5. Will the funding of this program with a CDBG grant allow you to receive a matching grant from
another organization? If so, where would those funds come from and how much would that grant
be in dollars?
No, at this time funding of this program with a CDBG grant will not allow Casa de Amparo to
receive a matching grant from another organization.
June 16, 2020 Item #6 Page 53 of 185
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6. If your funding is approved, how many Carlsbad residents will you be able to assist?
The number of Carlsbad residents served by the Teen Wellness Center and Support Services Center
will depend on the need that Carlsbad residents have for trauma-informed services that prevent
and treat child abuse and neglect. If Casa de Amparo were to receive CDBG Carlsbad funding, we
will be able to assist hundreds of Carlsbad residents, if services are needed. Casa de Amparo will be
the only provider in San Diego County for the residents of Carlsbad in need of the type of
residential support provided within the Teen Wellness Center.
June 16, 2020Item #6 Page 54 of 185Casa de Amparo Organization Chart (A 1.05) Celeste Laichllte,, BA HR Mena~er Scott Ryder, MBA CFO Maintenance Techoiciao:s Gerardo Gonzalez Jose Lopez Robin Brown Controller Luana Karr HR SpecleJlst Tania Paniagua, BA Accounts AeceN'able/Payroll Janel BOfe.gln& HR Assistant FAMILY SERVICES Rafael Ibarra Family Seivlces Mana er NORTH COAST Al-(FSCJ Vlslla~on Aides NORTH INLAND (CKC) v1stta1ioo Aides (FT, not on-calf) Eleldy Bailon 2/2020 NEW DIRECTIONS THPPfTHP-i-/TVH Elyse James (Miles}, ASW Transitional Housing Director Al'Wocates/Educa1ors Sandy Floras, BA Diana Garcia, BA Lyndsey Schreiner, BS Flora Ramitez~ouran,· 8S Lori Palmer Administralive Houslng coordinator Prog,am Therapist Vacant veronica aueno Accounting Assistant Denisse Lucero, BA Program Manager STRTP Administrator Shin Supervisors Resldent1a1 counseiors STRTP RESIDENTIAL SERVICES Vacant Licensed STRTP Director Residentlal COUf'\S8bfs Chella Sutyak, MA Associate Executtve Director Residential counselors Attachment B Erin Gospodarec, BA Director or Quality Assurance Amy Oden, BA Director of Program Devel ment Stephanie DonneHan, BA STRTP Program Coordinator Autumn Balley STATP Intake Coordinator CLINICAl. INTERN PROGRAM Emily Morgan, lMFT Oinical Supervisor Eric Barllett, BA IT Manager t<imber1y Germain, LVN STRTP Health Genier Manager Michael Whitelow, BA STRTP Care Coordinator Kate Dusenbury Special Events and Donor Relations Coordinator Alyssa Sandoval Administrative ASsistant EPSDT CLINICAL SERVICES Michele Solomon, LMFT Cllnk:al Director Aesidentfal. Therapist MFT Trainees Jenniter Dong, BS auanty Assurance Specialist eottage C Clinical Cottage B CllniceJ (12 youth max.) [12 youth mav.) Vacant Development Associate Joan Glldin, MD Psychia~ist (ConsultanlJ Cottages A & D Clinical (19 you1h max.) Transltlonal Housing Therapist MFT Trainees Caitlyn Bottom, /JMFT Clinical Progr2m Manager Kelly Sisler, AMFT Sheena Bergeron, AMFT CHnK:al Progr11m Manager Cllnica! Program Manager Rachael Caires, APCC Program Thera.pist Lauren Hughley, AMFT Marlene Armenta, AMFT Program Therapist Program Therapist Coco Utz, AMFT Program Therapist Vacant Ucensedllicense Eligible Program Therapist
June 16, 2020Item #6 Page 55 of 185Casa Kids Campus -Estimated Construction Timeline Ca~a de Amparo Campaign for Casa Kids -Teen Wellness Center & Support Services Center Task Name Duration Start Finish Conceptual Plans Complete NIA Complete Complete Select Contractor NIA Complete Complete Submit Plans·to County of San Diego 1 day February 28 ,2020 February 28, 2020 Receive Permits from County of San Diego 1 day March 20, 2020 March 20, 2020 Mobilization 4 days Mar-20 Mar-20 Notice To Proceed l day Mar-20 Mar-20 Mobilization 2 days Mar-20 Mar-20 Survey and Staking 1 day Mar-20 Mar-20 '' Site Work 50 days April-May 2020 April-May 2020 Prep Pads 4 days April-May 2020 April-May 2020 Ceritfy Pads for Permit 3 days April-May 2020 April-May 2020 Building Permits Issued by County 1 day April-May 2020 April-May 2020 Wet Utilities 21 days April-May 2020 April-May 2020 D1y Utilities (Power/ Telephone / CA TV and Gas) 10 days April-May 2020 April-May 2020 Site Conci;ete and Hardscape 5 days April-May 2020 April-May 2020 Site Lighting 3 days April-May 2020 April-May 2020 Site Furnishings and Amenities 5 days April~May 2020 April-May 2020 Teen Wellness Center 325 days Jun-20 Apr-21 Termite Treatment 2 day June 2020-April 2021 June 2020-April 2021 Building Concrete and Rebar 26 days June 2020-April 2021 June 2020-April 202 l Lightweight Concrete 6 days June 2020-April 2021 June 2020-April 2021 Precast Concrete 6 days June 2020-April 2021 June 2020-April 2021 Floor Sealer 2 day June 2020-A{)ril 2021 June 2020-April 2021 1 Attachment D
June 16, 2020Item #6 Page 56 of 185Attachment D Task Name Duration Start Finish Structural Steel / Metal Fabrications 6 days June 2020-April 2021 June 2020-April 2021 Carpentry· 50 days June 2020-April 2021 June 2020-April 2021 Cabinets / Countertops / Organizaed Storage Spaces 6 days June 2020-April 2021 June 2020-April 2021 Waterproofing 4 day June 2020-April 2021 June 2020-April 2021 Insulation 4 days June 2020-April 2021 June 2020-April 2021 Roofing 11 days June 2020-April 2021 June 2020-April 2021 Sheetmetal 11 days June 2020-April 2021 June 2020-April 2021 Sealants and Caulking 4days June 2020-April 2021 June 2020-April 2021 Doors / Frames and Hardware 5 days June 2020-April 2021 June 2020-April 2021 Windows 11 days June 2020-April 2021 June 2020-April 2021 Plaster and Foam Elements 21 days June 2020-April 2021 June 2020-April 2021 Drywall 21 days June 2020-April 2021 June 2020-April 2021 Flooring 11 days June 2020-April 2021 June 2020-April 2021 Painting 11 days June 2020-April 2021 June 2020-April 2021 Miscellaneous Specialties 11 days June 2020-April 2021 June 2020-April 2021 Fire Sprinlder Systems 11 days June 2020-April 2021 June 2020-April 2021 Plumbing,. 21 days June 2020-April 2021 June 2020-April 2021 HVAC 21 days June 2020-April 2021 June 2020-April 2021 Building Electrical and Lighting 21 days June 2020-April 2021 June 2020-April 2021 Complete All Low Voltage, Communications, Data Work 6 days June 2020-April 2021 June 2020-April 2021 Inspections and Approvals 11 day June 2020-April 2021 June 2020-April 2021 Final Cleanup and Turnover 5 days June 2020-April 2021 June 2020-April 2021 Site Work COMPLETION 10 days Apr2021 Apr 2021 Clean-Up'· 5 days Apr 2021 Apr 2021 Inspections and Turnover 2 days Apr 2021 Apr 2021 Demobilization 3 days Apr2021 Apr 2021 * Additional days are provided in the Start and Finish time frames to account for rain and other possible weather delays. 2
June 16, 2020Item #6 Page 57 of 185CASA DE AMPARO
June 16, 2020 Item #6 Page 58 of 185
CASA DE AMPARO
a IIJ)TUCKER SADLER
Casa de A.mparQ
June 16, 2020Item #6 Page 59 of 185CASA DE AMPARO AERIAL ~ BTUCKER SADLER C•sa de Amparo
June 16, 2020Item #6 Page 60 of 185SITE PLAN rt'lllt __ , ... =il/4~'-'--"--'--=====J.>J ' CASA DE AMPARO I 0 - -""I ----:--------,. I '-:-=;::::::::::=:c====='----L --- - - - -------.JIIIIIIDllWI. - - - -mu,1..-· . amfM..WE .AIDIJl'.11:lldX I _j ... ·.@ ~ Caia de Amparo SCALE: 1"=20'·0" -TUCKER SADLER
June 16, 2020Item #6 Page 61 of 185CTF BUILDING-FLOOR PLAN CASA DE AMPARO I I I ,~-=-/ I ~{t:~ • . ' ' ! ~ Casa de Amparo .IJ'EAllfOlfflmN niolil.2.n. 11-'I.UQ.fl, ltl~Mll i 11113SC.n lf~t,ll,IW!ill1 illCiji,J!,II.UI 1•mn. ·-1---~ l~C.ll.flll~m.111:IN!U.IOI nUF/IIINMtM ' ..,m, MIE.lt:'IIJIIIIIUUI".& I tJl11UT. DWIU~il I _,llfT, M~il'lilN'W etu:in l:IJ.lm¥~.'1~ -1 mm.Ft. SCALE: 1/8"•1'-0' eTUCKER SADLER
June 16, 2020Item #6 Page 62 of 185CASA DE AMPARO CTF BUILDING -FURNITURE PLAN SCALE: 1/8"=1'-0" ~ flTUCKER SADLER Caso de Amparo
June 16, 2020Item #6 Page 63 of 185' ' . • _, SID' .... ·--CASA DE AMPARO •I LAUNDRY MAINTENANCE 6 STORAGE BUILDING-1ST FLOOR PLAN a a a SCALE: 3/16"=1'·0" :---1: ~ pjTUCKER SADLER Cas~ de Amparo
June 16, 2020 Item #6 Page 64 of 185
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COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2020-21 FUNDING PROPOSAL APPLICATION
ATTACHMENT C
{'cicyof
Carlsbad
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG funding. Please type or print clearly. Attach additional sheets or information
as necessary. All information requested must be provided or the application will be considered
incomplete and will not be further evaluated for funding consideration. The application must not
exceed a total of fifteen (15) pages, please reference the Checklist of Required Documents.
(Attachments D and E may also be required depending on the proposed project, but will not count
towards the 15 page limit.) Ten copies, unstapled and three-hole punched, of the completed
application package, including appropriate attachments, must be submitted prior to S P.M. on
February 14, 2020, to Nancy Melander, Housing Services Department, 1200 Carlsbad Village Drive,
Carlsbad, CA 92008. Electronic and faxed applications will NOT be accepted. Applicants may obtain a
copy of this form in Microsoft Word format via internet email by contacting Nancy.
Melander@carlsbadca.gov.
➔THEME: Preference will be given to applications that specifically address the City Council approved
theme for the year.
FUNDING APPLICANT
Name of Agency:
Address:
Catholic Charities Diocese of San Diego (CCDSDl
3888 Paducah Drive, San Diego, CA 92117
Federal DUNS Number: __ .......:0c.::Sc...·6=-=7'-4'--7.:....:5::....:6=1=-------------------
PROPOSED PROGRAM/PROJECT =La::....:....Po=-=s=a=d=a-=d=e~G=-=u=a=d-=-al=u=p-=-e ____________ _
Location of Program/Project: Northern San Diego County
Contact Person: Dani Willenberg Telephone No.: (619) 323-2858
Email address: DWillenberg@ccdsd.org Requested Funding Amount:$ 25,000
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided, the goals and objectives of the program/project, etc.):
La Posada de Guadalupe opened in 1992 as an emergency shelter for homeless men, primarily to
alleviate homelessness among farm workers living in the canyons of North Coastal San Diego
County. Today, it remains the only year-round interim housing program for single men in the
North Coastal Region. La Posada provides 100 beds of interim housing. Last year, the program
housed 444 individuals of which 65 came from Carlsbad (15%). All applicants are homeless at
time of entering the program and in recent years more than 21 % had a qualifying disability. An
additional 6.5% were veterans and 10% qualified as chronically homeless. La Posada offers three
meals daily including a large meaty breakfast, sack lunch for the men to take to work and a
nutritious dinner. Hygiene products are given to each man and clothing both for farmworker as
well as for interviews. The social services provided at La Posada are offered in English and
Spanish. They include: case management, health and nutrition education, translation and
interpretation, recreation, referrals to healthcare, and assistance in obtaining permanent
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June 16, 2020 Item #6 Page 65 of 185
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housing. Primary services are provided on-site and the program refers residents off-site for
employment, job training and medical services. La Posada is open 365 days a year with
additional services available through the Alliance for Regional Solutions. La Posada host
representatives of partner agencies to connect the resident with complete wrap around services,
including Vista Community Clinic, Interfaith Community Services, Community Resource Center
and many more. Catholic Charities Diocese of San Diego is working with its regional partners to
bring their services on-site on a regular basis.
I. ORGANIZATIONAL ABILITY/CAPACITY
A. This agency is:
X Nonprofit
D Local public agency
D
D
For-profit
State public agency
□ Other (Please specify.) _____________ _
B. What is the purpose/mission of the agency?
C.
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, the vulnerable and the marginalized; and to acknowledge the sacredness of
the human person by accompanying those we serve on their journey toward achieving
their full time potential as persons created in the image of God.
How long has this agency been in operation? Please include the date of incorporation?
CCDSD, a 501(c)(3) nonprofit corporation (Tax ID: 23-7334012) has served San Diego and
Imperial Counties since 1919. CCDSD was registered and incorporated with the Secretary
of State in California on 02/13/1974.
D. How long has this agency been providing the proposed program/project?
La Posada de Guadalupe opened in Carlsbad in 1992 and has operated continuously for
28 years.
E. Please submit an organizational chart for the agency as Attachment B.
F. Please describe the agency's existing staff positions directly responsible for the proposed
program/project and their qualifications and experience in implementing such a
program/project. (Resumes may also be submitted as an optional Attachment C but not
in lieu of a complete response.)
La Posada is managed by an Operations Supervisor reporting to the Director of Homeless
Services, San Diego. They are responsible for the day-to-day operations of the program
as well as the maintenance and operations of the facility. The Operations Supervisor is
responsible for direct supervision of staff, volunteers, and clients. They are involved in
overseeing client intake, case planning and referrals. The current Operations Supervisor
is bi-lingual/bi-cultural and has received specific trauma informed training, including
case management and health food training and has been working in this position since
1998.
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G. Please indicate your agency's level of experience with the CDBG program.
CDBG program:
D No or little experience (up to 1 year of using CDBG funds)
□ Some experience (2 to 3 years of using CDBG funds)
□ Moderate experience (4to 5 years of using CDBG funds)
X Considerable experience (more than 5 years of using CDBG funds)
H. If you have received federal funds, including CDBG funds, in previous years, have
program violation findings ever been made against your agency/organization?
X No □ Yes
If yes, please explain nature offinding(s) and how finding(s) has been addressed by your
organization.
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG funds would be used. Indicate how the
requested CDBG funds would relate to the overall proposed budget.
See completed budget template.
B. Did you receive any of the following sources of funding from the City of Carlsbad within
the last two fiscal years (2018-2019 and 2019-2020) for the proposed program/project?
Sources of Funding
CDBG X Yes
Community Activities (or other General Fund monies) No
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
CDBG funds -2016-2017
CDBG funds -2017-2018
CDBG funds -2018-2019
CDBG funds -2019-2020
Community Activities/Other
Amount Received
$20,000
$17,581
$22,000
$20,000
Status
complete
complete
complete
$10,000 left to spend
C. Did you receive any federal funds, including CDBG funding from other cities, last year (July 2019 -
June 2020)?
□ No
Program Source
Encinitas CBDG
Amount Received
$4,395
X Yes (Please list funds below)
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June 16, 2020 Item #6 Page 67 of 185
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D. Will additional CDBG funds be required in future years for the project?
□ No X Yes
Ill. BENEFITS & BENEFICIARIES
A. How accessible or convenient is the proposed program/project to Carlsbad residents'? (Please be
specific such as direct services to client's home, transportation provided to and from facility, or
relation to public transportation.)
La Posada is located just two miles north of Palomar Airport Road, one quarter-mile east of El Camino
Real. Major bus routes connecting participants to the entire region run within a five-minute walk of
the facility. All men residing at La Posada have access to the facility's full range of services and to the
cooperative services of partner organizations in the Alliance for Regional Solutions, the county's
coordinated entry system and other regional collaborations. Services are available in English and
Spanish.
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%; Please see the 2019 Income Limits for the CDBG
Program included in the Request for Proposals package.)
--~X~¾ of clients are at 30 percent or below of the area median income
___ % of clients are between 31 and 50 percent ofthe area median income
___ % of clients are between 51 and 80 percent of the area median income
___ % of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or th·e area to
be benefited.
La Posada addressed the goals enumerated in the Draft Consolidated Plan by providing temporary
housing for the homeless along with comprehensive supportive services and referral to assistance in
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 most needs, accepting residents through self-referral and by inter-agency collaboration.
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
and advocacy with landlords, a connection to public agencies and nonprofit organizations to obtain
housing with the appropriate supports, maximizing their opportunities to live independently and
avoid returning to homelessness.
• Priority Need 2: Supportive Services
La Posada provides shelter and services to homeless men leading to improved self-reliance through
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June 16, 2020 Item #6 Page 68 of 185
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employment, housing stability, treatment of mental health and substance abuse issues and other
assistance.
La Posada offers three meals daily, hygiene facilities and social services, including case management,
health and nutrition education, translation and interpretation, recreation, and referrals to healthcare
and assistance in obtaining permanent housing. Primary services are provided onsite and the
program refers participants for off-site employment and job training and medical services. la Posada
is open 365 days a year with services available 24 hours a day. Program staff work in partnership
with the region's multiple support agencies connected through the Alliance for Regional Solutions
and La Posada hosts representatives of partner agencies to connect residents to as many services as
possible. CCDSD is working with its regional partners to bring their services on-site at La Posada on a
regular basis.
La Posada includes private and public meeting space as well as recreational space and other
amenities. All participants are engaged in progressive case management with individualized case
plan tracking, progress from baselines toward the achievement of personalized objectives. la
Posada's objectives address multiple needs of an individuals life, addressing each man with a holistic
approach. Such services include: employment opportunities, public benefits and resources, conflict
resolution, and personal 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. In addition, active participation in case management is a
requirement for all residents as well as staying compliant with community guidelines and program
agreements.
Case management and other supportive services, provided by La Posada staff and an array of local
partners, focus on providing basic employment and life skills and assisting individuals to resolve
mental and physical barriers that limit their options for self-sufficiency through employment. La
Posada's partnerships have grown and strengthened over its Jong history as they are an integral part
of the program's service strategy.
Current partners include:
Interfaith Community Services: provides residents with employment services and support
including assistance in developing resumes, connecting residents to day labor, offering
Veterans housing services and financial literacy classes.
Veteran Community Services: assists veteran residents with deposits and rental assistance
creating access to permanent housing, also assists with securing public entitlements.
Lions Club: provides residents with vouchers for free eye exams and glasses through an
agreement with Lenscrafters, Inc ..
Alcoholics Anonymous: offers meetings held on-site weekly in both English and Spanish.
Vista Community Clinic: signs up and transports residents for next day medical appointments
from the shelter to the clinic giving them access to doctor visits, medicine, check-ups, blood
work and many other services. These include: behavioral health, dental, family planning,
optometry, podiatry, immunizations, and insurance assistance among many others.
Mental Health Systems: sends a coordinator weekly to meet with residents, conduct
assessments, and referrals them to mental health resources.
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June 16, 2020 Item #6 Page 69 of 185
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Carlsbad Library: hosts monthly classes on a variety of subjects, provides on-site library book
drop-offs and one-one-one appointments for resume assistance.
Pacific Ridge Middle School: 8th and 12th grade students visit La Posada monthly to host
activities and organize donation drives.
North County Health Systems: Have HIV and Hepatitis C testing available for residents every
other month.
Employment Development Department: provides on-site presentations to assist residents
with securing employment and employment opportunity.
La Posada serves a region encompassing all of Coastal North County reaching as far north as
Camp Pendleton, as far south as San Diego, and as far inland as Escondido. Due to the very
nature of homelessness, especially for farm workers and other working poor populations, 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 Interstates 5 and 15. Altogether, more than
764 homeless individuals in La Posada's service area are included in the most recent point-in-time
count reported by the Regional Task Force on the Homeless, including individuals in
unincorporated North County Coastal areas.
The program serves a significant subset of men with special needs, 50% altogether, including men
with physical disabilities, chronic diseases and other conditions that impede their employability
and potential for self-reliance. That percentage also includes men with persistent, severe mental
illness, often untreated or even undiagnosed at the time of program entry.
San Diego County as a whole has one of the highest concentrations of homeless veterans in all
major US metropolitan areas and is one of the federal government's targeted communities for
ending veteran homelessness. Through its participation in the region's coordinated entry system
and other regional partnerships, CCDSD is invested in using its combined resources to ensure
access to rapid re-housing and other long-term solutions for homeless veterans. La Posada serves
as a front-door to multi-faceted support and placement for homeless veteran men severed from
mainstream resources by the myriad of issues that complicate post-conflict reintegration with
linkage to the agency's additional programs and those of collaborating agencies throughout
North Coastal San Diego County.
With 3.5% of all participants being chronically homeless by federal definition, La Posada
addresses another federal priority as well as one of the North Coastal region's most pressing
areas of need. While every instance of homelessness merits a swift and permanent response,
those instances that persist for years, complicated by disabling conditions, constitute the face of
homelessness most familiar in the minds of the general public. Due to the condition of being
chronically homeless, more support and resources are needed. It can be difficult to engage and to
help their underlying mental and physical issues, which makes homelessness a unique issue for
many citites and a top priority. Long-term solutions are possible with the current work that is
being done by shelters that will help aid and prevent more issues from occuring. The intensive
service settings of these men are rendered at a higher rate than those experiencing temporary
financial crisis. Serving the basic needs of the most vulnerable benefits the entire community and
will be a solution for years to come.
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D. Please indicate the number of clients benefiting from the proposed activity and the percentage that
are Carlsbad residents.
444 Persons of which 15% are Carlsbad residents (65 people).
E. Does your agency focus its activities on populations with special needs?
□ No X Yes (Please specify)
Please. specify w hich special needs populations. (homeless individual~/families, i;:iersons with
disabilities, persons with substance abuse problems. veterans, farmworkers aod day laboJers,
seniors., children, etc.)
F. Does your organization charge recipients for the provided services?
X No □ Yes (Please specify}_,._ _______ _
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for construction,
rehabilitation, property acquisition, and construction related activities, or a new public/community service
program/project. Acquisition of property or construction related projects must also include an Attachment D for
plans, scope of work, cost estimates, property listing, or other appropriate documents. THE AGENCY MUST ENSURE
THE EXPENDITURE OF ALL CDBG FUNDS AWARDED WITHIN THE PROGRAM YEAR.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
c:. to 02./n./ WUJ
Title Date
NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
Information below to be completed by Housing and Neighborhood Services Department staff.
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
Local Objective:
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June 16, 2020 Item #6 Page 71 of 185
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g
June 16, 2020 Item #6 Page 72 of 185
( 2020-2021 PROJECT BUDGET
Organization; _Catholic Charities of San Diego (CCDSD} _Total organization budget $13,000
Program/Project name requesting funds: La Posada de Guadalupe Carlsbad
CDBG funds requested: ""'$2::.::5:;,1,,0""00~ _____ Total program/project budget; ~$5~9~9-,9-2=5 _______ _
Note: Indicate with an asterisk("'} funds that are volunteer time or in-kind contribution.
1. Sources of funding for Qrograml[!roject:
a. Funding requested from the City .$.:1S,000
b. Other federal funds (if any} $138,000
C. State or local government funds
d. Donations and contributions $381,925
e. Fees or memberships
f. In-kind contributions/ Volunteer time
g. Other funding II,!ants $15,000
h. TOTAL PROJECT FUNDING (project budget} $559,925
( 2. Uses of CDBG funds :reguestedforthe QrogramLl:!roject: {La.)
a. Wages and salaries $20,000
b. Personnel benefits
c. Materials and_supplies
d. Program expenses and evaluation
e. Rent and utilities
f. Insurance
g. Mileage ( __ @ 55~/mile}
h. Incentives and Specia I Events
i. Indirect costs.
J. Client food $5,000
k.
I. TOTAL REQUESTED FUNDING (same as 1.a.) $25,000
3. Percentage of project budget represented by CDBG request 4.46 %
(
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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.
The requested CDBG funds from the City of Carlsbad will be used to offset salaries and cover a
portion of the client food at La Posada de Guadalupe (La Posada). La Posada is a short-term
housing program for homeless men and farm workers, providing 100 beds of interim housing and
comprehensive support services 365 days a year. The program provides three meals a day, hygiene
facilities, case management, health and nutrition education, referrals to employment training and
job opportunities and assistance in accessing permanent and affordable housing options.
In the grant-funded year, La Posada will assist 70 men from the City of Carlsbad. Of that total, 47
men will exit La Posada for long-term housing programs or permanent independent housing. The
program will connect participants to the full range of services available through the dozens of social
service agencies in the Alliance for Regional Solutions and the San Diego region's coordinated entry
system.
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 lonser provide the
intended services or supplies you are seeking?
The overall projected budget for La Posada for fiscal year 2020-2021 is currently being evaluated
and will be ready in May 2020. The requested CDGB funds represent less than 5% of that total,
meaning the overwhelming majority of program funding to sustain its essential operations will
come from sources other than the City of Carlsbad. However, the program's primary contracts
include matching requirements and the private resources committed by grants and Catholic
Charities' discretionary revenue are not assured and vary widely from one year to the next.
Therefore, CDBG funding from the City of Carlsbad, although is a critical piece of many other
sources, make up the program's entire revenue plan. In addition to Carlsbad, CDGB funds will be
requested from the City of Encinitas, City of Vista, City of Oceanside, City of San Marco$, City'of
Escondido, and other numerous private foundations.
If this program receives less than the full amount of CDBG funds requested, the prograrn will
function as it has since its inception more than 25 years ago. Catholic Charities is grateful to the
City for fiscal support in any a mount possible.
10
June 16, 2020 Item #6 Page 74 of 185
(
(
(
Attachment A
4. Does your organization charge a fee for accessing your services or supplies? If so, please describe
the rational for this fee.
No, all services for the homeless shelter are free including bedding, food, toiletries, shoes and
clothing as available. There are also incentives for people that get a job, a one day pass for
appointments, interviews or work, free haircuts for the men who are getting job interviews, and
three meals a day including coffee for free.
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?
The requested CDBG funds are not directly linked to any matching grants requested from any other
sources. However, through ongoing fundraising, grant seeking and other appeals, CCDSD will
leverage funding from the City of Carlsbad through multiple sources.
6. If your funding is approved, how many Carlsbad residents will you be able to assist?
If funded, La Posada will be able to assist 70 at-risk men from Carlsbad with temporary shelter and
three meals daily over the next program year.
11
June 16, 2020 Item #6 Page 75 of 185
(
(
CITY OF CARLSBAD
FY 2020-2021 CDBG PROGRAM
FUNDING APPLICATION PACKAGE
CHECKLIST OF REQUIRED DOCUMENTS
The following information is required of all CDBG applicants. All applicants must provide all of the documents listed
below even if they have been provided in the past.
D Board of Directors' resolution authorizing submittal of application
D Board of Directors' resolution designating official{s) authorized
to enter into agreements on behalf of organization
(1 Copy)
{1 Copy)
(Note: One resolution both authorizing submittal of applications and entering into agreements may be substituted
for the above two documents.)
□ List of Board of Directors (1 Copy)
(1 Copy) □ Financial Audit Report for the most recently ending Fiscal Year
□ Funding proposal application. (10 Copies, including attachments below)
Application form format is to remain as it is provided in Request for Proposal package. (There are to be no changes
in size and type of font, or page numbering.)
Application is not to exceed fifteen (15) pages total, including attachments A, B, C below.
(Pages included after the first 20 pages in an application package will not be distributed or used for evaluation
purposes.)
✓ Attachment A
✓ Attachment B
✓ Attachment C
Executive Summary (required)
Organizational chart (required)
Resumes of identified key personnel {Optional)
✓ Attachment D Implementation schedule for construction, rehabilitation, property
✓ Attachment E
acquisition, other construction related, or new public/community service activities. (if
applicable)
Acquisition of Property or Construction Related Projects: Architectural
plans, scope of work, estimate of costs, listing of property to be acqµired or other
appropriate documentation. (if applicable)
Please note that the attachment of brochures or other information will not be accepted in lieu of completing each
question on the Funding Proposal Application. Additionally, any other attachments, such as newspaper articles, not
( directly related to the application will not be accepted.
All proposals must be submitted unstapled and three hole punched.
12
June 16, 2020Item #6 Page 76 of 185-Catholic Charities Organizational Chart: Current CORPORA TE BOARD IT (JV Villarama) , ADMINISTRATION: CHIEF FINANCE OFFICER: ,__ CHIEF EXECUTIVE OFFICER: r--PHILANTHROPY; (John Pfeiffer) Appaswamy "Vino" Pajanor (Dani Willenberg) I r---.... I FACILITIES: CHIEF PROGRAM OFFICER HUMAN RESOURCES: (Frank Yetman) (Faith 0. Espejo) (Cindy Haines) I I I I I I I FAMILY, YOUTH REFUGEE IMMIGRANT HOMELESS HOMELESS OTHER SENIOR CHILDREN SERVICES; SERVICES: MEN'S SERVICES: &. COMMUNITY WOMEN'S SERVICES: SERVICES (Nadine (Nadine Toppozada) Toppozada) SERVICES: SERVICES: I / / / / ~ / "' / ~ Post Adoption Services SAN DIEGO SAN DIEGO IMPERIAL SAN DIEGO IMPERIAL EFSP: Resettlement Outreach & COUNTY: IMPERIAL COUNTY: COUNTY: ~ COUNTY: --(Barbara Menard) Services COUNTY: (Antoinette Fallon) Information (Antoinette Fallon] (Guadalupe (Eddie Preciado) Hotel 8c Motel Foster Grandparents (Chris Williams) Rodriguez) Senior Resjdential Application La Posada de Vo-u.chus (Sharin Yetman) P.xhel's Waner!s Guadalupe (Mike Jones & Senior Nutrition Refugee Assistance: Cen1e< Our lady of (Seasonal} Health Services -Visa Petitions House of Hope: Homeless Men's Sharan Tayl<,r) (Lourie Edwards) Com1nunitJ1 -DACA (Susan Thorpe) and Farm Worker Guadalupe Rental Services: (Chris Williams] • Legal Housing : Shelter Assista)'lce (Lisa DuMolt) Immigrant Rachel's Night (Joaquin Blas) Senior Nutrition Senior Companion Food Status Shelter (New) (Sharin Yi::tman) (Seuonal) • Otlzenshlp (Brenda Distribution & Status Hernandez) Emerg,ncy Resource Shelter Center Rapid Emergency Re-Housing Shopportunity Preparedness (Yolanda Unga) Cal-Fresh Healthy Living Covered California (A\~~~ ~lJ DIOCESE OF SAN DIEGO _,t:.;.,, -· -..... , rrrt,~z·m I HOMELESS RESIDENTIAL: (Antoinette Fallon) I The Leah Residence Rachel's Independent Living Apartments Casa Maria House of Rachel 1-24-2020 )> = ~ 0 :::r 3 CD ::s -[l'J
June 16, 2020 Item #6 Page 77 of 185
(
(
Attachment C
JOAQUIN BLAS
1319 VINCA WAY, SAN DIEGO CA, 92114, (619) 507-6009, Lbjb143@aol.com
Skills & Abilities
Excellent communicator, bi-cultural, detail oriented, organized, professional,
Knowledgeable in Microsoft Office, Excel, Power Point, Service Point
Bilingual (Spanish & English), ability to multi-task, self-starter, quick learner, independent
worker, excellent problem solving and conflict resolution skills, team player, strong
interpersonal skills, analytical, intellectual, flexible, and dependable.
Experience
PROGRAM SUPERVISOR/MANAGER
2 0 00-Present
19 years of supervisor experience with homeless populations. Responsible for
managing staff comprised of six to nine employees
Responsible to process and conduct annual employment performance appraisal reports
Oversee facility to ensure equipment meets safety and suitable use
Work closely with organizations, individuals and volunteers to coordinate program
services and implement fundraisings events
Responsible to prepare weekly, monthly and annual reports to comply with local, state and
federal entities
Assist in completing applications grants for city and government agencies
Oversee compliance with food inventory to ensure daily meals are prepared and served
Responsible to schedule and pick up food donations in local food banks
Represent department at community and professional organizational meetings
Liable to accept donations, process donation receipts and assist with process deposit
Maintain and update program operations manual
Conducts staff meetings and trainings
Train all new personnel
Ensures rules and regulations are follow to maintain a sober and clean environment
Case Manager
1998-2000
Interview and screen prospective clients and explain program rules and regulations
Responsible for data and entry collection of homeless shelter
( Assist program residents with SMART goals and one to five year plans
Identify resident needs and refer to proper employment and local clinic agencies
Supervise resident activities and facility chores
Ensure safety and sober environment
14
June 16, 2020 Item #6 Page 78 of 185
Attachment C
( Prepare and serve daily meals for program residents
Responsible to maintain an accurate daily resident head count.
(
(
EDUCATION
Food Management Certificate
First aid and CPR Trained
Real Estate CA License (Clare Institute)
Two year college (MIRACOSTA COLLEGE)
High School Diploma
References available upon request
15
June 16, 2020 Item #6 Page 79 of 185
ATTACHMENT C
l_ Cicyof
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2020-21 FUNDING PROPOSAL APPLICATION
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG funding. Please type or print clearly. Attach additional sheets or information
as necessary. All information requested must be provided or the application will be considered
incomplete and will not be further evaluated for funding consideration. The application must not
exceed a total of fifteen (15) pages, please reference the Checklist of Required Documents.
(Attachments D and E may also be required depending on the proposed project, but will not count
towards the 15 page limit.) Ten copies, unstapled and three-hole punched, of the completed
application package, including appropriate attachments, must be submitted prior to 5 P.M. on
February 14, 2020, to Nancy Melander, Housing Services Department, 1200 carlsbad Village Drive,
Carlsbad, CA 92008. Electronic and faxed applications will NOT be accepted. Applicants may obtain a
copy of this form in Microsoft Word format via internet email by contacting Nancy.
Mela nder@carlsbadca.gov.
➔THEME: Preference will be given to applications that specifically address the City Council approved
theme for the year.
FUNDING APPLICANT
Name of Agency: Community Resource Center (CRC)
Address: 650 Second Street, Encinitas, CA 92024
Federal DUNS Number: 193789690
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Homeless Intervention and Prevention Services for Carlsbad residents
Location of Program/Project: Carlsbad, North Coastal Communities
Contact Person: . ..:J=o'-"hn'-'--=-V.:.can:..:...:C=le=e-'--f ______ Telephone No.: (7601 230-6309
Email address: johnvancleef@crcncc.org Requested Funding Amount: $ 30,000
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided, the goals and objectives of the program/project, etc.):
CRC will provide Homeless Intervention and 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 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.
CRC will also provide homeless intervention services including ongoing support services such
as case management, support groups, emergency services such as food, clothing,
1
June 16, 2020 Item #6 Page 80 of 185
transportation, legal services, linkage and referral services, crisis intervention and counseling,
and housing assistance such as referral to north county emergency shelters, transitional
housing, and rental assistance, as needed, through CRC's partnerships including La Costa
Paloma apartment community in Carlsbad. CRC will assist clients to enroll in mainstream
benefits and obtain identification; i.e. California Driver's License, California Identification Card
and/or Social Security card and assist in identifying housing options to obtain and maintain
permanent housing.
The metrics and measurements for Homeless Intervention and Prevention services are:
80% of the individuals who receive flexible housing assistance will maintain housing for 6
months post assistance
100% of individuals who receive assistance will engage in CRC's case management
services
These services fully align with Carlsbad CDBG top priorities to prevent and reduce
homelessness and to increase and preserve affordable housing for low and moderate income
households.
(. 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?
CRC's mission is creating paths to safety, stability and self-sufficiency.
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 4151 year of operation.
D. How long has this agency been providing the proposed program/project?
As CRC's original mandate was to help the homeless, CRC has been providing Homelessness
Intervention and Prevention since its founding in 1979 and has been serving DV survivors in
coastal North County since 1994.
E. Please submit an organizational chart for the agency as Attachment B.
Please see Attachment B
F. Please describe the agency's existing staff positions directly responsible for the Proposed
program/project and their qualifications and experience in implementing such a
program/project (Resumes may also be submitted as an optional Attachment C but not
in lieu of a complete response.)
Rebecca Palmer, Chief Program Officer (rpalmer@crcncc.org), will have program oversight
responsibility. She joined CRC in 2014 after extensive work as a management consultant to both
for-profit and non-profit organizations with an emphasis on the development and strengthening
of organizational systems resulting in increased program innovation, growth and diversity.
Previously, she served as the Executive Director of a private nonprofit organization in her native
Maine, before relocating to San Diego where she served as the Executive Director of an
international children's charity providing volunteer medical surgical missions to infants anc:J
children in developing nations. Rebecca holds a Master's degree in Management of Behavioral
Services and a Bachelor's of Science.
Rebecca Nussbaum, Compliance & Quality Control Officer will monitor compliance, consult on
program operations, and participate in program evaluation. She joined Community Resource
2
June 16, 2020 Item #6 Page 81 of 185
( Center in 2006 as an undergraduate intern in the Therapeutic Children's Center. As former
Associate Director of Programs, Rebecca has more than 10 years' experience in CRC's
programs and in the Domestic Violence field. In 2014, she incorporated a trauma-informed
approach to service provision within the program to better serve domestic violence survivors.
Rebecca holds a regional leadership position with the San Diego Domestic Violence Council,
and serves on the state level Board of Directors for the California Partnership to End Domestic
Violence. She holds a Bachelors of Arts degree in Psychology from the University of California,
San Diego and a Masters of Arts in degree Nonprofit Leadership and Management from the
University of San Diego.
Shakira Williams, Data Analyst: Shakira joined Community Resource Center (CRC) in February
2016, serving as the Data Entry and Monitoring Specialist and now serves as the Data Analyst.
She is a gold-certified administrator for the Efforts to Outcomes (ETO) database that CRC
utilizes to track and report agency wide data. In addition to ETO, Shakira manages the
Homeless Management Information System (HMIS) used by the San Diego Continuum of Care.
She oversees data collection, reporting, and training of all users.
Jnna Gekht, Controller, has been with CRC for one year. Her has18 years' experience in
accounting for a non-profrt organization matching organ donors and transplant recipients. She
administered a federal grant for human organ preservation research which successfully cleared
all audits.
Miranda Chavez joined CRC in 2013 as a Bilingual Case Manager, and in 2014 became the
Integrative Services Program Manager. In this role, she oversees all of CRC's case
management efforts, managing the daily operations and ensuring compliance with funding
requirements and adherence to policies and procedures. She provides direct supervision and
support to Case Managers, undergraduate interns and community volunteers and coordinates
the North Coastal branch of the Interfaith Shelter Network, and is an active member of the
Alliance for Regional Solutions' Shelter Committee. Miranda has earned a Certificate in Non-
Profit Management from Brandman University and holds a BA in both Women's Studies and
Criminology and Justice Studies, as well as a Master's degree in Sociological Practice, from
California State University, San Marcos (CSUSM).
Jani Sepanik has served as CRC's Domestic Violence Education and Prevention Manager since
2016, after volunteering for CRC for over 10 years. Jani has many years' experienCB in training,
education, public speaking, policy advocacy and budgeting in the non-profit, private and
government sectors. Active in the California Partnership to End Domestic Viofence, she
completed the Partnership's training in Prevention Core Competencies and Strategic
Communications for Preventing Adolescent Dating Abuse. She is also certified to offer the Live
Respect curriculum on healthy and respectful manhood. Jani holds a Bachelor of Arts in
Political Science and a Master of Public Administration.
Lisa Riddle, Program Therapist, is a Licensed Clinical Social Worker that has been licensed for
almost 10 years. She initially worked as a therapist for Community Resource Center (CRC) from
2007 until 2013 and recently returned to CRC in 2019. Lisa holds a Masters of Social Work and
a Bachelors of Social Work from Trinity College University in Dublin, Ireland. She has worked
with survivors of abuse and trauma for more than 20 years Lisa is trained in Mindfulness,
Cognitive Behavioral Therapy CBT), Motivational Interviewing, Eye Movement Desensitizc1tion
and Reprocessing (EMDR), Family Systems and Solution Focused Therapy. She provides
individual, family and group therapy to survivors of Domestic Violence. Lisa has also taught
Parenting classes and Domestic Violence Psychoeducation classes.
G. Please indicate your agency's level of experience with the CDBG program.
3
June 16, 2020 Item #6 Page 82 of 185
CDBG program:
D No or little experience (up to 1 year of using CDBG funds)
D Some experience (2 to 3 years of using CDBG funds)
□ Moderate experience (4 to 5 years of using CDBG funds)
■ Considerable experience (more than 5 years of using CDBG funds)
H. If you have received federal funds, including CDBG funds, in previous years, have
program violation findings ever been made against your agency/organization?
■No □ Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization.
N/A
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG funds would be used. Indicate how the
requested CDBG funds would relate to the overall proposed budget.
B. Did you receive any of the following sources of funding from the City of Carlsbad within
the last two fiscal years (2018-2019 and 2019-2020) for the proposed program/project?
Sources of Funding
CDBG
Community Activities (or other General Fund monies)
No
□ •
Yes • D
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
CDBG funds
Community Activities/Other
Amount Received
$10,000
N/A
Status
funds remaining
C. Did you receive any federal funds, including CDBG funding from other cities, last year (July 2019 -
June 2020)?
D No ■ Yes (Please list funds below)
Program Source
City of Encinitas
City of Encinitas
City of Encinitas
Amount Received
$13,607
$32,000
$58,366
D. Will additional CDBG funds be required in future years for the project?
□ No ■ Yes
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.)
Carlsbad residents who are DV survivors will access the proposed program at CRC's Carlsbad office. Since July
1, 2019 to date, staff conducted 37 case management and 167 counseling sessions at CRC's Carlsbad office.
4
June 16, 2020 Item #6 Page 83 of 185
\ They and all others are welcome at CRC's Encinitas headquarters. Both locations are accessible by public
transportation or private vehicles. (CRC also provides DV Prevention and Education in Carlsbad. DV Prevention
educators held workshops for 500 students at Carlsbad High School and 12 students in the Carlsbad Police
Department Juvenile Justice Diversion program.)
• CRC provides USDA Food Commodities to all eligible households once each month, including Carlsbad
residents. CRC handles the pick-up and distribution of food ltems, and administers and manages the
applications and forms required for client participation
• CRC works closely with Carlsbad's faith-based community through the Interfaith Shelter Network for
which Pilgrim Church and Christ Presbyterian in La Costa serve as winter shelters
• CRC is in discussions with the Carlsbad Senior Center to offer Cal Fresh enrollment at the Center.
• CRC established and continues its MOU with Community Housing Works providing transitional
housing in Carlsbad to survivors of domestic violence
• CRC partners with affordable housing complexes in Carlsbad including La Costa Paloma, Cassia
Heights, Hunger's Point, Glen Ridge, Laurel Tree, and Mariposa Apartments, providing outreach to
low-income households and receiving referrals from apartment managers for households that are
struggling to pay rent
• CRC provides referred at-risk households with food programs, financial literacy and employment
assistance, intensive case management, and other social services that help families remain stably
housed
• CRC has a resale store in Carlsbad available to Carlsbad residents. Participants receive household
essentials and quality clothing. The community at large contributes to the efforts to support Carlsbad
residents
• CRC's Holiday Baskets program partnered with 5 Carlsbad based agencies serving low income
communities to register and enroll families to participate in this annual CRC event at the Del Mar
Fairgrounds
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%; Please see the 2019 Income Umits for the CDBG
Program included in the Request for Proposals package.)
100 % of clients are at 30 percent or below of the area median income
___ %of clients are between 31 and 50 percent of the area median income
___ % of clients are between 51 and 80 percent of the area median income
___ % of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Cont;olidated Plan
housing and community development priorities, as w@!! <1s the population to be served or the area to
be benefited. (Reference Consolidated Plan Priorities)
The proposed project will enhance CRC's capacity to serve Carlsbad residents who are homeless or at risk of
homelessness, especially survivors of domestic violence (DV). CRC's services fully align with the City's
Consolidated Plan priority to prevent and reduce homelessness.
In San Diego County over 17,000 DV incidents are reported to law enforcement annually. Carlsbad experienced
a 37% increase in DV incidents from 2016 to 2017 (519 incidents) according to O Bulletin -Thirty-•Eight Years of
Crime in the San Diego Region: 1980 through 2017, SANDAG, April 2018. CRC alone, fields nearly 1,700 calls per
year on its 24-Hour Domestic Violence Hotline. Last fiscal year, 242 survivors and children found shelter and
assistance, the DV Hotline responded to 1,656 calls, and 100% of families in transitional housing moved to
permanent housing.
s
June 16, 2020 Item #6 Page 84 of 185
There is an ongoing, well-documented shortage of affordable housing in San Diego County, which when
combined with the urgent need and limited financial resources of most survivors of domestic violence, can
mean the difference between freedom and continued abuse. Across North San Diego County, where CRC is
located, there are only 6 emergency shelters for Domestic Violence (DV) survivors and their children, and fewer
than 104 transitional housing (TH) units identified. While CRC has both an emergency shelter and TH units,
both forms of housing are con,sistently at capacity, including the units at La Costa Paloma available to CRC
through its partnership with Community Housing Works.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage that
are Carlsbad residents.
1486 Persons of which 12% 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.)
CRC serves homeless households and those at risk of imminent homelessness, including those
escaping domestic violence. CRC provides ongoing food distribution and optional case management
to seniors in the community. The majority of participants have at least one trauma induced barrier to
self-sufficiency and wellness such as substance abuse or mental health issues. Case Managers work
with them to address those barriers. Staff regularly receive training on how to provide culturally
competent services for the underserved populations CRC serves. Services are available in Spanish, to
better serve the Hispanic/Latino population, which comprises approximately a third of CRC's clients.
F. Does your organization charge recipients for the provided services?
■ No □ Yes (Please specify) ...,N...,/,;..:A'---_____ _
IV. IMPLEMENTATION OFACTIVlTY
A. Please submit a schedule for implementation as Attachment E if this proposal is for construction,
rehabilitation, property acquisition, and construction related activities, or a new public/community service
program/project. Acquisition of property or construction related projects must also include an Attachment D for
plans, scope of work, cost estimates, property listing, or other appropriate documents. THE AGENCY MUST ENSURE
THE EXPENDITURE OF ALL CDBG FUNDS AWARDED WITHIN THE PROGRAM YEAR.
N/A
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
Chief Executive Officer
Title Date
NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
Information below to be completed by Housing and Neighborhood Services Deportment staff.
Date Received:
6
June 16, 2020 Item #6 Page 85 of 185
(
2020-2021 PROJECT BUDGET
Organization: Comm·unity Resource Center
$ 5 533 657
Total organization budget
Program/Project name requesting funds:
residents
Homeless Intervention and Prevention Services for Carlsbad
CDBG funds requested: ~$3_0~,_00_0 ________ Total program/project budget: $568,003
Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for [!rogramb::!roject:
a. Funding requested from the City $30,000
b. Other federal funds (if any) $347,500
C. State or local government funds $132,307
d. Donations and contributions $10.000
e. Fees or memberships n/a
f. In-kind contributions/ Volunteer time n/a
g. Other funding CRC Resale Store Proceeds '$46,000
h. TOTAL PROJECT FUNDING (project budget) $565,807
2. Uses of CDBG funds requested for the program/project: (1.a.)
a. Wages and salaries $10.000
b. Personnel benefits
c. Materials and supplies
d. Program expenses and evaluation (client assistance flex funds) $20,000
e. Rent and utilities
f. Insurance
g. Mileage( __ @ SSC/mile)
h. Incentives and Special Events
i. Employees, Board & Volunteers -hiring costs
j. Depreciation Ex12ense
k. Automobile Ex12ense
I. TOTAL REQUESTED FUNDING (same as 1.a.) $30,000
3. Percentage of project budget represented by CDBG request 5%
June 16, 2020 Item #6 Page 86 of 185
( 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. [247 used]
CRC will provide Homeless Intervention and 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 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.
CRC will also provide homeless intervention services including ongoing support services such as
case management, support groups, emergency services such as food, clothing, transportation,
legal services, linkage and referral services, crisis intervention and counseling, and housing
assistance such as referral to north county emergency shelters, transitional housing, and rental
assistance, as needed, through CRC's partnerships including La Costa Paloma apartment
community in Carlsbad and Catholic Charities La Posada. CRC will assist homeless domestic
violence clients to enroll in mainstream benefits and obtain identification; i.e. California Driver's
License, California Identification Ca rd and/or Social Security card and assist in identifying
housing options to obtain and maintain permanent housing. Grant funds will also be used for
indirect expenses not to exceed 10% of personnel and operating expenses.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived at the
funding request.
Please see attached Homeless Intervention and Prevention Project 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?
June 16, 2020 Item #6 Page 87 of 185
CRC will be able to advance the program by using CDBG funds provided by the City of Carlsbad
to supplement or expand services which are funded by other government contracts including
California Office of Emergency Services (Cal OES) and HUD Continuum of Care Rapid Rehousing
contracts. CRC's contracts provide the necessary funding threshold for its services, but without
expansion.
4. Does your organization charge a fee for accessing your services or supplies? If so, please
describe the rational for this fee.
No fees are charged for any of the services described.
5. Will the funding of this program with a CDBG grant allow you to receive a matching grant
from another organization? If so, where would those funds come from and how much
would that grant be in dollars?
There is no matching funding that has been identified at this time. If Carlsbad CDBG funds
are granted, CRC may identify the granted funds as a match for other grants where
applicable, increasing the leverage and value of each grant.
6. If your funding is approved, how many Carlsbad residents will you be able to assist?
CRC will assist 10 Carlsbad residents with Homeless Intervention and Prevention services and
supportive social services. CRC estimates that annual program cost per client is in the range
of $3,000 to $5,000, depending on client need. This year, the City provided $10,000 from
CDBG funding. That amount, using the low cost-per-client estimate, would serve 3
individuals, well short of the 178 Carlsbad residents that CRC has already served this year.
Stated alternatively, the total requested CDBG funds, $30,000, will provide only $168 for
each Carlsbad resident receiving services, a very small fraction of the cost of services.
June 16, 2020Item #6 Page 88 of 185Chief Ope,tatinc Of11cu Sa.:"ah Fer Office Mantger Julle Eyre Driver 1 ... 11nAvila Malntenance/Drlver Roberto Chavez Sr. R.e-Ale Store: Manager Robert Pontier Resale Store Mana1ers Mary Cunningham Karen Largent Rosanne Ongais Aenle Store Asst. Manager, Fre:dd'al Ramirl!z ~sale Store C\erkli Mlchael Blobe Sus..in Hughl!s Sonia Martinei Patty Menci Oia11e Root Hilda Sagredo Chris Shaffer Hannah Silverstein Piltrlcia Ste1.11!n5 C Qm1)li,tntlt & (lUilllt\i "'"Ufitl'lC .. Officer Rebecca Nussb.ium Data Analy,t & IT Tech. Shakir.) WilHams Profn1m Manager -15 Mir.>nd.i Chave1. C-ilse Manager Rosalba Bclwin Sh;,kera Robinson Chad R~an Intern Volunteer.s lntiike Cagrdimuor Casar-Hernande! ~CRC • COMMUNITY R£SDUACf CENttA Prognm Manager ... F&N Y.:inira Frlas Dietitian Anne Fujioka M Volunteer Lead5 VolunteetJ Soard of Directors Chtel h:f:'n.at1ve Otticer John Van Cleef Chief Progri\m Ottlccr Rebecca P'a!mer Prevention M,n;t1er fan[ SepA-nik Prever,tlor, Specialist Luis Canseco Cllnicait Supervisor Aml Roeschleiri Counsellor/Therapist Az1.Jcena Acosta Tami Ear,ihart Raquej Garber Usa Rlddlc Vickie Wood.s Intern Controller Inna Gekht Actountants lavender Marquardt Kris Smel:u:r Proeram Maniger -OV Leticia Orti:z: Case Mlflillger Sibone1J Montoya Leilani Pen-eHI April S;,lazar Sara Hernandez Intern Program Coordinator -DV Hl!.ather Jo!ms1>" Proa;ram Coordinator -TCC E.~thcir Game: Residrmtal Advoc0t~£ (ManpolN!!r) Chief De-.iclopment Officer Debbie MUHi!.V De.vefopment & Ma,katlns; Milnillfl!t Lauren Montague Gr.anh & Co.,,tr•m M.anap:r Richard fladcsh Voiuntffr M.anqer ~ril Rosenbaum Development Associate Cindy Collins re\l. 2020.01.06
June 16, 2020 Item #6 Page 89 of 185
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2020-21 FUNDING PROPOSAL APPLICATION
{'cicyof
C:arlsbad
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG funding. Please type or print clearly. Attach additional sheets or information
as necessary. All information requested must be provided or the application will be considered
incomplete and will not be further evaluated for funding consideration. The application must not
exceed a total of fifteen (15) pages, please reference the Checklist of Required Documents.
(Attachments D and E may also be required depending on the proposed project, but will not count
towards the 15 page limit.) Ten copies, unstapled and three-hole punched, of the completed
application package, including appropriate attachments, must be submitted prior to 5 P .M. on
February 14, 2020, to Nancy Melander, Housing Services Department, 1200 Carlsbad Village Drive,
Carlsbad, CA 92008. Electronic and faxed applications will NOT be accepted. Applicants may obtain a
copy of this form in Microsoft W ord format via internet email by contacting Nancy.
Melander@carlsbadca.gov.
➔THEME: Preference will be given to applications that specifically address the City Council approved
theme for the year.
FUNDING APPLICANT
Name of Agency:
Address:
CSA San Diego
327 Van Houten, El Cajon, CA 92020
Federal DUNS Number: --~0~7--=8~4=22~8~9~9 ____________________ _
PROPOSED PROGRAM/PROJECT
Title of Program/Project: Fair Housing and Tenant Landlord Services
Location of Program/Project: CSA Escondido Office 1059 S. Escondido Blvd. Escondido CA. 92025
Contact Person: Estela De Los Rios Telephone No.: .,__( 6=1=9'--'l...::2=-:.7....:..7--=-S;..:;.7-=-8-=-6 _______ _
Email address: este1a@c4sa.org Requested Funding Amount: "'"$_,2=0'"",0-=-0=---'0a.-____ _
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided, the goals and objectives of the program/project, etc.):
As a HUD approved housing counseling agency, CSA San Diego County works diligently to prevent
homelessness through outreach, counseling and referrals to aid individuals who are at great risk to face
discrimination (ex. veterans, families, minorities, and people with disabilities). By helping Carlsbad clients
resolve issues that could spiral into homelessness such as rent increases, unforeseen evictions,
discrimination, and lack of accommodations, CSA San Diego County is proactively helping the Carlsbad
community to avoid and address homelessness. Our organization has a diverse workforce and qualified
counselors who speak English, Spanish, Farsi and Arabic who help at risk individuals and families who
could end up homeless. CSA is a champion for people to keep their homes, prevent homelessness, and
offering community resource referrals as needed by clients who are currently homeless. CSA diligently
manages resources to productively screen, assist, and aid cases to prevent homelessness or help those
move out of it. Our program uses one-on-one counseling services, social media, our website, outreach
1
June 16, 2020 Item #6 Page 90 of 185
(
events/workshops, mediation, flyers, brochures, handbooks and our fair housing investigative and
enforcement programs to help meet our goal of developing new and innovative approaches and networks
for program enhancement.
CSA San Diego County has provided reliable housing services to the San Diego Region for 50 years. Our
services addresses both national and local CDGB objectives. At the notional level, our services provide
direct benefit to low and moderate income residents. At the local level, our services provide fair housing
and tenant/landlord counseling and mediation and other services to lower income Carlsbad residents.
We strive to provide consistent and quality services as we address changes in regional housing issues. In
co//aboration with our city contractors and other organizations we constantly introduce the best
practices. In addition, we keep an updated "Rental Housing Handbook" for Carlsbad residents in English,
Arabic, and Spanish.
Furthermore, we aim to assist the City of Carlsbad meet the expectations under Title I of the Housing and
Community Development Act that includes:
► Development of viable urban communities
► Providing decent, habitable housing
► Providing a suitable Jiving environment that addresses the forces that lead to
homelessness
► Providing housing that is discrimination and harassment free
► Address tenant-landlord conflicts
Our Program Goal is to assist the residents of the City of Carlsbad by providing discrimination1ree
housing and addressing tenant-landlord conflicts.
Our Program Objectives (numbered) and Services (bullets) below will meet this goal:
1) Reduce housing discrimination
• Provide Fair Housing consultation services by phone
• Respond to all fair housing and tenant-landlord phone calls from residents
• Provide advocacy for equal housing opportunities
• Assist victims of discrimination under state and federal law
• Investigate resident a/legations of fair housing law violations
• Conduct complaint driven testing when appropriate
• Make referrals when necessary to the CA Department of Fair Employment and
Housing (DFEH) and/or the US Department of Housing and Urban Development
(HUD)
• Assist and respond to the recommendations of the Analysis of impediments to
Fair Housing Choice
• Assist and respond to address the City of Carlsbad's Housing Element and
Consolidated Plan
2) Reduce tenant/landlord conflicts
3}
• Provide mediation by phone
• Provide mediation services where other interventions have been unsuccessful
Educate tenants and landlords on rental housing rights and responsibilities as well as
other issues
• Conduct education through workshops, outreach, and training
• Publish and distribute our Rental Housing Handbook in English, Spanish, and
Arabic
2
June 16, 2020 Item #6 Page 91 of 185
(
(
4)
• Provide up-to-date fair housing information on our web site
• Develop other materials and programs as necessary
Provide well documented and accessible services
• Provide quarterly and annual reports to the CDGB Administrator
• Provide all necessary and informative data
• Respond punctually to calls from tenants and landlords
• Respond punctually and effectively to administrative requests from the CDGB
administrator or staff
• Provide web links to local and regional housing services and information
5) Assist the City of Carlsbad to develop and maintain regional resources and utilize best
practices
• Actively participate in San Diego's Regional Alliance for Fair Housing (5DRAFH)
• Develop and maintain relationships with other fair housing organizations that
have the potential to increase the capacity of Carlsbad to maintain
discrimination-free housing and decrease tenant-landlord conflicts
I. ORGANIZATIONAL ABILITY/CAPACITY
A. This agency is:
181 Nonprofit
□ Local public agency
□
□
For-profit
State public agency
□ Other {Please specify.) _____________ _
B. What is the purpose/mission of the agency?
The mission of the agency is "to promote positive attitudes and actions that ensure
respect, acceptance and equal opportunity for all people." CSA works cooperatively with
community groups, local governmental bodies, law enforcement, state and federal fair
housing enforcement agencies in a collaborative effort to advocate for and promote the
concept of fair treatment, the provision of affordable and habitable housing and equal
opportunity for all persons regardless of race, religion, color, ethnicity, age, sexual
preference, marital status, familial status, disability or source of income.
C. How long has this agency been in operation? Please include the date of incorporation?
CSA San Diego County is a private, nonprofit 501(c}(3) organization that was founded in
1969 and incorporated in 1972. We are also a HUD Approved Housing Counseling
agency.
D. How long has this agency been providing the proposed program/project?
CSA has been serving San Diego communities with fair housing services for 50 years.
E. Please submit an organizational chart for the agency as Attachment B.
Please see the Attachment B -CSA Organizational Chart
3
June 16, 2020 Item #6 Page 92 of 185
(
F. Please describe the agency's existing staff positions directly responsible for the proposed
program/project and their qualifications and experience in implementing such a
program/project. (Resumes may also be submitted as an optional Attachment C but not
in lieu of a complete response.)
The Executive Director, Estela De Los Rios, is responsible for developing policies,
identifying and researching potential programs, implementing programs, overseeing
operations, including program-related management of personnel. 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 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, Farsi) fair housing counselor staff with over 40 years of
accumulated expertise in the area of housing as well as social services, government
services, business and data management
G. Please indicate your agency's level of experience with the CDBG program.
CDBG program:
□ No or little experience (up to 1 year of using CDBG funds)
D Some experience (2 to 3 years of using CDBG funds)
□ Moderate experience (4 to 5 years of using CDBG funds)
~ Considerable experience (more than 5 years of using CDBG funds)
H. If you have received federal funds, including CDBG funds, in previous years, have
program violation findings ever been made against your agency/organization?
~No □ Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization.
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG funds would be used. Indicate how the
requested CDBG funds would relate to the overall proposed budget.
B. Did you receive any of the following sources of funding from the City of Carlsbad within
the last two fiscal years (2018-2019 and 2019-2020) for the proposed program/project?
Sources of Funding
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
4
June 16, 2020 Item #6 Page 93 of 185
Ill.
(
Community Activities/Other
C. Did you receive any federal funds, including CDBG funding from other cities, last year (July 2019 -
June 2020)?
□ No Yes (Please list funds below)
Amount Received Program Source
CDBG Funds $ 158,500 (Cities of Chula Vista, El Cajon, La Mesa, National City and
Santee)
HUD PEI Grant $300,000
D. Will additional CDBG funds be required in future years for the project?
□ No Yes
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.)
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
800 number, our skilled 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. CSA San Diego County is committed to working with staff and
residents to find creative solutions to fair housing and tenant/landlord difficulties.
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%; Please see the 2019 Income Limits for the CDBG
Program included in the Request for Proposals package.)
-=35~·=9_ % of clients are at 30 percent or below of the area median income
_4=3=·=-9 __ % of clients are between 31 and SO percent of the area median income
~1-5_._7 __ % of clients are between 51 and 80 percent of the area median income
__ 4"".5"--_ % of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or the area to
be benefited. (Reference Consolidated Plan Priorities)
CSA brings considerable benefit to the city and to the low and moderate income residents of Carlsbad.
We serve residents who are vulnerable to exploitation and discrimination based on the race, culture,
disability, and a number of other federally protected classifications. For example, consistent with our
own experience and consistent with anecdotal report in the Analysis of Impediments, families with
5
June 16, 2020 Item #6 Page 94 of 185
(
young children face discrimination and harassment. With the increase in rental costs and stagnant
real wages, families with children, the elderly, and the disable face the same challenges and risks of
homelessness and substandard housing that members of black and Hispanic communities continue to
face. lack of information, poverty, and vulnerability to exploitation as well as homelessness are critical
to many of the communities of San Diego County, including Carlsbad. As a result, we are serving some
of the most vulnerable residents of the Carlsbad community. The services we provide assist residents
address issues of discrimination, problems with habitability, harassment, eviction, and other
tenant/landlord problems.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage that
are Carlsbad residents.
3450 Persons of which 6% are Carlsbad residents
E. Does your agency focus its activities on populations with special needs?
F.
□ 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.)
We serve a very diverse population including very low income groups and minority communities. We
find that among this population exist those who are very vulnerable to exploitation and homeless. CSA
proudly serves and accommodates veterans, homeless individuals/families, people with disabilities,
limited English Proficienciency individuals, labor workers, older adults, children, women and families.
Does your organization charge recipients for the provided services?
No □ Yes (Please specify) ________ _
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for construction,
rehabilitation, property acquisition, and construction related activities, or a new public/community service
program/project. Acquisition of property or construction related projects must also include an Attachment D for
plans, scope of work, cost estimates, property listing, or other appropriate documents. THE AGENCY MUST ENSURE
THE EXPENDITURE OF ALL CDBG FUNDS AWARDED WITHIN THE PROGRAM YEAR.
6
June 16, 2020 Item #6 Page 95 of 185
. \
(
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
Executive Director 02/13/2020
Signature Title Date
NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
Information below to be completed by Housing and Neighborhood Services Department staff.
Date Received:
Date Reviewed:
Staff Person Completing Review:
· National Objective:
Local Objective:
Eligibility Determination:
7
June 16, 2020 Item #6 Page 96 of 185
2020-2021 PROJECT BUDGET
Organization: CSA San Diego County Total organization budget$ 523.000
Program/Project name requesting funds : ___ Fa_i_r _H_o_u_si_n~g ~a_n~d_T_e_n~a n_t_L __ a_n_d_lo_r~d_S_e_rv __ ic~e_s_
CDBG funds requested: ..._$ ____ 2 ___ 0....,,0 ___ 0 ___ 0 __ Total program/project budget:$ 232,700
Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for program/project:
a. Funding requested from the City $
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 program/project: (1.a.)
a. Wages and salaries s
b. Personnel benefits
c. Materials and supplies
d. Program expenses and evaluation
e. Rent and utilities
f. Insurance & Workers' Comp Ins.
g. Mileage(_@ SSC/mile)
h. Incentives and Special Events
i. Indirect costs
j. Telephones
k. Accounting
I. TOTAL REQUESTED FUNDING (same as 1.a.) $
3. Percentage of project budget represented by CDBG request
20,000
25.000
158,500
28,000
232,700
15,700
1750
120
80
1290
400
100
160
20
280
100
20,000
8.6%
8
June 16, 2020 Item #6 Page 97 of 185
Attachment A
EXECUTIVE SUM MARY
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.
CSA is a HUD Approved Nonprofit Housing Counseling Agency that has 50 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.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived at the funding request.
Column A Column B Column C Column D
Budget Item CDBG Other List Name(s) of Other Sources Request Sources
Personnel
Executive Director $4,925 $83,185 Other city CDBG grants, Human trafficking
grants, Civic Engagement Etc.
Senior Housing Counselor $1,875 $31,405 Donations, HUD housing counseling and
other city CDBG grants
Housing Counselors(4) $4,425 $25,000 SCSEP-Senior Employment Programs
$74,360 Other city CDBG and HUD grants
Administrative Asst. $1,800 $20,000 Other grants
Housing Receptionist $0 $8,700 SCSEP/lnterns/Hire a Youth
Fringe Benefits $1,450 $22,925 Donations, HUD housing counseling and
other city CDBG grants
Operating Costs
Materials and Supplies $100 $1,200 Donations, HUD housing counseling and
other city CDBG grants
9
June 16, 2020 Item #6 Page 98 of 185
Rent/Utilities $4,325 $34,300 Donations, HUD housing counseling and
other city CDBG grants
Insurance $400 $6,050 Donations, HUD housing counseling and
other city CDBG grants
Telephone $250 $2,750 Donations, HUD housing counseling and
other city CDBG grants
Accounting & Audit $100 $3,500 Donations, HUD housing counseling and
other city CDBG grants
Program Expenses & Evaluation $75 $1,200 Donations, HUD housing counseling and
other city CDBG grants
Trainings $25 $5,500 Donations, HUD housing counseling and
other city CDBG grants
Mileage $100 $1,800 Donations, HUD housing counseling and
other city CDBG grants
Marketing/Promo/Special Events $150 $6,400 Donations, HUD housing counseling and
other city CDBG grants
Budget total $20,000 $328,275
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?
Our funding threshold is $20,000 in order to provide housing counselors and operating costs.
4. Does your organization charge a fee for accessing your services or supplies? If so, please describe the rational
for this fee.
We do not charge a fee to access our services, all our services are provided at no charge.
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?
We have applied for matching funds for this CDBG program from multiple cities in San Diego County, also, we
have applied for additional HUD Housing Counseling and Fair Housing Initiative Program funding.
6. If your funding is approved, how many Carlsbad residents will you be able to assist?
If funding is approved, CSA would be able to directly assist approximately-~ Carlsbad residents
by providing landlord/tenant counseling and fair housing services through our offices, with outreach
and special events toucMng at least a hundred more.
10
June 16, 2020 Item #6 Page 99 of 185
Attachment B
[
rafficking, Human T
Contracts an d Consultants
I
Victims of
rafficking
Support to
Human T
Pro ject
CSA San Diego County
Organizational t:hart
I 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
*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
11
June 16, 2020 Item #6 Page 100 of 185
AttachmentC pg.1 of3
Estela De Los Rios
327 Van Houten
El Cajon, CA 92020
619) 277-5786
;.;,-,t5}tJ,~c;iS;f!,B«,-: }.I)<,·,~-~'''"""'' ;".f•"·'·:.,,,c "..1>\"''l '''',••~'"'"i'.>"''"'"'°'C >;::;;
.,. "l':'i.,,.-;~. ';Q1ai<..J~~.1b..,.m'!~i';li!H~¥t!f,,~~~f.S..~~itt~fW~;t"~#"~:~·,:-:::,::r...~:r ·::•:~~.z:1,.-l?ti~f.
EXPERIENCE
EXECUTIVE DIRECTOR. ~ CSA San Diego County 2007 -Present
Manages $400,000 annual budget
• Negotiates and monitors Fair Housing DBG, HUD and OVC, ORR federal contracts
• Deve]ops and monitors strategic plans, oversees fundraising committee, and write grants to increase agency's
capacity
Provide public relations and establish collaborations with community ·organizations to falfill agency's mission
• Oversee fair housing, human trafficking and youth at-risk mentorship programs
• Train Law enforcement personnel in various issues ofhate crimes and hwnan trafficking _
DIRECTOR OFHUMANRIGHTS.PROGRAMS~ CSA San Diego County 2004 -2008
• Facilitate and coordinate public awareness and training sessions m hate crimes, immigration rights and education,
Civic Engagement, and human tratlicking throughout diverse communities
• Responsible for regional, state and national policy work
• Built and sustain community relationships en a bi-national level to benefit victims of human trafficking
• Collaborate with•local, state, and federal law enforcement victim service providers, and nonprofit organizations
to enhance services for victims ofhuman trafficking.
HOUSING COORDINATOR
Diego County 2001-2004
• Resolve tenant/landlord disputes, fair housing issues, and various types of discrimination ·
• Assist in organizing outreach, education and seminars related to Fair Housing
EDUCATION
M of Sociology, San Diego State University, San Diego, CA.
COMMUNITY BOARDS
•
•
•
Latinos Y Latinas en Accion
Border Links -Board Member
San Diego Immigrant Rights Consorti un -Member .
Latino Redistricting Committee -Co-Chair
National Executive Council -World Without Exploitation (Human Trafficking)
Chair of Welcome Newcomer Network in East Comly
Vice President of San Diego Regional Fair Housing Alliance
AWARDS
• Peacemaker of the Year Rotarian Award
~CSA San
1976
2007-Present
2006, Present
2005 -Present
2010-2011
2017-Present
2015-Present
2015-Present
2014
Social Justice Award for Diverse Communities 2013
• Ashley Walker Social Justice Award 2012
• California Employer Support ofthe Guard and Reserve, Outstanding Employer Recognition 2011
• National Action Network Founders Leadership Award 2018
• San Diego County Board of Supervisors Award ,Service and Dedication to Human Trafficking 2016
• American Psychological Association's Committee on Socioeconomic Status (CSES) Award for Organinltional
Leadership 2015
2010 National Census Partner Award 2010
12
June 16, 2020 Item #6 Page 101 of 185
(
Attachment C pg 2 of 3
Summary
George Ibarra
1031 S. Mollism #C
Fl Cajon, CA 92020
Mobile: (951) 500-1482
Em ail: grealtor4you@e:mail.com
• Great knowledge and expertise of Escrow
• Expertise n Pre-Purchase Home~buying
• Knowledge of Resolving or Preventing :.Urt.,~oH Delinquency or Default
• Knowledge ofNon-Delinquency Post-Purchase
• Knowledge ofLocating, Securing, or Maintaining Residence in Rental Housing
• Direct and Indirect involvement with Shelter cc Services for the Homeless
• Adherence to Housing local, state and ·federal laws and statues
• Unmatchable communication and negotiation kills
• Excellent presentation and pleasant manner
• Admirable customer service and team work ethic
• Proven organizational skills and attention to detail
• Impressive track record of sales success sales quota
Employment History
Mar 2012 -present: Real Estate Agent
Tidal Realty
Assist clients with property sales and development
San Diego, California USA
Held open house inspections, instructing clients m best practices for selling success and
liaising between renters/owners and prospective_ buyers for property inspections
Preparation oflegal documents including listings and sales contracts
Assisted clients with legal, economic and market expertise
Networked with lenders and contracted agencies prior to contract negotiations
Ensuring tenns and conditions of agreements are met
Maintaining and liaising with clients, building trust:4tg rapport with clients to encourage
returning business
Analyzed market trends to determine competitive market share value and prices
Mar 2011-present: Fair Housing Specialist
CSA of San Diego County
San Diego, California USA
Represent CSA in the community through Housing Advocacy; fair and affordable housing
Develop and maintain interagency and collaborative partnerships
Dissemination of new housing legislation; develop, conserve, strengthen city partnership (s)
Adhere to and implement HUD laws and regulations
Process discrimination and tenant/landlord complaints
Provide clients with resources and referrals to legal aide
13
June 16, 2020 Item #6 Page 102 of 185
Attachment C pg 3 of J,
Conduct tenant/landlord mediation
Promote client involvement in housing issues
.-Provide Multi-lingual services for Spanish speaking.clients
Conduct Fair Housing seminars and outreach education
Manage Housing Resource Library; writing and updating housing materials
Research and monitor new legislation
June 2000-Nov 2012: Real Estate Agent
TarbeH Realtor
San Di~go, California USA
Role ofa liaison between sellers and prospective buyers or vice versa
perfonn property rental and management services .
Provided database duty to clients for listing area's community characteristics
set up title searches and home inspections, in adherence to federal Bureau of Labor Statistics
Coordinate property closings and overseeing document signing
Conducted open houses to prospective clients, and presented bids to buyers or sellers
Networked with lenders and contracted agencies prior to contract negotiations
Education / Qualifications
Short Sales Certified Specfa.iht
California Licensed Realtor
Received in 2000
Achievements/ Accolades
Certificate/ Associates in Esera,,· -Real Estate
Chaffey College
Graduated: 1988
2002 Pro-100 A-ward
2007 Prestigious Diamond Award
For acquiring 7 million dollars in property sales
Skins / Certification
Name
Microsoft Office
Multiple Listi.T;lg Services (MLS)
CARfonns
HomePath
HUD
Mortgage Counseling
References available on request
Alta Loma, California USA
Proficiency
Intermediate
r 111-
June 16, 2020 Item #6 Page 103 of 185
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CITY OF CARLSBAD
FY 2020-2021 CDBG PROGRAM
FUNDING APPLICATION PACKAGE
CHECKLIST OF REQUIRED DOCUMENTS
The following information is required of all CDBG applicants. All applicants must provide all of the documents listed
below even if they have been provided in the past.
181 Board of Directors' resolution authorizing submittal of application
181 Board of Directors' resolution designating official(s) authorized
to enter into agreements on behalf of organization
{1 Copy)
(1 Copy)
(Note: One resolution both authorizing submittal of applications and entering into agreements may be substituted
for the above two documents.)
!RI List of Board of Directors (1 Copy)
181 Financial Audit Report for the most recently ending Fiscal Year P/l and Bal. Sheet(l Copy)
181 Funding proposal application. {10 Copies, including attachments below)
Application form format is to remain as it is provided in Request for Proposal package. (There are to be no changes
in size and type of font, or page numbering.)
Application is not to exceed fifteen (15) pages total, including attachments A, B, C below.
(Pages included after the first 20 pages in an application package will not be distributed or used for evaluation
purposes.)
✓ Attachment A
✓ Attachment B
✓ Attachment C
Attachment D
Attachment E
Executive Summary (required) pages 9-10
Organizational chart (required) page 11
Resumes of identified key personnel (Optional) pages 12-14
Executive Director and Senior Housing Counselor
Implementation schedule for construction, rehabilitation, property
acquisition, other construction related, or new public/community service activities. (if
applicable) N/A
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) N/A
Please note that the attachment of brochures or other information will not be accepted in lieu of completing each
question on the Funding Proposal Application. Additionally, any other attachments, such as newspaper articles, not
directly related to the application will not be accepted.
All proposals must be submitted unstapled and three hole punched.
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June 16, 2020 Item #6 Page 104 of 185
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2020-21 FUNDING PROPOSAL APPLICATION
ATTACHMENT C
"-. ~ ... ""J '-'~
Carlsbad
The following information must be completed by each qualified nonprofit organization interested in being considered
for CDBG funding. Please type or print clearly. Attach additional sheets or information as necessary. All information
requested must be provided or the application will be considered incomplete and will not be further evaluated for
funding consideration. The application must not exceed a total of fifteen (15) pages, please reference the Checklist
of Required Documents. {Attachments D and E may also be required depending on the proposed project, but will not
count towards the 15 page limit.) Ten copies, unstapled and three-hole punched, of the completed application
package, including appropriate attachments, must be submitted prior to 5 P.M. on February 14, 2020, to Nancy
Melander, Housing Services Department, 1200 Carlsbad Village Drive, Carlsbad, CA 92008. Electronic and faxed
applications will NOT be accepted. Applicants may obtain a copy of this form in Microsoft Word format via
internet email by contacting Nancy. Melander@carlsbadca.gov.
➔THEME: Preference will be given to applications that specifically address the City Council approved theme for the
year.
FUNDING APPLICANT
Name of Agency: Interfaith Community Services
Address: 550 West Washington Avenue. Escondido CA 92025
P.~eral DUNS Number: 625463468 ,:c:i -----~~~~~------------------
t..u
RROPOSED PROGRAM/PROJECT
f'\J • T-itle of Program/ProJect: Carlsbad Service Center Basic Needs. Housing, and Employment Assistance Program •:--1 ~: :;i::
L~ation of Program/Project: 5731 Palmer Way, Suite A. Carlsbad CA 92010-7247
""' '.:J o,: Clf(ltact Person: Amber Rizkalla Telephone No.: (760} 708-6830
Email address: arizkalla@interfaithservices.org Requested Funding Amount: =$_4"""0'-'-,o"""'o'""o'---___ _
Brief Description of Program/Project (Describe the work to be performed, including the activities to be undertaken
or the services to be provided, the goals and objectives of the program/project, etc.):
I. ORGANIZATIONAL ABILITY/CAPACITY
A.
(8:)
This agency is:
Nonprofit
Local public agency
□
D
For-profit
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. Building on nearly 40 years of empowering
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June 16, 2020 Item #6 Page 105 of 185
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homeless and low-income community members, Interfaith has grown to become the most comprehensive
social services agency in North County. Today, Interfaith is supported by over 170 dedicated staff, more than
3,000 volunteers, 350+ faith communities, individuals, civic organizations, businesses, foundations, and
government agencies.
Programs are offered throughout North San Diego County-from the coastal cities of Oceanside and Carlsbad,
across the SR-78 corridor communities to lnterfaith's headquarters in Escondido, as well as communities north
and south along 1-15. Services are organized into five main areas: Self-Sufficiency and Supportive Services,
Clinical and Behavioral Health, Employment and Economic Development, Recovery and Wellness, and Housing
Services. Together, lnterfaith's comprehensive wraparound services are services designed to fulfill the need of
holistic care for people in a time of crisis.
C. How long has this agency been in operation? Please include the date of incorporation?
Interfaith was founded in 1979, as a result of a collaboration of 14 representatives from diverse faith
communities. Interfaith became incorporated as a 501(c)3 in August 1982.
D. How long has this agency been providing the proposed program/project?
Interfaith has offered supportive services and housing assistance to Carlsbad residents for 18 years, making it
well positioned to assist North County's most vulnerable residents with homelessness prevention, housing
stabilization, basic needs, and employment assistance services.
E. Please submit an organizational chart for the agency as Attachment B.
Please see Attachment B, Interfaith Community Services Organizational Chart.
F. Please describe the agency's existing staff positions directly responsible for the proposed
program/project and their qualifications and experience in implementing such a program/project.
(Resumes may also be submitted as an optional Attachment C but not in lieu of a complete response.)
Amber Rizkalla, Director of Employment and Economic Development, will serve as the Project Director. Rizkalla
first joined Interfaith in 2007 as the Grant Writer and Quality Assurance Officer, a position in which she served
for 4 years before moving to New Jersey. During her time on the east coast, Rizkalla worked for Catholic
Charities, writing grants and managing the Disaster Case Management Department in the aftermath of
Superstorm Sandy. After returning to California in 2014, Rizkalla again joined Interfaith as Program Manager
for the Transitional Youth Academy (TVA). She was promoted to the Director of TVA in 2015 and then the
Director of Employment and Economic Development in 2017. Rizkalla brings with her years of experience in
nonprofit administration, development and fundraising, program design and management, and service
delivery. She also has a passion for serving youth. Rizkalla holds a Master's degree in Sociological Practice from
California State University San Marcos.
Vannessa Marshall, Coastal Employment Services Program Manager, will manage program operations.
Marshall earned her B.A. in Liberal Studies from California State University San Marcos and is currently
completing coursework for a Master's degree in Nonprofit Leadership and Management from the University
of San Diego. Marshall has 10 years of experience in the nonprofit field including: teaching, program
development, grant management, and budget management. Marshall has extensive experience in enhancing
youth academic and career success by engaging students, parents/legal guardians, school staff, and the
community to build a supportive environment for students to thrive in and out of school.
Case Manager Diana Gonzales works with the Carlsbad community members on the Basic Needs, Housing and
Employment Assista nee Programs at the Carlsbad Service Center ( CSC). Gonzalez ea med a B .A. in Socia I Science
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June 16, 2020 Item #6 Page 106 of 185
from California State University San Marcos in 2015 before joining the Peace Corps as an English Program
Trainer. Prior to starting with Interfaith in in 2019, Gonzalez worked at North County Health Services where
she pre-screened clients' financial standing to determine program eligibility and gained other critical case
management skills in a multi-cultural setting.
G. Please indicate your agency's level of experience with the CDBG program.
CDBG program:
D No or little experience {up to 1 year of using CDBG funds)
D Some experience (2 to 3 years of using CDBG funds)
□ Moderate experience (4 to S years of using CDBG funds)
IBJ Considerable experience (more than 5 years of using CDBG funds)
H. If you have received federal funds, including CDBG funds, in previous years, have program violation
findings ever been made against your agency/organization?
IB] No □ Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization. N/A
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the proposed
program or project in which CDBG funds would be used. Indicate how the requested CDBG funds
would relate to the overall proposed budget.
Please find the completed Fiscal Year 2020-21 Project Budget attached.
B. Did you receive any of the following sources of funding from the City of Carlsbad within the last
two fiscal years (2018-2019 and 2019-2020) for the proposed program/project?
Sources of Funding Yes No
CDBG
Community Activities {or other General Fund monies) IBJ
If yes, please indicate amount and status of previously awarded funds {fully expended, funds
remaining, program/project discontinued, etc.).
CDBG funds (FY2018-2019)
CDBG funds (FY2019-2020)
Community Activities/Other
Amount Received
$20,062
$20,290
0
Status
Fully expended
Funds Remaining (current)
N/A
C. Did you receive any federal funds, including CDBG funding from other cities, last year (July 2019 -
June 2020)?
No □ Yes (Please list funds below)
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June 16, 2020 Item #6 Page 107 of 185
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(
Program Source Amount Received
D. Will additional CDBG funds be required in future years for the project?
□ No Yes
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.)
Carlsbad residents will have convenient access to the program through lnterfaith's Carlsbad Service Center
(CSC), located at 5731 Palmer Way. Free parking is available on site and the CSC is located on the El Camino
Real thoroughfare easily accessible by public transportation (Breeze Route 309). Whenever needed, Interfaith
will provide Carlsbad residents with additional transportation resources, including bus passes, to ensure
maximum accessibility when receiving services.
The CSC offers public walk-in hours from 1:00-3:00 PM Tuesday through Thursday, in addition to a range of
supportive services available to residents by appointment. The center includes an on-site nutritional food
pantry that distributes food and hygiene supplies. The North County Day Labor Connections Program,
coordinated at the center, connects laborers with employers for daily, temporary, or permanent job needs and
is available Monday-Saturday year round.
Further, the CSC is located near Catholic Charities' La Posada de Guadalupe, a male, year-round shelter. Many
of the shelter residents utilize the CSC as a starting point to self-sufficiency. lnterfaith's Transitional Youth
Academy program is active on the Carlsbad High School campus providing another access point for Carlsbad
students and families to connect with the full range of services provided by Interfaith.
CSC staff includes 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%; Please see the 2019 Income Limits for the
CDBG Program included in the Request for Proposals package.)
95 % of clients are at 30 percent or below of the area median income
3 % of clients are between 31 and 50 percent of the area median income
1 % of clients are between 51 and 80 percent of the area median income
1 % of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or the area
to be benefited. (Reference Consolidated Plan Priorities.)
Low-income Carlsbad residents will benefit from the range of supportive programs at the CSC including
homelessness prevention, housing stabilization, basic needs and employment assistance services. The
community needs addressed by the program closely align with Priorities 2 and 3 in the Consolidated Plan.
4
June 16, 2020 Item #6 Page 108 of 185
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PRIORITY 2: Prevent and reduce homelessness.
San Diego County has consistently ranked among the regions with the highest rates of homelessness
nationwide. In 2018, San Diego had the fourth largest homeless population in the nation, only behind New
York City, Los Angeles, and Seattle. The Regional Task Force on the Homeless (RTFH) counted 8,102 persons
experiencing homelessness in San Diego County on a single night in January 2019. Of the countywide total,
nearly 5,000 were unsheltered, sleeping outdoors, or in places not meant for human habitation, with 20%
chronically homeless and 22% reporting a mental health issue. North Inland and North Coastal San Diego
County reported 1,540 men, women, and children identified as homeless, including 964 unsheltered street-
homeless, and 161 individuals were experiencing homelessness in Carlsbad. According to the Center for
Policy Initiatives San Diego in 2015, 44 percent of Carlsbad residents were paying more the than 33 percent
of their income for their housing costs, making them vulnerable to homelessness.
Interfaith will prevent and reduce homielessness in Carlsbad by providing rental assistance and security deposit
assistance in emergency situations. Interfaith typically provides on average $500 in emergency housing
assistance and refers homeless residents into the regional Continuum of Care Coordinated Entry System to link
them with the appropriate housing resources to obtain and/or maintain affordable permanent housing. Case
managers determine eligibility for rental assistance and other support services, and engage clients in longer-
term case management to identify and track progress toward lasting solutions. lnterfaith's case management
approach emphasizes homelessness prevention first and foremost -helping people stay in their own homes
and neighborhoods whenever possible.
PRIORITY 3: Strengthen support services for lower income residents and residents with special needs.
According to "Poverty and Income in North San Diego County'' (December 2016), 5.2% of Carlsbad's residents
live in poverty. Moreover, the official poverty line does not account for California's housing costs or other
critical household expenses and resources. The median cost of renting a two-bedroom apartment in Carlsbad
was $1,877, well above the budget of many families in the city. Nearly half of Carlsbad's renters have
unaffordable housing costs relative to their income, meaning they are resorting to survival strategies, including
relying on public benefits, going into debt, or doing without needed items such as food, medicine, and utilities
to afford housing.
Interfaith sees a high demand for basic needs support within the coastal communities, including Carlsbad. In
fiscal year 2018-19 Interfaith provided 949 clients social services from the CSC including 613 Carlsbad residents.
To address this priority, Interfaith provides case managed social services, customized emergency food supplies,
transportation assistance in the form of bus passes and gas vouchers, prescription assistance, t1ffordable health
care referrals, childcare and clothing assistance, job application preparation and financial assistance to receive
California ID cards and birth certificates, tax preparation, as well as food stamp and Medi-Cal application
assistance. These resources, complemented by lnterfaith's comprehensive services, enable individuals to focus
their efforts on stabilizing their financial and housing situations and improving their family's economic state.
In addition, Interfaith has implemented various strategies to help Carlsbad individuals experiencing
homelessness or on the verge of becoming homeless to connect with employment assistance with the goal of
securing stable employment. A flexible fund is used to support transportation related expenses such as
monthly bus passes, gas vouchers, and auto repair. This is a major problem in North County where public transit
is much less viable than metro San Diego. Other financial supports may include the purchase of work-related
equipment such as boots, uniforms, tools, and additional gear.
Program Impact:
lnterfaith's CSC Basic Needs, Housing and Employment Assistance Program will support 200 unduplicated
Carlsbad homeless and low-income individuals by providing them access to services including: emergency food
and employment assistance, supportive services, clinical and behavioral health referrals, and housing support
assistance.
Over a 12-month grant period, funding from the Carlsbad CDBG will provide:
• Rental assistance and emergency housing case management to prevent or immediately reverse
5
June 16, 2020 Item #6 Page 109 of 185
homelessness to at least 25 Carlsbad families;
• Basic needs (e.g. emergency food and hygiene kits) to at least 200 unduplicated Carlsbad individuals and
their families;
• Employment assistance essential for gaining and retaining employment and/or obtaining a diploma or
GED to at least 75 individuals.
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 popul;ations with special needs?
□ No Yes (Please specify)
Please specify which special needs populations. (homeless individuals/families, persons with
disabilities, persons with substance abuse problems, veterans, farmworkers and day laborers,
seniors, children, etc.)
Interfaith serves a variety of underserved populations, including low-income and homeless families
and individuals, low-wage earners, day laborers and farm workers, seniors, at-risk youth, veterans, as
well as individuals with mental health needs and substance abuse issues. Building on a 40-year history
of serving San Diego's North County community, Interfaith provides a pathway towards self-sufficiency
and independence for nearly 17,000 homeless and low-income community members each year.
F. Does your organization charge recipients for the provided services?
No □ Yes (Please specify) _______ _
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for construction,
rehabilitation, property acquisition, and construction related activities, or a new public/comrnunity service
program/project. Acquisition of property or construction related projects must also include ,in Attachment D
for plans, scope of work, cost estimates, property listing, or other appropriate documents. THE AGENCY
MUST ENSURE THE EXPENDITURE OF ALL CDBG FUNDS AWARDED WITHIN THE PROGRAM '(EAR.
Attachments D and E are not required due to the fact that there is no construction, rehabilitation, property
acquisition, and construction related activities, nor new public/community services program/project.
I, the unders· ned, do hereby attest that the above information is true and correct to the best of my Knowledge.
Chief Executive Officer
Signature Title
February 13, 2020
Date
NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
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June 16, 2020 Item #6 Page 110 of 185
Information below to be completed by Housing and Neighborhood Services Department staff.
(
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
Local Objective:
Eligibility Determination:
(
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June 16, 2020 Item #6 Page 111 of 185
2020-2021 PROJECT BUDGET
Organization: Interfaith Community Services Total organization budget $16,000,000
Program/Project name requesting funds: CSC Basic Needs, Housing and Employment Assistance Program
CDBG funds requested: ..... S .... 4_.0,=0-=-00=--_______ Total program/project budget: $323,000
Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for program/project:
a. Funding requested from the City
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 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@ SSC/mile)
h. Incentives and Special Events
i. Indirect costs
j.
k.
I. TOTAL REQUESTED FUNDING (same as 1.a.)
3. Percentage of project budget represented by CDBG request
$ 40,000
$245,000
$ S,000
$ 33,000
$323,000
$ 7.488
$ 2,508
$30,004
$ 40.000
12.4%
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June 16, 2020 Item #6 Page 112 of 185
EXECUTIVE SUMMARY
In addition to your Community Development Block Grant funding application, please complete the following supplemental
questionnaire.
➔ Preference will be given to the applications which specifically address the top two priorities as presented in the
Funding Plan, however applications for unrelated services are eligible for submission.
ORGANIZATION: Interfaith Community Services
1. In 250 words or less, please describe how your organization will be use the requested funds.
Through funding from the Carlsbad CDBG program, low-income Carlsbad residents will benefit from
the range of supportive programs at the Carlsbad Service Center including homelessness prevention,
housing stabilization, basic needs and employment assistance services. The community needs
addressed by the program closely align with Priorities 2 and 3 in the Consolidated Plan.
Interfaith will provide homeless prevention and diversion services (Priority 2} to at least 25 Carlsbad
households. Housing assistance will include emergency rental and security deposit payments of $500
on average per Carlsbad resident to avoid and prevent imminent homelessness. Case managers
determine eligibility for rental assistance and other support services, and engage clients in longer-
term case management to identify and track progress toward lasting solutions.
Interfaith will also strengthen the support services for lower income residents of Carlsbad as well as
residents with special needs (Priority 3) by providing social services to at least 200 Carlsbad
community members and their families. Supportive services include: emergency food and hygiene
supplies; prescription assistance; affordable health care referrals; childcare and clothing assistance;
job application preparation and financial assistance to receive California ID cards and birth
certificates; tax preparation; as well as food stamp and Medi-Cal application assistance
In addition, Interfaith will provide services that are crucial to household economic success. At least
75 Carlsbad community members will receive on average $100 of employment assistance essential
for gaining and retaining employment and/or obtaining a diploma or GED. Financial supports may
include transportation related expenses or the purchase of work-related equipment and gear.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived at the
funding request.
Please find Excel spreadsheet budget attached.
3. Describe how your organization will be able to advance your program if you do not receive the
entire funding request. What is your funding threshold before you can no longer provide the
intended services or supplies you are seeking?
There is not a specific threshold where Interfaith would no longer be able to provide the intended
services. With reduced funding, lnterfaith's Social Services, Housing and Employment Assistance
Program would serve provide the intended services but would serve less households and have less
of an impact breaking the cycles of homelessness and poverty in North San Diego County.
9
June 16, 2020 Item #6 Page 113 of 185
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4. Does your organization charge a fee for accessing your services or supplies? If so, please describe
the rational for this fee.
No, Interfaith does not charge a fee for accessing the Social Services and Housing Assistance
Program.
S. Will the funding of this program with a CDBG grant allow you to receive a matching grant from
another organization? If so, where woJJld those funds come from and how much would that
grant be in dollars?
No, this CDBG funding would not allow Interfaith to receive a matching grant from another
organization.
6. If your funding is approved, how many Carlsbad residents will you be able to assist?
Directly through Carlsbad CDBG funding, the CSC Basic Needs, Housing, and Employment Assistance
Program would be able to assist a minimum of 25 Carlsbad households with housing and rental
assistance; 200 unduplicated Carlsbad residents with supportive services; and 75 with employment
assistance.
10
June 16, 2020Item #6 Page 114 of 185Personnel Other Direct Ex~ense I 0£01 f"fOtecr ljUaaer -YR1 linter(tffl3 ..: o m 111 u n i t y ,. e r v i c c: "' City of Carlsbad CDBG (Fiscal Year 2020-21) Basic Needs, Housing and Employment Assistance Program Project Budget Budget Narrative Wages & Salaries The Case Manager will serve the City of Carlsbad by spending 20% of their time Case Manager (.20 FTE @$18.00/hour) $ 7,488 working directly with residents and their families providing case management, basic needs supportive services and referrals housing and employment assistance. Benefits @ .335 $ 2,508 33.5% Includes payroll tax; workers comp; health Insurance; SUI; and retirement. Total Personnel & Benefits $ 9,996 Program Expenses & Evaluation Approximately :;,::.uu emergency housing assistance to LS Larisoaa res1aents ana :;,luu Flexible fund for housing and $ 30,004 employment and economic development supports to 75 Carlsbad residents, on employment related assistance average. Total Direct Expense $ 30,004 Total Project Budget $ 40,000 12.4% of total program/project budget.
June 16, 2020Item #6 Page 115 of 185Giai1YPIWl■y scou ~d'1bll,.,it, llh11111nG11Mpl1 S1n,a.1thlViJ1111111llll 6h-'••15ffitlll Rnld..-,ICOO,J~«crs .:,,'~N9•t.f"" lintertMn·) community 11H¥lcc, .. ErtnMw,lr/ t>ir,dot.R:1-,y,"dw.1l"""$. .kdla9lnrk111ACI M11YO.!'lllll"I v.i.rt11"'1orvan, W~,..'M)~ifllL J,.&1,r.r..rtin Jlfflll"l,/-IIINn 9ubsl11aAaJS, ~nxlan Glng,tf lhlltdllt P~IClary MIWlitU0...11 Thel11 CGfbttt-V-01.110 kerd,IMl<k■)' Mraawallver11 lttMBVCl!nll:11 Th!npl!.11 DnldGlllanfD Aesklllll CO.,,d;...V ! .;;n,:;~:nl Che')'IPPhlr DonaldGlbJlll"I .uI1waIg, Ro,D.-.liner lMupJ'1i\Gn c.~=~c '5rild::""'_;;__-'----....... H,nt,sn C.N'lll'hyt11r td~mrj Lul1.An.a1"111 SllelllMol'J' C°°""7•W•~ A1Neiv11,,_, tHl:,.gA.tllilrll Antllln~• IJrlndrll ""'8tnCl11'11 Qiw}/Cr1t1 O.clfdmrall'r $~llllflmAbu3e """'""' P.trlcl1to'aci. Ql•hl!ftla,,r RdMn\1\1111_, AptllJ'8W111I Jnslcl l".Jl)"1 Lap11111r !M1$1'11c:i1 Abi,nt t.1&(1 cutrKldHu1""9.-.,1llm,nt CulfflRlr~ L18t=11111-(''llo""'')Ahlnlfl JNnAnd,-Nll1~(~ .......... ,R,.,ra LYN ........... R"--liai!tlll'IIIII ~•"80111111 Lr,lJttndl .,,,..,.,,11"11"1. Ra:r ..... lilci71~oml~llh,_..s 9ablh MICW'tsi>n l11111imfipN&kt h!Jr1n■■4111iatbic,n AdlimNarinll' Sh .. ew1m1, JHllc:&Part,r O..Ma~!l"rt RIii.rid Bry1111' .1Hi,1.c,.Wlllt1 A~\IV...l-l~n Sl'lir1e., tngNlfll .,,.i~lfl~-OlseMan1~ ~aOGa!a R111:1#1"'1 S111"W;u-C1N ....... f:v.lyn,0,-1 .. , Dlan,G111ualn; D"1';"'1!111~~ J■t~MVIBS C1111IM..,.'Jilrl Cl1'1d11C1,.i,.. &ecu:~ llttl'ISlfllan Progr.mMranlilfJ'f• TYA-WIOA (OIJI of ~dlool 'l'•IAhl Adl1-VtlWIJQ CSMM.-TYA -· DClllni Sllrwcn l"rojl!ld.COC,nllnl(..-\l«t1nlc1CJancal1 l(lo!Ny1 UT"'f"&nlll M~~n'pa,wl\er Clnlca!D!Maw Lirtr.111:r.i:lley P.alCl■.11')' '"-ltf,lllr'll11 r-,,~•111b1r Lietn!1~Clilllc;ilT'rer8o;:ii1'1. R•lti,t,nnJo-Nan"IIMa-li'nu c-...-.,,., DtntltaGvoay• ~mundSclll. Uo()nHdClrdcffl. T""1iipbl J;,mnOr"90n Po091Wr1t.ilil(tll'!jlll\SeDal S11'/.cfl-lr.!ind) Upd•lsd JB11w11y 2G2D ~Ferro comi1'1Jt1,lyll-.t.o ... '1l'lllllll,d,r, ,.~ lie:.edAc:1dU'll~ Pn9'•m L11.1111 H1mllndH Man:,gM 'lotJlliMF!SeM:llli Aaaci~t• ~u1:Ad-• ~t,lg{ Dwtll'l~lfl,rt O!llt:er fl.llb'll~¥Ar lr!KjidOl;in•rO!\'I f.1.1111-;er C•n,-,11110 ....... ~~IE li:mt,yrYMcan w.l<lh,1..11■AD't. floN-1<!ng Camm.Jr.iCMiON ln~O.V'!'lC!lnla,,I M«11g:,r ......... ~ o...,or a VD!ut11•r DMab.ljl ~-6,l'itmJ~ Ot"l'!cpment har.dirt. J1nf'1,rl11 Jlm~l'toul Olll•Satci!'lll!l!I a1ap1111111, .... ScanGIIIIIMty 0DnQl'i\lub.mt.• .,, ..... Coo~, A,WCil.rwlptt ~lnJ.Mit,n 1"-'l l"n!l..,m•M•~t ~""' ll!:"••5fr•( Mllf'l~,a«af PMIJIAa.ta.__M J1MHac-l1 Gr.wiiN•~" .lt!'11nltaJH•11fY GrlMWMer !Jrotl l'lshtr ~~"'tr'IIOJ4"\Wrtl.-.t"'la~Cll'\I ~ &u~Ob" Ql:,,,Man . .,,,,-;::c''--------.J_--, Er~('C:rffl11-\91910>t(R &ai.:..,,ric,~tei-Pr011~11'1MaifO'( Abfpll~la1lh• Caw,M.,.,9"• ~h1k Oulon CM'lflrla 3Elll Ca9G Mlr.gllil•S Cl~e r,,1-l'lrllg,r l',IIIE'mrf'I Clvl.111ne Cl'Jont"""'cc;i,~ WhihWnh B&ri!dll-SWGI'> nbnyHllncl ~IIIM JllbDltV9b{w< ~,,_. lllQIII" J,il'8Ni'Ramoa IUC111ip1k,ni,;\ TcmCt,,t■li■ H0rr,■-eour1. -·~ AMMln!IMIW.o HO~ling Co0"11,tcilo1 GtlUfflM1dllvi 811S11p,:;N\&OI' :$a.Nn Qlltll R)'lnAn:t!ltlon ~:i:IEl'fl:CaDld~a\QB JMar.:a w-,-Jnl:.llo,C:1•~ L~MH111Uno 1nla'uJ'tllwtdC111-'if,~1T$I A~drtaW.111" 1.aadOIMl,....J,-ger l'M-MIIIII Mlftll'llli MalPJUi..11~ Wkdo"'Thol-.1P9Qn Mu.l!I-OIIW.fk,r CU,,Mll"e911"1
June 16, 2020 Item #6 Page 116 of 185
Interfaith Community Services
Amber Rizkalla, Director of Employment and Economic Development
Interfaith Community Services
PROFESSIONAL EXPERIENCE
Interfaith Community Services, Escondido, CA
Director of Emplayment & Economic Development April 2017-Present
2020 Resumes
• 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 fed_eral, 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
Disaster Case Management Supervisor & Grant Writer
December 2011-March 2014
• 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 accre~itation 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 Semces, Escondido, CA
Grant Writer/Quality Assurance Officer
EDUCATION
California State University San Marcos
Master of Arts in Sociological Practice
June 2007-September 2010
San Marcos, CA
2007
June 16, 2020 Item #6 Page 117 of 185
Interfaith Community Services 2020 Resumes
Vannessa Marshall, Program Manager -Coastal Employment Services
Interfaith Community Services
PROFESSIONAL EXPERIENCE
Interfaith Community Services, Carlsbad, CA June 2015 -Present
Program Manager -Coastal Employment Services
• Supervise the day-to-day operations of the in-school Transitional Youth Academy Program and
Carlsbad Service Center location
• Manage program budgets
• Manage compliance and quality assurance of programs
• Supervise one Site Supervisor and five Case Managers
• Manage multiple federal, state, local, and private grants
• Oversee data collection and management for grants and programs
Pretend City Children's Museum, Irvine, CA
Associate Director of Educational Programming
July 2009 -June 2015
• 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
Masters in Nonprofit Management & Leadership
California State University San Marcos
Bachelor of Arts in Liberal Studies with an Emphasis in Child Development
San Diego, CA
2019
San Marcos, CA
2006
Saddleback Community ColJege, Child Development & Education Department Mission Viejo, CA
Site Supervisor Certification Coursework 2011
Advanced Grant Writing Series
June 16, 2020 Item #6 Page 118 of 185
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Interfaith Community Services 2020 Resumes
PROFESSIONAL EXPERIENCE
Diana Gonzalez, Case Manager
Interfaith Community Services
Interfaith Community Services, Carlsbad, CA February 2019 -Present
• Registers job applicants and employers
• Verifies eligibility for employment in the United States, for all persons requesting or obtaining
employment services, and any other appropriate background checks
• Provides direct services to clients including job placement, job related referrals to other service
providers, and conducts workshops and educational services related to job employment
• Provides assessments, crisis intervention, advocacy, and case management
• Provides guidance and support to help clients identify their own strengths, skills, set achievable goals,
and follow through consistently so they can become employable and self-sufficient
• Submits statistical reports pertaining to job placements, demographic information, and all other
related reports to supervisor in a timely manner
• Administers supportive services per agency and contract guidelines
• Identifies resources and advocates for clients' needs
North County Health Services January 2018 -February 2019
Program Resource Specialist
• Pre-screen client financial standing to detennine program eligibility.
• Assist families with Medi-Cal, Covered California, and Cal Fresh enrollment services.
• Explain to client insurance processes like deductibles, co-pays, and premiwns.
• Troubleshoot health insurance cases and coordinate proper plan to resolve coverage issues.
• Identify resources and refer clients to community resources as they pertain to their needs.
• Record and report successful enro11ment and renewal of health coverage on a monthly basis.
• Contribute to team by contributing ideas for process improvements.
Peace Co rps, Santa Elena, Ecuador 2016 -2018
English Program Trainer
• Conducted community needs assessment and screened individuals for project benefits.
• Coordinated and facilitated district-large training workshops for 236 teachers.
• Managed the writing of an approved grant and allocated grant funds for proper spending.
• Responsible for curriculum development, creating visual aids, and presenting them.
• Monitored and reported improvement in teaching techniques, structures, and resource development.
• Partnered with a community organization to conceptualize and effectively coordinate a regional 5-day
youth empowerment camp for at-risk youth.
• Maintained and fostered positive relationship with students' parents.
• Collaborated closely with school administration to coordinate on and off-campus activities.
EDUCATION
California State University of San Marcos
B.A.in Social Science (Foci: Sociology, Political Science, Women Studies)
LICENSES/CERTIFICATES
Covered California Certified Counselor by Covered California
Teaching English as a Foreign Language by the Center for Applied Linguistics
San Marcos, CA
2015
2018
2018
June 16, 2020 Item #6 Page 119 of 185
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COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2020-21 FUNDING PROPOSAL APPLICATION
ATTACHMENT C
{'city of
Carlsbad
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG funding. Please type or print dearly. Attach additional sheets or information
as necessary. All information requested must be provided or the application will be considered
incomplete and will not be further evaluated for funding consideration. The application must not
exceed a total of fifteen {15) pages, please reference the Checklist of Required Documents.
(Attachments D and E may also be required depending on the proposed project, but will not count
towards the 15 page limit.) Ten copies, unstapled and three-hole punched, of the completed
application package, including appropriate attachments, must be submitted prior to 5 P.M. on
February 14, 2020, to Nancy Melander, Housing Services Department, 1200 Carlsbad Village Drive,
carlsbad, CA 92008. Electronic and faxed applications will NOT be accepted. Applicants may obtain a
copy of this form in Microsoft Word format via internet email by contacting Nancy.
Melander@carlsbadca.gov.
➔THEME: Preference will be given to applications that specifically address the City Council approved
theme for the year.
FUNDING APPLICANT
Name of Agency: Legal Aid Society of San Diego, Inc.
Address: Main office: 110 S. Euclid San Diego, CA 92114;
216 S. Tremont, Oceanside CA 92054;
1764 San Diego Ave, Suite 200, San Diego, CA 92110
Federal DUNS Number: 087572467
PROPOSED PROGRAM/PROJECT
Title of Program/Project Fair Housing Services
Location of Program/Project: 216 S. Tremont Street, Oceanside CA 92054
Contact Person:. Rosalina Spencer Telephone No.: ( 619 )471-2747
Email address:_RosalinaS@la5sd.org Requested Funding Amount: $23,244
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided, the goals and objectives of the program/project, etc.):
Legal Aid Society of San Diego, Inc. ("LASSO") will provide comprehensive legal services regarding Fair
Housing, including education and outreach; counsel, advice and brief services; testing; and
representation for enforcement of the Fair Housing Act and related State laws.
I. ORGANIZATIONAL ABILITY/CAPACITY
A. This agency is:
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June 16, 2020 Item #6 Page 120 of 185
-~
(
X
□
□
Nonprofit
Local public agency
□
□
For-profit
State publfc agency
Other (Please specify.) ______________ _
B. What is the purpose/mission of the agency?
The mission of LASSO is to improve lives by advancing justice through effective, efficient and
vigorous legal advocacy, outreach, and education. LASSO is a proud, committed, and
compassionate group of people dedicated to providing equal access to justice for low income
households through aggressive, quality legal services. As legal advocates, we will redress our
clients' legal problems; empower our clients to access and effectively participate within the
legal, governmental, and social systems; and encourage self-empowerment in the fight against
poverty and injustice.
C. How long has this agency been in operation? Please include the date of incorporation?
Legal Aid Society of San Diego, Inc., formerly Office of Public Attorney, has been in operation
and providing legal services for over 100 years. Legal Aid Society of San Diego, Inc. was
incorporated under its current name on December 30, 1953.
D. How long has this agency been prov\~Hng the proposed program/project?
't· .~-
,-
Our Fair Housing Team has been providing fai r housing legal services for 8 years. We have been ~
a recipient of HUD Fair Housing Initiatives Program funds (FHIP) for the past six years and have
been designated as a Qualified Fair Housing Organization by HUD. We have also been the
recipient of Carlsbad CDBG funds for Fair Housing Services for the last 3 years.
E. Please submit an organizational chart for the agency as Attachment B.
Please see Attachment B.
F. Please describe the agency's existing staff positions directly responsible for the
proposed program/project and their qualifications and experience in implementing such
a program/project. {Resumes may also be submitted as an optional Attachment C but
not in lieu of a complete response.)
The North County team will consist of the following key members: Program Manager
and Senior Attorney, Rosalina Spencer; Fair Housing Testing Coordinator Janeth Casteneda,
Testing Coordinator, Donald Estrada. (See attached resumes and organizational chart).
Advocate: To be Hired.
LASSO Fair Housing experience is as follows:
Rosalina Spencer/ Program Manager-Senior Attorney {Bilingual), has over 11 years of fair
housing services related work including being a fair housing litigator, trainer, and educator. Ms.
Spencer will be responsible for the daily management of the overall project and will direct
litigation and enforcement efforts in all meritorious fair housing claims. Ms. Spencer will also
oversee staff development, training, and will work in a task force model with advocates and
testing coordinators to evaluate meritorious complaints. Ms. Spencer will also act as the primary
contact for this project and will lead interfacing efforts with the City. Ms. Spencer will be
responsible for the collection of data and the organization and submission of reports on a
monthly basis. Ms. Spencer will provide a large majority of her services as in-kind. Ms. Spencer
2
June 16, 2020 Item #6 Page 121 of 185
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currently leads the effort in implementing a multi-year FHIP grant wih HUD. Ms. Spencer is also
the Vice Chairman for the San Diego Regional Alliance for Fair Housing (SDRAFFH).
Donald Estrada/Test Coordinator (Bilingual), Donald Estrada has over S years of fair housing
experience and will serve as the Testing Project Coordinator for this project. As such, he will
create, direct, and lead all testing efforts from test development to the recruitment, briefing,
deploying, and de-briefing of testers, to analysis and reporting of testing results. Mr. Estrada
will also assist in complaint intake, investigation, and outreach.
Janeth Castenada/Test Coordinator (Bilingual), a Fair Housing Advocate with over a year of
experience with complaint intake, educational training, and outreach in English and Spanish
under the Fair Housing Act. Ms. Castenada has experience in fair housing investigations having
worked under North County CDBG Fair Housing project where she currently assists clients and
leads education and outreach efforts throughout North County. Ms. Castaneda will also assist in
complaint intake, investigation, and outreach.
G.
H.
Please indicate your agency's lever of experience with the CDBG program.
CDBG program:
□ No or little experience (up to 1 year of using CDBG funds}
□ Some experience (2 to 3 years of using,f:OBG funds}
D Moderate experience (4 to S years of u~fng CDBG funds)
X Considerable experience (more than S vhars 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?
X No □ Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization. N/A.
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG funds would be used. Indicate how the
requested CDBG funds would relate to the overall proposed budget.
Please see attached Budget.
B. Did you receive any of the following sources of funding from the City of Carlsbad within
the last two fiscal years (2018-2019 and 2019-2020) for the proposed program/project?
Sources of Funding
CDBG
Community Activities (or other General Fund monies)
X
X
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
3
June 16, 2020 Item #6 Page 122 of 185
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(
Amount Received Status
CDBG funds, Fair Housing Testing 2019-20 $10,000 On-going
Community Activities/Other 2019-20 $22,744 On-going
CDBG funds, Fair Housing Testing 2018-19 $10,000 $9,999.97
Community Activities/Other 2018-19 $20,550 $20,550.
C. Did you receive any federal funds, including CDBG funding from other cities, last year (July 2019 -
June 2020)?
□ No
Program Source
City of San Diego
San Diego County
City of Encinitas
City of San Marcos
City .9f Vista
Citv'\>f Oceanside
CiW df Escondido
HUD FHIP
Amount Received
$210,500
$100,000
$18,150
$28,090
$40,000
$30,000
$34,045
$300,000
X Yes (Please list funds below)
D. Will additional CDBG funds be required in future years for the project?
□ No X Yes
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.)
B.
LASSO has an office at 216 South Tremont Street, Oceanside CA 92054, which is located directly
across the street from the Oceanside transit station and within 4 miles of Carlsbad City Hair. All of our
offices are fully ADA accessible to persons with disabilities and are all located along major public
transit lines.
LASSO will attempt to have all initial interviews take place in person after a complaint has been
deemed meritorious. If a client is unable to interview in person, however, this wfll not prevent LASSD
from pursuing the investigation. Clients will be accommodated in various ways, including but not
limited to: phone or web-cam interviews, off-site appointments, or appointments at the subject
property.
What is the approximate percentage of your clients that have annual family incomes in each of the
following ranges: (Percentages should add to 100%; Please see the 2019 Income Limits for the CDBG
Program included in the Request for Proposals package.)
73 % of clients are at 30 percent or below of the area median income
4
June 16, 2020 Item #6 Page 123 of 185
10 % of clients are between 31 and 50 percent of the area median income
18 % of clients are between 51 and 80 percent of the area median income
0 % of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or the area to
be benefited. (Reference Consolidated Plan Priorities)
Low and moderate income persons of Carlsbad will benefit from LASSO Fair Housing Services Project
because the services will address the following consolidated plan priorities:
• Priority 5: Provide Fair Housing Services to Residents-LASSD will ensure that a full-scale fair housing
services program is implemented on behalf of the residents of Carlsbad to ensure that any residents
who are a victim of housing discrimination can obtain legal advice and assistance. In addition, LASSO
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 affon~.?ble housing by addressing and reducing any housing discri,rnination barriers that may
prevent peopfg from keeping and/or accessing affordable housing opport~hities. LASSD will conduct
education, out~each, and enforcement of fair housing laws, including bui 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 Carlabd residents. LASSO
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 Servies 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 or formerly
homeless. LASSO will implement a fair housing service that will provide needed fair housing services
to assist low income persons and those with physical and/or mental health disabilities to maintain
their residence or provide assistance with obtaining reasonable accommodations and/or
modifications to maintain living in supportive housing.
D. Please indicate the number of clients benefiting from th~ proposed activity and the percentage that
are Carlsbad residents.
Carlsbad Estimated Population is 115,877 people of which 100% are Carlsbad residents. LASSD's
proposed fair housing project will provide outreach, education, and enforcement of the Fair Housing
Act th rough out the entire City of Carlsbad that impact and benefit of the entire city.
E. Does your agency focus its activities on populations with special needs?
5
June 16, 2020 Item #6 Page 124 of 185
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□ No X 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 disabilities, veterans, seniors, and children. LASSO's fair housing team has successfully
completed HUD Education and Outreach Initiative grants that specialized on educating persons with
mental and physical disabilities.
F. Does your organization charge recipients for the provided services?
X No □ Yes (Please specify)_,__ _______ _
IV. IMPLEMENTATION OFACTIVJTY
A. Please submit a schedule for implementation as Attachment E if this proposal is for construction,
rehabilitation, property acquisition, and construction related activities, or a new public/community service
program/project. Acquisition of property or construction related projects must also include an Attachment D for
plans, scope of work, cost estimates, prooerty listing, or other appropriate documents. THE AGENCY MUST ENSURE ,1
THE EXPENDITURE OF ALL CDBG FUNDS;\iWARDED WITHIN THE PROGRAM YEAR.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
~i.~o/~ CEO/Executive Director/Chief Counsel
Title
oz/!3/~ . ~ 7 Date
NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
Information below to be completed by Housing and Neighborhood Services Department sta
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
Local Objective:
Eligibility Determination:
6
June 16, 2020 Item #6 Page 125 of 185
2020-2021 PROJECT BUDGET
Organization: Legal Aid Society of San Diego, Inc. Total organization budget$ 18,830,698
(
Program/Project name requesting funds: Fair Housing and Tenant Landlord Services
CDBG funds requested: $23,744 Total program/project budget: $171,409
Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution.
1. Sources offunding for [!rogramlQroject:
a. Funding requested from the City ~23~244
b. Other federal funds {if any) S148,66S
C. State or local government funds
d. Donations and contributions
e. Fees or memberships
f. In-kind contributions/ Volunteer time
g. Other funding . ._,.,
li1 ...
1 ·i.&
h. TOTAL PROJECT FUNDING (project budget~ $171,909 ~
2. Uses of CDBG funds reguested for the (2rogramb:~roject: {1.a.)
a. Wages and salaries s12.s66
b. Personnel benefits $4070
c. Materials and supplies $890
d. Program expenses and evaluation
e. Rent and utilities $1.396
f. Insurance $50
g. Mileage ( 1,265.45 @ SSC/mile) $696
h. Incentives and Special Events
i. Indirect costs $2524
j. SDRAAFH Membershi12 $500
k. TeleQhone $202
I. TOTAL REQUESTED FUNDING (same as 1.a.) $23,244
3. Percentage of project budget represented by CDBG request 13.52 %
7
June 16, 2020 Item #6 Page 126 of 185
(
(
EXECUTIVE SUMMARY
In addition to your Community Development Block Grant funding application, please complete the following supplemental
questionnaire.
➔ Preference will be given to the applications which specifically address the top two priorities as presented in the
Funding Plan, however applications for unrelated services are eligible for submission.
ORGANIZATION:
1. In 250 words or less, please describe how your organization will be use the requested funds.
LASSD's fair housing team is comprised of highly skilled attorneys, advocates, and testing coordinators with
expertise in fair housing laws. We will use the funds to ensure that all meritorious fair housing claims are
accepted, investigated, and the proper enforcement path is chosen when required.
LASSD will accept and investigate alleged violations of federal, state, or local housing discrimination laws
using standard fair housing investigative methodolog;.•. After there has been a determination that a claim is
meritorious, LASS□ wilt have an in-office appointrnlnt with the complainant to gather facts, witnesses, 1"
documents, and develop respondent profiles. Other it,vestigative methodologies that may be used include:
surveys of in-place tenants, interviews of in-place tenants, interviews of past tenants, and testing.
After a case is accepted for enforcement, LASS □ will present the client with all enforcement options and will
work with the client to determine which is best for their situation, which may include conciliation,
administrative proceedings, or litigation.
LASSD's comprehensive fair housing services will increase and preserve affordable housing opportunities for
low and moderate income households by helping residents overcome barriers to obtaining housing, such as
discrimination against Section 8 recipients and those receiving other types of rental assistance. LASSD's
project will also prevent and reduce homelessness by ensuring that residents are not denied housing or
removed from their existing housing in violation of fair housing laws, such as a landlord's refusal to grant a
reasonable accommodation that would allow a disabled individual to remain in their home.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived at the funding
request. See attached.
3. Describe how your organization will be able to advance your program if you do not receive the
entire funding request. What is your funding threshold before you can no longer provide the
intended services or supplies you are seeking?
The minimum amount required to advance the program is $23,244. 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 jeaopordize our other North
County Fair Housing contracts since LASSO 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.
Attachment A 8
June 16, 2020 Item #6 Page 127 of 185
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 assisted 146 Carlsbad residents last year and expects that demand for fair housing services
will only increase with recent changes in legislation. LASSD anticipates assisting 146 Carlsbad
residents in the upcoming year if we receive the entire funding request.
Attachment A
'·i ....
"i i
9
June 16, 2020Item #6 Page 128 of 185Budget Narrative Wages and Salaries 1 FTE Test Coordinator at $52,000 per year • The City of Carlsbad will cover 13.65% of this salary or $7,098 and the rest of the salary or 86.35% will be covered by other funds. 1 FTE Fair Housing Advocate at $37,740 per year. The City of Carlsbad wiU cover 13.65% of this salary or $5,110 and the rest of the salary or 86.35% will be covered by other funds. 1 FTE Senior Attorney at $96,383 per year and the City of Carlsbad will cover .682% of this salry of $658 and the rest of the salary wlll be covered by other funds. Personnel Benefits Benefits include the actual cost of FICA, Workers Compensation, Pension, Helath and Dental Benefits. The actual cost charged to the City ofCarlsbad is $4,070 Materials and Supplies We estimate a total cost of $5,307 and the City of Carlsbad will cover 16.77% or $890. The rest will be covered by other funds. Rent & Utilities we estimate the total cost of space to be about $10,224 and the City of Carlsbad wm cover 13.65% or $1,396. The rest will be covered by other funds. Insurance We estimate a total cost of $365 and the City of Carlsbad will cover $50. The rest of the cost will be covered by other funds, Mileage Estimated mileage to be incurred by the Test Coordinator, Fait Husing Advocate, and the Senior Attorney in activities directly related to this grant. We estimate a total of $698 to be incurred by the City of Carlsbad grant to be paid at the on going federally approved rate. Indirect Cost The Legal Aid Society of San Diego has an apporved indiect cost rate by HUD. This rate is 20% based on salaries only. The salaries charged to the City of Carlsbad are $12,866, 20% of the direct salaries is $2,573. SDRAAFH $500 is the actual cost of the annual dues. Telephone We estimate a total cost of $1,481 and the City of Carlsbad will cover 13.64% or $202. The rest will be covered by other funds. -·~~
June 16, 2020Item #6 Page 129 of 185LEGAL AID SOCIETY OF SAN DIEGO, INC. tASSDJea,ns: • Community Response Team • Individual Rights • Jnc:ome Maintena nee • l:t,ouslng • Farni.11. t.ew • Farr Housing • Consumer Protection • S$1 Advocacy • Housing (Shriver Project) • Taxpayer !lights.& Education · • Pro Sono Program • C6nsu[Y\er C$,tter for Health Educ!ition'& ~~llill. Accounting/ Admini\tration/ Human Resources Office Support CE O/Executive Director/ Ch let Coun~el 8oatd of Di1-ectors Managing A!tomeys Senior Attorneys Staff Attorneys lead Attorneys Advocate~ -Develop~1ent a::I ... C a, E .I: CJ ca = C
June 16, 2020Item #6 Page 130 of 185r To Be Hired Advocate 2/12/2020 -Legal Aid Society of-.San Diego, Inc. r ' ) Fair Housing Team 2019-2020 I' ~ Rosalina L Spencer Senior Attorney ' .,, " r Danielle Tailleart Amalea Romero Lead Attorney Staff Attorney '-.... ~,---.ef4' r Donald Estrada Janeth Castaneda Testing Coordinator Testing Coordinator ~ .., layan Amkieh Hannah Jacks ,_ Advocate Advocate '-., ' " al ~ C Cl) E .c u ' Etcell Vargas Advocate
June 16, 2020 Item #6 Page 131 of 185
Rosalina L. Spencer
PROFESSIONAL
Member of State Bar of California and U.S. District Court, Southern District
.,(PERIENCE
Legal Aid Society of San Diego, Inc.
Senior Attorney, Fair Housing Center April 2019-Present
Lead Attorney, October 2011-January 2014
Sta.ff Attorney, Housing December 2009-0ctober 2011.
Contract Attorney, Pro Bono Team February 2009-December 2009.
Program manager for ten fair housing grants. Responsible for all aspects of grant management and reporting.
Represent clients in all stages of housing discrimination representation including conciliations, administrative
complaints, hearings, mediations, and all aspects of federal litigation, including trial. Assumed responsibility for
the supervision of attorneys and advocates and detected cases ripe for affirmative litigation and administrative
complaints. Performed education and outreach to community organizations.
At Shriver, trained and supervised attorneys. Supervised the maintenance of proper case files, time records, and LSC
compliance on cases reported to LSC and Shriver.
San Diego County Public Defender -Misdemeanor Unit
Certified Post Bar Law Clerk, August 2008-November 2008.
Counseled incarcerated and out of custody clients on legal rights and actively participated in their representation: Assisted in
misdemeanor arraignments, disposition hearings (Further Proceedings, Restitution), performed legal research, drafted and argued
motions (Civil Compromise, SuppresAim, Points and Authorities), prepared cases for trial, oo-cha~·d DUI trial.
• L
l \
San Diego County Public Defender -Felony Division
Certified Law Clerk, January 2008-April 2008.
Assisted in post-conviction hearings (Restitution, Probation Modification), prepared clients for court appearances, performed legal
·.earch, and prepared motions (Statement in Mitigation, Motion for Modification of Probation).
San Diego City Attorney, Domestic Violence & Special Victim's Unit
Certified Law Clerk, May 2007-November 2007.
Assisted in case and trial preparation, prepared affidavit declarations in support of arrest warrants, argued probation revocation
hearings, argued restitution hearings, argued opposition to motions to tenninate probation, performed legal research.
Family Law Facilitator's Office -Superior Court of California, County of San Diego
Law Clerk, August 2006-April 2007.
Completed forms for child custody or visitation, parentage actions, petitions for divorce, legal separation of nullity, proofs of
service, modification to existing orders, fee waiver applications, and response to court actions.
ACCESS, Inc., San Diego
Law Clerk, June 2006-August 2006.
Assisted immigrant victims of domestic violence under Violence Against Women Act, prepared self-petitions, employment
authorization applications, adjustment of status (green card) applications.
EDUCATION
California Western School of Law, San Diego, CA
Juris Doctor, April 2008
Academic Achievement Award: Advanced Legal Research
University of California, Santa Barbara, Santa Barbara, CA
Honors B.A. degree in Psychology and Law and Society, June 2005 .
• NGUAGE
Speak and write Spanish fluently.
Attachment C
June 16, 2020 Item #6 Page 132 of 185
(
Donald A. Estrada Ill
4140 Wilson Ave Unit #17 [ San Diego, CA 92104 I 858.603.5444 I destradase@gmail.com
Education
California State University, San Marcos: BA Degree, Political Science, Global Studies
Skills
• Bilingual; Reading, writing, speaking
• Microsoft Office (Word, Excel,
Publisher, PowerPoint, OuUook)
• Social perceptiveness
• Excellent team player, positive attitude
• Company Projects
• Research of Data
• Strong client relations
• Team Administration
• Grant Compliance
Employment Chronology
legal Aid Society of San Diego, Inc. (LASSD}
Fair Housing Testing Coordinator
11/2014 -Present
09/2019 -Present
Responsible for gathering data and information regarding housing discrimination complaints. Investigating
individual and systemic cases of housing discrimination
Coordinate systemic, audit, and complaint-based testing using approved methodology.
Under the supervision of the ~enior, lead, and staff attorneys, interviewing prospective clients, r~dering
legal advice, preparing legal q,1cuments, and other legal assistance. Assisting with document pre~>aration,
case workup, and litigation su~iport as appropriate. • l
Attending community meetings and networking with other community groups for referrals and testers.
Conducting outreach and education events and training potential clients, community groups, and other
service providers about Fair Housing Laws, regulations, guidelines, and court cases, as well as emerging
issues.
Maintaining data, records, case files in compliance with funding and programmatic requirements and
preparing periodic activity reports for funders.
Sharing in the organization's development, administrative, and reporting tasks as needed.
Adhere to all LAS SD policies and procedures; participate in mandatory staff trainings and meetings; and
other projects and duties as assigned.
Advocacy 08/2016 -09/2019
•
Assessing clients' needs and issues, referring, advising or representing per established protocols and
guidelines.
Staffing the hotline as scheduled and respond to walk-in clients and schedule appointments as appropriate,
following necessary procedures.
Accurately enter required information on each case into the computerized case management database and
maintain the confidentiality integrity of all information.
Investigate and effectively resolve client complaints through research; negotiate with opposing parties, and
other entities as appropriate.
Identifying cases for further advocacy and prepare background investigation and argument.
Use skill, ability, and training to assess the true nature and scope the client's problems and potential
problems, rather than focusing on what the client and/or opposing party may say.
Participate in scheduled staff meetings, training sessions, and other functions.
Prepare memoranda, letters, and standard legal documents and pleadings .
Reliant General Insurance Services, Underwriting June 2011 -November 2014
Handling numerous inbound/outbound phone calls from clients; email clients.
Taking charge of policies for calculation of premium, research areas of high risk.
Retaining clients, analyzing flow of revenue from calculated premium.
Attachment C
June 16, 2020 Item #6 Page 133 of 185
(
Janeth Castaneda
• Oct.'lillsidc, California • 760-585-6080 • Castanedajaneth 1 Ol@gmail.com
Objective: Full Time Employment as a Fair Housing Testing Coordinator
Summary of Qualifications
• Experience in client customer service and relations
• Published articles for ERC student Research Journal at UCSD, Personal Blog
• Passion for l:w.• and community advocacy
• Property Management (Invoice Procedures, Vcndor/renant Relations)
• Legal Research
• Social Media Marketing
• Proficient in Microsoft Office, Internet research, Web design, Adobe Creative Cloud
• Effective time manager and with ability to multi-task and prioritize responsibilities
• Bilingual in English and Spanish, fluent in written and oral communication
Education
University of California San Diego, La Jolla CA
Bachelors in Communication
Degree June 2018
University of Cape Town, South Africa 2017
• Semester Abroad
Mira Costa College, Oceanside CA
Associate of Art Degree, Completed May, 2015
• Puente/Bridge Program
Experle~
., ◄
Company Name
Legal Aid Society of San Diego, Inc.
Dates Employed
Fair Housing Testing Coordinator December 2019-Present
Plan, coordinate, and evaluate Fair Housing testing investigations, Recruit, train and manage non-employee testers.
Create testing files and gather data to produce reports of findings. Interview potential testers. Advocate for tenants
and housing applicants who have experienced housing discrimination. Community outreach and education in North
County San Diego.
Fair Housing Advocate (North County) April 2019 -December 19
Advocate for tenants and housing applicants who have experienced housing discrimination, Arrange and conduct
community outreaching and educational presentations, investigate housing discrimination cases, Gather data and
conduct legal research, interview clients with Fair Housing attorneys, Gather and complete information from clients
in phone interviews, Advise clients on tenant/landlord and Fair Housing rights.
Law Office of William C. Halsey July 2018 -March 20 l 9
Asist attorney with legal research, Trial preparation, File court forms, Draft pleadings in Family Law cases,
Interviewed Clients, maintain email and telephone communication with clients and opposu,g counsels, Updated and
managed attorney calendar and court hearings, Create and organize all client files, Prepare written reports and client
declarations.
Brookwood Financial Partners
Jan 2018 -Jun 2018
Manage two properties, Process Invoices, Create and send contracts to vendors, Create and update Purcha~e Orders,
Update tenant contact spreadsheet, Organize Leases & Request insurance certificates, stay on top of ongoing emails,
assi;;t property manager with interior design, create welcome packages for tenants.
At&t Sep 2013-Oct 2015
Sales Representative: sell products and services, meet monthly sales goals, provide outstanding customer service,
offer creative ideas for store productivity, complete customer contracts.
Volunteer/Internship:
She Should Run
10.5 I lours of virtual Leadership Training from a nonprofit organb:ation that provides encouragement and resources
to prepare all women for a run for office. July-September 2019
Attachment C
June 16, 2020 Item #6 Page 134 of 185
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2020-21 FUNDING PROPOSAL APPLICATION
ATTACHMENT C
(_ Cicyof
Carlsbad
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG funding. Please type or print clearly. Attach additional sheets or information
as necessary. All information requested must be provided or the application will be considered
incomplete and will not be further evaluated for funding consideration. The application must not
exceed a total of fifteen (15) pages, please reference the Checklist of Required Documents.
(Attachments D and E may also be required depending on the proposed project, but will not count
towards the 15 page limit.) Ten copies, unstapled and three-hole punched, of the completed
application package, including appropriate attachments, must be submitted prior to 5 P.M. on
February::14, ioio, to Nancy Melander, Housing Services Department, 1200 Carlsbad Village Drive,
Carlsbad, CA 92008. Electronic and faxed applications will NOT be accepted. Applicants may obtain a
copy of this form in Microsoft Word format via internet email by contacting Nancy.
Me la nder@carlsbadca.gov.
➔THEME: Preference will be given to applications that specifically address the City Council approved
theme for the year.
FUNDING APPLICANT
( Name of Agency: Meals On Wheels Greater San Diego, Inc. (dba-Meals on Wheels San Diego County).
Address: 2254 San Diego Avenue, Ste. 200, San Diego. CA 92110
Federal DUNS Number: __ ........;:::0=2=02=1=0=3=32;;._ ___________________ _
PROPOSED PROGRAM/PROJECT
Title of Program/Project:
Location of Program/Project:
Nutrition and Safety for At-Risk Seniors in the City of Carlsbad
Carlsbad CA
Contact Person: _____ A""'l"""i =D=ua=rt--=-e=--_______ Telephone No.: ...... ( _6=1=9'--..__---=27'""8"--"""40-=c1=2=----
Email address: aduarte@meals-on-wheels.org Requested Funding Amount: $ --=10""'1=0..,._00 _____ _
Brief Description of Program/Project (Describe the work to be performed, including the activities to be
undertaken or the services to be provided, the goals and objectives of the program/project, etc.):
Meals On Wheels San Diego County (MOWSDC) will use $10,000 in CDBG funds toward food
and packaging costs ($2.25 per meal) for 8,706 meals to be delivered to 78 homebound seniors
living in the City of Car!sbad.
1
June 16, 2020 Item #6 Page 135 of 185
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) m1ss1on is to support the
independence and well-being of seniors who choose to age in their home (or must do
so due to lack of familial housing options or the inability to afford quality institutional
care), Many seniors experience chronic illnesses and disabilities making activities of
daily living difficult. In many cases, seniors will become temporarily and/or
permanently homebound. Becoming homebound prevents seniors from performing
the most basic activities of daily living such as obtaining food, healthcare, support
services, and engagement in social activities. MOWSDC is a unique partner in the
community safety net serving older adults in the home with care services. MOWSDC
improves both senior health and safety through the delivery of up to two fresh meals a
day by a caring individual accompanied by daily in-home social visits, safety checks,
and care navigation support with referrals to other social service providers, if
necessary.
MOWSDC has two full time Care Navigators that respond to any concerns that
volunteers observe during meal delivery. MOWSDC is implementing a Mobile
Application for its meal delivery system which allows volunteers to place electronic
"wellness alerts" using their mobile device -implementation will be complete by June
2020; currently complete in all Metro areas, East County, and North County (including
in Carlsbad). When a change in a client's condition or health is discovered, a wellness
alert is placed via the mobile device and is received and documented in real time by
the Care Navigators. The Care Navigators are trained to help connect these "at-risk"
seniors with additional care and support and conducts a follow-up with each senior
directly. This new system better identifies health and safety risks for senior clients,
allowing our volunteers, who visit clients daily, to intervene successfully with the help
of a care navigator, initiating interventions and referrals that immediate!'{ address
health and safety risks.
In the last completed City of Carlsbad fiscal year (7/1/:wu:-6/30/2019), MOWSDC
delivered 8,536 fresh, senior-specific, healthy meals with accompanying safety checks
and social visits to 76 City of Carlsbad seniors. MOWSDC also serves all of San Diego
. County, including the 3,049 square miles of rural and unincorporated are~s. Of all
seniors served by MOWSDC, on average, 88% are considered extremely low-to low-
income according to the income guidelines by the Department of Housing and Urban
Development (HUD) for all cities in San Diego County. With assistance from funders,
MOWSDC subsidizes 60% of the costs for meals, delivery, and other services provided,
regardless of a senior's ability to pay. Further subsidies are provided for seriiors who
are experiencing severe financial difficulties. For MOWSDC's Fiscal Year 2018-2019 (Oct
1, 2018 -Sept 30, 2019), MOWSDC served 3,051 unduplicated seniors throughout San
Diego County with 427,173 meals, daily safety checks and social visits, including care
navigator support and follow-up care, using 3,049 trained volunteers.
2
June 16, 2020 Item #6 Page 136 of 185
C. How long has this agency been in operation? Please include the date of incorporation?
MOWSDC has been in operation since 1960 and was incorporated on 7/7/1970.
MOWSDC was founded by a group of United Methodist women who invested their
time and resources into researching the needs of the elderly in San Diego. These
women implemented a program in three Methodist churches which provided a drop-in
senior center and home visitation services. Over the years the services provided
adapted and expanded into the general community, Today Meals on Wheels delivers
meals and additional services to between 1,000 and 1,800 seniors daily throughout San
Diego County. Meals on Wheels has matured from an annual budget of $20,468 to
over $5 million. Since inception MOWSDC has provided 19.5 million meals. The
program will continue and grow based on projections of the impact of the aging "baby-
boomer" generation entering their later senior years.
D. How long has this agency been providing the proposed program/project?
MOWSDC has been providing meals to homebound and at-risk seniors for over 60
years across San Diego County.
E. Please submit an organizational chart for the agency as Attachment B.
Please see attachment.
F. Please describe the agency's existing staff positions directly responsible for the proposed
program/project and their qualifications and experience in implementing such a
program/project. (Resumes may also be submitted as an optional Attachment C but not
in lieu of a complete response.) (Resumes for Ms. Fan and Mr. Topper are provided in
Attachment C.)
Charlotte Fan is the Service Center Manager for the North County Service Center. The
North County Service Center serves all zip codes in the North County. This includes
Coastal, Inland, and Central urban and unincorporated areas, including the City of
Carlsbad. Ms. Fan has been with MOWSDC for 20 years and the Service Center
Manager for the North for 15 years. She holds a M.A. in Psychology with an emphasis
on Community and Social Psychology and a M.A. in Education with an emphasis on
Human Development and Counseling. She currently supervises 13 staff members and
700 volunteers. Please see attached resume for more detail. Matt Topper is the Chief
Financial Officer and has been with the organization for 13 years. Mr. Topper has
extensive non-profit experience including as Director of Finance and Administration for
the Northern Arizona University Foundation, a $43M privateily funded enidowment,
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 Vear 2011. He holds a B.S. in Accountancy from
Northern Arizona University.
G. Please indicate your agency's level of experience with the CDBG program.
CDBG program:
□ No or little experience (up to 1 year of using CDBG funds)
□ Some experience (2 to 3 years of using CDBG funds)
□ Moderate experience (4 to 5 years of using CDBG funds)
~ Considerable experience (more than 5 years of using CDBG funds)
3
June 16, 2020 Item #6 Page 137 of 185
H. If you have received federal funds, including CDBG funds, in previous years, have
program violation findings ever been made against your agency/organization?
[g]No □ Yes
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization.
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG funds would be used. Indicate how the
requested CDBG funds would relate to the overall proposed budget. Please see page 6.
B. Did you receive any of the following sources of funding from the City of Carlsbad within
the last two fiscal years (2018-2019 and 2019-2020) for the proposed program/project?
Sources of Funding
CDBG
Community Activities (or other General Fund monies)
No
□ rgJ
□
Jf yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
CDBG funds
Community Activities/Other
Amount Received
$10,000
N/A
Status
Program inprogress
N/A
C. Did you receive any federal funds, including CDBG funding from other cities, last year {July 2019 -
June 2020)?
□ No
Program Source
City of Chula Vista
City of El Cajon
City of Encinitas
City of Escondido
City of San Diego
City of Santee
City of Vista
Amount Received
$12,000
$25,000
$9,607
$25,000
$84,130
$ 5,000
$13,000
Yes (Please list funds below)
D. Will additional CDBG funds be required in future years for the project?
□ No Yes
Because at-risk seniors continue to seek MOWSDC meal and safety services, and because MOWSDC
strives to make sure meal costs remain low, subsidies for newly-enrolling limited-income seniors
will require ongoing funding from multiple sources -including CDBG funds when they are available.
4
June 16, 2020 Item #6 Page 138 of 185
(
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 in the senior's home, providing the most accessible service
delivery model possible.
B. What is the approximate percentage of your clients that have annual family incomes in each of the
following ranges: (Percentages should add to 100%; Please see the 2019 Income Limits for the CDBG
Program included in the Request for Proposals package.}
C.
61 % of clients are at 30 percent or below of the area median income
29 % of clients are between 31 and 50 percent of the area median income
4 % of clients are between 51 and 80 percent of the area median income
3 % of clients are above 80 percent of the area median income
Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or the area to
be benefited. (Reference Consolidated Plan Priorities)
The City of Carlsbad announced a focus for FY2019-2020 CDBG funding toward preventing and
addressing residents who are without stable housing. A key factor in maintaining stable housing for
seniors is their ability to age in place successfully for as long as possible. Research demonstrates
that food insecurity and isolation are responsible for up to 40% of an individual's negative health
outcomes, related increased healthcare costs, hospitalizations and financial strain.
Undernourishment in seniors substantially increases the likelihood of illness, mortality,
hospitalizations and length-of-stay, functional disabilities, and physical complications (D. Maher, C.
Eliadi. 2015). Homebound seniors coping with chronic disease are often isolated from emotional
and social support resulting in higher levels of depression and anxiety. This places this senior
population at significant risk for decreased quality of life, increased medical complications, loss of
independent living and mortality (Musich, Shirley, PhD. 2015}. These health factors irnpede seniors'
access to public programs that could help them manage their health problems. Chronic disease and
isolation often exist in tandem with income levels just above the federal poverty level. For these
most-vulnerable seniors, homelessness becomes a significant risk. Daily, in-home and relationship-
based meal deliveries break isolation, assist in identifying and addressing health risks at earlie1r
stages and provide an affordable option for regular healthy nutrition. Each intervention increases
the senior's ability to maintain independent living, self-sufficiency, and healthy living conditions,
while also reducing the likelihood of catastrophic destabilization and potential homelessness.
According to the City of Carlsbad Consolidated Plan (CCCP), basic needs such as food and
transportation are among the most urgent needs recorded in the city by San Diego 2·1-1.
MOWSDC's primary service is the transport of fresh, nutritious food to seniors who are at-risk of
food insecurity and isolation as a result of being homebound. In the CCCP, health services and
transportation services for seniors are also listed as a top priority. With each meal delivery,
MOWSDC provides daily, in-person safety and wellness checks along with social visits. This trifecta
of relationship-based care ensures that other health and safety needs are monitored by MOWSDC
volunteers and responded to quickly, often before they become a threat to the senior's ability to
maintain independent living. The seniors served by MOWSDC are identified as a high priority for
5
June 16, 2020 Item #6 Page 139 of 185
{
City of Carlsbad CDBG funding -including those identified as elderly, frail elderly, those with
mental and physical disabilities and veterans, all populations MOWSDC serve. According to the San
Diego Association of Governments (SAN DAG) the population of adults 85+ in the City of Carlsbad
will have grown by 205% between 2012 and 2050. This is significant because this particular age
group is considered most likely to be in need of supportive services.
Based on demographic and observational data, current City of Carlsbad seniors now enrolled in the
MOWSDC program are at-risk for poor diet and social isolation, and the related negative health,
emotional and economic impacts. These senior clients often experience limited mobility and
struggle to carry out daily tasks of living, including shopping for food and cooking. The program's
home delivery of fresh daily meals directly addresses these barriers. Regular access to food and
social visits reduce healthcare spending, improve health, and reduce the likelihood of nursing home
use, in turn reducing government benefit expenditures (Zielinskie, Ginger, et al. 2014). When
seniors are supported in maintaining their most stable form of housing, the risk of homelessness is
reduced. Continuation of this program will benefit newly identified at-risk seniors in need of this
service.
MOWSDC works in tandem with and in support of the City of Carlsbad's Home Meal Delivery
program. While the City's program is closed on city holidays and weekends, MOWSDC provides
meal service on all holidays, and includes Saturday deliveries (with meals for both Saturday and
Sunday). This ensures additional days of security for seniors who live alone and rely on safety
checks and social visits. When the City's program reaches capacity, MOWS DC has increased delivery
drivers and routes to fill the unmet needs of those seniors requesting services. Through additional
donor support for MOWSDC's program costs, MOWSDC's average meal contribution from each
senior in the City of Carlsbad is just under $4 per meal, with some seniors qualifying for additional
reductions through MOWSDC subsidies. The City's program requests a comparable $4 per meal. The
leveraged funding through MOWSDC's charitable donors provides a direct cost benefit to lower
income seniors and we are able to offer any qualifying senior meals at just $2 each when needed.
D. Please indicate the number of cHents benefiting from the proposed activity and the percentage that
are Carlsbad residents.
Seventy-five (78) 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.}
For the CDBG program's Fiscal Year 2020-2021, MOWSDC will serve 78 unduplicated homebound
seniors living in the City of Carlsbad. Based on demographics from the last completed program city
fiscal year (July 1, 2018-June 30, 2019) and information on current City of Carlsbad project
enrollees, it is anticipated that 96-99% will be low-to moderate-income (LMI) individuals. Of the 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 39% will be female-
headed households. Approximately 83% will be Caucasian; 4% will be Asian/White; 1% will be
Hispanic/White; 4% will be Hispanic/Other; 4% will identify as Asian; 1% will identify as Native
American/White; 4% will identify as Pacific Islander; and 1% will identify as African
American/White. Approximately 58% will be over the age of 85 years. Fifty-seven percent will b~
6
June 16, 2020 Item #6 Page 140 of 185
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?
□ No Yes (Please specify)
Charge is determined on a sliding scale based on financial need, with a minimum per meal cost of
$2 and a maximum of $4. On average, seniors in the City of Carlsbad pay just under $4 per meal. All
seniors receive a minimum 60% subsidy for the total delivered meal cost, other seniors benefit
from additional subsidies.
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for construction,
rehabilitation, property acquisition, and construction related activities, or a new public/community service
program/project. Acquisition of property or construction related projects must also include an Attachment D for
plans, scope of work, cost estimates, property listing, or other appropriate documents. THE AGENCY MUST ENSURE
THE EXPENDITURE OF ALL CDBG FUNDS AWARDED WITHIN THE PROGRAM YEAR.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
~ Title ~~ Date
NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
Information below to be completed by Housing and Neighborhood Services Department staff.
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
Local Objective:
Eligibflity Determination:
7
June 16, 2020 Item #6 Page 141 of 185
2020-2021 PROJECT BUDGET
Organization: Meals On Wheels Greater San Diego, Inc. dba: Meals on Wheels San Diego County
Total organization budget $ __ ~5-2_9_7-8_1~6 _______ _
Program/Project name requesting funds: Nutrition and Safety for At-Risk Seniors in the City of Carlsbad
CDBG funds requested: =$ __ --=1=0_..,o=o=o ___ Total program/project budget: .x..$ __ ..,a7..aa9=,8=3'-'4=.0=2=--------
Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for r2rogramlQroject:
a. Funding requested from the City $10,000.00
b. Other federal funds (if any)
C. State or local government funds
d. Donations and contributions $36,751.22
e. Fees or memberships $33,082.80
f. In-kind contributions/ Volunteer time
g. Other funding
( h. TOTAL PROJECT FUNDING (project budget) $79,834.02
2. Uses of CDBG funds reguested for the QrogramLr2roject: (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 ( __ @ SSC/mile)
h. Incentives and Special Events
l. Indirect costs
j. Food & Packaging (@$2.25 r;1er meal} $10,000.00
k.
I. TOTAL REQUESTED FUNDING (same as 1.a .) $10,000.00
3. Percentage of project budget represented by CDBG request 13 %
8
June 16, 2020 Item #6 Page 142 of 185
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.
MOWSDC will use $10,000 in CDBG funds toward food and packaging costs ($2.25 per meal) for 8,706
meals to be delivered to homebound seniors living in the City of Carlsbad. This represents approximately
13% 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 safety/welfare checks by trained volunteers with referrals to
other providers if necessary and a social visit with a caring individual. 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
with the delivery of healthy, fresh, senior-specific nutrition-packed meals, seniors are more likely to
remain well-nourished and obtain needed health interventions. Undernourishment in seniors
substantially increases the likelihood of illness, mortality, hospitalizations and length-of-stay, functional
disabilities, and physical complications (D. Maher, C. Elia di. 2015), leading to an increased risk of
catastrophic destabilization and potential homelessness. Regular access to food and social visits reduce
healthcare spending, improve health, and reduce the likelihood of nursing home use, in turn reducing
impacts on local government benefit expenditures (Zielinskie, Ginger, et al. 2014).
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 engagement of community organizations and
individuals to sustain our robust volunteer program. Senior clients themselves also pay, on average, 40%
of the actual delivered meal cost. This model represents a joint community investment in a vital service.
MOWSDC has a professional development department that conducts ongoing fundraising. Of the total
9
June 16, 2020 Item #6 Page 143 of 185
revenues planned for MOWSDC's FY2020 Operating Budget, 58% will be from fundraising. MOWSDC will
continue to expand its fundraising efforts.
4. Does your organization charge a fee for accessing your services or supplies? If so, please
describe the rational for this fee.
MOWSDC charges its clients based on a sliding scale. All senior clients, regardless of ability to pay,
receive a 60% subsidy for all services provided. Those who qualify receive further subsidies. The
minimum a client will is $2.00 per meal and the maximum amount a client will pay is $4.00 per meal. The
combined lunch and dinner (unit price) minimum payment is $4.00 with a maximum of $7.00. Although
MOWSDC continuously seeks private donations, foundation funding and corporate assistance, in
addition to fund raising from events and social media campaigns, the full cost of meal delivery is never
fully subsidized. Seniors' contributions are an integral part of sustainability for the program. However,
MOWSDC utilizes a large volunteer base for meal delivery (and these individuals donate time, mileage
and gasoline in making these deliveries), which significantly improves affordability of the meals.
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 assisted with daily meal deliveries for improved
nutrition, accompanying wellness/safety checks to improve health and living conditions, and social visits
to reduce isolation -improving successful aging in place.
10
June 16, 2020Item #6 Page 144 of 185I [ Service I I I 1 [ Project Director l Patrick Zondlcr I [ Volunteer Manager } Gina Gonzalez South County Manager I Chcqui11 falls I i Care Navigator. Alyss;i\Von; rl Opera lions s pccinlist I Brooks Ric:.c H Program Clerk Pnlrida Jnr.i;s I H Receptionist. I PIT Site Coordinators '-Wjlli11m VoD.-Cim11C11.1li.)" Gn:,&?'Y Hmiclvskic D1-a,1c Helmer Monii;J, D11nh.cim , 2/13/1020 I Attachment B Meals on Wheels San Diego County Organizational Chart Board of Trustees -Chairman t Human Resources I I Marketing & Dev President/CEO -r I I Finance I I Development Dircdor I -_!_ --I Contract Dietitian Amie Brown I Linda Copp I I l ---i---I I I Food Service Manager Development Development Metro Manager East Counly Mnn11gcr North County Manager Lllff)'S:am:r WillyUlon• Tim Roy Charlolle Fon Manager Manager II Alison Ou~11c Deb Adelman Assistant Manager H Operations Special II H Operations Specialist I Operations Specialist Scott Astorso .... Patricia Avelino L-Lend Paul Re.dande lacquilym: Sinllh Sulci Ponr,Jo Fidertcio Martinez Research & ,_ DB Coard. H Operations Specialist Operations Specialist H Operations Specialist Michelle Cofield P.am T1lin.rcrt0 Jcs:11lc.r1 GrantJui.m Freddy Go.rc:ia Food Scrv. Workers Gabric1:J MDl11nez Harrison McCall H Logislics Speciali•t Office Support Outreach f--Sandra Go.id 11 Receptionist MIii)' PonlcCOl"\"O To,nmi(ioll" Bt1rb11m Anaya Callers Alcja.ndra S11ondict lnrnc Simon .... Mnry Louse Bc.ollic ... Aantltc Jones \uss:mdm KnighlS Mcli"nda Brody Jo~cAr::ir.i.bw.r Gr3cc Wirn-cll PIT Site Coordinators Kalhlccn Belt Nict Dmtns Pff Site Coordioators Bell Troxel Mutll■Wnll:cr' Scrci10 Urban '-Ed Kolly AL:~Ciiu,n St~,~ Rubin Tonyi\ OcnovHe Couriers W.-yuJollCS Eli10b01h M<Cunhy Pff Site Coordinator '-Regina Jackson Bob Ploll Bob Baldwin Roy Bryonl Robbin Hocffif&cr LmTY CMl.a Bnrb.im Bl1ctimnm RobcnSmhh ,_ REli luodc Mick Mc:Ca.tr~• Ju:,,a Molina Sr K.it TO(ll)Q:T An~I Ducnss Tom Thaq, A:uon BDmis 8111Adn,m Al;cia Willlmn~ Alex ConUtrO.I l Audit I I I Chief Financi;\I Officer I Malthcw Topper I Payroll & Admin ,_ M11nagcr C:,rZ;1i Tooker H Bookkeeper Sandra Alvarez -AR Clerk /mu.cs H:attn Admin Receptionist I Jessika C:.nillo
June 16, 2020 Item #6 Page 145 of 185
(
Attachment C
384 Elmira Street Phone (619) 873-7669
El Cajon, CA 92019 E-mail m1opper62@gmall.com
tthevv J. Topper, CPA
Education
Professional
experience
1990 -1992 Northern Arizona UniversityFlagstaff, Arizona
Bachelor of Science in Accountancy
1987 -1989 University of Hawaii -LCC Pearl City, Hawaii
Associate of Science in Computer Science
2007 -Current Meals-on-Wheels Greater San Diego Inc.
San Diego, CA
Chief Financial Officer and Treasurer
• Manage the financial and HR operations of a regional and national
affiliated non-profit. Report directly to and advise the CEO and Board of
Trustees. Supervise Accounting and Human Resources staff. Provide
periodic internal and external financial reporting. Ensure ongoing
compliance with current FASB guidelines, GAAP, and other pertinent
regulations. Oversee financial and fundraising databases and computer
systems. Develop and implement system upgrades. Primary liaison for
annual independent audit. Take leadership in annual budget planning and
participate as member of management team.
2001 -2006 Northern Arizona University Foundation
Flagstaff, Arizona
Fiscal Operations Manager/Controller and Director of Finance
and Administration
Manage the financial operations of a $43 Million and growing privately
funded endowment of an institutionally related foundation supporting the
mission of one of three major Arizona state universities. Interface directly
with and advise the Investment committee and Finance committee of the
Foundation Board of Directors as well as Foundation and University upper
management. Provide periodic reporting and tracking of endown1ent
portfolio investment performance and other general financial information.
Ensure ongoing compliance with current FASB guidelines, GAAP, l:lnd
other pertinent regulations. Involved in both internal and external audits.
Also researched and assisted in the conversion and installation of riew
general ledger and investment accounting software (Summit) for the
Foundation.
1996-2001 AmeriTribes Flagstaff, Arizona
Director of Finance and Controller
• Administrate and provide oversight of the financial operations of a
religious not-for-profit 501c3. Developed and implemented a
comprehensive accounting system, including internal controls and c;ost
center based budgeting procedures. Researched, installed c3nd
maintained general ledger accounting software. Created, maintained,
June 16, 2020 Item #6 Page 146 of 185
Additional
professional
activities
Attachment C
and presented various periodic financial reports for mana9ement, the
governing board, and constituents. Assisted in both internal and external
audits. Also headed up a team to develop financial and personnel policy
for the organization.
1992 -1996
Hotel
Accounting Manager
The Hotel Group -Radisson Woodlands
Flagstaff, Arizona
• Managed a full service hotel accounting department including Accounts
Payable, Accounts Receivable, Payroll, cash receipts, etc. Created,
maintained and presented various periodic financial reports for local
property management and the Seattle, Washington home office.
Responsibilities also included some internal auditing, assisting in the
solution of computer technology issues, as well as general oversight of
hotel operations and personnel in coordination with other management
team members.
1990 -1992 Preeminence Flagstaff, Arizona
Computer Systems Engineer and Bookkeeper
1982 -1989 United States NavyVarious Duty Assignments
Petty Officer Radioman
Licensed Certified Public Accountant in the state of Arizona since 2001
Part time individual income tax preparation and computer consulting
during the last ten years.
26 years combined management and supervisory experience with
current and previous employment positions. Extensive budget
experience including planning, preparation, analysis, tracking, advising,
and reporting during same time period.
Form 990 preparation and filing.
June 16, 2020 Item #6 Page 147 of 185
EXPERIENCE
2/99 -present
2/04-present
2/99-2/04
5/96 -1/99
3/93 -8/95
3/91-5/96
9/86-2/88
9/84-5/86
7/83-5/84
EDUCATION
9/84-5/86
1/82-5/84
9/77 -6/81
Attachment C
Charlotte Fan
166 Meadow Grass Place
Escondido, CA 92027
(858) 451-7736
charfan@yahoo.com
Meals-on-Wheels Greater San Diego, Inc. San Diego, CA.
North County Service Center Manager -_supervising 18 staff members and 650 +
volunteers to accomplish daily meal delivery services to seniors residing in the North
San Diego County area, representing agency to attend community meetings, recruiting
volunteers and clients through outreach activities, networking with community agencies.
Counselor -provided community outreach and social services on behalf of Agency.
Such services include: the provision of education and information to the community and
clients, conducting psycho-social assessments, counseling clients and families, providing
referral services and networking with community resources, training & supervising
volunteers.
MPM Learning Center, San Diego, CA.
Math Instructor -Conducted an after-school math program which assisted school
overall math skills.
Frederick Downey Retail Inc. -A restaurant holding company in San Diego, CA
Marketing Director ----representing the company to attend meetings, networking with
businesses and organizations, providing education, information, and gift certificates to
schools, churches, and sports organizations.
New Alternatives Inc. San Diego, CA.
Shift Supervisor-coordinated and supervised staff performing duties at the residential
treatment unit; provided residents with crisis counseling and assisted residents to receive
emergency services as needed; recruited educational and recreational therapists as
volunteers to residents aged from 7 -15; secured community donations for the library.
University of California, Berkeley Family Housing, Berkeley, CA
Resident Advisor -served as liaison between village office and residents; planned and
implemented social activities; assisted residents in obtaining emergency services;
mediated disputes among residents; published monthly newsletter.
University of Massachusetts, Lowell, Mass.
Teaching Assistant -served as liaison among graduate faculty and students at the
Psychology Department; planned and held workshops/conferences.
University of Massachusetts, Amherst, Mass.
Academic Counselor -assisted students at Bilingual Collegiate Program to cope with
academic problems, career planning and course selections.
University of Massachusetts, Lowell, Mass.
Master of Arts in Psychology May 1986 Emphasis: Community/Social Psychology
University of Massachusetts, Amherst, Mass.
Master of Education, May 1984 Emphasis: Human Development and Counseling
National Cheng-Chi University, Taipei, Taiwan
Bachelor of Arts, June 1981 Major: International Relations; Minor: Social Psychology
REFERENCES Professional References Furnished Upon Request
June 16, 2020 Item #6 Page 148 of 185
ATTACHMENT C
(_ Cicyof
Carlsbad
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2020-21 FUNDING PROPOSAL APPLICATION
The following information must be completed by each qualified nonprofit organization interested in
being considered for CDBG funding. Please type or print clearly. Attach additional sheets or information
as necessary. All information requested must be provided or the application will be considered
incomplete and will not be further evaluated for funding consideration. The application must not
exceed a total of fifteen {15) pages, please reference the Checklist of Required Documents.
(Attachments D and E may also be required depending on the proposed project, but will not count
towards the 15 page limit.) Ten copies, unstapled and three-hole punched, of the completed
application package, including appropriate attachments, must be submitted prior to 5 P.M. on
f]_ijfg~tf;tt'i.~{q, to Nancy Melander, Housing Services Department, 1200 Carlsbad Village Drive,
Carlsbad, CA 92008. Electronic and faxed applications will NOT be accepted. Applicants may obtain a
copy of this form in Microsoft Word format via internet email by contacting Nancy.
Melander@carlsbadca.gov.
➔THEME: Preference will be given to applications that specifically address the City Council approved
theme for the year.
FUNDING APPLICANT
Name of Agency:
Address:
Voices for Children
2851 Meadow Lark Drive, San Diego, CA 92123
Federal DUNS Number: ----=1=9_,_7_,_7=68:::.:2=6:;..:0=----------------------~
PROPOSED PROGRAM/PROJECT
Title of Program/Project:
Location of Program/Project:
Court Appointed Special Advocate (CASA) Program
San niego County
Contact Person:Jessie Stein (Grants Administrator) Telephone No.: ~( 8~5~8~)~59~8~--=22=8~3~-------
Email address: jessies@speakupnow.org Requested Funding Amount: $ ---=10='=0-"-()"'-o __ _
Brief Description of Program/Project (Describe the work to be perforrned, including the activities to be
undertaken or the services to be provided, the goals and objectives of the program/project, etc.):
I. ORGANIZATIONALABILITY/CAPACITY ·
A. This agency is:
IRl Nonprofit
D Local public agency
□
□
For-profit
State public agency
D Other (Please specify.) _____________ _
B. What is the purpose/mission of the agency?
1
June 16, 2020 Item #6 Page 149 of 185
The mission of Voices for Children (VFC)'s CASA program is to transform the lives of foster children by
providing them with Court Appointed Special Advocates (CASAs). CASAs are volunteers who provide a
single child or sibling group with comprehensive advocacy in court and in the community. VFC will serve
a total of 1,700 foster youth in FY 2020-2021. An estimated 10-20 children who reside in the City of
Carlsbad will spend time in the foster care system during FY 2020-2021. VFC will assess the cases of each
child, and provide CASA or staff advocacy to five (5) children from the City of Carlsbad who have the
greatest needs. These five children will be the beneficiaries of this CDBG project.
C. How long has this agency been in operation? Please include the date of incorporation?
Voices for Children has been in operation since 1980. It was incorporated on August 17, 1982.
D. How long has this agency been providing the proposed program/project?
VFC has provided CASA services for the past 37 years. VFC adopted the Court Appointed Special
Advocate {CASA) service delivery model and began training CASA volunteers in 1983.
E. Please submit an organizational chart for the agency as Attachment B.
F. Please describe the agency's existing staff positions directly responsible for the proposed
program/project and their qualifications and experience in implementing such a
program/project. (Resumes may also be submitted as an optional Attachment C but not
in lieu of a complete response.)
Stephen Moore, Chief Program Officer, will oversee the proposed project. Stephen has been
instrumental in the development of the VFC's program since he began in 2008. Over the last 12 years,
Stephen has assumed various positions within Voices for Children with increasing responsibility, and has
a vast depth of institutional knowledge. Under his direction, the CASA program continues to discover
new ways to fulfill our mission of changing the trajectory of the children's lives we serve. Additionally,
Stephen was recently appointed to serve on the San Diego County Child and Family Strengthening
Advisory Board, and is an important liaison between Voices for Children and the Court, dependency
judges, and other service organizations we partner with. Finally, Stephen has taken the lead on all of
VFC's previous CDBG grant awards and has successfully stewarded each one to meet or exceed goals.
Stephen has a bachelor's degree in Criminal Justice from San Diego State University
Director of Operations, Matt Olson, will be responsible for monitoring progress towards goals. Matt has
a background in child development and eight years of experience in advocacy and management at VFC,
where he currently oversees data collection and program evaluation.
G. Please indicate your agency's level of experience with the CDBG program.
CDBG program:
□ No or little experience (up to 1 year of using CDBG funds)
□ Some experience (2 to 3 years of using CDBG funds)
[RI Moderate experience (4 to 5 years of using CDBG funds)
□ Considerable experience (more than 5 years of using CDBG funds)
H. If you have received federal funds, including CDBG funds, in previous years, have
program violation findings ever been made against your agency/organization·?
No □ Yes
2
June 16, 2020 Item #6 Page 150 of 185
If yes, please explain nature of finding(s) and how finding(s) has been addressed by your
organization.
II. FINANCIAL CAPACITY/STABILITY
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG 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 (2018-2019 and 2019-2020) for the proposed program/project'?
Sources of Funding
CDBG
Community Activities (or other General Fund monies)
If yes, please indicate amount and status of previously awarded
remaining, program/project discontinued, etc.).
Amount Received
CDBG funds
Community Activities/Other
[8] □
[8] □
funds (fully expended, funds
C. Did you receive any federal funds, including CDBG funding from other cities, last year (July 2019 -
June 2020)?
□ No
Program Source
City of San Diego CDBG
City of Escondido CDBG
Victims of Crime Act
Yes (Please list funds below)
Amount Received
$250,000
$10,000
$828,776
Office of Juvenile Justice and Delinquency Prevention $10,000 (first installment of 2-year grant)
D. Will additional CDBG funds be required in future years for the project'?
□ No Yes
Ill. BENEFITS & BENEFICIARIES
A. How accessible or convenient is the proposed program/project to Carlsbad residE~nts'? (Please be
specific such as direct services to client's home, transportation provided to and from facility, or
relation to public transportation.)
CASA volunteers spend 10-15 hours a month delivering services to youth throughout the City of
Carlsbad in the locations where youth reside, attend school, and visit their family members. CASAs
can provide transportation for youth to school, medical appointments, therapy, work, sibling visits
(for children placed apart), and court hearings. CASAs assist transitional age youth (ages 16-21) with
3
June 16, 2020 Item #6 Page 151 of 185
(
independent living skills such as utilizing public transportation and may transport them to job
interviews or career readiness programs.
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%; Please see the 2019 Income Limits for the CDBG
Program included in the Request for Proposals package.}
100 % of clients are at 30 percent or below of the area median income
___ % of clients are between 31 and 50 percent of the area median income
___ %of clients are between 51 and 80 percent of the area median income
___ %of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or the area to
be benefited. (Reference Consolidated Plan Priorities)
All five individuals served through the City of Carlsbad CDBG program will be abused and/or
neglected foster youth who are presumed low-and moderate income (LMI), according to the U.S.
Department of Housing and Urban Development's definition. Since foster youth have no income, all
five CDBG-funded youth will be below 30% of the area median income (AMI).
Foster youth overlap with several of the high priority populations identified by the City of Carlsbad's
most recent Consolidated Plan, including extremely low income populations, victims of domestic
violence, unaccompanied youth, and persons with developmental disabilities. Foster children are at
increased risk for chronic health conditions, learning disabilities, and mental health challenges. They
are also at risk of numerous negative outcomes later in life. Studies by the Child Welfare League show
that 25% of youth who age out of the foster care system between the ages of 18 and 21 will become
homeless, 50% will be unemployed by age 24, 50% will never graduate from high school or obtain a
GED, and fewer than 3% will earn a college degree. San Diego is ranked by the FBI as one of the top
13 highest sex trafficking regions in the nation. According to the California Social Work Education
Center, 50-85% of children involved in human"trafficking have history with the child welfare system.
Though the local foster care system is made up of many dedicated professionals, there are not
enough resources to give children the individual care and attention they need. San Diego social
workers manage the cases of up to 25 families, attorneys represent up to 150 children, and judges
hear as many as 500 cases per year. Children encounter a revolving door of child welfare
professionals and there can be gaps in the delivery of critical services. Ultimately, the system that was
designed to bring safety and stability to foster. children can cause them significant additional harm.
Research from the Centers for Disease Control shows that having one secure and supportive
relationship promotes healthy childhood development and adaptive responses to trauma. While child
welfare professionals and caregivers may come and go, CASAs form personal and enduring
relationships with foster youth and provide them with consistent advocacy and support. They ensure
that the unmet educational, physical and mental health, and housing needs of foster youth are not
overlooked by advocating in court, in schools, and in the community. VFC is the only organization
designated by the Superior Court to provide CASA services to City of San Diego foster youth.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage that
are Carlsbad residents.
4
June 16, 2020 Item #6 Page 152 of 185
2, 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.)
VFC's CASA program focuses on at-risk children who have experienced trauma in the form of abuse
and/or neglect.
F. Does your organization charge recipients for the provided services?
No □ Yes (Please specify). ---------
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for construction,
rehabilitation, property acquisition, and construction related activities, or a new public/community service
program/project. Acquisition of property or construction related projects must also include an Attachment D for
plans, scope of work, cost estimates, property listing, or other appropriate documents. THE AGENCY MUST ENSURE
THE EXPENDITURE OF ALL CDBG FUNDS AWARDED WITHIN THE PROGRAM YEAR.
1, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
W't ~'.u{~
Signature/ l /. Title
2Lo j2t.J ~
NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
Information below to be completed by Housing and Neighborhood Services Department staff
Date Received: -·-··--~-~------------~----~---------------------~
Date Reviewed:
Staff Person Completing Review:
National Objective:
Local Objective:
Eligibility Determination:
5
June 16, 2020 Item #6 Page 153 of 185
2020·2021 PROJECT BUDGET
Jrganization: Voices for Children Total organization budget $6,508,495
Program/Project name requesting funds:
CDBG funds requested: $10,000
San Diego Court Appointed Special Advocate (CASA) Program
Total program/project budget: $3,760,400
Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for program/project:
a. Funding requested from the City
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 special events, foundation grants, corporate grants
h. TOTAL PROJECT FUNDING {project budget)
2. Uses of COBG 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 (__@ SSC/mile)
h. Incentives and Special Events
i. Indirect costs
j. Professional services
k.
I. TOTAL REQUESTED FUNDING (same as 1.a.)
3. Percentage of project budget represented by CDBG request
$10,000
$297,964
$542,036
$714,000
$0
$2,208,898
$3,772,898
$10,000
.0027%
6
June 16, 2020 Item #6 Page 154 of 185
1N DIEGO
Executive Summary
Voices for
Ch ildren.
A. child heard. A tire changed,
1. Voices for Children will use the requested funds ($10,000) to provide advocacy services
through our Court Appointed Special Advocate (CASA) program to abused and neglected
foster youth who have been removed from homes within the City of Carlsbad.
Specifically, CDBG funding will fund 1) a portion of the salaries of Voices for Children
staff Advocacy Supervisors who recruit, supervise, and support CASA volunteers, and 2)
to support the proportional amount of rent at our main office where volunteers attend
initial training, continuing education sessions, and meet with their Advocacy Supervisors
for case consultation and planning.
2. Please see attached Excel budget showing the specific line-item breakdown of our
funding request.
3. Voices for Children is only limited by the number of CASA volunteers we are able to
recruit, train, and supervise. The organizational cost of providing a foster youth with one
year of CASA services is $2,000. For every $2,000 we receive from the City of Carlsbad.
CDBG program, we will be able to provide one foster youth with a year of advocacy and
support from a CASA volunteer.
4. Voices for Children charges no fees for our services.
5. While we occasionally receive opportunities to match secured funding from other
organizations, we do not have a pending grant matching opportunity at this time.
6. If our request for $10,000 from the City of Carlsbad CDBG program is approved, we will
be able to assist five (5) Carlsbad residents, all of whom are abused and neglected foster
youth.
7-851 Meadow Lark Ptlve, San Diego, CA 921Z3 T (858) 569·2019 F (1358) 569-7151
June 16, 2020Item #6 Page 155 of 185D~lopmtnt Anlstant Speclal Events IV.ar.a12r {PTj Voices tr..,, Children Organizational Chart President and CEO Advocacy supervisor .~llerslc!eCounty Executive Diw::t:or-Program Assistant
June 16, 2020Item #6 Page 156 of 185Voices for Children San Diego Court Appointed Special Advocate (CASA} Program Organizational Chart Chief Program Officer I I I I Director of Court Report Director of VP of Programs Advocacy Editor Progarm Operations . I I . I I I Director of Volunteer Program Program Program Program Program Program Program Training Recruitment Manager Manager Manager Manager Manager Manager, Administrative Manager Juvenile Justice Supervisor I Senior Case L Recruitment & 3 Advocacy 3 Advocacy 3Advocacy 3Advocacy 3 Advocacy 2 Advocacy Program ~ Analyst Outreach -Supervisors i-Supervisors --Supervisors -Supervisors -Supervisors -Supervisors, -Administrative Assistant Juvenile Justice Assistant ~ Training i-1 Case Liaison i-1 Case Liaison ... 1 Case Liaison -1 Case Liaison -1 Case Liaison Coordinator ■ Training -1Advocacy -1 Advocacy -1Advocacy -1 Advocacy -1 Advocacy Associate Liaison Liaison Liaison Liaison Liaison
June 16, 2020 Item #6 Page 157 of 185
STEPHEN MICHAEL MOORE
2851 Meadow Lark Drive.
San Diego Ca. 92123
Phone: 858-598-2226
Email: StephenM@SpeakUpNow.org
WORK HISTORY
June 2019 Chief Program Officer
to Voices for Children Inc.
Present San Diego, California 92123
Provide oversight and strategic leadership to the organization's Advocacy, Recruitment and
Training teams and efforts. Oversee organization's program operations and ensure effective and
efficient fiscal management. Program development, implementation and auditing to ensure
program compliance and exceffence. Serve as the liaison between Voices for Children and;
Presiding Judge of Juvenile Court, Child Welfare Services, Children's Legal SeNices,
Dependency Legal Services, and various other stakeholders. Serve on various cross sector and
multi-disciplinary committees, initiatives, and boards as needed.
June 2016 Senior Vice President of Advocacy
to Voices for Children Inc.
June 2019 San Diego, California 92123
April 2015 Vice President of Advocacy
to Voices for Children Inc.
June 2016 San Diego, California 92123
Provides oversight and leadership for all staff and volunteer advocacy. Responsible for the
support and supervision of all program staff, and over 1,000 Court Appointed Special Advocate
(CASA) volunteers annually.
May 2013 Sr. Program Manager
to Voices for Children Inc.
May 2015 San Diego, California 92123
May 2011 Program Manager
to Voices for Children Inc.
May 2013 San Diego, California 92123
Oct 2010
to
May 2011
Assistant Program Manager
Voices for Children Inc.
San Diego, California 92123
Aug 2008 Program/Advocacy Supervisor
to Voices for Children Inc.
Oct 2010 San Diego, California 92123.
Manage daily program operations to include staffing, scheduling, conflict resolution, case
management support, disciplinary actions, performance review and training compliances.
June 16, 2020 Item #6 Page 158 of 185
Jan 2006 Youth, Teen & Adult Sports Coordinator
to YMCA San Diego County
Aug2008 San Diego, California 92017
Nov 2002 School Age Teacher/ Site Supervisor
to YMCA San Diego County
Jan 2006 San Diego, Ca. 92107
EDUCATION
May 2008 San Diego State University
San Diego, California
Bachelor of Science/Criminal Justice Administration
MEMBERS & AFFILIATIONS
Fostering Futures Initiative (May 2015 to present)
County of San Diego, Child and Family Strengthening Advisory Board (June 2019 to present)
San Pasqual Academy Advisory Board (January 2019 to present)
Blue Ribbon Commission {April 2015 to present)
Dependency and Delinquency Policy Groups {April 2015 to present)
TRAININGS & AREAS OF STRENGTH
• Program Design and Development
• Volunteer Management
• Case Management
• Dependency Law
• Diversity, Substance Abuse, Domestic Violence
• Foster Youth Educational Needs
• Child Abuse Prevention
• Sexual Harassment & Awareness
• Program Management & Leadership
• Fiscal Budgeting and Financial Planning
• Best Practice in Child Advocacy
• Fieldstone Leadership Development
• Non-Profit Management Solutions
• Expertise in Transitional Age Youth, Delinquency and Dual Jurisdiction Advocacy
• Training Facilitation
• Strategic Planning, Program Implementation, and Sustainability
June 16, 2020 Item #6 Page 159 of 185
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
FY 2020-21 FUNDING PROPOSAL APPLICATION
{'cicyof
Carlsbad
The following information must be completed by each qualified nonprofit organization interested in being
considered for CDBG funding. Please type or print clearly. Attach additional sheets or information as
necessary. All information requested must be provided or the application will be considered incomplete
and will not be further evaluated for funding consideration. The application must not exceed a total of
fifteen (15) pages, please reference the Checklist of Required Documents. (Attachments D and E may
also be required depending on the proposed project, but will not count towards the 15 page limit.) Ten
copies, unstapled and three-hole punched, of the completed application package, including appropriate
attachments, must be submitted prior to S P.M. on February 14, 2020, to Nancy Melander, Housing
Services Department, 1200 Carlsbad Village Drive, Carlsbad, CA 92008. Electronic and faxed
applications will NOT be accepted. Applicants may obtain a copy of this form in Microsoft Word format
via internet email by contacting Nancy. Melander@carlsbadca.gov.
➔THEME: Preference will be given to applications that specifically address the City Council approved
theme for the year.
FUNDING APPLICANT
Name of Agency: Women's Resource Center (WRC)
Address: 1963 Apple Street. Oceanside CA 92054
Federal DUNS Number: ~60~-=2=22=-~9~78=3~----------------------
PROPOSED PROGRAM/PROJECT
Title of Program/Project: "Alternatives to Abuse" Emergency Shelter Program
Location of Program/Project: Confidentially located in Oceanside. CA
Contact Person: Marina V. Araiza. CEO Telephone No.: ( 760 547-8808
Email address: marina.araiza@wrcsd.org Requested Funding Amount: S =10=·=0=00=·=0=0 ___ _
Brief Description of Program/Project (Describe the work to be performed, including the acthtities to be
undertaken or the services to be provided, the goals and objectives of the program/project, etc.):
Working to end gender-based violence in our communities, WRC serves all persons a,id 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-beirig 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
(continued next page, la)
Women's Resource Center (WRC) CDBG 2020 application 1
June 16, 2020 Item #6 Page 160 of 185
(
Continued:
Describe the work to be performed, including the activities to be undertaken or the services to be
provided, the goals and objectives of the program/project, etc.:
future perpetration in the next generation, WRC provides wrap-around, holistic support services and
prevention education with a history of forty-five years serving the San Diego community. Our well-
established programs and services include: emergency shelter where victims and their children may find
a temporary safe haven with us; a 24-hour hotline providing crisis intervention services as well as
information and referrals for those in immediate need; case management services to support survivors in
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 2017-2018 fiscal year alone, WRC brought hope and safety
to over 4,290 families.
As part of our services, WRC operates a 31-bed domestic violence shelter called "Alternatives to
Abuse" for families who are homeless due to domestic violence. This facility provides safe emergency
housing, supportive services, and counseling to victims of family violence and their children, who are
homeless due to dangerous and potentially life-threatening environments at home. The availability of a
shelter like Alternatives to Abuse is particularly critical for low-income victims who seek to escape violent
relationships. These survivors and children do not have the financial resources to use motels for
emergency housing and may instead find themselves homeless in their attempt to flee domestic
abuse. Alternatives to Abuse shelter program has a proud and proven reputation for providing critically-
needed, oftentimes life-saving, services to survivors of abuse in an effective, efficient, and fiscally-
responsible manner for nearly forty-five years. Since its inception in 1980, more than 15,000 survivors
and children have taken refuge at Alternatives to Abuse. Our management systems and service delivery
abilities have continuously demonstrated WRC's capacity to successfully implement programs that
prevents homelessness of victims of abuse and empowers them to achieve a brighter, safer future.
Recognizing that gender-based violence impacts each of our clients' lives in individual ways, it is
paramount to us at WRC that we differentiate our services in order to best support each survivor's needs
and goals. As an agency, we seek to not only provide a safe haven but to also provide clients and their
families the support they need to revive courage and rebuild their lives. Since 1974, WRC has been
dedicated to strengthening families by empowering survivors in crisis by supporting them to become able
to break free of abusive relationships and develop healthy, productive, violence-free lives.
WRC uses funding from sources such as that from the City of Carlsbad Development Block Grant
(CDBG) to serve as matching funds for other sources, including grants from the California Office of
Emergency Services. This enables WRC to leverage these funds for maximum benefit. It is estimated that
in the 2019-2020 fiscal year, funding from CDBG will be leveraged at a rate of 10 to 1.
Women's Resource Center (WRC) CDBG 2020 application la
June 16, 2020 Item #6 Page 161 of 185
(
(
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?
WRC is dedicated to providing the highest quality supportive services, counseling, shelter and education
to North San Diego County women, children and men involved in or threatened by domestic violence or
sexual assault.
C. How long has this agency been in operation? Please include the date of incorporation?
WRC (Women's Resource Center) has been in operation since 1974 and was incorporated in May 1975.
D. How long has this agency been providing the proposed program/project?
"Alternatives to Abuse" emergency shelter program serving survivors of abuse and their dependents has
been in operation since May of 1980.
E. Please submit an organizational chart for the agency as Attachment B.
F. Please describe the agency's existing staff positions directly responsible for the proposed
program/project and their qualifications and experience in implementing such a
program/project. (Resumes may also be submitted as an optional Attachment C but not
in lieu of a complete response.)
WRC's Board of Directors serves as the agency's policy-making body and actively participates in
funding, planning, and program development. The Chief Executive Officer of WRC, Marina V. Araiza,
MSW, administers all funding and program activities. Before assuming the role of CEO in June 2019,
Marina served as a member of WRC's Board of Directors and as WRC's Director of Residential Services.
Marina received her MSW from the University of Southern California in 2018 has a combined
experience in nonprofit management serving populations impacted by homelessness, human
trafficking, substance abuse, and gender-based violence.
(continued next page, 2a)
G. Please indicate your agency's level of experience with the CDBG program.
CDBG program:
□ No or little experience (up to 1 year of using CDBG funds)
□ Some experience (2 to 3 years of using CDBG funds)
□ Moderate experience (4 to 5 years of using CDBG funds)
@ Considerable experience (more than 5 years of using CDBG funds)
H. If you have received federal funds, including CDBG funds, in previous years, have program
violation findings ever been made against your agency/organization?
0 No □ Yes
Women's Resource Center {WRC) CDBG 2020 application 2
June 16, 2020 Item #6 Page 162 of 185
Continued:
Please describe the agency's existing staff positions directly responsible for the proposed program/proiect
and their qualifications and experience in implementing such a program/project.
WRC has a total staff of 43 full-and part-time personnel across all program areas. Of this number,
19 are provide full-and part-time staffing for the "Alternatives to Abuse" shelter program. Brittney
Romine, our Director of Residential Services has a combined experience of more than nine years of
administrative experience. Brittney is responsible for the day-to-day operation of the program and is
supervised directly by Marina V. Araiza, CEO. "Alternatives to Abuse" shelter staff includes five house
managers who are responsible for 24-hour supervision of the shelter's security and direct services; the
Assistant Director of Residential Services who oversees programming; and the Assistant to Residential
Services who oversees the house managers. WRC's Deputy Director, Jill Marshall, is responsible for
financial procedures and reporting; she has extensive management and financial oversight experience
and has been with WRC for seventeen years. Jill supervises case managers and counselors who are
responsible for the treatment and guidance of clients in our shelter program. She, too, is supervised by
WRC's CEO. Case managers have Bachelor's degrees, are bilingual, and each have backgrounds in social
service. Each of our counselors have Master's-level degrees and have been with WRC for one to four
years.
In addition to paid staff, WRC relies on the support of our dedicated volunteer base. We are proud
to recognize the community volunteers that support WRC and the survivors we serve --70 of which are
residents of Carlsbad. In the 2018-2019 fiscal year, volunteers donated 17,170 hours of service to WRC.
Please see "Attachment C" for a the resume of Marina V. Araiza, WRC Chief Executive Officer.
Women's Resource Center (WRC) CDBG 2020 application 2a
June 16, 2020 Item #6 Page 163 of 185
(
Ill. FINANCIAL CAPACITY/STABILITY
C.
A. Please complete Page 6 itemizing revenues and expenses (sources and amounts) for the
proposed program or project in which CDBG funds would be used. Indicate how the
requested CDBG funds would relate to the overall proposed budget.
B. Did you receive any of the following sources of funding from the City of Carlsbad within
the last two fiscal years (2018-2019 and 2019-2020) for the proposed program/project?
Sources of Funding
CDBG
Community Activities (or other General Fund monies)
□
~
0
D
If yes, please indicate amount and status of previously awarded funds (fully expended, funds
remaining, program/project discontinued, etc.).
CDBG funds
Community Activities/Other
Amount Received
2016-2017 $20,000
2017-2018 $15,000
2018-2019 $10,000
Status
Fully expended
Fully expended
Fully expended
Did you receive any federal funds, including CDBG funding from other cities, last year (July 2019 -June
2020)?
No
Program Source
$
$
$
□ Yes (Please list funds below)
Amount Received
D. Will additional CDBG funds be required in future years for the project?
□ No Yes
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.)
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
Women's Resource Center (WRC) CDBG 2020 application 3
June 16, 2020 Item #6 Page 164 of 185
refuge for Carlsbad survivors and dependents who become homeless due to domestic violence.
WRC 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%; Please see the 2019 Income Limits for the CDBG
Program included in the Request for Proposals package.)
_9:....,3a.__% of clients are at 30 percent or below of the area median income
-~7 __ % of clients are between 31 and 50 percent of the area median income
_..;::;0 __ % of clients are between 51 and 80 percent of the area median income
-~□--%of clients are above 80 percent of the area median income
C. Please describe how low-and-moderate income persons will benefit from the proposed
program/project. Include the need or problem to be addressed in relation to Consolidated Plan
housing and community development priorities, as well as the population to be served or the area to
be benefited. (Reference Consolidated Plan Priorities)
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 2012 study published by Rutgers University's Center for Violence Against Women reports that between 94-
99% of domestic violence survivors experience financial and economic abuse (Postmus et al., 2012). 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; anti countless other
methods abusers use to systematically trap their partner in economic dependence. In these situations, victims and
survivors often feel that they have been forced to choose between staying in an abusive relationship or poverty and
homelessness --an issue which is further exacerbated when there are children involved. In the U.S. Department of
Health & Human Services' Family & Youth Services Bureau's 2016 report on Domestic Violence and Homelessness,
studies found that among mothers with children experiencing homelessness, more than eighty percent had previously
experienced domestic violence. Additionally, their sources reported that thirty-eight percent of all domestic violence
victims become homeless at some point in their lives and between twenty-two and fifty-seven percerit of all homeless
women report that domestic violence was the immediate cause of their homelessness. We at WRC find these situations
to be unacceptable. By maintaining a safe emergency shelter open to survivors and their children, WRC seeks to provide
an alternative to survivors who seek to flee abuse. WRC's shelter offers a safe, non-isolating environment for survivors
and their children to rest, recuperate, and plan next steps with the support of WRC's case management program. Case
managers work individually with clients to assess their needs and guide them in receiving the resources and support
necessary to rebuild their lives away from violence and find accessible and affordable transitional or permanent
housing.
During their stay, linens, hygiene products, food, counseling services, and crisis services are provided at no cost
to survivors in the shelter and they may visit our thrift store to shop for clothing for themselves and their children using
(continued next page, 4a)
Women's Resource Center (WRC) CDBG 2020 application 4
June 16, 2020 Item #6 Page 165 of 185
Continued:
Please describe how low-and-moderate income persons will benefit from the proposed program/proiect.
free vouchers. Located in a secure and confidential location in North County, this 28-day, 31-bed 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 out of a life
controlled by abuse.
WRC's "Alternatives to Abuse" emergency shelter program meets all three broad national objectives outlined
in the City's Request for Proposal as well as the special focus of "Homeless services and programs" adopted by the City
Council in 2017.
---In regard to national objectives:
{1) Provides a direct benefit to low-and moderate-income persons: Program experience since WRC's inception
in 1980 indicates that an excess of 80% of "Alternatives to Abuse" shelter clients are extremely-low, low, and/or
moderately-low income persons as described by the County of San Diego. These income guidelines are well within
CDBG income level definitions.
(2) Aid in the prevention or elimination of slums: In the U.S. Department of Health & Human Services' Family &
Youth Services Bureau's 2016 report on Domestic Violence and Homelessness, studies found that among mothers with
children experiencing homelessness, more than eighty percent had previously experienced domestic violence.
Additionally, their sources reported that thirty-eight percent of all domestic violence victims become homeless at some
point in their lives and between twenty-two and fifty-seven percent of all homeless women report that domestic
violence was the immediate cause of their homelessness. By providing a safe alternative to homelessness for survivors,
WRC prevents these women and families from a life on the streets.
(3) Meet other community development needs having a particular urgency because existing conditions pose a
serious and immediate threat to the health or welfare of the community where no other financial resources are available
to meet such needs: Domestic violence is a major national issues that cuts across all socioeconomic, racial, gender, and
age demographics in our society. Abuse and violence occurs in staggering proportions across the nation with
researchers estimating that an average of twenty people experience intimate partner violence each minute, equating
to more than 10 million abuse victims annually (NCADV). Alongside this statistic, upwards of 3.3 million children are
exposed to domestic violence each year. Psychological research shows that these children have higher levels of anger,
hostility, disobedience, and withdrawal. They have similar health issues as adults: anxiety, sleep disorders, mental
health and behavioral health issues. For reasons linked to these effects, persons who have witnessed domestic violence
in the home are exponentially more likely to become involved in domestic violence in their adult life, either as victims
or perpetrators. In this way, domestic violence is considered cyclical in nature and providing effective interventions is
critical to stopping the cycle of violence from spreading to the next generation.
The repercussions of domestic violence affect more than just the victim and the family; research by Everytown
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 tttree of the local
Community Development Objectives:
l. 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
(continued next page, 4b)
Women's Resource Center (WRC) CDBG 2020 application 4a
June 16, 2020 Item #6 Page 166 of 185
(
Continued:
Please describe how low-and-moderate income persons will benefit from the proposed program/project.
rendered homeless due to domestic violence may find temporary housing case management services that
guide them in planning next steps and receiving assistance, and counseling services that help them transition
and heal from a life of violence.
2. Social Services (General): "Provide assistance to public service providers who meet the basic needs of
lower income Carlsbad residents. Basic needs providers are defined as those that provide food, shelter, clothing,
and in some cases, healthcare" and "Provide assistance to public service providers who offer counseling and
self-improvement programs/activities for lower income Carlsbad residents." With more than 95% of WRC
clientele identified as low-income or below defined San Diego AMI, WRC's programming is directly focused on
providing timely and specialized services to low-income families affected by domestic abuse in our
community. "Alternatives to Violence" emergency shelter program provides all basic needs for clients
including food, clothing, shelter, hygiene products, counseling services, and access to support groups.
3. Social Services (Children and Adults): "Provide assistance to organizations which administer programs
that directly benefit lower-income children living in Carlsbad. The programs must provide one or more of the
following activities: day care, after-school care, cultural enrichment, recreation, and healthcare/immunization
or self-improvement The City may also give priority to single-parent assistance programs such as counseling
services." Through our "Alternatives to Abuse" emergency shelter program, WRC provides trauma-informed
counseling services to both single-parent survivors of domestic violence and their children. WRC utilizes
specialized, clinically-approved approaches to provide holistic counseling services to adults and children
affected by domestic violence including art therapy, play therapy, individual, and group counseling.
---WRC's "Alternatives to Violence" emergency shelter program also meets the City Council's established focus
of "homeless services and programs" by providing confidential, safe shelter to families who become homeless due to
violence in the home. Research by the San Diego Regional Task Force reports that approximately 50% of all homeless
women in San Diego County became homeless due to domestic violence. WRC is a committed force in working to
prevent future homelessness of victims of domestic violence by fostering a safe, accessible, and transformational space
for survivors and their families to find refuge and resources to assist them in rebuilding their lives after abuse.
D. Please indicate the number of clients benefiting from the proposed activity and the percentage that
are Carlsbad residents.
328 Persons of which _6_% 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.)
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?
Iii No □ Yes (Please specify)-"'---~-----
Women's Resource Center (WRC) CDBG 2020 application 4b
June 16, 2020 Item #6 Page 167 of 185
(
IV. IMPLEMENTATION OF ACTIVITY
A. Please submit a schedule for implementation as Attachment E if this proposal is for construction, rehabilitation,
property acquisition, and construction related activities, or a new public/community service program/project.
Acquisition of property or construction related projects must also include an Attachment D for plans, scope of work,
cost estimates, property listing, or other appropriate documents. THE AGENCY MUST ENSURE THE EXPENDITURE OF
ALL CDBG FUNDS AWARDED WITHIN THE PROGRAM YEAR.
I, the undersigned, do hereby attest that the above information is true and correct to the best of my knowledge.
Chief Executive Officer
Signature Title Date
NOTE: Applications must include a resolution from your organization's Board of Directors authorizing the person
signing above to submit funding applications and to enter into funding agreements if selected.
Information below to be completed by Housing and Neighborhood Services Department staff.
Date Received:
Date Reviewed:
Staff Person Completing Review:
National Objective:
Local Objective:
Eligibility Determination:
Women's Resource Center (WRC) CDBG 2020 application s
June 16, 2020 Item #6 Page 168 of 185
2020-2021 PROJECT BUDGET
Organization: ____ Wa.;....;.o..,.m"""e~n~' s~R=e=s=o'""'u'-'-rc=e~C=e=n-'-'t=e"-r _____ Total organization budget $ 2,270,000.00
Program/Project name requesting funds: Alternatives to Abuse Domestic Violence Shelter
CDBG funds requested: ~$ ___ 1_0~,o~o_o ___ Total program/project budget: ~$ __ ~4-=80=·=0'""00 _______ _
Note: Indicate with an asterisk(*) funds that are volunteer time or in-kind contribution.
1. Sources of funding for E!rogram[E!roject:
a. Funding requested from the City s 10.000
b. Other federal funds (if any)
C. State or local government funds 400,000
d. Donations and contributions 70,000
e. Fees or memberships
f. In-kind contributions/ Volunteer time
g. Other funding
h. TOTAL PROJECT FUNDING (project budget) $ 480,000
2. Uses of CDBG funds reguested for the grogram[groject: {1.a.}
( a. Wages and salaries $
b. Personnel benefits
C. Materials and supplies (food, hygiene products, linens, transportation
assistance, etc.) 10.000
d. Program expenses and evaluation
e. Rent and utilities
f. Insurance
g. Mileage ( __ @ SSC/mile)
h. Incentives and Special Events
i. Indirect costs
j.
k.
I. TOTAL REQUESTED FUNDING (same as 1.a.) $ 10,000
3. Percentage of project budget represented by CDBG request 2.08 %
Women's Resource Center (WRC) CDBG 2020 application 6
June 16, 2020 Item #6 Page 169 of 185
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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 Development Block Grant 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.
Since the inception of Alternatives to Abuse in 1980, WRC has been able to provide 716,173 nights
of shelter to more than 15,000 survivors and children. The availability of this shelter program is imperative
to the well-being and safety of hundreds of survivors and children every year. The critical and oftentimes
life-saving services Alternatives to Abuse provides allow victims of violence to be able to escape violent
situations, rest, recuperate, and gain resources and support in establishing a fife free from abuse that does
not require them to live on the streets of our local community.
2. Attach an Excel budget showing the specific line-item breakdown on how you arrived at the funding
request.
Please see attached Excel budget breakdown. WRC's request is for 2.08% 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 fund raising efforts to meet
the shortfall. There is no minimum threshold for funding. We will utilize any level of funding we
receive.
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.
June 16, 2020 Item #6 Page 170 of 185
ATTACHMENT A,
page 2
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?
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 $400,000.00. CDBG's
funding enables WRC to leverage awarded monies for maximum benefit. For fiscal year 2019-2020,
it is expected that CDBG funding will be leveraged at a rate of approximately 10:1.
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 twenty-six Carlsbad
residents seeking shelter from abuse.
June 16, 2020Item #6 Page 171 of 185Women's Resource Center Organizational Chart ATTACHMENT B BOARD OF DIRECTORS I I I CHIEF EXECUTIVE OFFICER I . I I CLIENT AND EDUCATION RESIDENTIAL SERVICES SERVICES/HUMAN DEVELOPMENT AND -BUSINESS SERVICES RESOURCES/RESALE SHOP SPECIAL EVENTS I ~ I , I DIRECTOR OF DEPUTY RESIDENTIAL ~RECTOR DEVELOPMENT CEO SERVICES DIRECTOR EXECUTIVE ASSISTANT I I I CASEWORK/ VOLUNTEER I ASSISTANT l I DIRECTOR COUNSELING SUPPORT/ RESALE HUMAN ADVOCACY ---RESIDENTIAL EDUCATION SHOP RESOURCES DEVELOPMENT FISCAUCLERICAL SERIVCES SERVJrES SERVTrP RESOURCES SUPPORT 1 I / ' I I ASSISTANT CASE MANAGERS RESIDENTIAL VOLUNTEER DEPUTY COUNSELORS DEVELOPMENT SERVICES COORDINATOR RESALE SHOP " / J RAPE CRISIS MANAGER DlRECTOR I COUNSELORS VOLUNTEERS COUNSELORS INTERNS SEXUAL ASSAlJL T HOUSE RESPONSE TEAMS I ADMINISTRATIVE MANAGERS DOMESTIC VIOLENCE ASSISTANT ADVOCATES CASE COMMUNITY I J RAPE CRISIS ASSISTANT MANAGERS ADVOCATES EDUCATOR RESALE SHOP MANAGER RECEPTIONIST STATISTICAL COMMUNITY COORDINA TORJGRA.'.T OUTREACH CLINICAL SL"PERVISOR COORDINATOR
June 16, 2020 Item #6 Page 172 of 185
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MARINA V. ARAIZA, MSW
marina.araiza@wrcsd.org 1760-547-8808
EDUCATION
University of Southern California
Master of Social Work
Los Angeles, CA
August 2018
Concentration: Social Change and Innovation
USC Global Immersion Program
Combating Human Trafficking in the Philippines
Manila, Philippines
March2017
CERTIFICATES
USC: Human Services Management
USC: Social Innovation and Excellence
PESI, Inc: Integrated Mindfulness Based Stress Reduction (MBSR) Skills in Clinical Practice
CCAPP: Confidentiality, Ethics and Boundaries
WRC: DV /SA 60 Hours Crisis Intervention Program
TRAININGS
USC: Problem Solving Therapy, Motivational Interviewing, Cognitive Behavioral Therapy (CBT)
UCSD Center of Mindfulness: Mindfulness-Based Stress Reduction Program (MBSR)
EXPERIENCE
WRC Oceanside, CA
Chief Executive Officer
July 2019 -Present
Implement agency vision and mission
Provide leadership and supervision to organization staff in the performance of established goals and
objectives
Coordinate and integrate programs and policies with goals and objectives of organization
Develop, administer, review, evaluate, modify, and expand organization programs; attract and
develop relationships with donors
Act as liaison and advisor to WRC Board of Directors, keep them adequately informed of
organization operations
Develop, implement, and administer sound fiscal procedures, prepare annual budget and monthly
financial statements to WRC Board of Directors; assure an annual independent financial audit
Assure communication between project components and organization as a whole, including
participation on management team
WRC Director of Residential Services August 2018-July 2019
• Developed process evaluation plan, completed redesign and implementation of operations and
service delivery of the residential services program
• Leadership, training and supervision to staff to reach program goals
• Operation and supervision of two residential facilities for families victimized by domestic violence
and sexual assault
• Responsible for all operations of WRC' s Alternatives to Abuse emergency shelter program and two-
year Transitional Housing program (22 apartments)
1
June 16, 2020 Item #6 Page 173 of 185
OPERATION HOMEFRONT, San Diego, CA. December 2017-August 2018
Senior Director Assistant
• Assisted developing Master Prospect list and donor pipeline, conducted grant research and grant
writing
• Program evaluation, redesign and implementation of outreach and volunteer programs
• Assisted in developing strategies to attract donors
BILATERAL SAFETY CORRIDOR COALITION National City, CA May -December 2017
Bilingual Clinical Case Manager
• Provided case management services to victims/survivors of human trafficking through a client
driven wellness and recovery model based on a trauma-informed approach and cultural relevance
• Coordinated operations and implementation for services to trafficking victims/survivors
• Hired, trained and supervised staff and interns
WRC Oceanside, CA May 2014-May 2017
House Manager I Receptionist I Sexual Assault Response Team I Domestic Violence Response
Team I Crisis Hotline I Special Events I Fundraising I Donor and Vendor Cultivation
• Managed overall crisis response of the agency's transitional housing and shelter programs
• Assisted the agency with fund.raising events
ARK.HEIN DESIGN STUDIO San Diego, CA May 2011 -June 2016
Partner and Senior Designer
• Ensured the vison and direction of the design studio was coordinated with all projects and
employees
• Developed a strong design team and championed design excellence
• Reviewed all design projects and was accountable for overall design and design leadership
• Developed and maintained relationships with all existing clients
• Submitted projects for design competitions
GUAVA INVESTMENTS, LLC Indianapolis, IN 2002 -2008
Area General Manager
, Operation and management of seven hotels in the Midwest, USA
• Managed and developed the Hotel Executive team to ensure career progression and development
• Lead all aspects of business planning and development
• Acted as a final decision maker in hiring key staff members
• Prepared a monthly financial reporting for the owners
HAZEL CORPORATION Mexico City, Mexico 1985 -1993
Director of Operations
• Overall operation and management of a major restaurant corporation in Mexico City
• Acted as final decision maker in hiring key staff members
• Managed on-going profitability ofrestaurants, ensured revenue; client satisfaction targets were met
and exceeded
• Prepared monthly financial reports for corporation owners
2
TO: Nancy Melander, Community Education and Grants Program Manager, City of Carlsbad
FROM: Erica Snyder, Principal, LeSar Development Consultants
DATE: April 30, 2020
SUBJECT: Carlsbad CDBG COVID-19 Needs Assessment
COVID-19 OVERVIEW
In December 2019, a pneumonia of an unknown cause was detected in Wuhan, China and reported to the
World Health Organization (WHO). This disease has since spread worldwide through person-to-person
contact and community spread. WHO declared the Coronavirus Disease 2019 (COVID-19) a global
pandemic on March 11, 2020 due to the ease of spread through person-to-person contact. This is the first
pandemic known to be caused by the coronavirus and there have only been four pandemics declared in
the past century, all of which were strains of the influenza virus.1 While most information at this time
suggests the majority of COVID-19 cases are mild, the Centers for Disease Control and Prevention (CDC)
has found that 80 percent of deaths due to COVID-19 in the United States were among adults ages 65 and
older, with the highest percentage occurring in people 85 years and older. Additionally, it is more likely
for people with serious underlying medical conditions (such as heart conditions, chronic lung disease, etc.)
to be at higher risk for developing severe illness.2 To date, different parts of the United States have been
experiencing varying levels of COVID-19 activity, but all 50 states have reported cases and community
spread.
On March 17, 2020, the City of Carlsbad’s City Council passed a declaration of local emergency related to
COVID-19. On March 19, 2020 California’s governor declared a stay-at-home order for all Californians,
except for essential needs, to slow the pace of COVID-19. This resulted in the closing of many
businesses, schools, and caused jurisdictions to close local parks, trails, beaches. The stay-at-home order
is still in effective at the time of this memorandum.
In response to this crisis, the federal government passed and signed into law on March 17, 2020 the
Coronavirus Aid, Relief, and Economic Security Act (CARES Act) to assist communities nationwide related
to housing, economic, and other needs. Included in the CARES Act was an additional $2 billion in
Community Development Block Grant (CDBG) funds to assist communities across the United States in
mitigating the impacts of COVID-19.3 These funds will be awarded based on existing grant formulas and
have new guidance with the intention of allowing quick action to assist low-income and vulnerable
citizens. Additional CDBG monies will be awarded to the City of Carlsbad based on a new formula related
to COVID-19 and housing needs. It is anticipated the City of Carlsbad will receive its annual CDBG allocation
of $536,604 as well as an additional of $315,666 in CDBG funding through first round of CARES Act
Funding.
The impacts of this pandemic have been felt by and disrupted every household, community and sector
within San Diego County. According to SANDAG, one month into the COVID-19 stay-at-home order has
increased the average unemployment rate in San Diego County from 3.4 percent to 24.3 percent. The City
1 https://www.cdc.gov/coronavirus/2019-ncov/cases-updates/summary.html#background
2 Ibid.
3 https://www.hud.gov/press/press_releases_media_advisories/HUD_No_20_049
Exhibit 3
June 16, 2020 Item #6 Page 174 of 185
of Carlsbad is seeing unemployment range from 20 to 22 percent, depending on the zip code.4 Over
300,000 people have filed for unemployment countywide since mid-March. According to SANDAG,
Carlsbad businesses are experiencing significant layoffs related to Arts, Education, and Recreation; which
includes amusement parts, museums, and theaters, however other sectors are being impacted as well.5
It is predicted that this disruption could have lasting impacts in the local, regional, and national economy.
LeSar Development Consultants (LDC) is working with the City to quickly assess the City’s impacts and
residents needs as it relates to COVID-19 to determine the best use of these funds. This process will
include a review of U.S. Department of Housing and Urban Development (HUD) CDBG funding guidance
and data gathering from internal and external stakeholders to assess the community’s current response
and future needs. Based on the local data and consultations, LDC has develop potential funding
recommendations related to food insecurity and housing assistance for the City’s CARES Act funding
allocation to position the City to best respond to the COVID-19 crisis.
4 https://www.sandag.org/uploads/publicationid/publicationid_4658_27389.pdf
5 Ibid.
June 16, 2020 Item #6 Page 175 of 185
NEEDS ASSESSMENT LDC gathered data regarding Carlsbad’s community needs and the current response in a variety of ways. First, LDC reviewed community data based on information gathered by 2-1-1 San Diego and the City of Carlsbad. Second, LDC conducted an online survey of the City’s CDBG subrecipients to identify how nonprofits were addressing COVID-19 and future funding needs. Lastly, LDC held a meeting with variety of City of Carlsbad staff to gather qualitative data pertaining to how the City of Carlsbad has been responding to COVID-19 and the types of needs being identified in the community through city operations. Below includes a summary of the data gathered.
2-1-1 San Diego Data
2-1-1 San Diego (2-1-1) is a nonprofit located in the County of San Diego that gathers regional data and
shares information vital related to community, health, and disaster resources, including COVID-19
resources and information which are available 24 hours a day in more than 200 languages. To meet the
needs of the community, 2-1-1 is working with the County of San Diego, County of San Diego Public
Health, Office of Emergency Services, the State of California, and local service providers to offer up-to-
date and vetted information.6 2-1-1 was activated to provide emergency information and enrollment
support for public services due to COVID-19 and has received 93,313 calls between March 13 to April 26,
2020.
Below are several charts identifying the needs of community members who called 2-1-1:
6 https://211sandiego.org/resources/health-wellness/
June 16, 2020 Item #6 Page 176 of 185~-ij I !~! !-Ii 3/15 ■ :Ii 3/16-i 3/17-,. 3/18-~ 3/19 !!!!!!!!!!!!!!! 3/20-!I! 3/21 iiiiiiiilil!!! ii1 3/22 !l!!!!!!!!!!!!!il! 3/23~~ 3/24-,. 3/25 !!!!!!!!!!!!!!!; 3/26 !!!!!!!!!!!!!!! ~ 3/27-i 3/28-~ 3/29 i)! 3/30 3/31-i 4/1-,J 4/2~3! 4/3-f; 4/4 11111111111 ~ 4/5 !!!!!!!!!!ti, 4/6-~ 4/7-ill 4/8-, . 4/9 'l! 4/10-] 4/11-l 4/12 !!!!!!!!!!!!!!! ill 4/13-il/ 4/14-i 4/15-r--4/16 ii/.. 4/17-:, 4/lB~i)! 4/19 4/20-4/21-f; 4/22-" 4/23 iiiiilt 14/24-il/ -~
2-1-1 has summarized the caller trends for COVID-19 resources as the following:
• Food and housing assistance remain the top needs. Rental assistance represents the majority of
housing needs since activation.
• Utility assistance remains high amongst client needs; gas/electric payment assistance represent
more than half of utility needs.
• Approximately 1 in 5 clients assisted in the past six weeks have requested food assistance, with
emergency food assistance the most common type of food needs.
• CalFresh application assistance has doubled with more than 3,500 applications submitted in the
region since March 13, 2020.
• Unemployment and disability application assistance is 10 times the typical need, however it only
represents 1 percent of total client needs.
City of Carlsbad residents represent approximately 3 percent of callers specifically for COVID-19 needs,
which may include seeking general information, transmission spread, symptoms, seeking test sites, or
safety precautions, amongst other options. The full 2-1-1 Call Report can be found within Attachment- 2-
1-1 San Diego Data.
June 16, 2020 Item #6 Page 177 of 185
2_ ••• ,,,. 2-1-1 SAN DIEGO NEED TRENDS SINCE ACTIVATION
~ ,~,", · Client Need Trends by Category March 13 -April 26, 2020
Trending by Need Category
Percents are out of total client needs that day
Public Assistance Program Needs
1
iiiiiiiiiiiiliiiiifiiiliiih111iilfl1
-~i~~-~~~j~~-~~i-~-~~i!~$~Si~~S-~S$$$$$$$$$$~~~i$-;~
Healthcare Needs
, ...
iiliiiii■iiiiiiiiiiiii iiiiiiiiiiiiii1i11111i1
~!~~~!~~~~~~~~~~~~~$~~i~i~i~sss~$$$S$$~~~~~~~
Materia I Good Needs
I "' iiiiiiiiil11i11ii111i1 i1111ii1111ii11iiiii1i■
~~~~~~~~~~~~~~~~~~i$~S~$~~~$?$~~$$$S$$S~~~~~~
■ Weekday ■ Weekend
Specific Needs within Category
Percents are out of total needs in that category
Top 5 Public Assistance Program Needs
Food Stamp,/SNAP Application,
EBT Card Service, I 13~
Medicaid Application, 18%
TANF Apphc;ition, 13%
General Relief Application, 12%
Top s Healthcare Needs
Health Supportive Service,
Health 5creening/Diagno5tic 5ervKe5 ■ 15'M
Outpatient Health Facilit1e5 ■ 13%
Specialty Medk:irie I 5%
Human Reproduction 14%
Tops Material Good Needs
Diaper,
....
47%
24%
Per,onal/Grooming Supplie, -18%
General Clothing Provi,ion -14%
Bathing Facilitie, ■ 7%
Computer Di,tribution Program, ■ 7%
Community Survey
The City of Carlsbad sought community input from April 9 to April 13, 2020 regarding how the COVID-19
public health emergency has affected them, as well as priorities for information and services to be
provided by the City. The survey received a total of 1,018 responses, the majority of which indicated
they were from households without small children. A summary of the results include:
Top concerns
• Contracting COVID-19 (38%)
• Overall stress/worry/anxiety/depression (35%)
• Ability to get toilet paper, cleaning supplies or other household goods (31%)
• Job/ability to make a living (30%)
• Social isolation (29%)
• My business (26%)
• Keeping my kids happy and engaged (25%)
• Care for elderly friend/relative (25%)
Most helpful information the city can provide
• 71% Latest rules and health orders
• 58% Latest statistics about COVID-19
• 48% How to help the community/how to support local businesses
The full survey report can be found in Attachment- COVID-19 Community Input Survey Results.
CDBG Subrecipient Survey
On April 20, 2020 the City of Carlsbad requested its CDBG subrecipients participate in an online survey
to gather insight into how their operations have changed based on the new COVID-19 environment. A
total of eight agencies participated with nine survey responses. CDBG subrecipients were asked to share
which COVID-19 vulnerable populations they were serving, provide details regarding the COVID-19
response services being offered to Carlsbad residents, share which services the organizations were
seeing an increased need due to COVID-19, and to provide insight into underfunded services due to
increased demand.
All organizations indicated they are serving the populations the CDC have indicated are at a higher risk
of contracting COVID-19. All organizations (9) are serving persons experiencing homelessness, seven (78
percent) are serving seniors over the age of 60, and six (67 percent) are serving persons with disabilities.
CDBG subrecipients are experiencing increased needs related to food insecurity, emergency financial
assistance for housing, and short-term shelter. Within these needs, there has been an increase in case
management required, crisis intervention, and helping clients navigate various systems to connect to
benefits. Additionally, it was noted an increase in requesting housing and fair housing assistance due to
confusion regarding the rights of tenants and homeowners with mortgages in relationship to the new
eviction moratoriums.
Overall, organizations are seeing an increased community need and limitations on organizational
funding regarding providing food and basic necessities (which now includes personal protective
equipment), housing financial assistance, and temporary shelter. Below are the top three COVID-19
response priorities as indicated by the survey respondents:
June 16, 2020 Item #6 Page 178 of 185
The full survey results can be found in Attachment- CDBG Subrecipient Survey Results.
City Staff Input
The City of Carlsbad convened an internal virtual meeting on April 22, 2020 to discuss the CARES Act
CDBG funding. Staff participation included representatives from the Housing Services Division, Economic
Development, Homeless Outreach, Emergency Operations Center, and Parks and Recreation (Senior
Programs). There was a presentation which provided an overview of CDBG and the CARES Act, eligible
CDBG funded activities, overview of Carlsbad’s community survey and the CDBG subrecipient survey,
and ended with a discussion related to the COVID-19 data gathered to-date and staff sharing community
needs identified through their own COVID-19 response work. The following community needs were
identified:
• An increase in food scarcity and households experiencing food insecurity.
• Increases in rental assistance needs, including arrears to prevent future evictions.
• Potentially purchasing of hotels/motels to provide housing to people experiencing homelessness
and isolation, as needed.
• Limited staff capacity at local nonprofits, specifically those serving the homeless.
• Economic development concerns related to small businesses, including commercial evictions
assistance.
• Unforeseen need across all socioeconomic statuses, the community is experiencing needs for
assistance from a larger population than previously experienced.
June 16, 2020 Item #6 Page 179 of 185
Q7 What does your organization view as the top three priorities to
respond to COVID-19?
Temporary
Shelter
Short-term
Rental. ..
Food Delivery
to Vulnerabl. ..
Cleaning
Services
Food Delivery -
to Seniors
Other (please -specify)
I
Small Business •
Support. ..
I
Job Search .
Assistance
Medical
Testing
Medical
Services
Childcare
Services
Answered: 9 Skipped: 0
0o/o 10% 20% 30% 40% 50% 60% 70% 80¾ 90o/o 100¾
Concerns related to providing domestic violence services amidst a stay-at-home order. Overall, staff’s
feedback mirrored closely to the data received from other sources regarding COVID-19 needs.
PROPOSED FUNDING RECOMMENDATIONS
COVID-19 has impacted all households within the City of Carlsbad, however, to differing degrees. Due to
the nature of the pandemic, households of various socioeconomic statuses are now experiencing food
and housing crises alike and nonprofit service providers are being asked to serve a growing client base,
some of whom have never accessed services previously. In response to the community needs, the City of
Carlsbad will be allocating its CDBG monies to address these COVID-19 community needs.
The CARES Act has provided additional $ 5 billion in CDBG funding to states and localities, such as
Carlsbad, with CDBG monies to prevent, prepare for, and respond to the COVID-19. An overview of
CDBG-Coronavirus (CDBG-CV) funds allocation process and waivers include:
• $2 billion in direct funding to states and localities under the Fiscal Year 2020 CDBG funding
formula and it has already been allocated. Carlsbad received $315,666 in CDBG-CV.
• An additional $1 billion will be available for states and insular areas, to be allocated by May 11th,
which can be used in non-entitlement and entitlement areas, which applies to Carlsbad as an
entitlement jurisdiction.
• Nearly $2 billion which will be allocated on a rolling basis using a new formula to be determined
by the HUD Secretary based on COVID-19 factors, including housing impact.
• The public services cap of 15 percent has been waived in response to COVID-19 for Fiscal Years
2019 and 2020, as well as for the use of CDBG-CV funds. This means funding can be provided to
nonprofits who offer housing, education, childcare, food services, elder services, etc.
• The Citizen Participation Process for draft plans and amendments have been reduced to five
days for review and allows for virtual public hearings. Note: This requires amending Carlsbad’s
existing Citizen Participation Plan.
• HUD has broad authority to waive regulations..
HUD has indicated the most efficient way to allocate CDBG-CV funds to the community is for recipients
to submit a substantial amendment to the Fiscal Year 2019 Annual Action Plan and has committed to
expediting amendments and the grant process. Additionally, HUD has released guidance for using CDBG
for infectious diseases (Attachment- HUD CBDG Guidance) and is allowing entitlement jurisdictions to
use 24 CFR § 570.207(b)(4) to provide income payments using CDBG funds. For the purposes of CDBG,
income payments means “… a series of subsistence-type grant payments made to an individual
or family for items such as food, clothing, housing (rent or mortgage), or utilities, but excludes
emergency grant payments made over a period of up to three consecutive months to the provider of
such items or services on behalf of an individual or family.”7 For the purposes of responding to COVID-
19, HUD is allowing income payments to be made as emergency grant payments.
During a webinar held by Enterprise Community Partners on April 29, 2020, HUD representatives
clarified this meant entitlement jurisdictions could provide housing financial assistance (rent or
mortgage and/or utilities) as an eligible activity under public services without a waiver for households if
7 https://www.law.cornell.edu/cfr/text/24/570.207#b_4
June 16, 2020 Item #6 Page 180 of 185
it was paid directly to the provider of services (landlord and/or utility company) and not a tenant, for a
maximum of three consecutive months.
HUD has stated it will be closely monitoring for duplication of benefits, meaning using CDBG funds to
pay for things that are provided by a different funding source, and are encouraging jurisdictions to be
cognizant of various funding available. Additional federal technical assistance in this area is forthcoming.
The County of San Diego is the recipient of the CARES Act Emergency Solutions Grant (ESG) funding,
which provides short-term financial assistance to households at-risk or currently homeless. At this time,
there has not been an official determination by the County of San Diego regarding how this funding will
be allocated and how residents of Carlsbad could receive this assistance.
The greatest needs identified regarding responding to COVID-19 in Carlsbad related to short-term
shelter, rental assistance, and food delivery to vulnerable populations. Given the increased flexibility of
CDBG-CV and the needs of the Carlsbad community to prevent and respond to COVID-19, it is
recommended the City of Carlsbad consider utilizing the additional CDBG-CV funds to address food
insecurity and housing financial assistance needs, which may include supporting those experiencing
homelessness. These activities may include, but are not limited to: 8, 9
Public Services:
• Short-term income payments (rental or mortgage and utility assistance) for up to three
consecutive months.
• Delivering meals to quarantined individuals or individuals that need to maintain social
distancing due to medical vulnerability.
• Providing equipment, supplies, and materials necessary to carry-out public service. This may
include personal protective equipment.
• Case management services for vulnerable populations.
Housing and Public Facilities:
• Constructing medical facilities for testing and treatment.
• Acquiring (and rehabilitating if necessary) a motel or hotel building to expand capacity of
hospitals to accommodate isolation of patients during recovery.
• Replacing HVAC systems to temporarily transform commercial buildings or closed school
buildings into clinics or treatment centers.
• Acquiring and rehabilitating, or constructing, a group living facility to centralize patients
undergoing treatment.
Given the feedback received, it is recommended Carlsbad explore using the funds for short-term income
payments, increase food security (meal delivering services and food pantries) and basic needs.
8 https://files.hudexchange.info/resources/documents/Quick-Guide-CDBG-Infectious-Disease-Response.pdf
9 https://www.hud.gov/press/press_releases_media_advisories/HUD_No_20_049
June 16, 2020 Item #6 Page 181 of 185
June 16, 2020Item #6 Page 182 of 185• I Minutes March 5, 2020, 6:00 p.m. 1. CALL TO ORDER: 2. ROLL CALL: 6:00p.m . Committee Members Davis, Tam, Cole, Merz, Mehan Committee Member Merz joined via-teleconference from Exhibit 4 Hyatt Regency Sacramento, 1209 L Street, Sacramento, CA 95814 Staff members Melander and de Cordova 3. MEETING MINUTES: Minutes of March 2, 2020 and March 4, 2020 was approved (Merz abstained) 4. PUBLIC COMMENT: None. 5. WELCOME AND INTRODUCTIONS: Program Manager Nancy Melander welcomed everyone to the meeting. A. DEVELOPMENT OF RECOMMENDATIONS-CDBG FUNDING REQUESTS CSA San Diego. The Committee was not favorable to CSA's location in El Cajon. Committee Member Cole stated that CSA's willingness to open a satellite office in Carlsbad didn't make financial sense for the amount of funds being requested. The Committee agreed to not recommend CSA for funding. Legal Aid Society. The Committee is recommending $24,244 to Legal Aid which is the full amount that Legal Aid has requested for fiscal year 2020. Voices for Children. The Committee agreed that Voices for Children does not tie into the top two Consolidated Plan Priorities of providing affordable housing and homeless services. The Committee did not recommend funding for Voices for Children. Meals on Wheels. The Committee recognized the good work of Meals-on-Wheels and the importance of providing affordable meals to the city's most vulnerable seniors. However, the Committee wanted to focus funds on affordable housing and homeless services. The Committee did not recommend Meals-on-Wheels for funding. Casa de Amparo. Committee Member Tam stated that the City of Carlsbad has been the only city to offer CDBG capital funds for this project. No financial support for the expansion has been offered by the County when the services and programs are to support the County's need for a secure intensive residential treatment facility. Committee Member Cole suggested funding Casa de Amparo at $75,000. The rest of the Committee agreed on $75,000.
June 16, 2020Item #6 Page 183 of 185Brother Benno. Committee Member Davis stated that Brother Benno receives a considerable amount of funding through individual donations and has low overhead so CDBG money is used for direct program costs. The Committee stated that they were in support of Brother Benno receiving funds and is recommending $10,000. Catholic Charities. Committee Member Mehan stated that she would like to see women and children included at the La Posada Homeless Facility since there is a great need at the moment. Committee Member Davis stated that there is a great synergy between the public service providers, in particular Interfaith and Catholic Charities within the city providing services to Carlsbad residents. The Committee is recommending $19,490 to catholic Charities. Community Resource Center. The Committee agreed that CRC's program and activities align with the city's priorities of assisting clients that are at risk of homelessness and victims of domestic violence. Because CRC does have a physical location in Carlsbad, residents of Carlsbad have easy access to services. The Committee is recommending $20,000 for CRC. Interfaith Community Services. The Committee stated that they were in support of Interfaith and that the program activities align with the city's priorities. The Committee is recommending $20,000 for Interfaith. Women's Resource Center. The Committee believed that the work of WRC is important in the community and all were in favor of supporting the organization. Committee Member Davis stated that in the future he would like to hear about WRC's program activities and how it spends its CDBG funds related specifically to basic needs and housing. The Committee is recommending $10,000 for WRC. B. QUESTIONS/CONCLUSION: no questions. C. NEXT MEETING: no meeting scheduled. D. ADJOURN: Staff adjourned the meeting at 7:30 p.m.
Minutes
May 13, 2020, 10:30 a.m.
1. CALL TO ORDER: 10:30 a.m.
2. ROLL CALL: Committee Members Davis, Tam, Cole, Mehan, Merz
Staff members Melander and de Cordova
3. MEETING MINUTES: Minutes of March 5, 2020 approved
4. PUBLIC COMMENT: None
5. REVIEW OF CDBG FY 2020 FUNDING RECOMMENDATIONS
Staff presented a review of the FY 2020-21 CDBG budget, the funding plan, and the
recommendations that the Committee had developed on March 5, 2020. The Council-
adopted funding priorities were also reviewed.
6. CARES ACT FUNDING UPDATE
Staff provided background information on the Coronavirus Aid, Relief, and Economic
Security Act, the intent of the funds, eligible activities related to COVID, and new guidance
that comes along with the additional funding such as the 15% cap that HUD has waived
for public services.
7. CARLSBAD COVID-19 NEEDS ASSESSMENT
Staff shared with the Committee the needs assessment process that informed the
proposed CDBG-CV funding allocations. The assessment included the city’s citizen survey,
subrecipient survey, staff meeting, and consultations with service providers and other
agencies who utilize HUD funds. The results indicate that the greatest need in the
community are rental assistance, short term shelter, and food.
Staff proposed matching each recommended FY 2020-21 public service subrecipient
with an equal amount of CDBG-CV funds and direct the remainder of those funds to
rental assistance. The Committee unanimously supported the proposed CDBG-CV
funding allocations and concurred that additional funds be directed to Interfaith
Community Services and the Community Resource Center to augment their existing
rental assistance services.
Committee Member Tam recommended, and the Committee concurred, that service
providers keep indirect and administrative costs low in order to provide more direct
funding to program clients.
John Van Cleef, Executive Director from the Community Resource Center responded to
Committee Member Tam’s comment and clarified that subrecipient administration costs
are capped at 10% by HUD regulations and that CRC is very cognizant of the need to
direct more funding to clients. In addition, CRC continuously looks at ways to keep
administrative costs as low as possible.
Exhibit 4
June 16, 2020 Item #6 Page 184 of 185
Committee Member Cole suggested adding more motion-activated handwashing
stations in public spaces, in particular areas where more of the homeless in the
community congregate. Staff commented that they would pass along this information
to city staff who are responsible for adding and maintaining washing stations around the
city.
8. FUTURE MEETINGS AND AGENDA ITEMS: none
9. QUESTIONS/CONCLUSION: no questions.
10. NEXT MEETING: no meeting scheduled.
11. ADJOURN: Staff adjourned the meeting at 11:10 a.m.
________________________
Nancy Melander, Minutes Clerk
June 16, 2020 Item #6 Page 185 of 185
CITY OF CARLSBAD
NOTICE OF PUBLIC REVIEW AND PUBLIC HEARING FOR THE
DRAFT FY 2020-21 ANNUAL ACTION PLAN AND THE CDBG CORONA
VIRUS FUNDS
NOTICE IS HEREBY GIVEN, that the City Council of the City of Carlsbad will provide a virtual public
hearing at 3:00 p.m. on Tuesday, June 16, 2020 which the public can access on the City Clerk's
webpage at www.carlsbadca.gov to accept public comments on the city's draft FY 2020-21
Annual Action Plan and the CDBG Coronavirus funds (CDBG-CV) for the Community Development
Block Grant (CDBG) program. In accordance with U.S. Department of Housing and Urban
Development regulations, the City of Carlsbad will release the draft FY 2020-21 Annual Action
Plan for a 15-day public review period beginning on June 2, 2020 and ending on June 16, 2020.
The primary objective of the CDBG program is the development of viable urban communities
through the provision of improved living environments, expansion of economic opportunity and
decent housing. Grant funds are intended to serve principally persons of low and moderate
income. The city's draft FY 2020-21 Annual Action Plan has been developed to meet the
requirements of the federal CDBG program and covers the period of July 1, 2020 to June 30, 2021.
The city's FY 2020-21 Annual Action Plan provides Carlsbad with the city's annual entitlement
amount of $536,604 and identifies goals, projects, and funding amounts for the fiscal year.
The CDBG-CV funds are provided to the city through the Coronavirus Aid, Relief and Economic
Security Act (CARES Act) administered by HUD. The primary objectives of the use of the funds is
to assist in meeting the emergency needs within the city related to COVID-19 in order to prevent,
prepare for, and respond to the virus. The city is expected to receive $315,666 in CD BG-CV funds.
The 15-day comment period for these funds will begin on June 2, 2020 and end on June 16, 2020,
which will allow the public to make comments or suggestions regarding COVID-19 related needs
and use of these funds.
The FY 2020-21 Annual Action Plan and CDBG-CV funds will be available for public review
beginning on June 2, 2020 on the city's website at www.carlsbadca.gov and by searching for
CDBG. Hard copies will also be available by special request to Nancy Melander by phone 760-
434-2812 or by email nancy.melander@carlsbadca.gov.
The Carlsbad City Council will conduct a virtual public hearing on Tuesday, June 16, 2020, at
3 p.m. to receive additional public comments on the draft FY 2020-21 Annual Action Plan and use
of CDBG-CV funds. All interested persons are encouraged to submit written comments on, or
before, the June 16, 2020, public hearing to the Housing Services Division, 1200 Carlsbad Village
Drive, Carlsbad, CA 92008, or to Nancy Melander, Program Manager (Contact information:
Phone -760-434-2812 or email -nancy.melander@carlsbadca.gov).
PUBLISH: June 2, 2020
Tammy Cloud-McMinn
From:
Sent:
To:
Subject:
Hello,
Carissa B <carissasade@gmail.com>
Monday, June 15, 2020 1 :OS PM
City Clerk
Item #6
All Receive -Ag~nda Item# (o
For the Information of the:
,qrycouN~ ✓
Date ~ CA _· CC_
CM .../p.CM v1fCM (3) 1/ --
As a Carlsbad resident, I am concerned about the state of the nation, our world, lately, specifically regarding BIPOC, and
how our community fits into it. While I understand that we live in a primarily white, affluent commun,ity, I still think we
can take a moment for introspection and put whatever we must reckon with into practical change. I want to know how
the city is distributing it's funding towards resources that help our community, primarily those who are at a
disadvantage -people of color, the homeless, and otherwise underserved. Are our public schools, health care,
shelter/housing, and mental health needs being put at the forefront? Is there some way we can increase and promote
diversity in our city? Are we taking armed police officers out of the equation, and instead reallocating funding for a new
kind of "first responder" that might better serve the specific needs of our community members? We have the
opportunity to be a model community that puts people first, not businesses. While I support local business and hope this
budget helps lift them out of what the pandemic did to knock them down, I hope that we also use this moment to
re imagine where else our money might better be inves~ed. Tearing down historical buildings and
reconstructing commercial and (outrageously expensive) residential buildings in our neighborhoods does nothing for the
wellness of our community. Continuing to increase the budget for police, while overlooking the budgets that serve and
uplift people, does nothing for our co'mmunity. It only shuts people out.
HOW CAN.CARLSBAD DO BETTER?
Thank you,
Carissa Baird
District 1 -Carlsbad Village
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1
Tammy Cloud-McMinn
From:
Sent:
To:
Subject:
Attachments:
Good afternoon,
Brett Fisher < bfisher@interfait hservices.org>
Tuesday, June 16, 2020 2:00 PM
City Clerk
June 16, 2020 Item 6
Carlsbad_CDBG_public_comment_06.16.20 draft.docx
All Receive -Agenda Item# iR__
For the Information of the;
. CIJY COUNCIL
Date~CA ✓cc _::
CM ..-ACM ::::::::_ DCM (3)...:::::::
On behalf of Greg Anglea, Chief Executive Officer of Interfaith Community Services, I am submitting a Public Co_mment.
Brett Fisher·
Interfaith Community Services
Sent from Mail for Windows 10
CONFIDENTIALITY NOTICE: This email, including attachments, is for the sole use of the intended recipient(s) and may
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1
Draft Public Comment for City of Carlsbad Council Meeting
June 16, 2020, 3:00 PM
Agenda Item# 6 (PUBLIC HEARING) -FY 2020-21 ANNUAL ACTION PLAN AND
INCLUSION OF CORONA VIRUS AID, RELIEF, AND ECONOMIC SECURITY ACT
SUPPLEMENTAL FUNDING FOR THE CITY'S COMMUNITY DEVELOPMENT BLOCK
GRANT(CDBG)PROGRAM
Dear Honorable Mayor and Councilmembers,
Qn behalf of the Board and staff of Interfaith Community S~rvices, I want to commend the
City of Carlsbad, its staff and consultants for demonstrating proactive leadership in response to
the unprecedented challenges presented by the COVID-19 pandemic, and investing critical
funding to help those who are hardest hit by the crisis. Interfaith is thankful to ·the Mayor and City
Councilmembers for its continued support and for Interfaith as a current service provider under
the City's Community Development Block Grant Program. We also are honored to be
recommended for $20,000 in baseline finding for FY2020-21 and an additional $123,966 in CDBG
coronavirus federal funds.
With this funding Interfa~th will be able to expand to expand its rental assistance program
for Carlsbad residents who are at-risk of homelessness due to job loss, illness, and other
coronavirus related economic repercussions. As families cope with job losses, Interfaith is one of
the only resources that residents can turn to for rental assistance. If approved, the additional
$143,966 will help Interfaith meet the surge in families seeking rental assistance, and also increase
the amount of assistance available to families up to $6,000 per family-giving families a longer
period to stabilize and recover.
In closing, Interfaith is proud to be a partner with the City of Carlsbad. By coming together
to support our community, we will get through this unprecedented time stronger than ever.
Community Development Department
Housing Services Division
June 16, 2020
FY 2020-21 Annual Action Plan
and CARES Act Supplemental Funding
CDBG Background
•Primary Objective
•Corona Virus Aid, Relief, and Economic Security Act
(CARES Act)
•CDBG Advisory Committee
2020-21 Action Plan
Action Plan Priorities:
•Priority 1: Increase and preserve affordable housing
•Priority 2: Prevent and reduce homelessness
•Priority 3: Strengthen support services for residents with special needs
•Priority 4: Improve and provide facilities to serve lower-income persons
•Priority 5: Provide fair housing services to residents
•Priority 6: Plan and administer the CDBG program
2020-21 Action Plan
Administration and fair housing (maximum 20 percent) $107,320
Public services (maximum 15 percent) 84,490
Public facilities, affordable housing 344,794
Fiscal year 2020-21 entitlement grant $536,604
FY 2020 Action Plan Allocation:
CDBG Committee Recommendations
Activity and recipients Recommended Funding
Program administration $84,076
Fair housing (program administration) 23,244
Brother Benno’s Center (reduce homelessness, provide housing assistance) 15,000
Catholic Charities (prevent and reduce homelessness) 19,490
Community Resource Center (prevent and reduce homelessness) 20,000
Interfaith Community Services (prevent and reduce homelessness) 20,000
Woman’s Resource Center (prevent and reduce homelessness) 10,000
Casa de Amparo (facility improvement) 75,000
City of Carlsbad (acquisition of affordable housing) 269,794
Fiscal year 2020-21 Entitlement Grant $536,604
CARES Act Funding
•CARES Act Allocation $315,666
•15% public service limit waived
•Needs assessment
Food Delivery to Seniors
Cleaning Services
Small Business Support
Medical Supplies
Food Delivery to Vulnerable…
Temporary Shelter
Rental Assistance
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5
7
CARES Act Needs Assessment
Subrecipient Survey
(city of
Carlsbad
m
II
II
II
II
II
II
R
11 11
II
II
II
II
II
II
ll
~ ~ 11 11 ~
CARES Act Funding Recommendations
FY 2020-21 CDBG coronavirus
Activity and recipient funding federal funds Total
Fair housing $23,244 $23,244 $46,488
Brother Benno Center 15,000 15,000 30,000
Catholic Charities 19,490 19,490 38,980
Community Resource Center 20,000 123,966 143,966
Interfaith Community Services 20,000 123,966 143,966
Woman’s Resource Center 10,000 10,000 20,000
CDBG program administration 84,076 - 84,076
Public facilities, affordable housing 344,794 - 344,794
Fiscal Year 2020-21 Totals $536,604 $315,666 $852,270
Requested Action
•Approve the final FY 2020-21 Annual Action Plan and the Community Development Block Grant Advisory Committee funding recommendations
•Approve the CDBG coronavirus federal funding allocations
•Authorize the submittal of the final FY 2020-21 Annual Action Plan to the U.S Department of Housing and Urban Development
Community Development Department
Housing Services Division
June 16, 2020
FY 2020-21 Annual Action Plan
and CARES Act Supplemental Funding
ATTACHMENT B
October 23, 2020
NOTICE OF FUNDING AVAILABILITY
('cicyof
Carlsbad
Department of Housing and Urban Development, CARES Act Funds for COVID-19 Relief
The Coronavirus Aid, Relief, and Economic Security (CARES) Act, signed by the President on March 27,
2020, appropriated funding to the US Department of Housing and Urban Development (HUD) to assist
communities in responding to the COVID-19 pandemic. This appropriation included supplemental funding
for the Community Development Block Grant (CDBG) Program designed to help communities and
homeless assistance programs to prevent, prepare for, and respond to the current crisis. The City of
Carlsbad was recently awarded $909,924 in supplemental CDBG funds {hereinafter "CDBG-CV") as an
entitlement community. The City of Carlsbad is seeking grant proposals for the following program:
•Community Development Block Grant-Coronavirus (CDBG-CV) funds
Interested applicants may find the application for this grant by visiting the City of Carlsbad website at
https://www.carlsbadca.gov/services/depts/ns/grants/cdbg.asp. The completed application package,
including appropriate attachments, must be submitted prior to 5 P.M. on Monday, November 9, 2020.
Applications may be submitted electronically to Nancy.Melander@calsbadca.gov Paper copies may be
mailed or delivered to the City of Carlsbad, Housing Services, Attn: Nancy Melander, at 1200 Carlsbad
Village Drive, Carlsbad 92008 . Please note that due to the current COVID-19 emergency, the Housing
Services building is closed to the public and paper copies must be delivered by appointment.
In May 2020, the city conducted a Needs Assessment of the community's highest priorities for addressing
the impacts of the COVID-19 crisis. The priorities identified include: 1) making short-term income
payments, 2) increasing food security (meal delivering services and food pantries) and 3) providing basic
needs. The city encourages applications that address a Needs Assessment priority, but will give preference
to applications that provide short term income payments, in alignment with HU D's stated objective. To
view the Needs Assessment please visit the city's website at
https://www .ca rlsbadca .gov/services/ de pts/ ns/gra nts/ cd bg.asp.
Potential applicants who have questions about the CDBG-CV funding should contact Nancy Melander by
email at nancy.melander@carlsbadca.gov before 5 p.m., Monday, November 2, 2020. Responses to
· questions will be posted on the city's CDBG webpage by Wednesday; November 4, 2020 at
https://www .ca rlsba dca .gov/services/ de pts/ ns/gra nts/ cd bg.asp.
1
{'city of
Carlsbad
The proposed timeline for the grant review process is as follows:
Process and Timeline for Allocation of Funding
October 23, 2020 Issue NOFA
November 2, 2020 Deadline to submit questions
November 4, 2020 Responses to questions posted on city's website
November 9, 2020 Applications Due
Week of Nov. 23 Application review and recommendation by the
CDBG Advisory Committee
5-day public reviewicomment City Council approval of allocations and substantial
amendment to the FY 2020 Annual Action Plan mid-January 2021
2
U•1 LESAR •• DEVELOPMENT iiill CONSULT ANTS
ATTACHMENT C
TO:
FROM:
Nancy Melander, Community Education and Grants Program Manager, City of Carlsbad
Erica Snyder, Principal, LeSar Development Consultants
DATE: April 30, 2020
SUBJECT: Carlsbad CDBG COVID-19 Needs Assessment
C0VID-19 OVERVIEW
In December 2019, a pneumonia of an unknown cause was detected in Wuhan, China and reported to the
World Health Organization (WHO). This disease has since spread worldwide through person-to-person
contact and community spread. WHO declared the Co.ronavirus Disease 2019 (COVID-19) a global
pandemic on March 11, 2020 due to the ease of spread through person-to-person contact. This is the first
pandemic known to be caused by the coronavirus and there have only been four pandemics declared in
the past century, all of which were strains of the influenza virus.1 While most information at this time
suggests the majority of COVID-19 cases are mild, the Centers for Disease Control and Prevention (CDC)
has found that 80 percent of deaths due to COVID-19 in the United States were among adults ages 65 and
older, with the highest percentage occurring in people 85 years and older. Additionally, it is more likely
for people with serious underlying medical conditions (such as heart conditions, chronic lung disease, etc.)
to be at higher risk for developing severe illness.2 To date, different parts of the United States have been
experiencing varying levels of COVID-19 activity, but all 50 states have reported cases and community
spread.
On March 17, 2020, the City of Carlsbad's City Council passed a declaration of local emergency related to
COVID-19. On March 19, 2020 California's governor declared .a stay-at-home order for all Californians,
except for essential needs, to slow the pace of COVID-19. This resulted in the closing of many
businesses, schools, and caused jurisdictions to close local parks, trails, beaches. The stay-at-home order
is still in effective at the time of this memorandum.
In response to this crisis, the federal government passed and signed into law on March 17, 2020 the
Coronavirus Aid, Relief, and Economic Security Act (CARES Act) to assist communities nationwide related
to housing, economic, and other needs. Included in the CARES Act was an additional $2 billion in
Community Development Block Grant (CDBG) funds to assist communities across the United States in
mitigating the impacts of COVID-19.3 These funds will be awarded based on existing grant formulas and
have new guidance with the intention of allowing quick action to assist low-income and vulnerable
citizens. Additional CDBG monies will be awarded to the City of Carlsbad based on a new formula related
to COVID-19 and housing n~eds. It is anticipated the City of Carlsbad will receive its annual CDBG allocation
of $536,604 as well as an additional of $315,666 in CDBG funding through first round of CARES Act
Funding.
The impacts of this pandemic have been felt by and disrupted every household, community and sector
within San Diego County. According to SANDAG, one month into the COVID-19 stay-at-home order has
increased the average unemployment rate in San Diego County from 3.4 percent to 24.3 percent. The City
1 https://www.cdc.gov/coronavirus/2019-ncov/cases-updates/summary.html#background
2 Ibid.
3 https://www.hud.gov/press/press releases media advisories/HUD No 20 049
of Carlsbad is seeing unemployment range from 20 to 22 percent, depending on the zip code.4 Over
300,000 people have filed for unemployment countywide since mid-March. According to SANDAG,
Carlsbad businesses are experiencing significant layoffs related to Arts, Education, and Recreation; which
includes amusement parts, museums, and theaters, however other sectors are being impacted as well.5
It is predicted that this disruption could have lasting impacts in the local, regional, and national economy.
LeSar Development Consultants (LDC) is working with the City to quickly assess the City's impacts and
residents needs as it relates to COVID-19 to determine the best use of these funds. This process will
include a review of U.S. Department of Housing and Urban Development (HUD) CDBG funding guidance
and data gathering from internal and external stakeholders to assess the community's current response
and future needs. Based on the local data and consultations, LDC has develop potential funding
recommendations related to food insecurity and housing assistance for the City's CARES Act funding ·
allocation to position the City to best respond to the COVID-19 crisis.
4 https://www.sandag.org/uploads/publicationid/publicationid 4658 27389.pdf
5 Ibid.
NEEDS AS SESSM ENT
LDC gathered data regarding Carlsbad's community needs and t he current response in a variety of ways.
First, LDC reviewed community data based on information gathered by 2-1-1 San Diego and the City of
Carlsbad. Second, LDC conducted an on line survey of the City's CDBG subrecipients to identify how
nonprofits were addressing COVID-19 and future funding needs. Lastly, LDC held a meeting with variety
of City of Carlsbad staff to gather qualitative data pertaining to how the City of Carlsbad has been
responding to COVID-19 and the types of needs being identified in the community through city
operations. Below includes a summary of the data gathered.
2-1-1 San Diego Data
2-1-1 San Diego (2-1-1) is a nonprofit located in the County of San Diego that gathers regional data and
shares information vital related to community, health, and disaster resources, including COVID-19
resources and information which are available 24 hours a day in more than 200 languages. To meet the
needs of the community, 2-1-1 is working with the County of San Diego, County of San Diego Public
Health, Office of Emergency Services, the State of California, and local service providers to offer up-to-
date and vetted information.6 2-1-1 was activated to provide emergency information and enrollment
support for public services due to COVID-19 arid has received 93,313 calls between March 13 to April 26,
2020.
Below are several charts identifying the needs of community members who called 2-1-1:
2_.J;f_* 2-1-1 SAN DIEGO NEED TRENDS SINCE ACTIVATION
SAl'f"D!EGO Client Need Trends by Category March 13-April 26. 2020
Trending by Need Catego,y
Percents are out of total client needs thst day
Food Assistance Needs
Housing Assistance Needs
6 https:lj211 sand iego. o rg/ reso u rces/h ea It h-wel I ness/
Specific Needs within Category
Percents are out of total needs in that category
Tops Food Assistance Needs
0!'1~tng Er:-egaencr F.:i.:i.d /.?;!i•n:~'1,:e -S2%
Ccmm.:-.:f'ty Sup;;!.;;~~n.t.i.l Focc; ?ro-gram I HJ%
1-tcm:e D:~ivef:U f1~::l!> 18%
Oco:~l•:l~;;.I =~e,..g<'.!ncy :=~od A~:ri~tancs:, I.;%
t:r!l:E!"',' Or!l'Hin~eliVe!)' 14:i,; ----·---=====
Top 5 Housing Assistance Needs
Top 5 Utility Assistance Needs
i:l-=ctric ~e.-v!:e?;yment.•'-t.:.l:noa"l'l:~ -35%
Ge~ ~,;il"vict: Faym°"nt A~:::..a,-...::E -2S!l,
D,:;-:s:i:..it'lt'<d E!.!:ttrlc 5,;;rviu; I 7'Sl
Oi:.c,;,u,..,t:d l::s~ s~cvice-1 7~>
\'J:n;:r ~:rvi<:2 Fa:,rrc,:nt .:..~:.C:.w.,-xe I 4t:-~
2 •--"' 2-1-1 SAN DIEGO NEED TRENDS SINCE ACTIVATION MN;~!· Client Need Trends by Category March 13-Apnl 26, 2020
Trending by Need Category
Percents are out of total client needs that day
Public Assistance Program Needs
Healthcare Needs
Material Good Needs
Specific Needs within Category
Percents are out of total needs ir. that c.:itegory
Top 5 Public Assistance Program Needs
EBT(ud~<Vici!::. I D~
~.'.:~ia i::1 :i.~!:ca-:io:i:. I ec.;,
.T.~NF AppllcsitJC-fl:.13~
Tops Healthcare Needs
ri,;,ilt,, ~-cr~er.i~Di;;,~r.e:,tJc 5,;rvic,;,:. ■ 1..5:.;,
01.1tr,:,>-1i!r.t Hoi,1!d1 h -:"iht"'-::. ■ '.;.5~1
Sp!!c1;,ity t,!i!£cin-=-Is~~
Hu,,-;;;,ci P.;;p/'OC:ictrl:I!"!: I 4~
------____ _____j
Top 5 Material Good Needs
Diaper:,-~.!¾:;
f'er::.,:;naJ/Groo'?li'lg ~,,i~i;ll'!!::i -le%
G!!:i!!,.-al (!cthing Fr~\'i:.!Cf'I -14'n
Br::hing ;=,;i,:iliti'!!:; ■ 7~~
C,:i'!'l:;i;:H O:~t:r1~-utj0n ?rc!ij!rar:,:. ■ ~%
2-1-1 has summarized the caller trends for COVID-19 resources as .the following:
• Food and housing assistance remain the top needs. Rental assistance represents the majority of
housing needs since activation. ·
• Utility assistance remains high amongst client needs; gas/electric payment assistance represent
more than half of utility needs.·
• Approximately 1 in 5 clients assisted in the past six weeks have requested food assistance, with
emergency food assistance the most common type of food needs.
• Cal Fresh application assistance has doubled with more than 3,500 applications submitted in 'the
region since March 13, 2020.
• Unemployment and disability application assistance is 10 times the typical need, however it only
represents 1 percent of total client needs.
City of Carlsbad residents represent approximately 3 percent of callers specifically for COVID-19 needs,
which may include seeking general information, transmission spread, symptoms, seeking test sites, or
safety precautions, amongst other options. The full 2-1-1 Call Report can be found within Attachment-2-
1-1 San Diego Data.
Community Survey
The City of Carlsbad sought community input from April 9 to April 13, 2020 regarding how the COVID-19
public health emergency has affected them, as well as priorities for information and services to be
provided by the City. The survey received a total of 1,018 responses, the majority of which indicated
they were from households without small children. A summary of the results include:
Top concerns
• Contracting COVID-19 {38%)
• Overall stress/worry/anxiety/depression (35%)
• Ability to get toilet paper, cleaning supplies or other household goods {31%)
• Job/ability to make a living (30%)
• Social isolation (29%)
• My business (26%)
• Keeping my kids happy and engaged (25%)
• Care for elderly friend/relative (25%)
Most helpful information the city can provide
• 71% Latest rules and health orders
• 58% Latest statistics about COVID-19
• 48% How to help the community/how to support local businesses
The full survey report can be found in Attachment-COVID-19 Community Input Survey Results .
CDBG Subrecipient Survey
On April 20, 2020 the City of Carlsbad requested its CDBG subrecipients participate in an on line survey
to gather insight into how th.eir operations have changed based on the new COVID-19 environment. A
total of eight agencies participated with nine survey responses. CDBG subrecipients were asked to share
which COVID-19 vulnerable populations they were serving, provide details regarding the COVID-19
response services being offered to Carlsbad residents, share which services the organizations were
seeing an increased need due to COVID-19, and to provide insight into underfunded services due to
increased demand.
All organizations indicated they are serving the populations the CDC have indicated are at a higher risk
of contracting COVID-19. All organizations (9) are serving persons experiencing homelessness, seven·{78
percent) are serving seniors over the age of 60, and six (67 percent) are serving persons with disabilities.
CDBG subrecipients are experiencing increased needs related to food insecurity, emergency financial
assistance for housing, and short-term shelter. Within these needs, there has been an increase in case
management required, crisis intervention, and helping clients navigate various systems to connect to
benefits. Additionally, it was noted an increase in requesting housing and fair housing assistance due to
confusion regarding the rights of tenants and homeowners with mortgages in relationship to the new
eviction moratoriums.
Overall, organizations are seeing an increased community need and limitations on organizational
funding regarding providing food and basic necessities (which now includes personal protective
equipment), housing financial assistance, and temporary shelter. Below are the top three COVID-19
response priorities as indicated by the survey respondents:
Q7 What does your organization view as tl1e top three priorities to
respond to COVID-19?
Temporary
Shelter
Answered: 9 Shlpped: 0
--------------
Short-term
Rental ...
rood Delivery
to VUlnerabl...
Cleaning
Services
i
FoodOeUvery -to S1miors
O::h.er (ple;,ise -• specify)
Smali Business -• Support ...
Job Search
Assistance
Medical :
Testing
Medical .
Ser:ices
Childcare '
Services ,
0'% lOo/ll 20% 30% 40'Y<> 50% 60% 70% 80¾ 90% 100%
The full survey results can be found in Attachment-CDBG Subrecipient Survey Results.
City Staff Input
The City of Carlsbad convened an internal virtual meeting on April 22, 2020 to discuss the CARES Act
CDBG funding. Staff participation included representatives from the Housing Services Division, Economic
• Development, Homeless Outreach, Emergency Operations Center, and Parks and Recreation {Senior
Programs). There was a presentation which provided an overview of CDBG and the CARES Act, eligible
CDBG funded activities, overview of Carlsbad's community survey and the CDBG subrecipient survey,
and ended with a discussion related to the COVID-19 data gathered to-date and staff sharing community
needs identified through their own COVID-19 response work. The following community needs were
identified:
• An increase in food scarcity and households experiencing food insecurity.
• Increases in rental assistance needs, including arrears to prevent future evictions.
• Potentially purchasing of hotels/motels to provide housing to people experiencing homelessness
and isolation, as needed.
• Limited staff capacity at local nonprofits, specifically those serving the homeless.
• Economic development concerns related to small businesses, including commercial evictions
assistance.
• Unforeseen need across all socioeconomic statuses, the community is experiencing needs for
assistance from a larger population than previously experienced.
Concerns related to providing domestic violence services amidst a stay-at-home order. Overall, staff's
feedback mirrored closely to the data received from other sources regarding COVID-19 needs.
PROPOSED FUNDING RECOMMENDAT IONS
COVID-19 has impacted all households within the City of Carlsbad, however, to differing degrees. Due to
the nature of the pandemic, households of various socioeconomic statuses are now experiencing food
and housing crises alike and nonprofit service providers are being asked to serve a growing client base,
some of whom have never accessed services previously. In response to the community needs, the City of
Carlsbad will be allocating its CDBG monies to address these COVID-19 community needs.
The CARES Act has provided additional$ 5 billion in CDBG funding to states and localities, such as
Carlsbad, with CDBG monies to prevent, prepare for, and respond to the COVID-19. An overview of
CDBG-Coronavirus (CD BG-CV) funds allocation process and waivers include:
• $2 billion in direct funding to states and localities under the Fiscal Year 2020 CDBG funding
formula and it has already been allocated. Carlsbad received $315,666 in CDBG-CV.
• An additional $1 billion will be available for states and insular areas, to be allocated by May 11th,
which can be used in non-entitlement and entitlement areas, which applies to Carlsbad as an
entitlement jurisdiction.
• Nearly $2 billion which will be allocated on a rolling basis using a new formula to be determined
by the HUD Secretary based on COVID-19 factors, including housing impact.
• The public services cap of 15 percent has been waived in response to COVID-19 for Fiscal Years
2019 and 2020, as well as for the use of CD BG-CV funds. This means funding can be provided to
nonprofits who offer housing, education, childcare, food services, elder services, etc.
• The Citizen Participation Process for draft plans and amendments have been reduced to five
days for review and allows for virtual public hearings. Note: This requires amending Carlsbad's
existing Citizen Participation Plan.
• HUD has broad authority to waive regulations ..
HUD has indicated the most efficient way to allocate CD BG-CV funds to the community is for recipients
to submit a substantial amendment to the Fiscal Year 2019 Annual Action Plan and has committed to
expediting amendments and the grant process. Additionally, HUD has released guidance for using CDBG
for infectious diseases (Attachment-HUD CBDG Guidance) and is allowing entitlement jurisdictions to
use 24 CFR § 570.207(b)(4) to provide income payments using CDBG funds. For the purposes of CDBG,
income payments means" ... a series of subsistence-type grant payments made to an individual
or family for items such as food, clothing, housing (rent or mortgage), or utilities, but excludes
emergency grant payments made over a period of up to three consecutive months to the provider of
such items or s_ervices on behalf of an individual or family.'17 For the purposes of responding to COVID-
19, HUD is allowing income payments to be made as emergency grant payments.
During a webinar held by Enterprise Community Partners on April 29, 2020, HUD representatives
clarified this meant entitlement jurispictions could provide housing financial assistance (rent or
mortgage and/or utilities) as an eligible activity under public services without a waiver for households if
7 https://www.law.cornell.edu/cfr/text/24/570.207#b 4
it was paid directly to the provider of services (landlord and/or utility company) and not a tenant, for a
maximum of three consecutive months.
HUD has stated it will be closely monitoring for duplication of benefits, meaning using CDBG funds to
pay for things that are provided by a different funding source, and are encouraging jurisdictions to be
cognizant of various funding available. Additional federal technical assistance in this area is forthcoming.
The County of San Diego is the recipient of the CARES Act Emergency Solutions Grant (ESG) funding,
which provides short-term financial assistance to households at-risk or currently homeless. At this time,
there has not been an official determination by the County of San Diego regarding how this funding will
be allocated and how residents of Carlsbad could receive this assistance.
The greatest needs identified regarding responding to COVID-19 in Carlsbad related to short-term
shelter, rental assistance, and food delivery to vulnerable populations. Given the increased flexibility of
CD BG-CV and the needs of the Carlsbad community to prevent and respond to COVID-19, it is
recommended the City of Carlsbad consider utilizing the additional CDBG-CV funds to address food
insecurity and housing financial assistance needs, which may include supporting those experiencing
homelessness. These activities may include, but are not limited to: a, 9
Public Services: ·
• Short-term income payments (rental or mortgage and utility assistance) for up to three
consecutive months.
• Delivering meals to quarantined individuals or individuals that need to maintain social
distancing due to medical vulnerability.
• Providing equipment, supplies, and materials necessary to carry-out public service. This may
include personal protective equipment.
• Case management services for vulnerable populations.
Housing and Public Facilities:
• Constructing medical facilities for testing and treatment.
• Acquiring (and rehabilitating if necessary) a motel or hotel building to expand capacity of
hospitals to accommodate isolation of patients during recovery.
• Replacing HVAC systems to temporarily transform commercial buildings or closed school
buildings into clinics or treatment centers.
• Acquiring and rehabilitating, or constructing, a group living facility to centralize patients
undergoing treatment.
Given the feedback received, it is recommended Carlsbad explore using the funds for short-term income
payments, increase food security (meal delivering services and food pantries) and basic needs.
• https://files.hudexchange.info/resources/documents/Quick-Guide-CDBG-lnfectious-Disease-Response.pdf
9 https://www.hud.gov/press/press releases media advisories/HUD No 20 049
Council Memo -Notice of Funding Availability for the Coronavirus Aid
Oct. 22, 2020
Page 2
for applicants to apply for funds is $909,924, the entire amount of CDBG-CV funds awarded to
the city. Applications will be made available via the city's website and are to be submitted for
review by Nov. 9, 2020.
City staff will review each application for eligibility and completeness. To assist in the allocation
process, the CDBG Advisory Committee will be tasked to review and make funding
recommendations to the City Council. Final funding recommendations will be presented to the
City Council at a public hearing, anticipated for mid-January 2021.
Attachments: A. June 16, 2020 City Council Staff Report (due to the size of this attachment, a
hard copy is available in the City Council Office)
B. Notice of Funding Availability
C. Needs Assessment
cc: Scott Chadwick, City Manager
Celia Brewer, City Attorney
Nancy Melander, Program Manager
I . Kristina Ray, Communication & Engagement Director
Mike Peterson, Assistant Community Development Director