Attachment 3 — Burbank City Council, June 10, 2025

Agency
Current Year
2024-25 Funding 2025-26 Request
Public Services
Boys & Girls Club 15,867.50$ 20,000.00$
Home Again LA 43,867.50$ 50,000.00$
Burbank Noon Lions 5,850.50$ 5,000.00$
The Armenian Relief Society 15,867.50$ 33,772.00$ The Burbank Temporary Aid Center 45,867.50$ 60,500.00$ Family Service Agency 25,867.50$ 45,000.00$
Burbank Coordinating Council 6,500.00$ No App.

The Fine Arts Revolution NEW 5,000.00$
159,688.00$ 219,272.00$
Amount Available 159,687.45$
Amount Over 59,584.55$
Capital / Economic Development
City Homeless Access Center - Buena Vista 691,978.95$
Upwards Boost 192,000.00$
883,978.95$
Amount Available 691,978.95$
Amount Over 192,000.00$
ATTACHMENT 3 - 1
ATTACHMENT 3
CITY OF BURBANK FISCAL YEAR 2025-26 COMMUNITY

DEVELOPMENT BLOCK GRANT PROGRAM REQUEST FOR FUNDING

PROPOSALS FOR PUBLIC SERVICES AND CAPITAL PROJECTS
Once complete please submit to [email protected]
P
roject/Program Summary
O
perating Agency: The Boys & Girls Club of Burbank and Greater East Valley P
roject/Program Name: After school and summer program scholarships for extremely low income mem
bers
P
roject/Program Selection: (If an entity is considering in applying for multiple programs, an individual proposal must be submitted separately for each activity.) ☐ C
apital Project1
☐ S
pecial Economic Development2
☒ P
ublic Service3
A
pplicant Type:
☐ City department:
☒ Non-Profit or For-Profit Organization:
☐ Sponsor/Contractor:
☐ Faith-Based Organization:
☐ Community-Based Development Organization:

T
otal Amount Requested from CDBG only: $20,000
(The City’s fiscal year is July 1 – June 30)

1. P
roject/Program Description: Describe the project/program you intend to operate using CDBG funding.
1 Capital projects are considered to be activities related to housing rehabilitation, real property activities, public facility improvements, construction activities, and code enforcement. 2 Special Economic Development activities are considered to be commercial and industrial building acquisition, construction, and improvements; and provision of assistance in the form of loans, grants, Technical Assistance and Capacity Building consulting for the benefit of low to moderate-income persons. 3 Public Services are considered to be activities related to job training, employment services, health care, substance abuse services, child care, crime prevention, and fair housing counseling.

ATTACHMENT 3 - 2
We are requesting public service funds for our After School and Summer Enrichment programs. We are requesting $20,000 for scholarships for extremely low income and low income members to attend the Boys & Girls Club after school and for full day camp during winter, spring and summer. The Boys & Girls Club currently has 33 locations, of which, 18 are located in the City of Burbank. Our After School Enrichment and Summer Day camp programs are offered to all children ages 5- 18. For 30 years, the Club has helped parents by providing a fun, safe, affordable after -school and day camp environment for over 3,900 children a year ages 5- 18. Our programs are a great alternative for many young people who may otherwise be alone after school or during the day. Our staff are trained, friendly, and dedicated to serving the children’s needs, and each child is encouraged to participate in a variety of enriching artistic and educational activities and programs such as STEM, performing arts, athletics, homework assistance & tutoring, college and career readiness, community service and our DHH program. Fifteen percent of children in the United States participate in an after school program but an additional 18.5 million or an additional 30 percent of extremely low income and homeless families would participate if a quality program was available to them. The Boys & Girls Club of Burbank seeks to fill this gap in our community.

2. P
roject/Program Activities: Describe the activities you intend to provide using the CDBG funds.

Our programs range in scope from Power Hour/Project Learn, a homework and tutoring program to Triple Play which incorporates healthy living and active learning. We offer a Creative Arts program which encourages artistic expression among Club members through both visual and performing arts. Club Tech focuses on digital literacy and technology. College Bound and Workforce Readiness concentrates on helping teens and their parents prepare for college and career readiness. Activities include: SAT prep, completin
g high school requirements, applying for financial aid and learning to navigate applications. We also offer STEM programming, athletics and social emotional development. Programs are run after school 39 weeks out of the year and full day for another 13 weeks

3. P
roject/Program Time of Performance: Describe your proposed schedule of performance and associated activities using CDBG funds.

ATTACHMENT 3 - 3
Our programs are offered Monday - Friday from school release until 6pm during the school year and 13 weeks a year, we offer a full day camp program during winter, spring and summer and are open 11 hours a day and provide free meals and we offer a specialized programming for deaf and hard of hearing children ages 5-18. All programs from STEM, College and Career Readiness, Creative Arts and Athletics are offered year round.

4. P
roject/Program Outcomes: Describe your proposed outcomes that will result in a community benefit to low-to moderate-income households using CDBG funds. 1- Provide financial aid to low income Club members (Burbank residents only). Funds would allow us to scholarship 50 members for school year and summer.
2-
The Club will serve a minimum of 50 youth who qualify as extremely low income using HUD guidelines.
3- 100% of Club members (Burbank residents only) who receive a scholarship for during the school year will achieve academic success, measured by on time grade progression and a GPA above 2.5.

4.- 100% of Club members who receive a summer scholarship will benefit from outcome driven summer learning loss prevention programs for for a minimum period of 6 weeks. 85% of these members will show zero learning loss and or slight academic gain..

The Boys & Girls Club of Burbank and Greater East Valley gathers membe rship data through its
membership tracking system. Annually, the Club also reports out in an Annual Reporting System, fed by membership data tracking. In addition to this, the Club surveys parents, teachers and youth annually.

Our membership data and youth
surveys are matched to provide a wide variety of specialized information options. More on our youth surveys and the National Youth Outcomes initiative is explained below. The Club fully implements the Boys & Girls Club of America’s Formula for Impact. This is the theory of change that describes how individual Clubs can increase our impact. It creates a commonly understood vision of the goals, how they will be reached, and what will be used to measure progress along the way. Two key parts of this formula in
clude the Five Key Elements for Positive Youth
Development and Three Priority Outcomes. The Five Key Elements include a (1) safe, positive environment, (2) fun, (3) supportive relationships, (4) opportunities and expectations and (5) recognition and the Priority Outcomes include Academic Success, Good Character and Citizenship and Healthy Lifestyles. In order to assess how well the Boys & Girls Club of Burbank and Greater East Valley meets the three Priority Outcomes and to evaluate the Club experience, the Club participates in the National Youth Outcomes Initiative. The National Youth Outcomes Initiative (NYOI) helps us measure the Formula for Impact and demonstrate our collective impact on youth. The vision of our Movement’s Great Futures Impact Plan is to provide a world-class Club experience that assures success is within reach of every young person who enters our doors, with all members on track to graduate from high school with a plan for the future, demonstrating good character and citizenship, and living a healthy lifestyle. NYOI uses common, research-informed indicators and is compatible with local data collection systems.

ATTACHMENT 3 - 4

5. P
lease indicate your business address and business information below.

Of
ficial Business Name: Boys & Girls Club of Burbank and Greater East Valley Chief Executive Officer/Director: Shanna Warren
Business Address, City, State, Zip Code: 300 East Angeleno Burbank, Ca 91502 P
hone Number: 818-842-9333 E-
mail:[email protected]
Business License Number:

Unique Entity ID: Tax ID: 954485745
Project Manager Name: Shanna Warren
E-mail: same as above
Phone No: same as above

6. I
f awarded CDBG funding, describe the location(s) of where the services will be provided.
☐ S ame as above
☐ O ther (address/areas/clubs/associations, etc.):
_____________________________________

7. P
roject/Program Beneficiaries:

Identify the target population you intend to serve using CDBG funds. You may mark more than one.
☒ At-risk of homelessness ☒ Veterans
☐ Seniors (55 years of age and older) ☒ Families with children ☒ Unemployed/underemployed ☒ Youth or young adults
☒ Disabled persons ☒ Immigrant individuals/families
☒ Chronically homeless individuals ☒ Distressed homeowner’s/renter’s ☒ Victims of Domestic Violence ☒ Formerly incarcerated
☐ Small businesses ☐ Other

8. Does your organization have the system structure to collect and maintain demographic information for purposes of quarterly reporting? ☒ Yes or ☐No Please describe your system of collecting the data (i.e. intake applications, web-based applications, etc.).

ATTACHMENT 3 - 5
The Boys & Girls Club of Burbank and Greater East Valley gathers membership data through its membership tracking system. Annually, the Club also reports out in an Annual Reporting System, fed by membership data tracking. In addition to this, the Club surveys parents, teachers and youth annually.

Our membership data and youth surveys are matched to provide a wide variety of specialized information options. More on our youth surveys and the National Youth Outcomes initiative is explained below. The Club fully implements the Boys & Girls Club of America’s Formula for Impact. This is the theory of change that describes how individual Clubs can increase our impact. It creates a commonly understood vision of the goals, how they will be reached, and what will be used to measure progress along the way. Two key parts of this formula include the Five Key Elements for Positive Youth Development and Three Priority Outcomes. The Five Key Elements include a (1) safe, positive environment, (2) fun, (3) supportive relationships, (4) opportunities and expectations and (5) recognition and the Priority Outcomes include Academic Success, Good Character and Citizenship and Healthy Lifestyles. In order to assess how well the Boys & Girls Club of Burbank and Greater East Valley meets the three Priority Outcomes and to evaluate the Club experience, the Club participates in the National Youth Outcomes Initiative. The National Youth Outcomes Initiative (NYOI) helps us measure the Formula for Impact and demonstrate our collective impact on youth. The vision of our Movement’s Great Futures Impact Plan is to provide a world-class Club experience that assures success is within reach of every young person who enters our doors, with all members on track to graduate from high school with a plan for the future, demonstrating good character and citizenship, and living a healthy lifestyle. NYOI uses common, research-informed indicators and is compatible with local data collection systems.

9. P
roject/Program Delivery Area:

Please include any other communities or residents living outside of Burbank that will be eligible to receive services from your program/project. Provide the overall percentage of resident vs. non-resident.

Funding will be used for Burbank residents only.

ATTACHMENT 3 - 6

10. Measurable Outcomes:

Please provide performance goals, proposed outcomes (deliverables) and activities your organization expects to achieve in a 12-month period with the use of CDBG funds.

Performance Goals Deliverables Activities
Financial Aid Provide financial aid to low
income Club members
(Burbank residents only)..

Funds would allow us to
scholarship 50 members for
school year and summer

Programming
The Club will serve a
minimum of 50 youth who
qualify as extremely low
income using HUD guidelines.

They will have access to free
after school programming
and STEM, Athletics and
Creative Arts Programming
and Workforce Readiness
Programming as well as Day
Camp Programming
Academic Success
100% of Club members
(Burbank residents only) who
receive a scholarship for
during the school year will
achieve academic success,

measured by on time grade
progression and a GPA above

2.5. Summer Learning Loss 100% of Club members who
receive a summer scholarship
will benefit from outcome
driven summer learning loss
prevention programs for a
minimum period of 6 weeks.
85% of these members will show
zero learning loss or slight
academic gain.

Workforce Readiness Provide summer job
shadowing and tours to at
least 10 businesses
We will take our teen
members on 10 career field
trips and job shadowing
during summer 2025

11. Based on the CDBG funding requested, include the amount of private/public funds t
hat will be leveraged to administer the program/project. Do not include any funds t
hat are committed to other programs/projects or in-kind services, or volunteer hour
s.

ATTACHMENT 3 - 7
Department of Justice Funds for Youth Mentoring- $60,000 So Cal Gas - $2,500
Hasbro Foundation $10,000

12. On a level of sustainability (program longevity), has your organization or Board approved applying, collaborating, or accepted any State, Federal, County, or philanthropic grants, benefits, or other non-CDBG funding in 2024? ☒Yes or ☐No
Fund/Grant Name: There are several grants we apply for each year to both government and private foundations. We apply for over 2 million in grants each year Amount: $2,000,000
(add additional lines if necessary)

13. P
lease indicate the funds your organization will consider or pursue, if applicable (Do not include fundraising campaigns).

The Ralph M Parsons Foundation
The Rose Hills Foundation
The LA 84 Foundation
We have an incredibly strong, well -informed and experienced Board and a Resource Development Director who assists the Chief Executive Officer and the Resource Development Committee (comprised of board members) in securing funds and support for the organization. Our board meets once a month and operate Task Forces which change year to year depending on our Strategic Plan for the year. In addition to coming up with a strategic plan our board assures that our budget aligns with the plan. A big part of this process is confirming the fundraising events for the upcoming year. In addition to submitting grant applications to both public and private foundations, we currently have six fundraising events throughout the year. Our funding comes from corporate, individuals, private foundations, government grants and from fundraisers. We do not rely heavily on any one source of income.

14. D
oes your project or program provide a direct service as an operator, service provider, developer, or owner in supporting the City’s homelessness strategies below)? Mark all that apply to your programs.
☒ Capacity Building
☒ Advocacy
☒ Access, Outreach, and Engagement
ATTACHMENT 3 - 8
☒ Shelter and Housing Accessibility
☒ Health and Stabilization
☒ Homeless Prevention

15. For Economic Development Activities, please indicate the number of persons of each income level that your program will assist:

Extremely low: under 30% 8
Very Low: 31% to <50% 42
Low: 51% to <80%
Total Low Income Served: 50

16. Budget
Budget
Budget Line Item Cost

Benefits
Taxes
Subtotal Personnel 0
Non-Personnel
Move-In Assistance
Supplies & Materials – Construction
Equipment
Communications
Meetings & Convenings
Travel & Transportation
Training
Consulting
Evaluation
Scholarships for 50 low income Burbank
residents
20,000

Subtotal Non-Personnel 20000
Total Personnel & Non-Personnel
Indirect Costs
Total 20000
Number of Persons Served: 50
Cost per Individual 400

17. The following attachments need to be submitted with the application:
a) Most Recent Financial Statements.
b) Most Recent Audit & Findings, if any.

ATTACHMENT 3 - 9
c) Client Intake Form.
d) Organization Insurance

For more information regarding these strategies, please review the City’s Homelessness Plan at: https://www.burbankca.gov/homelessness

The application must be submitted to [email protected]

ATTACHMENT 3 - 10
CITY OF BURBANK FISCAL YEAR 2025-26 COMMUNITY

DEVELOPMENT BLOCK GRANT PROGRAM REQUEST FOR FUNDING

PROPOSALS FOR PUBLIC SERVICES AND CAPITAL PROJECTS

Once complete please submit to [email protected]

Project/Program Summary

Operating Agency: Home Again Los Angeles

Project/Program Name: Street Outreach

Project/Program Selection: (If an entity is considering applying for multiple programs, an individual proposal must be submitted separately for each activity.)

☐ Capital Project1
☐ Special Economic Development2
☒ Public Service3

Applicant Type:
☐ City department:
☒ Non-Profit or For-Profit Organization:
☐ Sponsor/Contractor:
☐ Faith-Based Organization:
☐ Community-Based Development Organization:

Total Amount Requested from CDBG only: $50,000.00
(The City’s fiscal year is July 1 – June 30)

1. Project/Program Description: Describe the project/program you intend to operate using CDBG funding.

Home Again Los Angeles (HALA) is seeking CDBG funds to implement a Street Outreach program designed to assist unhoused families attain immediate needs while working with the family to long term goals including securing permanent housing. The program will provide a holistic approach to addressing homelessness by combining proactive street outreach with our supportive services mobile resource hub. HALA will utilize its dedicated staff and mobile resource center to respond effectively to families experiencing homelessness or at risk of losing their homes.

1 Capital projects are considered to be activities related to housing rehabilitation, real property activities, public facility improvements, construction activities, and code enforcement. 2 Special Economic Development activities are considered to be commercial and industrial building acquisition, construction, and improvements; and provision of assistance in the form of loans, grants, Technical Assistance and Capacity Building consulting for the benefit of low to moderate-income persons. 3 Public Services are considered to be activities related to job training, employment services, health care, substance abuse services, child care, crime prevention, and fair housing counseling.

ATTACHMENT 3 - 11

2. Project/Program Activities: Describe the activities you intend to provide using the CDBG funds.

Home Again LA (HALA) will integrate street outreach efforts with a mobile resource center to create a seamless continuum of care for unhoused or at-risk families. This approach ensures that vulnerable families have immediate access to resources and ongoing support to regain stability.

1. Street Outreach Efforts:

Home Again LA will deploy trained outreach staff to engage families and living on the streets, in their vehicles, or in other unstable housing situations.
o Mobile Resource Center: Equipped with essentials like food, hygiene kits, blankets, diapers, and clothing to meet immediate needs.
o Crisis Intervention Specialists: Outreach staff will conduct on-site assessments, connecting families to emergency shelter (including our own shelter and motel program), housing assistance, and support services.
o On-the-Spot Support: Leveraging our taxi vouchers and bus passes we aim to provide transportation to shelters, housing appointments, or medical care when needed.
o Collaboration with Community Partners: Work alongside local organizations, law enforcement, schools, and healthcare providers to identify and assist families in need.

2. Supportive Services:

We will serve as a centralized location for comprehensive support services for families experiencing or at risk of homelessness. Services include:
o Case Management: Dedicated staff will develop individualized housing stability plans, addressing immediate crises and long-term goals.
o Housing Assistance: Staff will connect families to rental assistance programs, help with housing applications, and engage landlords willing to provide affordable housing.
o Employment and Education Support: Provide job readiness training, resume building, interview preparation, and referrals to vocational programs. For families, this includes support for children to stay enrolled in school.
o Financial Empowerment Workshops: Educate families on
budgeting, credit repair, and long-term financial planning to prevent future housing instability.
o Benefits Navigation: Assist families in applying for and accessing public benefits, including SNAP, WIC, childcare subsidies, and healthcare.

ATTACHMENT 3 - 12

3. Project/Program Time of Performance: Describe your proposed schedule of performance and associated activities using CDBG funds.

Schedule of Performance
Quarter 1: July 1, 2025 – September 30, 2025
• Finalize funding, hire staff, and conduct training on trauma-informed care and crisis intervention.
• Launch weekly street outreach, targeting 50 families, and travel with our Mobile Resource Center to key partners.
• Establish partnerships with community organizations and landlords.

Quarter 2: October 1, 2025 – December 31, 2025
• Expand outreach to underserved neighborhoods.
• Provide individualized case management to 50 families. • Place 10 unhoused families into shelter and/or permanent housing.

Quarter 3: January 1, 2026 – March 31, 2026
• Conduct mid-year evaluation and adjust strategies.
• Continue our efforts to r each additional families through outreach and expand mental health and parenting services.
• Place 10 additional families into permanent housing.

Quarter 4: April 1, 2026 – June 30, 2026
• Complete final outreach efforts and achieve annual goals. • Report outcomes, including total families served and housing placements, and develop sustainability plans for the next fiscal year.

4. Project/Program Outcomes: Describe your proposed outcomes that will result in a community benefit to low-to moderate-income households using CDBG funds.

Home Again LA's Street Outreach Program aims to achieve several key outcomes to support families experiencing or at risk of homelessness:

1. Increased Engagement: Through proactive outreach, the program seeks to connect with a significant number of families, providing them with immediate support and resources.

2. Housing Stability: By offering case management and housing assistance, the program aims to transition families into stable housing situations, reducing the incidence of homelessness in the community.

3. Enhanced Self -Sufficiency: Through services such as job development, financial planning, and life skills workshops, the program strives to empower families to achieve long-term stability and independence.

4. Community Collaboration: By partnering with local organizations, landlords, and service providers, the program enhances the support network available to families, ensuring comprehensive assistance tailored to their needs.

These projected outcomes align with Home Again LA's mission to provide comprehensive support to families in need, fostering a path toward self-sufficiency and housing stability.

ATTACHMENT 3 - 13

5. Please indicate your business address and business information below.

Official Business Name: Home Again Los Angeles
Chief Executive Officer/Director:

Albert Hernandez
Business Address, City, State, Zip Code: 2321 North Catalina Street, Burbank 91504

Phone Number: 818-562-7778 E- mail: [email protected] Business License Number:

Unique Entity ID:

Z4G6KSKHLBZ6 Tax ID: 26-2458342
Project Manager Name: Carrie Prado
E-mail: [email protected]
Phone No: 818-847-1547

6. If awarded CDBG funding, describe the location(s) of where the services will be provided.
☒ Same as above
☐ Other (address/areas/clubs/associations, etc.):
_____________________________________

7. Project/Program Beneficiaries:

Identify the target population you intend to serve using CDBG funds. You may mark more than one.
☒ At-risk of homelessness ☐ Veterans
☐ Seniors (55 years of age and older) ☒ Families with children ☐ Unemployed/underemployed ☐ Youth or young adults
☐ Disabled persons ☐ Immigrant individuals/families ☒ Chronically homeless individuals ☒ Distressed homeowner’s/renter’s ☐ Victims of Domestic Violence ☐ Formerly incarcerated ☐ Small businesses ☐ Other

8. Does your organization have the system structure to collect and maintain demographic information for purposes of quarterly reporting? ☒ Yes or ☐No

Home Again LA has clients complete an intake application. Staff upload that information into our web-based Homeless Management Information System and maintain our case notes, benchmarks achieved and other items in the portal. We are easily able to generate reports from the portal and create and submit the quarterly reports on time as requested.

ATTACHMENT 3 - 14

9. Project/Program Delivery Area:

This program is meant to support 100% city of Burbank residents; albeit we are targeting unhoused families with children and these clients may not necessarily have a permanent address in our community.

10. Measurable Outcomes:

Please provide performance goals, proposed outcomes (deliverables) and activities your organization expects to achieve in a 12-month period with the use of CDBG funds.

Performance Goals Deliverables Activities
Increase Outreach
Engagement
Identify and assist at least
50 families experiencing
or at risk of
homelessness.

 Deploy teams 4 times per
week to targeted areas.
 Distribute hygiene kits,
food, and emergency
supplies to families in need.
 Provide on-the-spot crisis
intervention and
transportation assistance.

Housing Stability Secure permanent or
transitional housing for at
least 50 families.
 Develop individualized
housing plans for all
engaged families.
 Provide rental assistance,
deposit support, and landlord
mediation.
 Facilitate placements in
emergency, transitional, or
permanent housing
programs.

Resource Connection Provide case
management and
resource referrals to at
least 100 families.

 Assign dedicated case
managers to families for
long-term stability planning.
 Assist with benefits
applications (CalWORKs,
SNAP, childcare assistance,
etc.).

ATTACHMENT 3 - 15

11. Based on the CDBG funding requested, include the amount of private/public funds that will be leveraged to administer the program/project. Do not include any funds that are committed to other programs/projects or in-kind services, or volunteer hours.

Home Again LA will maximize program impact by leveraging multiple funding sources. We are requesting $50,000 of the total $322,916 needed to operate the program. The remaining $272,916 will be secured through our United Way of LA grant and dedicated fundraising efforts.

12. On a level of sustainability (program longevity), has your organization or Board approved applying, collaborating, or accepted any State, Federal, County, or philanthropic grants, benefits, or other non-CDBG funding in 2024? ☒Yes or ☐No
Fund/Grant Name: United Way of Los Angeles
Amount: $175,000.00
Home Again LA is constantly searching and applying for funds outside of Burbank to benefit our Burbank households. We’ve leveraged over $2million dollars in that past 5 years and will continue to do so, so that our programs thrive, and our Burbank households have access to additional resources.

13. Please indicate the funds your organization will consider or pursue, if applicable (Do not include fundraising campaigns).

We are pursuing leveraging our existing collaboration with the United Way of Greater Los Angeles to help operate the full expense.

14. Does your project or program provide a direct service as an operator, service provider, developer, or owner in supporting the City’s homelessness strategies below)? Mark all that apply to your programs.
☐ Capacity Building
☒ Advocacy
☒ Access, Outreach, and Engagement
☒ Shelter and Housing Accessibility
☒ Health and Stabilization
☒ Homeless Prevention

ATTACHMENT 3 - 16

15. For Economic Development Activities, please indicate the number of persons of each income level that your program will assist:

Extremely low: under 30% 35 Households
Very Low: 31% to <50% 10 Households
Low: 51% to <80% 5 Households
Total Low Income Served: 50 Households

16. Budget
Budget
Budget Line Item Cost
Street Outreach Coordinator (1FTE) 39,000.00

Benefits 0.00
Taxes 0.00
Subtotal Personnel 39,000.00
Non-Personnel
Move-In Assistance 0.00
Motel Nights 0.00
Supplies & Materials for Clients 4800.00
Printing/Marketing 2400.00
Communications 300.00
Meetings & Convenings 0.00
Travel & Transportation 2400.00
Training 0.00
Consulting 0.00
Evaluation 0.00

Subtotal Non-Personnel 9900.00
Total Personnel & Non-Personnel 48900
Indirect Costs 1100.00
Total 50000
Number of Persons Served: 50 Households
Cost per Individual 1000 per household

17. The following attachments need to be submitted with the application:
a) Most Recent Financial Statements.
b) Most Recent Audit & Findings, if any.
c) Client Intake Form.
d) Organization Insurance
For more information regarding these strategies, please review the City’s Homelessness Plan at: https://www.burbankca.gov/homelessness
The application must be submitted to [email protected] ATTACHMENT 3 - 17
CITY OF BURBANK FISCAL YEAR 2025-26 COMMUNITY

DEVELOPMENT BLOCK GRANT PROGRAM REQUEST FOR FUNDING

PROPOSALS FOR PUBLIC SERVICES AND CAPITAL PROJECTS

Once complete please submit to [email protected]

Project/Program Summary

Operating Agency: Burbank Noon Lions

Project/Program Name: Indigent Eye Care & Ear of the Lion

Project/Program Selection: (If an entity is considering in applying for multiple programs, an individual proposal must be submitted separately for each activity.)

☐ Capital Project1
☐ Special Economic Development2
☒ Public Service3

Applicant Type:
☐ City department:
☒ Non-Profit or For-Profit Organization:
☐ Sponsor/Contractor:
☐ Faith-Based Organization:
☐ Community-Based Development Organization:

Total Amount Requested from CDBG only: $4,869.00
(The City’s fiscal year is July 1 – June 30)

1. Project/Program Description: Describe the project/program you intend to operate using CDBG funding.

1. Project/Program Description:

Briefly describe the primary objective of the project/program you intend to operate including all major activities to be undertaken:

Burbank Noon Lions is a Non-profit, all volunteer service organization, serving Burbank for over 50 years with NO paid staff. For the INDIGENT EYE CARE program, we provide free, comprehensive eye exams and prescription glasses for low-income/homeless in Burbank area in coordination with local eye care professionals. Burbank Temporary Aid Center (BTAC) and Home AgainLA are serving as our screening canters to determine eligibility for eye care services. During COVID, we coordinated with other non-profits in the community that could verify the eligibility of clients they were referring and will continue this process. Applications for EAR OF THE LION are received/reviewed for completeness by a Lion volunteer and forwarded to the Lions Hearing Foundation in central CA.

Ear of the Lion committee members/audiologists review the application, determining financial eligibility (using Federal guidelines) and hearing needs of the applicant. If approved, audiology services are often provided by the Burbank area applicant's personal audiologist in conjunction with the Ear of the Lion program.

ATTACHMENT 3 - 18

2. Project/Program Activities: Describe the activities you intend to provide using the CDBG funds.

After eligibility is verified by referring agency and client statistical data is recorded by volunteer Lions, the client receives a Burbank Noon Lions Club REFERRAL form, which instructs the client to call our vendors for an appointment to have a comprehensive eye exam. Should the client need prescription glasses, the client is given the option to select their choice of frames (does not include designer brands).

Essentially, once the client receives the Referral, all activity takes place at our vendor's pla
ce of business. A Memorandum of Understanding was established between the Burbank Noon Lions and Eye Care Optics to provide all services necessary, including exams and prescription glasses, at a reduced fee,

3. Project/Program Time of Performance: Describe your proposed schedule of performance and associated activities using CDBG funds.

ATTACHMENT 3 - 19
Our providing vendors send invoices for several Referrals (usually every 6 months or so) which allows volunteer Lions to process payment and determine which clients, receiving Referrals, contacted our vendors for service and received a pair of Rx glasses. When the invoices are received, we are made aware of the numbers served.

As an ongoing project, the process to provide service continues throughout the fiscal year of funding

4. Project/Program Outcomes: Describe your proposed outcomes that will result in a community benefit to low-to moderate-income households using CDBG funds.

Our target clients are mainly homeless, very low and low-income level individuals and families. The gift of sight is the benefit to our clients. Being able to see clearly enough to read and complete forms ie: job application or applying for local, state and Federal government assistance, read warning labels on food or medicine, watch a movie, read a book for enjoyment or educational purposes, obtain information from the Internet, communicate electronically and even to walk, take a bus or drive safely are all part of the benefits. The goal is to provide 31 people with needed vision services, based on the final allocation (if awarded funding).

5. Please indicate your business address and business information below.

Official Business Name:

ATTACHMENT 3 - 20
Chief Executive Officer/Director: N/A
Business Address, City, State, Zip Code:
911 E. Cypress Ave. Burbank, CA 91501

Phone Number: E-mail:

Business License Number:

Unique Entity ID: MJC2BJ1T9BR3 Tax ID:

Volunteer P roject Manager Name:

E-mail: [email protected]
Phone No: 818-955-8018

6. If awarded CDBG funding, describe the location(s) of where the services will be provided.
☐ Same as above
☒ Other (address/areas/clubs/associations, etc.):
___Eye Care Optics 804 S. Victory Blvd. Burbank, CA 91502_________________

7. Project/Program Beneficiaries:

Identify the target population you intend to serve using CDBG funds. You may mark more than one.
☒ At-risk of homelessness ☒ Veterans
☒ Seniors (55 years of age and older) ☒ Families with children ☒ Unemployed/underemployed ☒ Youth or young adults
☒ Disabled persons ☒ Immigrant individuals/families ☒ Chronically homeless individuals ☒ Distressed homeowner’s/renter’s ☒ Victims of Domestic Violence ☒ Formerly incarcerated ☐ Small businesses ☐ Other

ATTACHMENT 3 - 21

HALA and BTAC verify income and complete an Intake Form for each client/family. Additionally, the client/s are asked to sign a Consent form, verifying their information will be shared with the Burbank Noon Lions club.

Then, HALA and BTAC provide copy to us of the completed forms, for our records, which contain all the necessary demographics required for Quarterly Reports.

9. Project/Program Delivery Area:

We expect to provide service for anyone living in Burbank and the eastern San Fernando Valley, including the communities of Glendale and North Hollywood.

It is anticipated that we will serve 60% Burbank residents and 40% non- Burbank residents.

ATTACHMENT 3 - 22

10. Measurable Outcomes:

Please provide performance goals, proposed outcomes (deliverables) and activities your organization expects to achieve in a 12-month period with the use of CDBG funds.

Performance Goals Deliverables Activities
31 people receiving eye
exams and glasses
31 pairs of glasses

Eye exams, selection of
frames for prescription
glasses.

11. Based on the CDBG funding requested, include the amount of private/public funds that will be leveraged to administer the program/project. Do not include any funds that are committed to other programs/projects or in-kind services, or volunteer hours.

N/A
ATTACHMENT 3 - 23

Amount:
(add additional lines if necessary)

13. Please indicate the funds your organization will consider or pursue, if applicable (Do not include fundraising campaigns).

N/A

14. Does your project or program provide a direct service as an operator, service provider, developer, or owner in supporting the City’s homelessness strategies below)? Mark all that apply to your programs.
☐ Capacity Building
☐ Advocacy
☐ Access, Outreach, and Engagement
☐ Shelter and Housing Accessibility
☒ Health and Stabilization
☐ Homeless Prevention

15. For Economic Development Activities, please indicate the number of persons of each income level that your program will assist:

Extremely low: under 30% 16
Very Low: 31% to <50% 15
Low: 51% to <80%
Total Low Income Served: 31

16. Budget
Budget
Budget Line Item Cost

Benefits N/A
ATTACHMENT 3 - 24
Taxes N/A
Subtotal Personnel
Non-Personnel
Move-In Assistance N/A
Supplies & Materials – Construction N/A
Equipment N/A
Communications N/A
Meetings & Convenings N/A
Travel & Transportation N/A
Training N/A
Consulting N/A
Evaluation N/A

Subtotal Non-Personnel
Total Personnel & Non-Personnel $0
Indirect Costs: Eye exams
Glasses
Ear of the Lion dues
Ear of the Lion
Street Banner
$2170
$2139
85 300
175

Total $4,869
Number of Persons Served: 31
Cost per Individual $139

17. The following attachments need to be submitted with the application:
a) Most Recent Financial Statements.
b) Most Recent Audit & Findings, if any.
c) Client Intake Form.
d) Organization Insurance

For more information regarding these strategies, please review the City’s Homelessness Plan at: https://www.burbankca.gov/homelessness

The application must be submitted to [email protected]

ATTACHMENT 3 - 25
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ATTACHMENT 3 - 34
CITY OF BURBANK FISCAL YEAR 2025-26 COMMUNITY

DEVELOPMENT BLOCK GRANT PROGRAM REQUEST FOR FUNDING

PROPOSALS FOR PUBLIC SERVICES AND CAPITAL PROJECTS

Once complete please submit to [email protected]

Project/Program Summary

Operating Agency: Burbank Temporary Aid Center

Project/Program Name: General Services

Project/Program Selection: (If an entity is considering in applying for multiple programs, an individual proposal must be submitted separately for each activity.)

☐ Capital Project1
☐ Special Economic Development2
☒ Public Service3

Applicant Type:
☐ City department:
☒ Non-Profit or For-Profit Organization:
☐ Sponsor/Contractor:
☐ Faith-Based Organization:
☐ Community-Based Development Organization:

Total Amount Requested from CDBG only: $60,500
(The City’s fiscal year is July 1 – June 30)

1. Project/Program Description: Describe the project/program you intend to operate using CDBG funding.

The services provided by BTAC are meant to help individuals and families who find themselves in difficult times. Through the grocery program, households can save significant funds, which can be put toward other household bills. BTAC's rental assistance program can help those who are in between jobs, are on fixed incomes or impacted by health care expenses to catch up on or have a reprieve from monthly rent. Working with Burbank Water and Power, BTAC assists with utility bills.

The free use of laundry and shower facilities will continue.

Rental and utility assistance will also continue, awarded on a case by case basis and as funding allows.

ATTACHMENT 3 - 35

2. Project/Program Activities: Describe the activities you intend to provide using the CDBG funds.

BTAC will continue to provide groceries and other services to both Burbank residents and those who are unhoused in the Burbank area. This includes monthly grocery distribution, utility assistance, rental assistance (as possible), free laundry and shower facilities.

In order to keep these programs running smoothly, funds will be used to pay direct service-related expenses, such as purchasing paper grocery bags, repairing and/or replacing ailing refrigerators, costs of utilities, cleaning and trash removal, etc.

3. Project/Program Time of Performance: Describe your proposed schedule of performance and associated activities using CDBG funds.

If approved, the refrigerator(s) would be replaced and/org repaired as soon as possible. This had a direct impact on BTAC’s ability to preserve and provide groceries.

All BTAC services are on-going year-round. Funds will be used for Fiscal Year 2025- 26 (July 1, 2025 – June 30, 2026)

ATTACHMENT 3 - 36

4. Project/Program Outcomes: Describe your proposed outcomes that will result in a community benefit to low-to moderate-income households using CDBG funds.

Families and individuals will have BTAC resources to ensure their families don't have to worry about food. Through the grocery program households can offset expenses.

The utility and rental assistance programs can provide direct relief for these specific household bills.

Laundry facilities will remain free to registered housed Burbank residents or those who are unhoused.

Shower facilities will remain available to registered individuals who are unhoused in the Burbank area.

5. Please indicate your business address and business information below.

Official Business Name: Burbank Temporary Aid Center
Chief Executive Officer/Director:

Barbara Howell
Business Address, City, State, Zip Code: 1304 W. Burbank Blvd. Burbank, CA 91506

Phone Number: 818-848-2822 ext. 1010 E- mail: [email protected] Business License Number:

Unique Entity ID: MQF5-2SMZ-VR7X-RQH2 Tax ID: 95-3309130 Project Manager Name: Barbara Howell
E-mail: [email protected]
Phone No: 818-848-2822 ext. 1010

7. Project/Program Beneficiaries:

Identify the target population you intend to serve using CDBG funds. You may mark more than one.
☒ At-risk of homelessness ☒ Veterans
☒ Seniors (55 years of age and older) ☒ Families with children ☒ Unemployed/underemployed ☒ Youth or young adults
☒ Disabled persons ☒ Immigrant individuals/families
☒ Chronically homeless individuals ☒ Distressed homeowner’s/renter’s ☒ Victims of Domestic Violence ☒ Formerly incarcerated ☐ Small businesses ☐ Other

ATTACHMENT 3 - 37

8. Does your organization have the system structure to collect and maintain demographic information for purposes of quarterly reporting? ☐ Yes or ☐No Please describe your system of collecting the data (i.e. intake applications, web-based applications, etc.).

BTAC uses Clienttrack, a web-based database designed to capture this type of data.

Each individual or household renews annually to provide most current information. We are also able to create case notes for any additional information or insights.

9. Project/Program Delivery Area:

BTAC serves residents of Burbank and those who are unhoused in the Burbank area.

All services are provided based on recipients being registered with BTAC.

ATTACHMENT 3 - 38

10. Measurable Outcomes:

Please provide performance goals, proposed outcomes (deliverables) and activities your organization expects to achieve in a 12-month period with the use of CDBG funds.

Performance Goals Deliverables Activities
Provide rental and utility
assistance.

Using household
financial information
determine applicants’
eligibility for each specific
program. This includes
their ability to
successfully pay rent
and/or utilities on their
own beyond receiving
BTAC assistance.

Provide rental and utility
assistance to 4-6 at-risk
households during the term
of this contract.

Households will meet the
limited clientele national
objective.

BTAC Meets all LA County
Health Department
requirements.

Health and safety
standards are maintained
with an A Grade. This
includes using
commercial refrigerators.

Comply with all annual
health inspections
throughout the term of this
contract.

Purchase and/or repair
commercial refrigerator.

Reduce food insecurity by
providing groceries for
low-income Burbank
residents and homeless
who have access to
cooking facilities.

Using household
financials, determine low-
income eligibility.

100 low-income individuals
will receive groceries from
BTAC’s food pantry during
the term of this contract
Shower appointments will
be available to homeless
individuals on Monday and
Friday mornings.

After registering with
BTAC and agreeing to
BTAC’s code of conduct,
homeless individuals
may make appointments
to use the shower
facilities. Program will be
by appointment only.

40 homeless individuals will
take advantage of the
shower program during the
term of the contract.

Laundry facilities will be
available for use by both
housed and homeless
clients, based on
appointment availability.

In addition, BTAC will
provide laundry detergent
for each client.

After registering with
BTAC and agreeing to
BTAC’s code of conduct,
clients may make
appointments to do up to
three loads of laundry.

Program will be by
appointment only.

20 housed and/or homeless
individuals will have access
to laundry facilities during
the term of the contract.

ATTACHMENT 3 - 39
BTAC meets the
requirements of SB 1383,
for organics recycling
BTAC will minimize
organic waste, as
required by the City of
Burbank and the State of
California.

BTAC will share perishable
organic items which are
unfit to distribute to an area
farmer. Items will be picked
up twice each week. Any
that cannot be picked up will
be disposed of correctly.

11. Based on the CDBG funding requested, include the amount of private/public funds that will be leveraged to administer the program/project. Do not include any funds that are committed to other programs/projects or in-kind services, or volunteer hours.

Funds from general donations, income from special events and additional unrestricted funds will be used to supplement the cost of the program.

13. Please indicate the funds your organization will consider or pursue, if applicable (Do not include fundraising campaigns).

Mother Joseph Foundation
Community Foundation of the Valley
Community Foundation of the Verdugos
Parsons Foundation

14. Does your project or program provide a direct service as an operator, service provider, developer, or owner in supporting the City’s homelessness strategies below)? Mark all that apply to your programs.
☐ Capacity Building
☐ Advocacy
ATTACHMENT 3 - 40
☒ Access, Outreach, and Engagement
☐ Shelter and Housing Accessibility
☐ Health and Stabilization
☒ Homeless Prevention

15. For Economic Development Activities, please indicate the number of persons of each income level that your program will assist:

Extremely low: under 30% 253
Very Low: 31% to <50% 34
Low: 51% to <80% 23
Total Low Income Served: 310

16. Budget

Budget
Budget Line Item Cost

Salaries 0
Benefits 0
Taxes 0
Subtotal Personnel
Non-Personnel

Supplies & Materials $ 1,000
Equipment Repairs $ 2,500
Equipment Replacement $ 6,500
Janitorial, Pest Control & Trash removal $22,500
Rental/Utility Assistance $ 5,000
Vehicle Gas & Maintenance $ 1,500
Service-associated utility bills: showers,
laundry, refrigeration, etc. $11,500
Insurance and Audit expenses $10,000
Subtotal Non-Personnel $60,500
Total Personnel & Non-Personnel
Indirect Costs
Total $60,500
Number of Persons Served: 400
Cost per Individual $151

17. The following attachments need to be submitted with the application:
a) Most Recent Financial Statements.
b) Most Recent Audit & Findings, if any.

ATTACHMENT 3 - 41
c) Client Intake Form.
d) Organization Insurance

For more information regarding these strategies, please review the City’s Homelessness Plan at: https://www.burbankca.gov/homelessness

The application must be submitted to [email protected]

ATTACHMENT 3 - 42
CITY OF BURBANK FISCAL YEAR 2025-26 COMMUNITY

DEVELOPMENT BLOCK GRANT PROGRAM REQUEST FOR FUNDING

PROPOSALS FOR PUBLIC SERVICES AND CAPITAL PROJECTS

Once complete please submit to [email protected]

Project/Program Summary

Operating Agency: Family Service Agency of Burbank

Project/Program Name: CARE Cottages at Puerta Nueva- Therapeutic Residential Care for Homeless Families Fleeing Domestic Violence

Project/Program Selection: (If an entity is considering in applying for multiple programs, an individual proposal must be submitted separately for each activity.)

☐ Capital Project1
☐ Special Economic Development2
☒ Public Service3

Applicant Type:
☐ City department:
☒ Non-Profit or For-Profit Organization:
☐ Sponsor/Contractor:
☐ Faith-Based Organization:
☐ Community-Based Development Organization:

Total Amount Requested from CDBG only: $45,000
(The City’s fiscal year is July 1 – June 30)

1. Project/Program Description: Describe the project/program you intend to operate using CDBG funding.

The vision and purpose of Family Service Agency of Burbank’s Puerta Nueva at the CARE Cottages Transitional Housing program is to end the threat of homelessness and violence in the lives of vulnerable families and individuals and to ensure their transition to safe, stable, permanent housing, allowing them to live happy, healthy, meaningful lives.

Due to the ever-increasing number of homeless in our state, homelessness

ATTACHMENT 3 - 43
continues to be at the forefront of the political and social scene as a public health and safety challenge which requires a community-coordinated/multi-disciplinary response. Los Angeles County has spent billions of dollars over the past several years with some small success. While many programs offer temporary assistance, most have extremely high rates of recidivism, often because they provide short-term housing, but do not provide the holistic, well-coordinated, specialized interventions and supports necessary for long-term success. One especially vulnerable group in Burbank is families who are experiencing domestic violence.

Domestic Violence

As you are certainly already aware, domestic violence is the primary cause of homelessness for women, children, and families in the United States. According to the National Network to End Domestic Violence, between 22 and 57 percent of women and children are homeless due to domestic violence, and 38 percent of victims experience homelessness in their lives due to domestic violence. Victims leaving abusers often experience homeless events multiple times. Each time they are forced to return to a batterer, the violence intensifies.

When a victim of domestic violence makes the very brave decision to leave their abusive partner, safe and affordable housing is one of the primary barriers they will face. In a one-day survey conducted in 2018, more than 56,000 adults and children fleeing violence found refuge in shelters. Out of 18,771 unmet requests for domestic violence services, 68 percent were for housing and shelter. In another nationwide study, more than half of victims needing housing did not receive them. Additionally, victims and their children often have limited resources, limited employment skills, lack of family support, trauma symptoms, and a loss of 70% of their income, among other barriers, which makes their ability to find stability without assistance impossible. Though emergency and short-term shelter can be a source of immediate temporary safety, long-term transitional housing programs offer victims a stable housing option and supportive services from which long-term safety and stability can be built, and healing can take place and repeated incidents of homelessness averted.

In response, Family Service Agency of Burbank (FSA), founded in 1953, has been providing holistic, multi-disciplinary, therapeutically supported, long-term transitional housing to families and individuals for over 19 years. This began as a very natural, and needed, outgrowth of our long-established domestic violence services. The CARE Cottages at Puerta Nueva (Est. 2006), developed in partnership with the Ctiy of Burbank shelters 5 families with an unmatched 3-year stay. This allows families the time necessary to both heal and work on self-sufficiency goals vital to their long- term success. This has proven to be a highly efficacious intervention program in our community for nearly two decades.

2. Project/Program Activities: Describe the activities you intend to provide using the CDBG funds.

ATTACHMENT 3 - 44

FSA believes that all individuals and families should live a life that is safe, healthy, and meaningful and that is what we strive to accomplish at Puerta Nueva. Our program provides not only housing, but also; holistic, multi-disciplinary, comprehensive and individualized counseling, advocacy, intervention and preventions services, all of which are vital to positive enduring outcomes.

The Care Program for Families is a comprehensive Domestic Violence Outreach Program, founded 1991, in collaboration with the City of Burbank’s then municipal court and local Police Department. All long-term residents have previously participated in FSA’s CARE Program for families.

T
he program continually assesses and refines its work, providing individualized treatments and supports to meet families where they are at any given moment. The following is utilized to best meet the needs of our residents.

Assessment:

Prior to and throughout our client’s residency, Burbank’s Family Service Agency currently relies on 13 major activities/strength indicators (see Attachment I) as a focus of care/intervention/advocacy widely found to increase the probability of positive outcomes for traumatized individuals and families residing in therapeutically supported long-term transitional housing.

Of course, these are “just indicators” and therefore cannot account for all that is human – but we have found them to be a highly reliable general guidance/assessment tool.

Implementation:

Treatment Plan (TP)

All Burbank Family Service Agency clients work with a multi-disciplinary therapeutic team to create their Individualized Mental Health Treatment Plan (TP). Currently, all entering one of FSA’s three long-term therapeutic residential communities will also work with their team to design an Autonomy Plan (AP). This plan serves as an additional focus for specific care/intervention/advocacy and as a measurement of progress towards each family’s desired autonomy – self-sufficiency – towards a violence-free future – new personal healthy empowerment!

Autonomy Plan (AP)

The AP is utilized as a daily guide and is formally reviewed monthly. Each adult resident and age-appropriate minor meets with their assigned Program Director and/or Lead Advocate to review and reflect on their individual and/or family’s current strengths and/or challenges. It is time spent honoring growth while identifying existing or emerging challenges.

All homeless prevention program clients are provided with the following:

Long-term, up to 3 years, safe, confidential housing
Financial Planning and Education (long and short-term goals) Mental Health Services- Individual, Family, and Group
Legal Advocacy/ Coordination
ATTACHMENT 3 - 45
Restraining order preparation
Financial Planning and Education (long and short-term goals) Career and Education Planning
Transitional life coaching
Life skills education
Clinical Case Management
Peer Support- DV Program
Social Service Advocacy
Housing Assistance
*as well as individualized interventions, and supports

With the growing need for therapeutic treatment and services revealed and exacerbated by the pandemic, social upheaval, political polarization, and subsequent instability felt by many, FSA stands uniquely poised to continue to provide relevant, critical support to families experiencing violence. FSA is dedicated to the efficacy of our program for residents who have been left vulnerable/traumatized by life experiences beyond their control.

We hold great appreciation for our continued partnership and the City of Burbank’s visionary leadership. We know, and hope you agree, that this is a service area vital to the continued development and stability of Burbank’s successful rehousing and supportive care services.

With that, we are humbly requesting $45,000 in funding to address families fleeing violence in our community.

3. Project/Program Time of Performance: Describe your proposed schedule of performance and associated activities using CDBG funds.

As an on-going, multi-year program, services will be performed on a continuing basis during the grant period, 24/7 as needed by residents.

4. Project/Program Outcomes: Describe your proposed outcomes that will result in a community benefit to low-to moderate-income households using CDBG funds.

Appropriate supports allow for the greatest possibility of success. Through the CARE Cottages at Puerta Nueva, households are provided with therapeutic treatment, intervention, and advocacy supports, which will allow them the best opportunity for success in the future.

To date, FSA's program has seen NO RETURN TO A BATTERER after successful completion of our CARE Cottages residential program. And all residents have exited this program with increased job skills, education, stability, and goals for the future well developed, as well as a keen sense of empowerment to continue to handle all of life’s challenges.

Additionally, FSA continues to provide care after their program completion as needed.

ATTACHMENT 3 - 46

5. Please indicate your business address and business information below.

Official Business Name: Family Service Agency of Burbank Chief Executive Officer/Director:

Laurie Bleick
Business Address, City, State, Zip Code: 2721 W. Burbank Blvd. Burbank, CA 91505

Phone Number: 818-845-7671 E-mail: [email protected] Business License Number: 1009118
Unique Entity ID: NU9HF3FV19A7 Tax ID: 95-6118623
Project Manager Name: Christine Ramos
E-mail: [email protected]
Phone No: 818-845-7671

6. If awarded CDBG funding, describe the location(s) of where the services will be provided.
☒ Same as above
☒ Other (address/areas/clubs/associations, etc.): Services are provided at our office and on-site at Puerta Nueva

7. Project/Program Beneficiaries:

Identify the target population you intend to serve using CDBG funds. You may mark more than one.
☒ At-risk of homelessness ☐ Veterans
☐ Seniors (55 years of age and older) ☒ Families with children ☐ Unemployed/underemployed ☒ Youth or young adults
☐ Disabled persons ☒ Immigrant individuals/families ☐ Chronically homeless individuals ☐ Distressed homeowner’s/renter’s ☒ Victims of Domestic Violence ☐ Formerly incarcerated ☐ Small businesses ☐ Other

Yes, information is obtained at the time of application and entrance to the program as part of our comprehensive intake and assessment process. Selected participants must provide 3 months of pay stubs, 6 months of bank statements to verify income.

Applicants also complete the CDBG self -certification form which is held on file.

Additionally, residents are also approved by Burbank Housing corporation for leasing and completes annual income recertification for residents.

ATTACHMENT 3 - 47

9. Project/Program Delivery Area:

All program participants reside in Burbank.

ATTACHMENT 3 - 48

10. Measurable Outcomes:

Please provide performance goals, proposed outcomes (deliverables) and activities your organization expects to achieve in a 12-month period with the use of CDBG funds.

Performance Goals Deliverables Activities
5+ families served by
program

Provide 5+ families with
professional specialized
therapeutic services to
enhance healing
All families will receive
individual and group
counseling, as well as group
supportive services, and
case management
5+ families working toward
successful attainment of
goals
Support 5+ families
working toward
successful attainment of
goals

All five families will receive
financial education (short and
long term), goal setting and
support, career guidance,
assistance with resumes,
clothing etc.

All who exit this year Supporting graduating
families move to or
toward permanent
housing

Aid families to secure
permanent stable housing
at the end of their program
time.

11. Based on the CDBG funding requested, include the amount of private/public funds that will be leveraged to administer the program/project. Do not include any funds that are committed to other programs/projects or in-kind services, or volunteer hours.

Private grant- $25,000
Batterers Intervention Program- $19,000

Amount:
(add additional lines if necessary)

13. Please indicate the funds your organization will consider or pursue, if applicable (Do not include fundraising campaigns).

FSA continually seeks private and public funding to support the needs of Burbank's only long-term transitional housing community for families fleeing domestic violence. This program has operated successfully for nearly 20 years.

This year FSA received 1 private grant and has applied/or will be applying for 2 additional grants. Additionally, FSA seeks to collaborate with other organizations and assess for activities that can build further partnerships as appropriate.

ATTACHMENT 3 - 49

14. Does your project or program provide a direct service as an operator, service provider, developer, or owner in supporting the City’s homelessness strategies below)? Mark all that apply to your programs.
☐ Capacity Building
☒ Advocacy
☐ Access, Outreach, and Engagement
☐ Shelter and Housing Accessibility
☒ Health and Stabilization
☒ Homeless Prevention

15. For Economic Development Activities, please indicate the number of persons of each income level that your program will assist:

Extremely low: under 30%
Very Low: 31% to <50% 5
Low: 51% to <80%
Total Low Income Served: 5

16. Budget-
Budget
Budget Line Item Cost
Director, Trainer $25,000
Specially trained DV
Advocate/Coordinator
$20,000
Clinical Supervisor

Benefits
Taxes
Subtotal Personnel $45,000
Non-Personnel
Move-In Assistance
Supplies & Materials – Construction
Equipment
Communications
Meetings & Convenings
Travel & Transportation
Training
ATTACHMENT 3 - 50
Consulting
Evaluation

Subtotal Non-Personnel $0
Total Personnel & Non-Personnel $45,000 (all other costs paid for with other funds listed above)
Indirect Costs
Total $45,000
Number of Persons Served: 5 families in residence
Cost per Individual $8,000 per family, $2,812/person
Residents receive over 2,000 hours of
service per year.

17. The following attachments need to be submitted with the application:
a) Most Recent Financial Statements.
b) Most Recent Audit & Findings, if any.
c) Client Intake Form.
d) Organization Insurance

For more information regarding these strategies, please review the City’s Homelessness Plan at: https://www.burbankca.gov/homelessness

The application must be submitted to [email protected]

ATTACHMENT 3 - 51
CITY OF BURBANK FISCAL YEAR 2025-26 COMMUNITY

DEVELOPMENT BLOCK GRANT PROGRAM REQUEST FOR FUNDING

PROPOSALS FOR PUBLIC SERVICES AND CAPITAL PROJECTS

Once complete please submit to [email protected]

Project/Program Summary

Operating Agency: Fine Arts Revolution, Inc.

Project/Program Name: The Soundscapes of Hope Wellness Program

Project/Program Selection: (If an entity is considering in applying for multiple programs, an individual proposal must be submitted separately for each activity.)

☐ Capital Project1
☐ Special Economic Development2
☒ Public Service3

Applicant Type:
☐ City department:
☒ Non-Profit or For-Profit Organization: Fine Arts Revolution, Inc. ☐ Sponsor/Contractor:
☐ Faith-Based Organization:
☐ Community-Based Development Organization:

Total Amount Requested from CDBG only: $5000
(The City’s fiscal year is July 1 – June 30)

1. Project/Program Description: Describe the project/program you intend to operate using CDBG funding.

The Soundscapes of Hope Wellness Musicians Team will provide creative arts wellness experiences customized to the host organization's participant community. Alongside participating community members, we will conduct live performances, facilitate art works hops and create other expressive opportunities that help build self-esteem, foster empathy and practice mindfulness.

Our program, in partnership with our host the Burbank Temporary Aid Center, will provide performances and workshops benefitting and incorporating the participant community. The involved participants will be housing insecure individuals and families who receive wrap-around services such as meals, pantry, hygiene, job placement, housing navigation and utility bill financial support.

We will be providing performances and interactive experiences that will engage the participants and seek to unlock their creative sides, diffuse daily stressors and rebuild confidence tools.

ATTACHMENT 3 - 52

2. Project/Program Activities: Describe the activities you intend to provide using the CDBG funds.

The Soundscapes of Hope Wellness Musicians Team and on -site volunteers will set up a temporary stage with a professional portable sound system. The venue area will also incorporate art project tables and open floor spaces for customized wellness experiences. These experiences will vary based on the make -up of the anticipated audience. For example, a performance time and place might impact if an audience skews more towards families with little children, seniors, special needs individuals, non-English speakers, etc. Live performances, workshops and creation projects can occur in sequence or simultaneously, depending on the scope of the event and what programmatic aspects best suit the participants.

FARev will stage both smaller scale and larger community level events throughout its residency. All event participants will be encouraged to share their art work, music and accomplishments with the audience. These performances are designed to be celebrations that showcase the participants' work and to encourage a continuation of the journey of integration and inspiration.

3. Project/Program Time of Performance: Describe your proposed schedule of performance and associated activities using CDBG funds.

Performances will take place monthly or bi -monthly, depending on accommodations for the host venue's calendar. These performances will take place at mealtimes or during evening recreational time, lasting anywhere from 1 -2 hours. The musical performance experiences will coincide with or will be immediately followed by art class activities and creative opportunities. The monthly event schedule will take place over the course of the 12-month grant period of services.

Public funding for arts and emotional exploration is severely limited, which denies so many individuals in the community of the overall benefits of having that outlet. We do not charge a fee or sell tickets to our events, it is our hope that our work is accessible to all with no barriers. In order to provide a high level and trauma informed artistic experience, we require the funding to realize that vision.

ATTACHMENT 3 - 53

4. Project/Program Outcomes: Describe your proposed outcomes that will result in a community benefit to low-to moderate-income households using CDBG funds.

The local community of residents will see a handful of net benefits from the FARev workshop programs. The benefits all stem from the greater good that is produced when gains are seen in self -esteem, social skills development, coping, reduced addiction and substance abuse, confidence building, decreased stress and the unlocking of new talents. Many of these intangibles saw dramatic degradation during the pandemic.

Arts and wellness programming has been proven to provide an overall social uplifting when incorporated into the social fabric. The longer-term benefits that FARev seeks to contribute to mirror those of their non -profit partners. A meaningful reduction in a community's homelessness and chronic housing instability benefits local economies, job seekers and employers, community safety, child welfare and public health.

FARev hopes to not only achieve success in this community with its programming, we hope to be able to proliferate with community partners, such as the Burbank Temporary Aid Center, with arts wellness programs for schools, service organizations, veterans groups and senior centers.

Lastly, FARev has always supported volunteer engagement and we plan to encourage volunteers of all ages. These on-site volunteerism opportunities can have a profound impact for building empathy on all sides with the discovery of shared experiences and common passions.

5. Please indicate your business address and business information below.

Official Business Name: Fine Arts Revolution, Inc.

Chief Executive Officer/Director: Jenni Alpert, President Business Address, City, State, Zip Code: 18306 Jovan St. Tarzana, CA 91335

Phone Number: (310) 993-1134 E-mail: [email protected] Business License Number:

Unique Entity ID: 5803368 Tax ID: 93-2440577
Project Manager Name: Jeremy Drake
E-mail: [email protected]
Phone No: (818) 720-7766

ATTACHMENT 3 - 54

6. If awarded CDBG funding, describe the location(s) of where the services will be provided.
☐ Same as above
☒ Other (address/areas/clubs/associations, etc.): _Burbank Temporary Aid Center_

7. Project/Program Beneficiaries:

FARev uses a voluntary participant form that asks for general personal identification and demographic information. This is used in order to develop progra mming that is custom suited to its participants and to maintain data for developmental progress experienced for any willing participants. We also ask for a voluntary release in order to post photographs and videos on multi-media channels.

9. Project/Program Delivery Area:

ATTACHMENT 3 - 55
While this programming will be geographically centered in the Burbank area, the project performances will be open to the public at large. Our social media net spans a wide expanse of followers in neighborhoods throughout the great Los Angeles area.

Our concentration of followers is within the San Fernando Valley area. We anticipate that 80%+ of the participants will be Burbank residents.

ATTACHMENT 3 - 56

10. Measurable Outcomes:

Please provide performance goals, proposed outcomes (deliverables) and activities your organization expects to achieve in a 12-month period with the use of CDBG funds.

Performance Goals Deliverables Activities
Provide arts and music
workshops and performances
that deliver participants a sense
of community, belonging and
empowerment.

To positively impact mental
well-being, social skills and
empathy while
counterbalancing chronic
issues such as stress, anxiety
and recidivism. In addressing
these challenges creatively
and sensitively, through a
process of engagement,
understanding, and empathy,
we seek to instill a sense of
support, consistency, and
awareness through safe and
hopeful explorations of
expression.
1-2 hour collaborative music
performances that take place
during meal times or in the
evenings. Accompanying art
workshops that take place during
or after the performances. These
activities will involve musical
instruments, sound systems, art
supplies and mediums that
participants will be encouraged to
keep or share.

All event participants will be
encouraged to share their art
work, music and
accomplishments with the
audience. These performances
are designed to be celebrations
that showcase the participants'
work and to encourage a
continuation of the journey of
integration and inspiration.

These experiences will vary
based on the make-up of the
anticipated audience. For
example, a performance time
and place might impact if an
audience skews more towards
families with little children,
seniors, special needs
individuals, non-English
speakers, etc.

Developing common therapeutic
themes by incorporating art and
wellness programming for
challenged segments of the
local community that
desperately lack such
resources.

A reduction in the community's
homelessness and chronic
housing instability, which
benefits local economies, job
seekers and employers,
community safety, child
welfare and public health
servicers.

Addressing cause factors of
housing instability, in particular
addiction and mental illness, by
unlocking creative methods that
may have been lost or
underdeveloped for many years.

Provide a creative outlet for
participants who have never
had opportunities to experience
the therapeutic benefits of
wellness art.

Providing solutions and coping
mechanisms for anxiety,
chronic stress, anger,
frustration and defeatist
mentalities.

Asking for participants to share their
lived experiences through an artistic
expression format. Our musicians
and wellness advisors will work one
on one with participants to provide a
structure and format for translating
their expression.

Build community equity and
accessibility.

The FARev performances and
workshops will be free of
charge and accessible for all
ages and backgrounds. The
beneficiaries will not be limited
to the host venue's
participants, but will be an
open forum for the public to
participate in.

In addition to standard
programmatic elements such as
musical performances and
experiential art programs, the
project will also feature open mic
opportunities for individuals to
engage in signing, instrumental
performance, poetry, spoken
word or storytelling.

11. Based on the CDBG funding requested, include the amount of private/public funds that will be leveraged to administer the program/project. Do not include any funds that are committed to other programs/projects or in-kind services, or volunteer hours.

ATTACHMENT 3 - 57
The entire project budget for the 12 months is $7500. $2500 of that will be provided by a matching grant from a community services organization. The remaining $5000 project funding need is what we are seeking from the CDBG grant.

13. Please indicate the funds your organization will consider or pursue, if applicable (Do not include fundraising campaigns).

FARev will consider additional funding from matching corporate or service organization sources.

14. Does your project or program provide a direct service as an operator, service provider, developer, or owner in supporting the City’s homelessness strategies below)? Mark all that apply to your programs.
☐ Capacity Building
☒ Advocacy
☐ Access, Outreach, and Engagement
☐ Shelter and Housing Accessibility
☒ Health and Stabilization
☒ Homeless Prevention

15. For Economic Development Activities, please indicate the number of persons of each income level that your program will assist:

Extremely low: under 30% 225
Very Low: 31% to <50% 75
Low: 51% to <80%
Total Low Income Served: 300

ATTACHMENT 3 - 58

16. Budget
Budget
Budget Line Item Cost
Artist Fees $2250
Production/Tech Crew $550
Benefits
Taxes
Subtotal Personnel $2800
Non-Personnel
Move-In Assistance
Supplies & Materials – Construction $2000
Equipment
Communications
Meetings & Convenings
Travel & Transportation
Training
Consulting
Evaluation
Marketing/Advertising
Contingency Margin $200
Subtotal Non-Personnel $2200
Total Personnel & Non-Personnel $5000
Indirect Costs
Total $5000
Number of Persons Served: 300
Cost per Individual $16.67

17. The following attachments need to be submitted with the application:
a) Most Recent Financial Statements.
b) Most Recent Audit & Findings, if any.
c) Client Intake Form.
d) Organization Insurance

For more information regarding these strategies, please review the City’s Homelessness Plan at: https://www.burbankca.gov/homelessness

The application must be submitted to [email protected]

ATTACHMENT 3 - 59
Page | 5

THIS FORM IS FOR REFERENCE ONLY. APPLICATIONS MUST BE COMPLETED ONLINE.

PLEASE READ THE INSTRUCTIONS ABOVE.

CITY OF BURBANK
FISCAL YEAR 2025-26

COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM

REQUEST FOR FUNDING PROPOSALS
Project/Program Summary
Operating Agency: Upwards Care, Inc.

Project/Program Name: Boost
Project/Program Selection: (If an entity is considering in applying for multiple programs, an individual proposal must be submitted separately for each activity.)

 Capital Project 1

 Special Economic Development
2  Public Service
3 Applicant Type:
 City department:
 Non-Profit or For-Profit Organization
 Sponsor/Contractor
 Faith-Based Organization
 Community Based Development Organization

Total Amount Requested from CDBG only: $
(The City’s fiscal year is July 1 – June 30)

1. Project/Program Description: Describe the project/program you intend to operate using CDBG funding.

2. Project/Program Activities: Describe the activities you intend to provide using the CDBG funds.

1 Capital projects are considered to be activities related to housing rehabilitation, real property activities, public facility improvements, construction activities, and code enforcement.
2 Special Economic Development activities are considered to be commercial and industrial building acquisition, construction, and improvements; and provision of assistance in the form of loans, grants, Technical Assistance and Capacity Building consulting for the benefit of low to moderate-income persons.
3 Public Services are considered to be activities related to job training, employment services, health care, substance abuse services, child care, crime prevention, and fair housing counseling.

ATTACHMENT 3 - 60
Page | 6

3. Project/Program Time of Performance: Describe your proposed schedule of performance and associated activities using CDBG funds.

4. Project/Program Outcomes: Describe your proposed outcomes that will result in a community benefit to low-to moderate income households using CDBG funds.

5. Please indicate your business address and business information below.

Official Business Name:

Chief Executive Officer/Director:

Business Address, City, State, Zip Code.:

Phone Number:

E-mail:

Business License Number:

Unique Entity ID: Tax ID:

Project Manager Name:

E-mail: Phone No:

6. If awarded CDBG funding, describe the location(s) of where the services will be provided.  Same as above
 Other (address/areas/clubs/associations, etc):

7. Project/Program Beneficiaries:

Identify the target population you intend to serve using CDBG funds. You may mark more than one.  At-risk of homelessness  Veterans
 Seniors (55 years of age and older)  Families with children  Unemployed/underemployed  Youth or young adults
 Disabled persons  Immigrant individuals/families  Chronically homeless individuals  Distressed homeowner’s/renter’s  Victims of Domestic Violence  Formerly incarcerated  Small businesses  Other

8. Does your organization have the system structure to collect and maintain demographic information for purposes of quarterly reporting?  Yes or No Please describe your system of collecting the data (i.e. intake applications, web-based applications, etc).

ATTACHMENT 3 - 61
Page | 9

17. The following attachments must be submitted with the application:
 Most Recent Financial Statements
 Most Recent Audit & Findings, if any
 Client Intake Form
 Organization Insurance

For more information regarding these strategies, please review the City’s Homelessness Plan at:

https://www.burbankca.gov/homelessness

The application must be submitted to [email protected]

ATTACHMENT 3 - 62
Page | 7

9. Project/Program Delivery Area:

10. Measurable Outcomes:

Please provide performance goals, proposed outcomes (deliverables) and activities your organization expects to achieve in a 12-month period with the use of CDBG funds.

Performance Goals Deliverables Activities

11. Based on the CDBG funding requested, include the amount of private/public funds that will be leveraged to administer the program/project. Do not include any funds that are committed to other programs/projects or in-kind services, or volunteer hours.

13. Please indicate the funds your organization will consider or pursue, if applicable (Do not include fundraising campaigns).

14. Does your project or program provide a direct service as an operator, service provider, developer, or owner in supporting the City’s homelessness strategies below)? Mark all that apply to your programs.
 Capacity Building
 Advocacy
 Access, Outreach, and Engagement
 Shelter and Housing Accessibility
 Health and Stabilization
 Homeless Prevention

SEE ATTACHED
ATTACHMENT 3 - 63
Page | 8

15. For Economic Development Activities, please indicate the number of persons of each income level that your program will assist:

Extremely low: under 30%
Very Low: 31% to <50%
Low: 51% to <80%
Total Low Income Served:

16. Budget
Budget Line Item Cost
Personnel 1
Personnel 2
Personnel 3
Personnel 4
Personnel 5
Benefits
Taxes
Subtotal Personnel
Non-Personnel
Move-In Assistance
Supplies & Materials
Equipment
Communications
Meetings & Convenings
Travel & Transportation
Training
Consulting
Evaluation
Subtotal Non-Personnel
Total Personnel & Non-Personnel
Indirect Costs
Total
Number of Persons Served:

Cost per Individual:
6 10
16 32
30,846
45,093
37,063
8457
44,297
25,043
$192,000 - CDBG FUNDING
11,904
7680
11184
Cost of Payments (CC processing) 8897
Technology Cost 1201
40,866 - UPWARDS' MATCH
232,866
232,866
32 7227
ATTACHMENT 3 - 64

1. Program Description: Upwards’ Boost Program offers personalized business and technical support to in-home childcare providers. These Low-to-Moderate Income (LMI) XBE childcare providers employ fewer than five employees, and serve children ages 0-5, as well as up to age 13 with before and after school care. The Boost program will expand economic opportunities for LMI daycare microenterprise owners in Burbank by training them to use essential tools that will make their operations more efficient. This program will empower them to reach their full revenue potential and stabilize/retain their jobs in the childcare industry. Upwards has identified 70 daycares within City limits. We are aware the City awards its CDBG funding to several sub-recipients and wants to be respectful of the other community partners. Therefore, the scope of this proposal will be based on serving 24 microenterprise home daycares. This program will be made available to all licensed home daycares in Burbank, and applicants will be prioritized based on their level of risk and need.

By optimizing their operations, child care microenterprises can boost profits while maintaining affordability for families. The increased revenues give providers the means to hire additional staff like teaching assistants when expanding capacity. This leads to 8 new job opportunities being created, especially for low-income residents. By helping these LMI providers stabilize their operations and increase their revenue, Boost not only strengthens their businesses but also improves the lives of the families they serve, creating a ripple effect of positive change in the community.

2. Program Activities: Through one-on-one coaching, training, and digital tools, the Boost team gives child care providers a tailored business strategy and the operational support they need to increase their revenues and grow their businesses in a sustainable way.

The Care Specialist creates a custom business plan to help the daycare owner reach their personal goals, in addition to offering guidance in areas like marketing, enrollment management, accounting, and curriculum planning. Daycare owners are guided through Upwards’ proprietary Childcare Management System which helps them increase enrollment through Upwards’ matching algorithm, quickly create lesson plans through the robust curriculum database, financial tracking, messaging, translation features and more. This allows providers to spend less time on administrative tasks and more time delivering quality care.

CDBG funding supports the compensation of staff members directly involved in the administration, coordination, and delivery of the Boost program. These personnel are essential for the development of training materials, conducting workshops, and offering ongoing support to the child care providers and the families they serve. Each childcare
provider is paired with a dedicated Care Specialist, serving as a reliable mentor focused on their success. These Care Specialists are seasoned professionals with over 15 years of experience in Early Childhood Education and experience running successful daycares of their own. Through personalized coaching sessions and training, Care Specialists empower providers to adopt industry best practices and build a solid groundwork for their child care enterprises. Family Care Specialists support LMI families by helping them find ATTACHMENT 3 - 65
providers who fit their unique needs. The Care Specialists are backed by a team that includes an Enrollment Specialist, Finance Advisor, Technical Support, Marketing Specialist, as well as a Community Outreach Manager– all work under the direction of Program Director, Judy Ahumada.

3. Program Time of Performance: Q1 - Outreach & Marketing Campaign: Launch a 3-month campaign using digital ads and grassroots outreach to inform childcare providers about the program. The goal is to guarantee equitable access to the program for all qualified home daycares in the area. Accept and process provider applications, verify income, household size, and collect baseline operational data (e.g., number of children served). Finalize the majority of the 2025-26 BOOST cohort by the start of Quarter 2.

Q2 - Provider Enrollment & Initial Evaluations: Match providers with assigned coaches and complete initial business evaluations. Train participants on childcare management software to streamline operations. Conduct outreach to families with open daycare slots to maximize enrollments.

Q
3 & 4 - Provide Ongoing Coaching on financial management, marketing, staffing, and licensing. Assist eligible providers with the recruiting, vetting and onboarding of Teacher Assistants. Administer quarterly anonymous feedback surveys to providers and families to assess satisfaction and areas for improvement.

Q4 - Outcome Reporting: Measure and report final outcomes, including the percentage of
participants who achieve revenue growth and other target metrics. Ensure providers exit the program with strong business foundations and long-term sustainability, independent of public funding.

4. Program Outcomes: The Boost program’s mission is to create a thriving and sustainable local childcare ecosystem by providing business and technical support to microenterprise childcare providers. By helping these LMI XBE providers stabilize their operations and increase their revenue, Boost not only strengthens their businesses but also improves the lives of the families they serve, creating a ripple effect of positive change in the community.The program tracks its impact through clear, measurable outcomes.

Revenue Growth: 30% of participants will report a 20% increase in gross revenue through targeted marketing and capacity-building efforts.

Job Creation and Retention: 30% will hire a teaching assistant, creating 8 new LMI jobs and retaining 24.

Increased Capacity: 30% of participants will increase the number of childcare slots by hiring teaching assistants.

ATTACHMENT 3 - 66

Access to Quality Care: 75% of families will report reliable childcare that meets their needs.

To ensure these goals are met, Boost collects a wealth of data, including income, household size, experience, certifications, and demographics of the providers. Care Specialists use this information to offer tailored support and guidance in real-time to keep providers on track. Regular reporting to CDBG staff ensures that the program is serving the right populations, and adjustments are made when necessary to improve outreach and accessibility. This comprehensive approach ensures that Boost not only meets its targets but also provides a solid foundation for ongoing success, benefiting both childcare providers and the families they serve.

While it is very rare, should any providers remain in the Low-to-Moderate Income range by the end of the program year, Upwards will continue to provide its services for free until they grow out of the LMI qualification.

6. The service area is limited to home-based daycares within Burbank. Since these daycares are private residences, their locations are confidential. If Boost receives CDBG funds, the exact locations will be disclosed upon vetting and income verification.

8. Please describe your system of collecting the data Boost will measure and track its participants' various demographic and population characteristics to ensure accurate reporting and to measure the program's effectiveness.The Boost program is designed to support microenterprise childcare providers, with a key focus on ensuring that at least 51% of participants qualify as LMI, as required by HUD's CDBG guidelines. However, based on previous participation trends, we anticipate that 100% of program participants will meet the LMI criteria. The income eligibility process begins with the completion of an intake application that records each participant's household size and annual income. Initially, participants self-certify their income, which is then followed by the collection of supporting documentation. Required documents may include W-2 forms, pay stubs, bank statements, or tax returns. Care Specialists are responsible for reviewing these documents and verifying that the participants meet the income eligibility criteria. Once income eligibility is confirmed, participants proceed with the program, where they receive tailored business support and technical assistance. In addition to income verification, a comprehensive provider profile is created for each participant, which includes proof of active licensing, background checks, and inspection reports. Upwards will submit monthly and quarterly reports to the City to evaluate the success of the objectives and ensure the communities being served are those that need it most. If reports indicate that the desired populations are not being reached and/or served, Upwards will adjust its outreach strategy to make the program more accessible and equitable to LMI providers and families in need. Upwards is capable of capturing thousands of data points and will create thorough reports for the CDBG Entitlement staff. The preliminary evaluation will be used as a baseline to compare a daycare’s progress throughout the program. Demographic information collected upon intake includes income, household size, industry experience, certifications and level of ATTACHMENT 3 - 67
education, race/ethnicity, and age. With real-time data and feedback, Care Specialists can make nimble adjustments as needed. The key program indicators (KPIs) BOOST will use to determine the program’s effectiveness will be measured continuously throughout the year. These include:
● Number of teaching assistant jobs created.
● Number of childcare provider jobs retained.
● Revenue changes of daycare providers
● Number of trainings completed
● Number of support requests answered
● Number of family tours scheduled and completed
● Number of children enrolled.
● Self-reported hours saved on administrative tasks
● Level of family engagement
Upwards will submit monthly and quarterly reports to the City summarizing these qualitative efforts and future projections.

9. Program Delivery Area: The service area is limited to home-based daycares within Burbank, so all 24 microenterprise daycare owners will be residents of Burbank. Additionally, we project 8 new Teacher Assistant jobs will be created. Upwards will recruit from a pool of applicants based in Burbank, however ultimately, it is the daycare owner who decides who to hire so we cannot guarantee that the Teacher Assistant lives within Burbank (even if it is very likely to be the case.) Indirect beneficiaries include all of the families whose children attend the participating daycares, which again are very likely Burbank residents but would be considered 'indirect beneficiaries'.

10. Performance Goals:

Performance Goals Deliverables Activities
Revenue Growth: at least 30% of
participants will report a 20%
increase in gross revenue
through targeted marketing and
capacity-building efforts.
24 home-based childcare
providers served, over 156 hours
of coaching per provider, 24
provider growth plans created,
full training on childcare
management platforms. Boost
will track providers' revenue
changes throughout program
year.

Activities involve outreach to all
eligible daycares, intake &
onboarding, 1-on-1 coaching,
training & technical assistance,
support with licensing & quality
improvement and other business
support activities that foster
operational development and
capacity building efforts.

Intensive training on financial
management, record-keeping,
and business planning to help
providers establish sound fiscal
practices. Guidance on
marketing, enrollment, and
customer retention to support
consistent revenue generation.

ATTACHMENT 3 - 68
Assistance setting up automated
systems for core functions like
billing and reporting to create
efficiency and time savings

Job Creation and Retention: 30%
will hire a teaching assistant,
creating 8 new LMI jobs, 24 jobs
retained

8 new Teaching Assistant Jobs
created and 24 jobs retained. By
the end of the 12 months,
participating providers will have
the tools, knowledge, and
operational infrastructure in place
to successfully manage their
businesses independently. They
should have a clear roadmap for
continued growth, a robust set of
templates and resources to draw
upon, and a network of
relationships to tap for ongoing
guidance and collaboration.

Provide workforce development
training to help providers recruit,
hire and train additional staff.

Conduct quarterly reviews and
evaluations to track provider
progress in revenue growth, job
creation, and childcare slot
expansion.

Increased Capacity: at least 30%
of participants will increase the
number of childcare slots.

The creation of new childcare
slots (at least 8, up to 32 in the
first year alone.)
Specific activities include
providing direct marketing
support through Upwards'
centralized family network to help
childcare providers access new
parents; enrollment automation to
maximize capacity, family
matching support that reduces
the administrative burden and
increases revenue, allowing them
to focus on their business growth.

Access to Quality Care: at least
75% of families will report reliable
childcare that meets their needs.

Support LMI families with access
to quality child care.

Develop a community outreach
plan for Burbank; ongoing
outreach to LMI families, ongoing
coordination with community
partners. Assist with families with
finding care that meets their
unique needs, scheduling tours,
enrolling children into care,
securing emergency back-up
care.

Improve Quality and Inclusivity of
Care
Providers will create weekly
lesson plans with the help of a
robust curriculum database.

To improve the quality of care
and early learning environments,
providers will be enrolled in
targeted professional
ATTACHMENT 3 - 69
development sessions and
one-on-one coaching. These
trainings will cover areas critical
to kindergarten readiness,
including curriculum
implementation, child
development, and best practices
for nurturing cognitive,
social-emotional, language, and
physical skills in young children.

These trainings have been
developed in collaboration with
early childhood education
experts, ensuring they are
evidence-based and aligned with
t
he latest research in early
learning. Providers will also
receive training on health and
safety practices to enhance the
overall quality of their services.

11. Based on the CDBG funding requested, include the amount of private/public funds that will be leveraged to administer the program/project. Based on requested CDBG funding, Upwards will contribute $56,190 to cover all non-personnel costs including Training Materials (and translations), Equipment, Marketing for Providers, Marketing for Families, Cost of Payments, Technology Costs and Office Supplies. Upwards' substantial in-kind contributions and operational support underscore our dedication to providing the necessary resources for the program's success. The total cost to support each child care microenterprise for a full year is about $12,000. However, we only request $8,000 per microenterprise and in the event that additional funding is needed to hit the program's goals, Upwards will cover any additional expenses with our in-kind matching program (approx. $96,000). In addition, Upwards is pleased to offer a Teacher Assistant Subsidy to eligible providers to help them pay for a portion of the teaching assistant’s salary (ranging from $800-$1200). Upwards' substantial in-kind contributions and operational support underscore our dedication to providing the necessary resources for the program's success.

12. Upwards' revenue comes from our corporate benefit clients to offer childcare benefits to employees as well as service contracts with the Department of Defense to offer childcare benefits for US Army, National Guard and Air Force members and the State of CA to distribute Subsidy in LA County and Kern County.

13. Upwards has extensive experience working with government partners and administering federal funds. We operate Federal, State, and Local programs and have become very familiar with government compliance, monitoring, and reporting requirements. On the Federal level, Upwards is currently facilitating childcare tuition payments and matching services for Army, Army National Guard and Air Force members.

ATTACHMENT 3 - 70

At the State level, Upwards is contracted with California to administer childcare subsidies to income-eligible families. This is funded through the Child Care and Development Block Grant (CCDBG). Upwards was awarded $2.065 million to provide direct tuition subsidies. Through our program, UpLift, Upwards expands access to quality childcare services in areas experiencing significant shortages. The program is designed to support high-need, low-income families, especially those facing a great housing instability risk. UpLift aims to establish a modern approach to an antiquated subsidy system to increase access to the most vulnerable families, making childcare truly more equitable. On the Local level, this year Upwards is running its community program, Boost, for various cities and counties across the country in California, Colorado, Florida, New York, Pennsylvania, Utah, Washington and more.

We recently launched the Boost Program in one of the largest cities in the country, the City of San Jose CA for over $1M in CDBG funding to support 133 local microenterprise childcare facilities. We received 100% provider enrollment in the first 45 days and have spent down 60% of the funds in the first 5-months of the program, exceeding the majority of our program outcomes by the end of month 4th. Our team is extremely knowledgeable about federal regulation and invoicing, as we work with cities and counties to administer CDBG funding all across the country and hope to partner with Burbank next!

ATTACHMENT 3 - 71
CITY OF BURBANK FISCAL YEAR 2025-26 COMMUNITY

DEVELOPMENT BLOCK GRANT PROGRAM REQUEST FOR FUNDING

PROPOSALS FOR PUBLIC SERVICES AND CAPITAL PROJECTS

Once complete please submit to [email protected]

Project/Program Summary

Operating Agency: City of Burbank, Community Development Department

Project/Program Name: Homeless Access Center – Buena Vista Steet

Project/Program Selection: (If an entity is considering in applying for multiple programs, an individual proposal must be submitted separately for each activity.)

☒ Capital Project1
☐ Special Economic Development2
☐ Public Service3

Applicant Type:
☒ City department:
☐ Non-Profit or For-Profit Organization:
☐ Sponsor/Contractor:
☐ Faith-Based Organization:
☐ Community-Based Development Organization:

Total Amount Requested from CDBG only: $691,978.95
(The City’s fiscal year is July 1 – June 30)

1. Project/Program Description: Describe the project/program you intend to operate using CDBG funding.

The proposed Project would adaptively reuse and convert the former Boys & Girls Club of Burbank Facility (initially built as a City fire station) at 2244 N.

Buena Vista to a new access center for Home Again Los Angeles (HALA). HALA is a local 501(c)(3) nonprofit homeless services provider that offers five core programs for the unhoused and those on the verge of homelessness, including Shelter, Rapid Rehousing, Transitional Housing, Rental Relief, and Educational Workshop programs focused on homeless prevention and housing stability. The proposed Project Site is owned by the City of Burbank and the property was vacated in 2021 after 25 years of tenancy by the Boys & Girls Club. The existing vacant structures at the Project Site include a large “main facility” (4,500 square

ATTACHMENT 3 - 72
feet), The proposed Project would renovate the existing main facility on the Project Site and add four tiny homes for homeless families. This would allow HALA to relocate its existing Burbank operation to the site, leasing the building from the City through a long-term lease . Currently, HALA partners with local churches to house homeless families while they are working with HALA to find long term housing.

2. Project/Program Activities: Describe the activities you intend to provide using the CDBG funds.

After completion of the rehabilitation of the building, HALA would provide a variety of programs at the site. These include but are not limited to:
1) W raparound services targeting the unhoused and those on the verge of homelessness. The wraparound services will be provided during regular hours of operation, Monday through Friday, 8:00am to 5:00pm. The services will be available by appointment but w ill welcome walk-ins for any urgent matters. Services will include, but not limited to, housing navigation and financial assistance (Security deposit and rental subsidies) for the unhoused population, 1:1 case management, financial literacy courses, employmen t connections, assistance with rental relief, support in signing up for the County’s general relief program and applying for utility financial assistance.
2) Provide 24/7 transitional housing for four families on the site using housing suites that each will include a shower and restroom. Residents will be allowed to use the laundry facility and a rehabilitation kitchen. 3) The Community Room within the building will serve host on-line and in - person workshops for the community.
4) A Job Center, set up classroom style with an array of computer desktops, printers, and copy machines, will allow clients to search for employment, create resumes/cover letters, and print applications. The Job Center will also welcome clients to utilize the technology devices to search for housing alongside the Home Again LA Housing Navigator. The overall objective of the classroom is to remove any challenges clients may have in accessing technology devices to achieve their life goals; thus, removing the digital divide.
5) Home Again L.A. envisions having two private case management rooms that will allow clients to interact with our case managers in a private setting allowing the client to share their troubles and hardships. 6) A place where clients will meet with the Intake Specialist to discuss their household needs and share their household challenges will be provided. 7) Once a week Home Again L.A. will invite a partner who can “set up shop” within the
Community Partners Room and share unique resources with our clients. For example, Home Again LA has an abundance amount of community partners who do not have a brick and mortar in Burbank but ATTACHMENT 3 - 73
our Burbank residents may qualify for their services; thus it’s imperative to us that we have a dedicated space where the partners may come in and offer a service once a month, for example, LA County provide resources on government funded programs for low income households, Metro come in and have clients sign up for TAP cards, etc. The space would be large enough for 2-4 individuals.
8) Lastly, there will be a room for the families that live on site where they can congregate, relax and play with their children.

3. Project/Program Time of Performance: Describe your proposed schedule of performance and associated activities using CDBG funds.

Activity Duration Projected Dates
Predevelopment, Entitlements, Outreach and
Construction Documents 7 Months
July 2024 - January
2025

Permitting and Bid Package 4 Months
February 2025 -
May 2025

Bidding, Negotiations, City Council Approval and
Contractor Notice to Proceed 2 Months
June 2025 - August
2025

Lease and Funding Negotiations with HALA 2 Months
June 2025 -August
2025

Construction
11 Months
September 2025 -
July 2026

HALA Move-In 2 Months August 1, 2026

Currently, city staff will be completing design documents at the end of this month. The City will be conducting a streamlined review time invoking the City Council approved Emergency Shelter Crisis. Upon completion of the ATTACHMENT 3 - 74
construction bids, the City and HALA will enter into a long -term lease for the building that will become effective when construction is completed.

4. Project/Program Outcomes: Describe your proposed outcomes that will result in a community benefit to low-to moderate-income households using CDBG funds.

1. Increased Housing Stability and Access to Safe Housing: The primary outcome is to provide safe, temporary housing for unhoused families with children. By offering transitional housing, we aim to support families in moving from homelessness to stable, permanent housing. This will directly benefit low- to-moderate-
income households by reducing the time they spend in crisis situations and improving their quality of life.

2. Enhanced Family Support Services: The facility will offer a range of supportive services, including case management, mental health counseling, job training, and linkage to other resources available throughout the region. These services are designed to empower families and address the root causes of homelessness, helping them achieve long-term self-sufficiency. These support services will provide a direct benefit to families who are at risk of falling deeper into poverty,
and will contribute to stronger, more resilient families in our community.

3. Prevention of Homelessness: In addition to transitional housing, we will provide critical homeless prevention services to families who are at risk of losing their homes. This includes financial assistance for rent, utility bills, and other support to help families maintain stable ho using and avoid the traumatic experience of homelessness. By intervening before families reach the point of homelessness, we can help reduce the overall strain on our community's resources and ensure that fewer families experience housing instability.

4. Economic Empowerment: By offering job training and financial literacy programs, we aim to increase the employability of family members, helping them secure stable jobs and improve their economic standing. This contributes to long-term self-sufficiency for families, reducing their dependence on public assistance and improving their financial stability. This outcome directly benefits ATTACHMENT 3 - 75
low-to-moderate-income households by increasing their earning potential and access to economic opportunities.

5. Please indicate your business address and business information below.

Official Business Name: City of Burbank, Community Development Department Chief Executive Officer/Director:

Simone McFarland, Assistant Director -Community
Development Department
Business Address, City, State, Zip Code: 150 N. Third, Burbank CA 91502

Phone Number: 818-238-5202 E- mail:[email protected] Business License Number: N/A
Unique Entity ID:

R2ABP7NMRUG7 Tax ID: 26-2458342
Project Manager Name: Simone McFarland, Assistant Director-Community Development Department
E-mail: [email protected]
Phone No: 818-238-5202

6. If awarded CDBG funding, describe the location(s) of where the services will be provided.
☐ Same as above
☒ Other (address/areas/clubs/associations, etc.): 2244 N. Buena Vista, Burbank, CA

7. Project/Program Beneficiaries:

Identify the target population you intend to serve using CDBG funds. You may mark more than one.
☒ At-risk of homelessness ☐ Veterans
☐ Seniors (55 years of age and older) ☒ Families with children ☒ Unemployed/underemployed ☐ Youth or young adults
ATTACHMENT 3 - 76
☐ Disabled persons ☐ Immigrant individuals/families
☒ Chronically homeless individuals ☐ Distressed homeowner’s/renter’s ☒ Victims of Domestic Violence ☐ Formerly incarcerated
☐ Small businesses ☐ Other

Home Again LA has a comprehensive system in place for collecting and maintaining demographic information. The process begins with clients completing a Home Again LA intake application, which captures essential demographic and service-related data. This inf ormation is then entered into the Homeless Management Information System (HMIS) online portal.

The HMIS is a system mandated by Los Angeles County for all government-funded nonprofits, including Home Again LA, to track program outcomes, successes, and areas for improvement.

This data is securely store d in the HMIS portal and generate detailed reports for our funders. These reports provide valuable insights, including the total number of clients served, the types of services rendered, as well as key demographic information such as age, ethnicity, income level, and more. This allows HALA to effectively monitor our impact and demonstrate the results of our work to our stakeholders.

9. P
roject/Program Delivery Area:

ATTACHMENT 3 - 77
Home Again LA’s services will primarily focus on families experiencing homelessness within Burbank; however, the organization recognizes that homelessness is a regional issue, and is committed to serving families from surrounding areas as well. Families from nearby communities within Los Angeles County who meet the eligibility criteria for transitional housing and homeless prevention services will also be able to access support through our program.

While the primary service area is Burbank, it is anticipated that approximately 80% of HALA’s clients will be residents of Burbank, with the remaining 20% coming from neighboring cities and communities. This broader service area allows us to provide critical support to families facing homelessness or housing instability across a larger region, add ressing the needs of the most vulnerable households in our community.

ATTACHMENT 3 - 78

10. Measurable Outcomes:

Please provide performance goals, proposed outcomes (deliverables) and activities your organization expects to achieve in a 12-month period with the use of CDBG funds.

Performance Goals Deliverables Activities
Predevelopment,
Entitlements, Outreach and
Construction Documents
Construction documents

Construction documents
submitted to City of permit
approval.

Permitting and Bid Package Construction Bid Package
Bid Package for Tiny
Homes
Bidding for a construction
opens
Bidding, Negotiations, City
Council Approval and
Contractor Notice to
Proceed
Construction Contract,

City Council approval of
construction contract
Lease and Funding
Negotiations with HALA
Lease Agreement
between City and HALA

Council approval of lease
agreement
Construction Final Construction
Approval
Final Approval of
Construction issued by City
Building and Safety

HALA Move-In Key turn over to HALA HALA moves in.

11. Based on the CDBG funding requested, include the amount of private/public funds that will be leveraged to administer the program/project. Do not include any funds that are committed to other programs/projects or in-kind services, or volunteer hours.

ATTACHMENT 3 - 79
Funding Source

Amount
(Estimates)

Regional Housing Trust $0.00
Home ARP $1,600,000.00
CDBG 22/23 $413,756.00
CDBG 23/24 $766,634.00
CDBG 25/26 $691,979.00
RDA Loan Repayment $300,000.00
RDA Loan Repayment #2 $517,417.00
PLHA $128,780.00
PLHA Salvation Army Return Funds
22/23 $11,781.00
HALA $500,000.00
Local Housing Trust Fund Application $500,000.00
Piano Store Funding/ Homeless
Supportive Services Funding $31,000.00
Real Estate $90,755.00
Salary Savings $30,000.00
HOME ARP Rollover $296,632.00
Total Revenue $5,878,734.00
Total Estimated Expenses $5,889,518
Additional Funding Needed ($10,784)

Note: The Estimated Expenses are still preliminary estimates and are likely to change and the project plans are completed. The remaining $10,784 funds are likely to be absorbed with additional clarity regarding development needs. Additionally, there is a 20% contingency included within the expenses that if necessary , can absorb this amount.

13. Please indicate the funds your organization will consider or pursue, if applicable (Do not include fundraising campaigns).

ATTACHMENT 3 - 80
Burbank will consider other funding programs as they become available. This would include additional Federal funding opportunities.

14. Does your project or program provide a direct service as an operator, service provider, developer, or owner in supporting the City’s homelessness strategies below)? Mark all that apply to your programs.
☐ Capacity Building
☐ Advocacy
☒ Access, Outreach, and Engagement
☒ Shelter and Housing Accessibility
☐ Health and Stabilization
☒ Homeless Prevention

15. For Economic Development Activities, please indicate the number of persons of each income level that your program will assist:

Extremely low: under 30% 150 Households
Very Low: 31% to <50% 100 Households
Low: 51% to <80% 100 Households
Total Low Income Served: 350 Households/annually

16. Budget
Budget
Budget Line Item Cost

Benefits
Taxes
Subtotal Personnel
Non-Personnel
Move-In Assistance
Supplies & Materials – Construction $4,003,000

Permits $96,000
Project Management $75,000
Construction Management $200,000
Prepaid Costs (Studies and Architectural
including Environmental)
$579,765
Contingency (20%) $935,753
Consulting
ATTACHMENT 3 - 81
Evaluation
Subtotal Non-Personnel $5,889,518
Total Personnel & Non-Personnel
Indirect Costs
Total
Number of Persons Served:

Cost per Individual

T
he application must be submitted to [email protected]
ATTACHMENT 3 - 82

Burbank City CouncilJune 10, 2025

Burbank City Council
June 10, 2025