Agenda packet — Dublin City Council, May 2, 2023 (part 2 of 3)

Agenda Item 8.1
DATE: May 2, 2023
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: City of Dublin Fiscal Year 2023-24 Human Services Grant Program Funding Recommendations
Prepared by: Judy Miller, Management Analyst II
EXECUTIVE SUMMARY:

The City Council will consider the funding recommendation for the Human Services Grant Program and approve a funding allocation for Fiscal Year 2023-24.

STAFF RECOMMENDATION:

Adopt the Resolution Approving Funding Recommendations for the Fiscal Year 2023-24 Human Services Grant Program.

FINANCIAL IMPACT:

The City’s Human Services Grant Program is currently supported by four funding sources – General Fund, the Affordable Housing Fund, Community Development Block Grant Program, and the American Rescue Plan Act. Further description of the funding by source is included in Attachment 2 to the Staff Report.

Each organization applying for grant funding is eligible for a minimum award of $3,500 and a maximum of $25,000.

DESCRIPTION:

The Human Services Grant Program provides financial support to local non-profit organizations serving the Dublin community. Each year the City Council awards funding to organizations that best meet the community’s needs in support of the City’s adopted Mission and Vision (Attachment 4) and needs identified in the Tri-Valley Needs Assessment (Attachment 5).

Fiscal Year 2023-24 marks the 19th year of Dublin’s Human Services Grant Program, with the 10- year allocation history shown in the table below. Prior to the availability of APRA funds, the City’s 194

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General Fund allocation was higher; however, the overall contributions to the Grant Program have increased during this ARPA period.

TABLE 1: FUNDING SUPPORT HISTORY
Fiscal Year
General Fund Affordable
Housing Fund CDBG ARPA TOTAL
2013-14 $135,000 $33,000 $45,184 $213,184
2014-15 $120,000 $7,000 $67,402 $194,402
2015-16 $120,000 $8,000 $69,812 $197,812
2016-17 $140,000 $8,000 $75,602 $223,602
2017-18 $140,000 $8,000 $79,781 $227,781
2018-19 $130,000 $8,000 $91,462 $229,462
2019-20 $130,000 $8,000 $93,970 $231,970
2020-21 $160,000 $8,000 $99,711 $267,711
2021-22 $89,780 $0* $99,183 $163,251 $352,214
2022-23 $98,000** $0* $99,000 $163,000 $360,000
* Forecasted annually at $8,000 since FY 2015-16 – not utilized in associated Fiscal Year. ** Includes $8,460 in Homeless Housing, Assistance, and Prevention (HHAP) Funding.

Alameda County Urban County CDBG Program
The City of Dublin participates in Alameda County’s Urban-County CDBG Program, along with the cities of Albany, Emeryville, Newark, and Piedmont (cities whose population is or was less than 50,000). These are called the “Urban County Cities,” along with the unincorporated areas of Alameda County.

Each year, the County limits the Urban County Cities to approximately 15% of the CDBG allocation for service-based organizations and projects. The County’s past practice has been to review all applications to determine if the overall request for service-based projects exceeds the 15% limit.

In recent years, Dublin has received approximately $99,000 in CDBG public service funding by accessing funds not used by other Urban County Cities. This has been reduced by approximately $40,000 to $59,862 (which is equivalent to the 15% limit allocation for public service) in Fiscal Year 2023-24, as participants in the Urban-County CDBG Program are using more of their share.

Of the $59,862, $15,000 is earmarked for the annual loan obligation for the Axis Community Health Clinic. This leaves $44,862 of CDBG funds available for the public service grants.

During this year’s application period, the City of Dublin received 23 qualifying public service applications (Attachment 7) from 19 organizations. Of the 23 applications, nine are eligible for CDBG funding, and 14 are eligible for ARPA funding. The total dollar amount requested is $495,480.

Review and Rating Criteria
In February 2023, Staff and the Human Service Commission reviewed the Fiscal Year 2023-24 grant applications to verify all requests qualify for funding based on the adopted program guidelines. The Rating Criteria Worksheet applied to each grant application is included as Attachment 6.
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The Rating Criteria worksheet is one of several factors used in determining funding recommendations. Other factors include consideration of:
 The number of Dublin residents served and cost per participant.  Past performance of existing Dublin programs.
 Whether the project addresses one or more of the 14 Key Areas of Concern identified in the 2011 Tri-Valley Needs Assessment report.
 Whether City funds are used to leverage other funding sources.

Funding Recommendations
At its meeting on April 5, 2023, the Commission discussed and considered funding allocations based on their collective group averages of the application scores. The City received notice from the County after the posting of the Commission agenda about the reduction in anticipated CDBG funds. Therefore, the Commission included two options for the City Council’s consideration - backfill the loss of CDBG with additional General Fund dollars or make an approximate 8.5% reduction across all recommended applicants.

After further review by Staff, it is recommended that the City Council consider the option of reducing the funding across the board, except for the CDBG allocations. Attachment 2 summarizes the Staff’s recommendation under the Adjusted Recommendations column.

Lastly, Staff would like the City Council to consider the removal of the Calico Center from the list of applicants. The Calico Center already is a budgeted item for Dublin Police Services as they provide forensic interview services to children who are victims of crime or those that have witnessed crime. Their annual request for grant funding simply augments their operational support of the investigations division of Dublin Police Services and, as such, should be considered as part of the annual budget review, not the grants process. If the City Council agrees with this approach, Staff will work with Calico Center to add their anticipated total costs for services to the upcoming budget review.

Tri-Valley Haven Capital Project Request: CDBG-Funded
Typically, the City receives far more service project requests than capital project requests, and the public service fund allocation is competitive. For Fiscal Year 2023-24, Tri-Valley Haven has requested Capital Funding to demolish their shelter building, Shiloh, and rebuild with 50% more capacity. Shiloh, located in Livermore, is the only Domestic Violence/Homeless Shelter in the Tri- Valley area. This project was not included in the competitive review and allocation completed by the Human Services Commission. The request, totaling $240,205, is anticipated to be available as part of the Urban County CDBG Capital Allocation. However, the application cannot be submitted to the County until after July 1, when funds are available. Staff will then return to the City Council to formally review the capital project and request funding support.

STRATEGIC PLAN INITIATIVE:

None.
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NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted, and all grant applicants were provided a web link to the Staff Report.

Outreach and Promotion
In November and December 2022, Staff conducted outreach and education efforts that included:
 Providing notice of funding availability and upcoming community workshop to non-profit organizations from the past five grant cycles.
 Advertising the funding availability in East Bay Times and on the City website.  Holding a Grant Application Workshop to review the online application process and discuss program guidelines for the upcoming fiscal year.
 Conducting direct outreach to non-profit organizations in the Tri-Valley that qualified for funding but have not previously applied. Four new organizations applied for funding in this cycle.

ATTACHMENTS:
1) Resolution Approving Funding Recommendations for the Fiscal Year 2023-24 Human Services Grant Program
2) Exhibit A to the Resolution – Fiscal Year 2023-24 Human Services Grant Program Funding 3) Human Services Grant Program Past Funding and Human Services Commission Recommendation for Fiscal Year 2023-24
4) City of Dublin Mission and Vision Statements
5) Tri-Valley Needs Assessment 14 Areas of Concern
6) Grant Application Rating Criteria Sheet
7) Fiscal Year 2023-24 Human Service Grant Applications 197
Attachment 1
Reso. No. XX-23, Item X.X, Adopted XX/XX/23 Page 1 of 2 RESOLUTION NO. XX - 23

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

APPROVING FUNDING RECOMMENDATIONS FOR THE
FISCAL YEAR 2023-24 HUMAN SERVICES GRANT PROGRAM
WHEREAS, the City received 23 qualifying public service applications for the Fiscal Year 2023-24 Human Services Grant Program; and
WHEREAS, funding sources for the Human Services Grant Program include the federally funded Community Development Block Grant (CDBG), the City of Dublin General Fund, the Affordable Housing Fund, and the American Rescue Plan Act (ARPA); and WHEREAS, on April 5, 2023, the Human Services Commission recommended 22 public service projects receive grant funding through the Human Services Grant Program; and WHEREAS, the City Council considered the recommended service projects attached hereto as Exhibit A; and
WHEREAS, the action taken by this Resolution shall approve the funding recommendations of all funds.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby take the following actions:

1. Approve the Human Services Grant fund allocations for Fiscal Year 2023-24, attached hereto as Exhibit A; and

2. Direct Staff to work with the County of Alameda as required on the CDBG funding allocations by reallocating funds as needed based on the confirmed CDBG funding guidelines and funding level; and

3. Authorize the City Manager to execute agreements with the County of Alameda for use of CDBG funds and the funding agreements with each grant recipient effective July 1, 2023, and take such further actions as may be necessary or appropriate to carry out the City Council’s obligations pursuant to this Resolution. {Signatures on the following page}
198
Reso. No. XX-23, Item X.X, Adopted XX/XX/23 Page 2 of 2 PASSED, APPROVED AND ADOPTED this 2nd day of May 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
199
A ttachment 2
Exhibit A to the Resolution
City of Dublin – Fiscal Year 2023-24 – Human Services Grant Program Funding Exhibit A to Resolution XX-23

ORGANIZATION

NAME GRANT PROPOSAL

GRANT AMOUNT

REQUESTED
FY23-24

GRANT AMOUNT

RECOMMENDED
FY23-24

ADJUSTED

RECOMMENDATION
CDBG

FUNDING

GENERAL
FUND

AMERICAN

RESCUE PLAN
ACT
Axis Community
Health
Axis Section 108 Loan
Obligation $15,000 $15,000 $15,000 $15,000
Axis Community
Health Triage Nurse $12,734 $12,500 $11,724
$1 1,724
CALICO Center Child Abuse Intervention $15,000 $11,750 $11,021 $11, 021 Centro Legal Fair & Secure Housing
Project $23,789 $19,000 $17,821 $17, 821
Chabot-Las Positas CC
District Pathways to Employment $24,959 $16,000 $15,007 $15, 007 Chabot-Las Positas CC
District VITA Services $16,598 $16,000 $15,007 $15, 007 City Serve of the Tri-
Valley
Homeless Prevention/Family
Stabilization $25,000 $25,000 $23,448
$23, 448
City Serve of the Tri-
Valley
Senior 60+ Stabilization
Program $25,000 $16,250 $15,241
$15, 241
Community Resources
for Independent Living
Housing & Independent
Living Skills $16,000 $9,150 $8,582
$8,5 82
Easterseals Northern
CA
Kaleidoscope Community
Adult Program $25,000 $12,500 $11,724
$1 1,724
Goodness Village Goodness Village $25,000 $12,500 $11,724 $1 1,724* Hively Community Engagement
Coordinator $25,000 $0 $0
Hively Family Resource Center $25,000 $25,000 $23,448 $23, 448 Hope Hospice Inc. Grief & Volunteer Support
Services $20,000 $12,800 $12,005
$12, 005
Legal Assistance for
Seniors
Legal Services & Medicare
Counseling $10,000 $10,000 $9,379
$2, 216 $7,163
Lions Center for
Visually Impaired Seniors Vision Health $7,500 $3,750 $3,517 $3,5 17
Love Never Fails Economic Freedom ITbiz
Tech Academy $25,000 $7,500 $7,035
$7, 035
Open Heart Kitchen Senior Meal Program $25,000 $25,000 $23,448 $21,414 $2,034 Partners for Change
Tri-Valley
Education & Mentorship for
Poverty Alleviation $15,000 $5,000 $4,690
$4,6 90
Spectrum Community
Services
Meals on Wheels More Than
a Meal $25,000 $25,000 $23,448
$23, 448
Sunflower Hill Support for Adults with
Developmental Disabilities $18,900 $16,000 $15,007
$15, 007
Tri-Valley Haven Domestic Violence Services $25,000 $25,000 $23,448 $23, 448 Tri-Valley Haven Homeless Services $25,000 $25,000 $23,448 $23,448 Wishing Well Inc. Free Meals $25,000 $5,000 $4,690 $4,6 90 $4 95,480 $350,700 $329,862 $59,862 $107,000* $163,000
* Includes $8,000 from the Affordable Housing Fund
200
Organization Grant Proposal Funding Received
FY22-23
Grant Amount
Requested FY23-24
Staff
Recommendation
Ap plication Points
Average
Estimated
Unduplicated
Residents Served
Average Cost Per
Unduplicated Resident Funding Type *Staff's Revised Total Axis Loan Obligation $15,575.00 $15,000 $15,000 NA NA NA CDBG $15,000 Axis Triage Call Nurse NA $12,734 $12,500 77.7 1000 $13 ARPA $11,724 CALICO Center Child Abuse Prevention $14,675.00 $15,000 $11,750 79.7 18 $653 GF $11,021 Centro Legal Fair & Secure Housing Project $22,825.00 $23,789 $19,000 87.7 25 $760 GF $17,821 Chabot Las Positas Pathways to Employment $16,230.00 $24,959 $16,000 66.3 356 $45 ARPA $15,007 Chabot Las Positas VITA Services Program $15,950.00 $16,598 $16,000 60.0 100 $160 ARPA $15,007 City Serve of the Tri-Valley Homelessness Prevention/Family Stabilization $25,000.00 $25,000 $25,000 94.3 75 $333 ARPA $23,448 City Serve of the Tri-Valley Senior 60+ Stabilization Program $16,150.00 $25,000 $16,250 74.3 35 $464 GF $15,241 CRIL Housing and Independent Living Skills $14,350.00 $16,000 $9,150 66.0 40 $229 ARPA $8,582 Easterseals Northern CA Kaleidoscope Community Adult
Program $15,250.00 $25,000 $12,500 55.3 9 $1,389 GF $11,724 Goodness Village Tiny Home Community $10,000.00 $25,000 $12,500 59.7 4 $3,125 GF** $11,724 Hively Community Engagement Coordinator $23,150.00 $25,000 $0 77.0 1,200 $0 NA $0 Hively Family Resource Center $23,225.00 $25,000 $25,000 74.7 1,200 $21 ARPA $23,448 Hope Hospice Inc. Grief & Volunteer Support Services $17,670.00 $20,000 $12,800 73.7 100 $128 GF $12,005 Legal Assistance for Seniors Legal Services & Medicare Counseling for Seniors $9,350.00 $10,000 $10,000 76.3 147 $68 GF/ARPA $9,379 Lions Center for Visually Impaired Seniors Vision Health New $7,500 $3,750 76.0 15 $250 GF $3,517 Love Never Fails Economic Freedom Itbiz Tech
Academy New $25,000 $7,500 74.7 5 $1,500 ARPA $7,035
Open Heart Kitchen Dublin Meal Program $23,900.00 $25,000 $25,000 93.7 605 $41 CDBG/GF $23,448 Partners for Change Tri-Valley Education & Mentorship for Poverty Alleviation New $15,000 $5,000 68.7 15 $333 GF $4,690
Spectrum Community Services Meals on Wheels for Dublin's Homebound Elderly $24,479.00 $25,000 $25,000 87.3 60 $417 ARPA $23,448 Sunflower Hill Support for Adults with
Developmental Disabilities $15,400.00 $18,900 $16,000 77.7 35 $457 GF $15,007 Tri-Valley Haven Domestic Violence Services Program $23,350.00 $25,000 $25,000 88.7 75 $333 ARPA $23,448 Tri-Valley Haven Homeless Services Program $24,000.00 $25,000 $25,000 101.7 425 $59 CDBG $23,448 Wishing Well Inc. Free Meals New $25,000 $5,000 60.3 Unclear $0 ARPA $4,690 Totals: $495,480 $350,700 $329,862
City of Dublin Human Services Commission - Grant Funding for Fiscal Year 2023-24 *All reduced by 6.2073%
**Includes $8,000 from Affordable Housing Fund
Attachment 3
201

MISSION
The City of Dublin promotes and supports a high quality of life, ensures a safe and secure environment, fosters new opportunities, provides equity across all programs, and champions a culture of diversity and inclusion.

VISION
Dublin is a great community to live, work, and raise a family. Dublin values:
• Safety – We are dedicated to excellent public safety resources, including police and fire.
• Finances – We will strive to be fiscally transparent and balance our budgets annually.
• Inclusivity – We will advocate for programs and policies that support inclusive access to housing and cultural opportunities. • Diversity – We will support a wide range of programs and events that reflect and cater to the diversity of our residents.
• Equity – We will deliver our services in a way that ensures equitable access to all.
• Innovation – We will continue to innovate in every aspect of government and promote innovation within the business community. • Customer Service – We will provide welcoming, excellent customer services to our residents and businesses at all times.
• Living an Active Lifestyle – We will continuously promote an active lifestyle through our parks and facilities and encourage participation in local sports.
• History – We will honor our history through places and programs that remind people of our beginnings.
• Business – We will provide a full spectrum of opportunity by supporting current and prospective businesses through ongoing economic development efforts and helping them grow and thrive locally. • Environmental Sustainability – We will continue to lead in building a well-planned sustainable community and protecting our natural resources.

Attachment 4
202

2011TriͲValley Needs Assessment
FindingsbyAreaofConcern*

1
Behavioralhealth(mental
healthandsubstanceabuse)

8

Disabilities

2 Affordablehousing 9 Foodandnutrition

3

Healthcare

10

Seniorservices

4

Workforcedevelopment

11

Youthservices

5

Homelessness

12
Childcare, earlychildhood
developmentandeducation

6
Transportationservicesand
access

13
Changing demographics and
growingdiversity

7
Domesticviolenceandchild
abuse

14

Financialassistance

*Page33EasternAlamedaCountyHumanServicesNeedsAssessment Attachment 5
203

CITY OF DUBLIN

HUMAN SERVICES GRANT RATING SHEET
O
rganization:

P
rogram:

C
ity Staff Section
Organization/Management (1 point each, maximum of 5)
The organization previously received funding from Dublin and has fully complied with the City’s management procedures, including invoice and report deadlines.

The organization, as presented in the application, is able to achieve the stated goals and outcomes.

The organization and its staff are qualified and have the capacity to provide for the program. (non-profit status, resumes for staff, Board of Directors, information on clients served) The organization has completed all required aspects of the application process.

The proposed program has a successful proven track record (not a new program).

Total Points:

The estimated total number of unduplicated Dublin Residents to be served:

Qualifies for:  CDBG  General Fund  ARPA  Other ____________ _________ C
ommission Member Section
Need – Rate the need for this program/service.

Rating Description Score
Low
0-2
The applicant does not articulate a clear need for the project in their application and is unlikely to address that need.

Mid
3-5
The applicant identifies a clear need, but it is not a critical human service need, and/or the applicant does not demonstrate a high likelihood of addressing that need.

High
6-10
The applicant identifies a critical human service need in Dublin that other organizations do not and demonstrates a high likelihood of addressing that need.

Comments:

B
enefit – Rate the benefit to low-income or high-risk individuals/households in Dublin.

Rating Description Score
Low
0-2
Applicant demonstrates a low number of low-income or high-risk Dublin individuals/households who will benefit from the project, and the application fails to identify any outcomes or ways it will measure project success.

Attachment 6
204
Mid
3-5
Applicant demonstrates a moderate number of low-income or high-risk Dublin individuals/households who will benefit from the project. The application identifies outcomes but is unclear or unlikely to demonstrate a project impact.

High
6-10
Applicant demonstrates a high number of low-income or high-risk Dublin individuals/households who will benefit from the project. The application identifies clear and measurable outcomes to demonstrate project impact.

Comments:

Funding – Rate the applicant’s funding request.

Rating Description Score
Low
0-2
The funding request is unreasonably high given the project's proposed impact, and the number of people served; the project budget is unrealistic.

Mid
3-5
The funding request is reasonable but does not demonstrate a high impact or cost effectiveness given the proposed number of people served and/or the project budget has significant questions or flaws.

High
6-10
The funding request is a reasonable amount demonstrating high impact and cost effectiveness given the proposed number of people served; the project budget is feasible and sound.

Comments:

Funding Sustainability – Rate the diversification of the project’s funding sources.

Rating Description Score
Low
0-2
The Grant request is the only source of funds for the applicant’s proposed project.

Mid
3-5
The applicant has identified more than one funding source to support the proposed activity/service, but this grant request would be the main source of funds, and the long- term sustainability of the project is questionable.

High
6-10
The applicant has identified multiple funding sources to support the proposed activity/service and ensure sustainability. The organization produces other income that may be used to support this program (fundraising).

Comments:

City Funding – Rate the necessity of City funding for this project.

Rating Description Score
Low
0-2
The project is not appropriate for City funds and will not reduce demands on other City resources.

Mid
3-5
The project is an appropriate use for City funds but will not reduce demands on other City resources and/or other types of funding sources would be a better fit for this project.

High
6-10
City funds are critical to the project, and funding request is appropriate for City sources and reduces demands for other City resources.

205
Comments:

Consistency with Policies – Rate the proposal’s consistency with the HUD Strategic Goals and HUD Policy Priorities. (To determine CDBG eligibility)
Rating Description Score
Low
0-2
The proposal does not address any of the HUD Strategic Goals or HUD Policy Priorities.

Mid
3-5
The proposal addresses one of the HUD Strategic Goals or HUD Policy Priorities.

High
6-10
The proposal helps address multiple HUD Strategic Goals or HUD Policy Priorities.

Comments:

City Council Priorities – Rate the extent the proposal addresses one or more of the City Council’s priorities.

Rating Description Score
Low
0-2
The proposal does not address any of the Council’s priorities.

Mid
3-5
The proposal addresses one or two of the Council’s priorities but does not have a high likelihood of doing so effectively.

High
6-10
The proposal demonstrates a high likelihood of addressing multiple Council priorities.

Comments:

Alameda County 14 Areas of Concerns – Rate the extent the proposal addresses one or more of the 14 areas of concern as identified by the Alameda County Needs Assessment Report.

Rating Description Score
Low
0-2
The proposal does not address any of the 14 areas of concern.

Mid
3-5
The proposal addresses one or two of the 14 areas of concern but does not have a high likelihood of doing so effectively.

High
6-10
The proposal is highly likely to address multiple areas of the 14 areas of concern.

Comments:

206
Innovation – If funds were allocated last year for the same project/activity, rate the extent to which the applicant adequately responds to changing community conditions. If the proposal is for a new project, rate the extent to which the project uses a new and innovative approach to solve an identified problem.

Rating Description Score
Low
0-2
The applicant does not demonstrate an ability to adapt the project to changing needs or is not using an innovative approach.

Mid
3-5
It is unclear how the project will respond to changing community conditions identified in the application or use an effective but not particularly innovative approach.

High
6-10
The applicant demonstrates a high likelihood of responding to changing conditions and/or using an innovative approach.

Comments:

Access – Rate the extent to which the project will ensure non-English speakers, people with disabilities, people experiencing homelessness, seniors, low-income families, and/or youth can access the proposed program or activities.

Rating Description Score
Low
0-2
The proposal does not mention accessibility concerns and does not describe how it will remove barriers or help community members access its services.

Mid
3-5
The proposal addresses accessibility concerns but does not identify concrete or impactful ways the project will remove barriers for priority populations.

High
6-10
The proposal describes concrete and impactful ways the applicant will improve language, technology, and/or transportation access for priority populations.

Comments:

Proposal Total Score:

Recommend Funding:  Yes  No
Total Requested: Total Recommended:

Commissioner Name Date

Suggested determination of allocation amount:

Points Percent Qualifies For
80+ Points 80-100% of request
60-79 Points 50-80% of request
59 and below 0-50% of request

207
Powered by ZoomGrants™ and
City of Dublin
PCS - Human Services Division
City of Dublin, Fiscal Year 2023-24, Human Services Grant Program Deadline: 1/20/2023
Axis Community Health
Triage Nurse
Jump to: Organization Information Questions Budget Documents USD$ 12,734.00 Requested
Submitted: 1/20/2023 9:37:21 PM (Pacific)
Project Contact
Valerie Jonas
[email protected]
Tel: 925.201.6068
Additional Contacts
none entered
Axis Community Health
5925 W. Las Positas Blvd., Suite
100
Pleasanton, CA 94588
United States
CEO
Liz Perez-Howe
[email protected]
Telephone(925) 201-6068 x
Fax (925) 417-1503 x
Web axishealth.org
Organization Information top

1. Business License Number
Questions top

1. Select the category that best describes your organization:
(Select only one.)

2. Please describe your agency's mission (no more than 3 sentences or 250 characters).

Axis provides quality, affordable, accessible and compassionate health care services that promote the well-being of all members of the community.

3. Select the category that best describes the project:
(Select only one. For Capital Projects, please contact City Staff ahead of the grant application submission to review additional requirements including the Davis-Bacon/Fair Labor Standards Act )

4. Is this a "new" service, program, project or activity? "New" is identified as not yet started, implemented or in operation.

Non-Profit
Public Agency
Other:

Capital Project
Public Service Program or Project
Yes
Attachment 7 208

This project ensures patients have remote access to a Triage Nurse to connect with about health symptoms and to guide them in accessing treatment. The Triage Nurse provides immediate information to patients seeking medical guidance and in providing ongoing health assistance. Access to the Triage Nurse ensures patients receive safe, timely and appropriate care for health issues, including COVID-19, and reduces risk for acute health problems. The role of the Triage Nurse is a vital part of the Axis care delivery system because it gives patients quick, remote access to medical advice.

The provision of Triage Nurse services is central to providing an appropriate standard of health care. Moreover, the project is targeted to reduce health care costs by ensuring that appropriate care levels are accessed in relation to patient symptoms, and further reduces health care costs by prioritizing care access in appropriate timeframes. Without this resource, patients may delay accessing treatment which can escalate health problems and cost of care. This is of particular concern during this pandemic when it is essential that patient health be maintained and risk for acute care be lowered. The salary cost for Triage Nurse services are reasonable in relation to the cost-savings realized when people are able to access health information that directs them appropriately.

6. Describe the challenges, needs, or service gaps in Dublin your program/project addresses. If you do not receive funding, what would the impact be? (You should reference Dublin demographics, statistics, and reports to make your case.)
The Dublin grant funds, in combination with funds from the cities of Livermore and Pleasanton, will help support a .5 FTE Triage Nurse, who will be available to 2,175 Axis patients who are Dublin residents. Axis was receiving an operational support grant annually for 10 years from Blue Shield of California Foundation (BSCF) which helped support the Triage Nurse position.

However, BSCF has depleted this special fund for community health centers and is not providing any future support. In order to continue to have this critical role in the care delivery system, Axis must find sufficient funding. Additionally, the number of Dublin residents served by Axis has more than doubled, from serving 1,012 residents to 2,175 residents (UDS Reports, 2010- 2021). This project will benefit these residents by providing them access to medical advice by phone or by MyChart patient portal.

Funds from this grant will address the need to provide quick remote access to a medical professional when patients are experiencing a health problem. It is also the link for parents/guardians of children who tend to require more frequent medical guidance. This funding will ensure Axis’s ability to fund this critical position without a reduction in service hours. Axis serves patients with multiple co-morbidities whereby timely access to medical personnel is of the essence.

7. Estimate the total number of UNDUPLICATED Dublin residents to be served by this project. (UNDUPLICATED means client is counted only once regardless of number of services received in a year.) 1000

8. Which of the 14 Areas of Concern identified in the Eastern County 2011 Needs Assessment Report does your project identify with? Please explain how your project meets the selected Areas of Concerns as well as helps the City of Dublin archive its Vision Statement that was included in its 2018 Strategic Plan.

The mission and vision statements are available online at www.dublin.ca.gov/1956/Application-Requirements-Process

Behavioral Health (mental health and substance abuse)

Affordable Housing

Health Care (including dental)

Workforce Development

Homelessness

Transportation Services and Access

Domestic Violence and Child Abuse

Disabilities

Food and Nutrition

Senior Services

Youth Services

Child Care, Early Childhood Development and Education

Changing Demographics and Growing Diversity

Financial Assistance 209

Depending upon the severity of the symptoms and the patient’s condition, the nurse advises on the appropriate next step.

Options include having the patient proceed to emergency care, scheduling a same-day appointment with their Axis provider, scheduling a future appointment for the patient, or giving the patient advice for home care and follow-up. During the COVID-19 pandemic, it should be noted that Axis continues to provide patient care via telehealth and in-person as needed. The nurse responds to patients of all ages, from newborns to geriatrics. As needed, the nurse brings a professional language translator to ensure clarity of information.

The Triage Nurse is also the Specific Point of Contact (SPOC) for patients being discharged from the hospital. Through a dedicated phone line, area hospitals, including Stanford Healthcare Tri-Valley, Highland Hospital, and John George, call the Triage Nurse to arrange care for the patient after hospital discharge. This is a critical point of contact for ensuring continuity of care. In 2022, the Triage Nurse responded to over 10,000 calls and MyChart messages and assisted approximately 1,000 patients in discharge planning. This call volume was an increase of 12% over the prior calendar year.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Achieving appropriate levels of staffing that support a comprehensive system of care delivery is critical to the ongoing success of service delivery. The Triage Nurse is a position that, in many ways, is the backbone of medical serve delivery. Outcome measures that are crucial to the success of this project are:
• Keeping patients who are experiencing symptoms safe by ensuring care that is timely and appropriate in relation to the symptoms. For example, directing a patient with chest pain or severe bleeding directly to emergency care which hastens access to essential care.
• Preventing delay in care by promptly speaking with patients, or parents/guardians of patients, about the medical condition and facilitating appointments with care providers.
• Assuring continuity of care for patients being discharged from an acute care setting by scheduling appropriate follow-up care with the patient’s provider.
• Addressing the needs of patients who are being discharged from other care settings.

Strategies and objectives that will be used to track the progress are:
• Tracking phone system data to monitor call volume and disposition, particularly encounters that required discharge planning and updates to a patient’s EHR..
• Tracking the utilization of the MyChart patient portal, particularly encounters that required discharge planning and updates to a patient’s EHR.
• Ongoing review by the Nurse Manager and Chief Operating Officer of workflows for calls coming into the Triage Nurse and their disposition.
• Ongoing review of patient health outcomes by Nurse Manager, Chief Operating Officer, and Quality Enhancement data team by utilization of our Electronic Health Records system (Epic) to track health data.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision Axis serves low-income and uninsured Tri-Valley residents of all ages with medical, mental health and dental services. This program serves Dublin families living below 200% of the federal poverty level (FPL)— Dublin’s most impoverished residents.

Many are the working class who are struggling to maintain life’s basic needs for their families. Dublin has experienced a substantial population growth and a growing poverty rate. The Alameda county population jumped more than 11% over the past decade (Census 2020) and the number of Dublin residents in need of general assistance has doubled since 2003 (2011 Tri-Valley Needs Assessment). The past decade has seen growing diversity, with an increase of nearly 400% in the Asian population. Twenty-one percent of Dublin residents are foreign-born and 29% speak a language other than English at home.

These demographics present cultural and linguistic barriers to attaining and maintaining good health. Axis has seen a

None of the Above

Please explain:
210
tremendous rise in the number of vulnerable Dublin residents in need of our services. In fact, the number of Dublin residents served by Axis has more than doubled, from serving 1,012 residents to 2,175 residents (UDS Reports, 2010-2021). This project will benefit these residents by providing them access to medical advice by phone or MyChart patient portal.

Axis serves these residents regardless of race, ethnicity, religious beliefs, gender identity, or sexual orientation. Axis remains committed to providing affordable access to care and is assessing how we can continue to improve our services with these values in mind.

Enter "NA" if not eligible.

Axis Community Health continues to be on the front line of the pandemic response. To date we have provided more than 20,000 COVID tests, administered more than 25, 000 COVID vaccinations, and continue to provide care for patients and community members impacted by the pandemic. Axis's Triage Nurse services have become essential during the COVID-19 pandemic as COVID-19 restrictions caused most clinical operations to migrate to telehealth. They remain the foundation of Axis's service care delivery and the bridge for continuity of care.

13. ** QUESTIONS 14 THROUGH 24 ARE FOR THOSE ORGANIZATIONS INTERESTED IN APPLYING FOR FEDERAL COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDING ONLY. ** Are you are interested in applying for CDBG funds?

Axis’s mission is to provide preventive and primary medical care to all members of the community, regardless of income, language, ethnicity or any other factor. Axis’s services are designed to reach out to underserved and uninsured populations, including low-income racial and ethnic minority populations who otherwise lack access to health care. Our ability to effectively engage this population is evidenced by the increasing number of Dublin residents we serve. As the sole provider of medical services for the region’s low-income and uninsured population, Axis serves a patient population that is ethnically and linguistically diverse. Because half of our medical patients are Spanish-speaking, all front-line staff (call center, case managers, enrollment staff, receptionists and medical assistants) are required to be bilingual in English and Spanish. Axis’s medical staff speaks a variety of languages, including Spanish, Hindi, Farsi, Mandarin, and Urdu and also has expert multicultural health care skills and specific knowledge relevant to serving low-income, culturally diverse communities. This expertise successfully transcends cultural and other barriers, creating a bridge to health care and a medical home for Dublin’s underserved residents.

15. CDBG ONLY - Identify at least one HUD Guiding Principle that relates to your project:

16. CDBG ONLY - Identify at least HUD Consolidated Plan Goal that relates to your project:
(Select Category and Applicable Goals)

Yes. If so, check box here and answer questions 14 through 25.

No. If no, check box here and enter NA

Don't know. If you are unsure, please call City staff at (925) 833-6645.

Be culturally accessible, appropriate and inclusive

Encourage community engagement and involvement

Promote energy and resource efficiency

Encourage networking and information sharing across service providers

Encourage process streamlining

Consolidate service delivery

Not Applicable. Not interested in CDBG funding.

A) Housing

Goal 1: Promote the production, rehabilitation, and preservation of affordable housing (rental and ownership) through acquisition, rehabilitation, new construction, and minor repair.

Goal 2: Reduction of housing discrimination through provision of fair housing and tenant/landlord services.

Goal 3: Use resources to assist low-income residents make rental assistance payments in response to Covid-19. 211

17. CDBG ONLY - Identify at least one HUD Strategic Goal that relates to your project:

18. CDBG ONLY - Select one HUD Objective that relates to your project:
(TIP: When selecting an objective ask yourself, "What is the purpose of the activity? What is the larger community need that I am seeking to address?")

19. CDBG ONLY - Select one HUD Outcome that relates to your project:
(TIP: When selecting an outcome ask yourself, "What type of change or result am I seeking?")

20. CDBG ONLY - Select one HUD Specific Indicator that relates to your project:

B) Homeless

Goal 1: Use resource to end homelessness by funding and supporting homeless service programs.

C) Supportive Housing

Goal 1: Increase the availability of services enriched housing for persons with special needs by supporting acquisition and new construction of housing units.

D) Community Development

Goal 1: Make improvements, including ADA accessibility and rehabilitation to public facilities, such as curbs and sidewalks, neighborhood parks and recreational improvements, homeless facilities and other public facilities/community centers.

Goal 2: Fund economic development, micro-enterprise, and on-the-job training.

Goal 3: Support public service programs for low income residents, preserving safety net services for families and individuals who are vulnerable or

F) Not Applicable. Not interested in CDBG funding.

Public Services

Public Facilities

Rental Assistance

Affordable Housing

Increase Opportunities for 1st Time Homebuyers

Promote Decent Affordable Rental Housing

Strengthen Communities

Ensure Equal Opportunity in Housing

Reduce Housing Discrimination

Promote Participation of Grass-Roots, Faith-Based, and other Community-Based Organizations

Not Applicable. Not interested in CDBG funding.

Creating a Suitable Living Environment

Providing Decent Affordable Housing

Creating Economic Opportunities

Not Applicable. Not interested in CDBG funding.

Availability/Accessibility

Affordability

Sustainability

Not Applicable. I am not interested in qualifying for CDBG funding.

Public facility or infrastructure: This indicator shows the number of persons that have been assisted by public facility or infrastructure activities that provide individuals with new or improved access to the facility or infrastructure. If the activity was used to meet a quality standard or to measurably improve quality, then this indicator will report the number of household units that no longer have access to a substandard service.

Public Service: This indicator shows the number of persons that have been assisted with new or improved access to a service. If the activity was used to meet a quality standard or to measurably improve quality, then this indicator will report the number of persons that no longer have access to a substandard service.

Targeted revitalization: This indicator shows a range of outcomes such as jobs created and retained, businesses assisted, low- and moderate-income persons and households served, slum/blight demolition, number of acres of brownfields remediated, etc. in a targeted area.

Commercial facade treatments or business building rehabilitation: This indicator shows the number of commercial facade treatments undertaken and the number of business buildings that were rehabilitated.

Brownfields remediated: This indicator shows the number of acres of brownfields that were remediated.

Rental units constructed: This indicator shows the number of affordable rental units created, as well as the number of 212

21. CDBG ONLY - Please choose a common indicator that your agency will use to track clients:
(Select only ONE.)

22. CDBG ONLY - Based on the common indicator you selected above, please list the number of unduplicated Dublin clients (EITHER Persons OR Households) your agency anticipates serving in each category. If none, please enter "0".

Area Median Income ("AMI") information is available online at www.dublin.ca.gov/1956/Application-Requirements-Process years of affordability, number of units occupied by the elderly, and those units designated for chronically homeless persons and persons with HIV/AIDS.

Rental units rehabilitated: This indicator shows the number of affordable rental units rehabilitated as well as the number of years of affordability, units for chronically homeless persons, elderly persons, and persons with HIV/AIDS.

Homeownership units constructed or acquired with rehabilitation: This indicator shows the total number of homeownership units constructed, acquired, and/or acquired with rehabilitation per activity. This includes total number of affordable units, number of years of affordability, Energy Star qualified units, section 504 accessible units, and number of households previously living in subsidized housing. In addition, data will be collected on the number of units occupied by the elderly, number of units designated for persons with HIV/AIDS, and number of units for the chronically homeless.

Owner occupied units rehabilitated: This indicator shows the total number of owner occupied units rehabilitated, including the number of these units occupied by the elderly, number of units designated for persons with HIV/AIDS, and number of units for the chronically homeless.

Direct financial assistance to homebuyers: This indicator shows the number of homebuyers receiving direct financial assistance, housing counseling, and down payment assistance/closing costs.

Tenant Based Rental Assistance (TBRA): This indicator shows the total number of households receiving TBRA as well as the number with short-term rental assistance (less than 12 months) and the number of homeless and chronically homeless households assisted.

Homeless shelters: This indicator shows the number of homeless persons given overnight shelter.

Emergency housing: This indicator shows the number of beds created in an overnight shelter or other emergency housing.

Homeless prevention: This indicator shows the number of households that received emergency financial assistance to prevent homelessness and emergency legal assistance to prevent homelessness.

Jobs created: Of the total number of jobs created, this indicator shows the number of jobs that have employee- sponsored health care, the types of jobs created (using Economic Development Administration (EDA) classifications) and the number of persons unemployed before taking the job.

Business assistance: This indicator shows the total number of businesses assisted. Specifically, it shows the number of new businesses, existing businesses, and the DUNS number of each business so that HUD can track the number of new businesses that remain operational for three years after assistance.

Businesses providing goods or services: This indicator shows whether an assisted business provides goods or services to meet the needs of the service area, neighborhood, or community, as determined by the grantee.

Not Applicable. Not interested in CDBG funding

Persons

Households

Not Applicable. Not interested in CDBG funding
413Seniors (62 and older)
109People with Disabilities
326Female-Headed Households
500Youth
44Homeless
Not Applicable. Not interested in CDBG funding (Type N/A) 1,392.001,392.00TOTAL
1784Extremely Low Income (<30% AMI)
152Very Low Income (30%-50% AMI) 213

24. CDBG ONLY - List the number of clients your agency anticipates serving in race/ethnicity categories. Per HUD, "Hispanic" is an ethnicity, not a race.

The sum entered below must match the total clients entered in Question #9 above. If none, please enter "0"

239Low Income (50%-80% AMI)
0 Moderate Income (80%-120% AMI)
2,175.002,175.00TOTAL
609White
848White + HISPANIC
87Black/African American
0 Black/African American + HISPANIC
500Asian
0 Asian + HISPANIC
22American Indian/Alaskan Native
0 American Indian/Alaskan Native + HISPANIC
22Native Hawaiian/Other Pacific Islander
0 Native Hawaiian/Other Pacific Islander + HISPANIC
0 American Indian/ Alaskan Native and White
0 American Indian/ Alaskan Native and White + HISPANIC
0 Asian and White
0 Asian and White + HISPANIC
0 Black/African American and White
0 Black/African American and White + HISPANIC
0 American Indian/Alaskan Native and Black/African American 0 American Indian/Alaskan Native and Black/African American + HISPANIC 87Multi Racial + HISPANIC OR other Multi Racial
0 Not Applicable. Not interested in CDBG funding. (Type N/A) 2,175.002,175.00TOTAL

#1 - This program/project has the agency's highest priority for funding.

#2 - This program/project has the agency's 2nd highest priority for funding.

#3 - This program/project has the agency's 3rd highest priority for funding.

#4 - This program/project has the agency's 4th highest priority for funding.

#5 - This program/project has the agency's 5th highest priority for funding.

#6 - This program/project has the agency's 6th highest priority for funding.

If you have more than 6 applications per organization, agency, district or entity, check here.

Budget top
Funding Sources/Revenues Budget Amount Amount Committed City of Livermore USD$ 30,099.00
City of Pleasanton USD$ 15,050.00
City of Dublin USD$ 12,734.00
Community Donations USD$ 0.00 USD$ 10,000.00
Foundations USD$ 47,883.00
Total USD$ 12,734.00 USD$ 103,032.00
214
Funding Uses/Expenses Budget Amount Amount Committed
Triage Nurse Salary USD$ 10,438.00
Triage Nurse Benefits USD$ 2,296.00
Total USD$ 12,734.00 USD$ 0.00

Budget Narrative
Salary and benefits for a 1.0 FTE Triage Nurse at the rate of $45.62/hour plus benefits (22%).

The Dublin grant funds, in combination with funds from the cities of Livermore and Pleasanton, will help support a .5 FTE Triage Nurse, who will be available to 2,175 Dublin residents.

Documents top
Documents Requested * Required?Attached Documents *
Program Expense Budget for ALL Grant Requests
download template

Program Expense Form
Financial Information Form for ALL Grant Requests
download template

Financial Info Form
List of Board of Directors (or governing body) with
agency contact information

BOD List
Current Annual Budget for the Entire Agency
Annual Budget FY22-23
Copy of most recently submitted IRS 990 form or Tax
Return (include complete form)

2021 990
Board of Director's (or governing body's) designation
of authorized official

Authorized Official Designation
Board of Director's (or governing body's) authorization to request funding (may be same document as one
above)

BOD Funding Resolution
Proof of insurance carried, including bonding, liability and/or workers' compensation

Proof of insurance

STATE AND FEDERAL NON-PROFIT
DETERMINATION LETTER. All organizations MUST
have approved non-profit status from the State of
California and Federal Tax Identification Number at
time of application. Non-compliant applicants will be
disqualified.

State 501(c)3 Letter
Federal 501(c)3 Letter
Certified Audit and/or Certified Financial Statements
2022 Audit
REQUIRED FOR CDBG ONLY - If requesting Capital
Funding, please upload your Capital expenditure
budget (your own format is acceptable)
REQUIRED FOR CDBG ONLY - Personnel Policies
Including Affirmative Action Plan and Grievance
Procedure
Personnel Policies
REQUIRED FOR CDBG ONLY - Agency Audit
Requirements and Copy of Last Audit Highlighting
"Findings" Section
2022 Audit
REQUIRED FOR CDBG ONLY - Articles of
Incorporation and Bylaws
Articles of Incorporation
Bylaws
REQUIRED FOR CDBG ONLY - Conflict of Interest
Statement (if not included in Bylaws)
Bylaws

REQUIRED FOR CDBG ONLY - AGENCY'S

LIMITED ENGLISH PROFICIENCY LANGUAGE
ACCESS PLAN (LEP/LAP). Must include outreach
LEP Plan
215

Application ID: 428472
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Email This Preview Save as PDF Print Close Window A▲▼ City of Dublin
PCS - Human Services Division
City of Dublin, Fiscal Year 2023-24, Human Services Grant Program Deadline: 1/20/2023
CALICO Center
Dublin Child Abuse Intervention

Jump to: Organization Information Questions Budget Documents

USD$ 15,000.00 Requested

Submitted: 1/20/2023 3:40:41 PM (Pacific)

Project Contact
Erin Harper
[email protected]
Tel: 5108950702

Additional Contacts
none entered

CALICO Center
524 Estudillo Ave
San Leandro, CA 94577
United States

Executive Director
Erin Harper
[email protected]

Telephone(510) 895-0702
Fax (510) 895-0706
Web www.calicocenter.org

Organization Information top

1. Business License Number
BL-109881

Questions top

1. Select the category that best describes your organization:
(Select only one.)

2. Please describe your agency's mission (no more than 3 sentences or 250 characters).

CALICO achieves justice and healing for abused children and adults with developmental disabilities, and promotes the safety and well-being of children everywhere.

4. Is this a "new" service, program, project or activity? "New" is identified as not yet started, implemented or in operation.

Non-Profit

Public Agency

Other:

Capital Project

Public Service Program or Project
217

CALICO proposes to conduct 10 forensic interviews with Dublin children who have been sexually or physically abused, provide support services to 8 caregivers of the Dublin victims and facilitate a multi-disciplinary response to the allegations.

Forensic interviews are the cornerstone of a child-abuse investigation. A child’s statement may be the only evidence to determine if a crime occurred, the child is safe at home or a licensed facility is adequately protective. Skilled interviewers meet individually with each child, asking non-leading, developmentally appropriate questions to elicit the child’s account of the abuse. The interview is recorded, and the investigating team (DPS detective, child welfare worker and prosecutor) observes from another room.

CALICO believes that to support an abused child, we must ensure s/he has the full and appropriate support of their caregiver.

While children are interviewed, a Family Advocate (FA) meets with the caregiver, conducting a crisis assessment to learn more about the child, the traumatic experience, and the living environment. The FA follows up with the family at least twice by phone to provide further support.

6. Describe the challenges, needs, or service gaps in Dublin your program/project addresses. If you do not receive funding, what would the impact be? (You should reference Dublin demographics, statistics, and reports to make your case.)
The latest data from the U.S. Census estimates that 26.6% of the population of the City of Dublin is under the age of 18.

National research states that 1 in 5 girls and 1 in 7-10 boys will be sexually abused before they reach the age of 18. In 2022, 40% of cases referred to CALICO involving children who were residents of Dublin involved allegations of sexual abuse (the remaining cases involved allegations of physical abuse.)

While CALICO has a history of successfully leveraging needed resources, we have few guaranteed sources of income and have to seek funding each year. Funding from the City of Dublin would provide some short-term stability and security in the early part of the fiscal year while we pursue or await responses regarding other sources of funds. If CALICO did not exist, child abuse allegations would still need to be investigated and that responsibility would fully return to law enforcement and child welfare workers. In that case, the City of Dublin would incur considerably more costs by taking on those tasks themselves and would get less value for that investment than they do by engaging CALICO services.

Lieutenant Matt Farruggia of the Dublin Police Services stated, “For over 20 years, we at the Dublin Police Department have worked very closely and have formed a professional partnership with them. We would like to add our support to their application for funding from the City of Dublin. CALICO provides forensic interviews for the children of the City of Dublin and provides emergency crisis support to their families. Our partnership is crucial to the work we do in our investigation's unit. This is a key concern for families, particularly those parents from culturally and linguistically diverse communities who face barriers when accessing advice and services.”

7. Estimate the total number of UNDUPLICATED Dublin residents to be served by this project. (UNDUPLICATED means client is counted only once regardless of number of services received in a year.) 18 8. Which of the 14 Areas of Concern identified in the Eastern County 2011 Needs Assessment Report does your project identify with? Please explain how your project meets the selected Areas of Concerns as well as helps the City of Dublin archive its Vision Statement that was included in its 2018 Strategic Plan.

The mission and vision statements are available online at www.dublin.ca.gov/1956/Application-Requirements-Process

Yes

Behavioral Health (mental health and substance abuse)

Affordable Housing

Health Care (including dental)

Workforce Development

Homelessness

Transportation Services and Access

Domestic Violence and Child Abuse

Disabilities

Food and Nutrition

Senior Services

Youth Services

Child Care, Early Childhood Development and Education 218

The estimated cost to ensure that CALICO staff are available, when needed, to respond to the referrals of Dublin children and families is approximately $23,000 in FY23-24. Of that, the most significant expenses are staff salaries and benefits. City of Dublin funds would specifically offset a portion of staff salaries and benefits of the CIS team, which includes five part-time interviewers (including two bilingual Latinas who serve bilingual and mono-lingual Spanish-speaking families). When interviewers are not conducting interviews, they are performing other related tasks, including client intakes, data entry and quality control, observing and providing feedback to other interviewers, participating in trainings, planning and participating in monthly case review meetings and testifying in court, all necessary for the successful completion of our forensic interviewing services.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? CALICO uses the following goals to track and measure the effectiveness of the Pleasanton Child Abuse Intervention Program.

GOAL 1: Minimize trauma to abused children.
1a. At least 75% of children interviewed will feel positive/neutral about their experience. 1b. At least 75% of caregivers will indicate that they feel positive/neutral about their experience.

GOAL 2: Improve coordination of child-abuse case investigations among multiple agencies. 2a. A multi-disciplinary team (comprised of a prosecutor, Dublin detective, and/or child welfare worker) will observe at least 75% of interviews.
2b. At least 70% of children eligible for a forensic medical exam will receive one. 2c. Monthly case review meetings will be held at least 10 times per year to review select cases in depth from start to finish.

GOAL 3: Improve the mental health of caregivers.
3a. An FA will conduct a crisis assessment with at least 75% of families. 3b. An FA will initiate a California Victim Compensation Program (CalVCP) application (or ensure one was already completed) on behalf of at least 50% of caregivers (to access funds for mental health services for the caregiver). 3c. At least 75% of caregivers will report that CALICO gave them information about how to get services like counseling or family support for themselves.

Goal 4: Improve the mental health of victims.
4a. At least 75% of caregivers will report that CALICO, provided them with resources to support their child(ren) and other needs.
4b. An FA will assist at least 75% of families with a CalVCP application on behalf of the child to provide funds for counseling. 4c. At least 75% of caregivers contacted will report that CALICO gave them information about how to get counseling services for their child/children.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision CALICO treats all persons with respect, dignity and fairness. The multi-disciplinary team (MDT) provides services to toddlers, children, youth, and adults with developmental disabilities and their families regardless of age, race, color, religion, national origin, ancestry, gender, marital status, sexual orientation, disability, socio-economic status or any other cultural descriptors.

CALICO requires that children and families from all backgrounds feel welcomed and acknowledged by staff and MDT

Changing Demographics and Growing Diversity

Financial Assistance

None of the Above

Please explain:
219
members, regardless of their appearance, background or beliefs. CALICO services are provided free of charge. No victim referred to CALICO by the MDT will be denied services based on inability to pay.

CALICO provides services that incorporate cultural sensitivity, humility, and competence. Our facilities are fully available to anyone in Alameda County and are accessible and smoke-free. The décor, print materials and toys reflect the diversity of its clients; for example, dolls represent a variety of skin tones, posters and bulletin boards reflect many cultures, and informational handouts are provided in multiple languages including Spanish, Cantonese and Mandarin.

When an appointment is scheduled, CALICO staff inquires about the child’s and caregiver's language and ethnic/cultural background and determine the need for an interpreter. If interpreter services are needed, CALICO will assist the investigating parties in obtaining a court-certified interpreter, when possible. We offers in-house services in English and Spanish.

We also ask whether the client has any developmental disabilities or other conditions that may require consideration during the interview process.

CALICO staff and the MDT are mindful that the child’s and caregiver’s perception of the criminal justice and dependency systems can be influenced by their cultural experience. Culture can affect a victim’s and/or family’s perceptions and attribution of shame and responsibility for abuse.

Enter "NA" if not eligible.

N/A

CALICO is sensitive to the unique cultural and linguistic needs of each family served. At intake, we collect information about the race/ethnicity of the child, the child’s primary language, and the caregiver’s primary language. Two CALICO staff members are bilingual/bi-cultural Latinas who accommodate Spanish-speaking families as needed. Over the last five years, approximately 25% of the forensic interviews we conducted with Dublin victims were with children who identified as Latinx. If families speak a language other than English or Spanish (including ASL), we work with the referring agency to arrange for a court-certified interpreter and may use the services of the county’s language line, called Language Line Solutions. In addition, CALICO has translated all of our key documents into Spanish, and we can download select materials in other languages.

15. CDBG ONLY - Identify at least one HUD Guiding Principle that relates to your project:

16. CDBG ONLY - Identify at least HUD Consolidated Plan Goal that relates to your project:
(Select Category and Applicable Goals)

Yes. If so, check box here and answer questions 14 through 25.

No. If no, check box here and enter NA

Don't know. If you are unsure, please call City staff at (925) 833-6645.

Be culturally accessible, appropriate and inclusive

Encourage community engagement and involvement

Promote energy and resource efficiency

Encourage networking and information sharing across service providers

Encourage process streamlining

Consolidate service delivery

Not Applicable. Not interested in CDBG funding.

A) Housing

Goal 1: Promote the production, rehabilitation, and preservation of affordable housing (rental and ownership) through acquisition, rehabilitation, new construction, and minor repair.

Goal 2: Reduction of housing discrimination through provision of fair housing and tenant/landlord services.

Goal 3: Use resources to assist low-income residents make rental assistance payments in response to Covid-19. 220

17. CDBG ONLY - Identify at least one HUD Strategic Goal that relates to your project:

19. CDBG ONLY - Select one HUD Outcome that relates to your project:
(TIP: When selecting an outcome ask yourself, "What type of change or result am I seeking?")

20. CDBG ONLY - Select one HUD Specific Indicator that relates to your project:

B) Homeless

Goal 1: Use resource to end homelessness by funding and supporting homeless service programs.

C) Supportive Housing

Goal 1: Increase the availability of services enriched housing for persons with special needs by supporting acquisition and new construction of housing units.

D) Community Development

Goal 2: Fund economic development, micro-enterprise, and on-the-job training.

Goal 3: Support public service programs for low income residents, preserving safety net services for families and individuals who are vulnerable or

F) Not Applicable. Not interested in CDBG funding.

Public Services

Public Facilities

Rental Assistance

Affordable Housing

Increase Opportunities for 1st Time Homebuyers

Promote Decent Affordable Rental Housing

Strengthen Communities

Ensure Equal Opportunity in Housing

Reduce Housing Discrimination

Promote Participation of Grass-Roots, Faith-Based, and other Community-Based Organizations

Not Applicable. Not interested in CDBG funding.

Creating a Suitable Living Environment

Providing Decent Affordable Housing

Creating Economic Opportunities

Not Applicable. Not interested in CDBG funding.

Availability/Accessibility

Affordability

Sustainability

Not Applicable. I am not interested in qualifying for CDBG funding.

Brownfields remediated: This indicator shows the number of acres of brownfields that were remediated.

Rental units constructed: This indicator shows the number of affordable rental units created, as well as the number of 221

21. CDBG ONLY - Please choose a common indicator that your agency will use to track clients:
(Select only ONE.)

Direct financial assistance to homebuyers: This indicator shows the number of homebuyers receiving direct financial assistance, housing counseling, and down payment assistance/closing costs.

Homeless shelters: This indicator shows the number of homeless persons given overnight shelter.

Emergency housing: This indicator shows the number of beds created in an overnight shelter or other emergency housing.

Homeless prevention: This indicator shows the number of households that received emergency financial assistance to prevent homelessness and emergency legal assistance to prevent homelessness.

Not Applicable. Not interested in CDBG funding

Persons

Households

Not Applicable. Not interested in CDBG funding
0 Seniors (62 and older)
0 People with Disabilities
1 Female-Headed Households
6 Youth
0 Homeless
Not Applicable. Not interested in CDBG funding (Type N/A)

7.007.00TOTAL
2 Extremely Low Income (<30% AMI)
4 Very Low Income (30%-50% AMI) 222

24. CDBG ONLY - List the number of clients your agency anticipates serving in race/ethnicity categories. Per HUD, "Hispanic" is an ethnicity, not a race.

The sum entered below must match the total clients entered in Question #9 above. If none, please enter "0"

6 Low Income (50%-80% AMI)
0 Moderate Income (80%-120% AMI)

12.0012.00TOTAL
2 White
4 White + HISPANIC
0 Black/African American
0 Black/African American + HISPANIC
4 Asian
0 Asian + HISPANIC
0 American Indian/Alaskan Native
0 American Indian/Alaskan Native + HISPANIC
0 Native Hawaiian/Other Pacific Islander
0 Native Hawaiian/Other Pacific Islander + HISPANIC
0 American Indian/ Alaskan Native and White
0 American Indian/ Alaskan Native and White + HISPANIC
0 Asian and White
0 Asian and White + HISPANIC
0 Black/African American and White
0 Black/African American and White + HISPANIC
0 American Indian/Alaskan Native and Black/African American 0 American Indian/Alaskan Native and Black/African American + HISPANIC 2 Multi Racial + HISPANIC OR other Multi Racial
0 Not Applicable. Not interested in CDBG funding. (Type N/A)

12.0012.00TOTAL

#1 - This program/project has the agency's highest priority for funding.

#2 - This program/project has the agency's 2nd highest priority for funding.

#3 - This program/project has the agency's 3rd highest priority for funding.

#4 - This program/project has the agency's 4th highest priority for funding.

#5 - This program/project has the agency's 5th highest priority for funding.

#6 - This program/project has the agency's 6th highest priority for funding.

If you have more than 6 applications per organization, agency, district or entity, check here.

Budget top
Funding Sources/Revenues Budget Amount Amount Committed Request from the City of Dublin USD$ 15,000.00
Dublin Police Services USD$ 4,846.00
Alameda County District Attorney's Office (in-kind) USD$ 3,000.00 USD$ 3,000.00 Alameda County Social Services Agency USD$ 2,400.00 USD$ 2,400.00 Community Fundraising USD$ 5,000.00
California Office of Emergency Services
Total USD$ 30,246.00 USD$ 5,400.00223
Funding Uses/Expenses Budget Amount Amount Committed
Personnel Salary: Staff USD$ 2,400.00
Personnel Benefits: Staff
Personnel Salary & Benefits: ED (in kind) USD$ 3,000.00 USD$ 3,000.00 Supplies
Printing USD$ 792.00
Postage USD$ 240.00
Communications
Rent and Utilities USD$ 1,142.00
Audit and Accounting
Outside Services
Total USD$ 5,174.00 USD$ 5,400.00

Budget Narrative
The request of $15,000 from the City of Dublin will support approximately 4.5 hours per week (or 304 hours per year total) at the average pay of approximately $39.72 per hour of three members of the Child Interview Specialist team to ensure there is full-time coverage to support Dublin children. Average pay is used to calculate the request because, due to the crisis-oriented nature of our work, CALICO does not know ahead of time which Child Interview Specialist will conduct each interview.

Child Interview Specialist, $39.72 x 304 hours + 24% benefits = $15,000 annually ($1,083.33 monthly)

CALICO's current benefit rate of 24% for employees includes payroll tax, workers comp, FICA, health, vision, dental, and 403b matching. CALICO's entire agency budget represents the cost of serving all of Alameda County, including Dublin citizens as represented by this grant program.

Documents top
Documents Requested * Required?Attached Documents *
Program Expense Budget for ALL Grant Requests
download template

Program Expense Budget
Financial Information Form for ALL Grant Requests
download template

Financial Information
List of Board of Directors (or governing body) with
agency contact information

Board Roster
Current Annual Budget for the Entire Agency
CALICO Agency Budget
Copy of most recently submitted IRS 990 form or Tax
Return (include complete form)

CALICO Tax Return
Board of Director's (or governing body's) designation
of authorized official

Board Designation of Authorized Official
Board of Director's (or governing body's) authorization to request funding (may be same document as one
above)

Board Designation of Authorized Official
Proof of insurance carried, including bonding, liability and/or workers' compensation

CALICO Insurance Types

Federal Non-Profit Letter
State Non-Profit Letter
Certified Audit and/or Certified Financial Statements
CALICO Financial Statement
224

Application ID: 425557
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* ZoomGrants™ is not responsible for the content of uploaded documents.

REQUIRED FOR CDBG ONLY - If requesting Capital
Funding, please upload your Capital expenditure
budget (your own format is acceptable)
REQUIRED FOR CDBG ONLY - Personnel Policies
Including Affirmative Action Plan and Grievance
Procedure
Employee Manual
REQUIRED FOR CDBG ONLY - Agency Audit
Requirements and Copy of Last Audit Highlighting
"Findings" Section
Audit Requirements
Last Audit
Audit/Financial Statement
REQUIRED FOR CDBG ONLY - Articles of
Incorporation and Bylaws
Articles of Incorporation
Articles of Incorporation Amended
REQUIRED FOR CDBG ONLY - Conflict of Interest
Statement (if not included in Bylaws)
Conflict of Interest

REQUIRED FOR CDBG ONLY - AGENCY'S

LIMITED ENGLISH PROFICIENCY LANGUAGE
ACCESS PLAN (LEP/LAP). Must include outreach
to limited English speaking residents to encourage
access to services & housing. Include what access
accommodations are used.

LEP/LAP

Jump to: Organization Information Questions Budget Documents

USD$ 23,789.00 Requested

Submitted: 1/19/2023 4:45:54 PM (Pacific)

Project Contact
Brenda Orellana
[email protected]
Tel: 510-227-4451

Additional Contacts
none entered

Centro Legal de la Raza
3400 E 12th St
Oakland, CA 94601
United States

Executive Director
Monique Berlanga
[email protected]

Telephone510-437-1554
Fax
Web https://www.centrolegal.org/

Organization Information top

1. Business License Number
bl-113233

Questions top

1. Select the category that best describes your organization:
(Select only one.)

2. Please describe your agency's mission (no more than 3 sentences or 250 characters).

Our holistic legal programs support equity and copowerment; centering clients’ power, stories, and collaborating with CBOs to support systems change. We are a leader in regional anti-displacement efforts and ensure stable and healthy housing.

4. Is this a "new" service, program, project or activity? "New" is identified as not yet started, implemented or in operation.

Non-Profit

Public Agency

Other:

Capital Project

Public Service Program or Project
226

Centro Legal proposes to provide legal consultations, representation, outreach, and tenant education services to low-income tenants facing housing instability, eviction and potential displacement to keep Dublin tenants housed and in safe, stable, and affordable housing. Our services model provides pre-eviction consultation in addition to eviction representation, and through outreach and education, we are able to address threats to housing stability early. Information sharing through know-your-rights workshops will empower communities to assert their rights. Centro Legal’s proposed staffing pattern for this program reflects a multilingual/multicultural team of staff, ensuring access to interpretation services for all residents participating in this program.

Alameda County’s housing crisis and its impact on low-income tenants is currently being exacerbated and amplified by the COVID-19 pandemic. Even after the health impacts of COVID-19 diminish, the economic impacts will continue and low- income tenants will be vulnerable to eviction when they can’t pay rent because they’ve lost income due to the pandemic. This project will enable us to intervene early and provide advice and representation to prevent displacement in a time of great need for our services.

6. Describe the challenges, needs, or service gaps in Dublin your program/project addresses. If you do not receive funding, what would the impact be? (You should reference Dublin demographics, statistics, and reports to make your case.)
Between 2010 - 2019, the share of renters that were burdened by the cost of housing in Dublin went from 36% to 42%, whereas for the nine-county Bay Area, it decreased from 50% to 47% (Bay Area Equity Atlas). In FY 21-22, even with the County eviction moratorium in place, 28% of the Dublin tenants we saw reported receiving a termination notice, and 14% reported that they were unable to pay rent. Based upon data from jurisdictions whose moratoria have ended, we anticipate a massive wave of evictions when Alameda County’s moratorium ends, which will increase the demand for tenant legal services.

Research shows that low-income residents who have the right to stay in their homes need legal representation in order to make that right a reality. As Professor Desmond noted in his book, Evicted: Poverty and Profit in the American City (2016), “A program that ran from 2005-2008 in the South Bronx provided more than 1,300 families with legal assistance and prevented eviction in 86% of cases.”

Moreover, data from the American Housing Survey estimates that there are 5.5 times as many “informal evictions'' as formal evictions. Zainulbai & Daly, Informal Evictions: Measuring Displacement Outside of the Courtroom (January 20, 2022). “Informal evictions'' occur when a tenant is coerced or otherwise pushed to leave their home outside of the court process. This often occurs because tenants do not understand their legal rights and options. Equipping tenants with information is critical to keep tenants housed.

Historically, there has been a lack of tenant legal services targeted specifically to Dublin and other Tri-Valley cities. Centro’s efforts over the last year have been critical in expanding access to services. This program is essential to meet the ongoing and increased need in Dublin. If Centro does not receive funding, more Dublin residents will face eviction without the assistance of an attorney.

7. Estimate the total number of UNDUPLICATED Dublin residents to be served by this project. (UNDUPLICATED means client is counted only once regardless of number of services received in a year.) 25 8. Which of the 14 Areas of Concern identified in the Eastern County 2011 Needs Assessment Report does your project identify with? Please explain how your project meets the selected Areas of Concerns as well as helps the City of Dublin archive its Vision Statement that was included in its 2018 Strategic Plan.

The mission and vision statements are available online at www.dublin.ca.gov/1956/Application-Requirements-Process

Yes

Behavioral Health (mental health and substance abuse)

Affordable Housing

Health Care (including dental)

Workforce Development

Homelessness

Transportation Services and Access

Domestic Violence and Child Abuse

Disabilities

Food and Nutrition

Senior Services

Youth Services 227

Having access to safe, stable, affordable housing is necessary to a high quality of life. Traditionally marginalized communities, such as persons of color, persons with disabilities, elderly persons, and domestic violence survivors face greater barriers to housing stability. The data bears this out. For example, the Bay Area Equity Atlas found that low-income and communities of color have not recovered financially from the COVID-19 pandemic, and are facing higher rates of being behind on rent (https://bayareaequityatlas.org/recovery-tracker/intro). Additionally, domestic violence is one of the leading causes of homelessness nationally (https://homelesslaw.org/wp-content/uploads/2018/10/Lost-Housing-Lost-Safety.pdf). This project prioritizes helping those most at risk of eviction and displacement, including persons who fall within these identities, and thereby helps Dublin achieve its Vision Statement where Dublin tenants can safely live, work, and raise a family in a diverse and inclusive city.

This project is designed to strategically target low-income tenants most at risk of displacement. Our model of legal services provision includes two key components: upstream and downstream prevention.

A) Upstream Prevention: Pre-eviction Consultations

Broad, inclusive service provision via remote and/or in-person clinics and workshops. We provide one-to-one legal consultation services that can include drafting letters, providing legal advice, reviewing notices and contracts, helping tenants respond to notices, and providing other short-term, limited assistance to address risks such as eviction notices, rent increases, uninhabitable conditions, and landlord harassment.

Legal consultations and clinics provide broad access to legal advice. Tenants can get legal advice on a wide range of housing issues, and legal services providers can spot emerging issues and trends that are contributing to displacement. Early intervention in landlord-tenant conflicts can prevent eviction lawsuits from being filed and provide tenants with important information about how to exercise their rights and the resources available. Consultations are an efficient way of preventing displacement since they can be made available to large numbers of people and can prevent resource-intensive litigation.

Legal consultation services are short-term, limited legal services that may include: (1) advice and counsel; (2) assistance completing forms or preparing correspondence; (3) supporting individuals in representing themselves; (4) assistance with reviewing contracts, letters, or written documents; (5) addressing issues related to various COVID-19 related eviction protections, and/or (6) other short-term, limited assistance aimed at preventing displacement.

Many of the legal consultations provided will take place through regularly scheduled remote or in-person clinics or workshops for tenants. In-person clinics will be held in key locations to ensure that underserved populations are able to utilize services.

B) Downstream Intervention: Legal Representation

Legal representation services are more expansive than legal consultation and will be provided where it is determined that more extensive services are necessary or appropriate to prevent displacement. Such services may include: (1) Representing a tenant in mediation or negotiations aimed at avoiding the filing of an unlawful detainer action and/or a rent increase that would result in displacement; or (2) Defending an unlawful detainer (eviction) action.

We ensure this project is cost effective and that the budget meets the needs of the anticipated results by leveraging existing infrastructure funded through ACHS, State Bar funding, and foundation grants. ACHS is a program that Centro has administered since 2018, and administrative infrastructure and staffing of the program has been well established. Staff such as our outreach coordinator, data and policy analyst, paralegals, housing advocates and staff attorneys are already doing this work. Additionally, ACHS provides emergency financial assistance funds that Dublin residents are eligible for. There will be increased access for Dublin tenants to an entire team of attorneys and staff dedicated to this work. This project allows for the ACHS program to be scaled up and leverages the program structure already created.

Child Care, Early Childhood Development and Education

Changing Demographics and Growing Diversity

Financial Assistance

None of the Above

Please explain:
228
Deliverables are based on average attorney caseloads and are in proportion to the amount of funding received which creates realistic deliverable goals. Our proposed budget would fund 0.25 FTE housing attorney, benefits, outreach and administrative costs.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Outcome Measures
Our primary goal and objective is to enhance the quality of life for low-income tenants of Dublin via housing related services to prevent homelessness and to promote stable, affordable, healthy housing.

Measurable outcome for Goal 1: At least 90% of Tenants will be more aware of available resources and legal options and better prepared to successfully resolve their housing issues.

Measurable outcome for Goal 2: After legal representation, at least 70% of Tenants will successfully resolve their legal matters and report improved housing stability, avoided an eviction, avoided homelessness, having a rent increase rescinded, receiving a rent reduction, or securing time and/or money to move.

Performance Goal 1: 20 Tenants receive legal consultation for housing related problems such as resources and information about their legal options and rights.

Performance Goal 2: 10 Tenants receive legal representation for housing related issues.

Centro Legal uses a Salesforce database, which allows us to track a significant amount of client data and assess quantitative goals on a monthly basis. During in-person services, Centro Legal also uses anonymous client surveys to measure our impact. Centro Legal uses case outcome data and program evaluations to determine if a program is effectively meeting clients’ needs. We also use information on the number of clients we serve and the types of issues our clients are facing to determine the level and types of services needed. Based on this information, we make changes to program design and our budget to expand services and staffing as needed.

Centro Legal has current CDBG contracts with the City of Hayward, San Leandro and Oakland. We are familiar with the CDBG guidelines and ensure that clients are low-income according to the guidelines. Prior to receiving a consultation, tenants certify their income so we can ensure eligibility. In addition to income information, Centro Legal is also collecting a lot of other demographic data such as race and ethnicity to ensure we are serving a diverse group.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision Our project is focused on enhancing the quality of life for low-income tenants of Dublin via housing related services to prevent homelessness and to promote safe, affordable, stable housing. Having access to safe, stable, affordable housing is necessary to a high quality of life. Traditionally marginalized communities, such as persons of color, persons with disabilities, elderly persons, and domestic violence survivors face greater barriers to housing stability. This furthers Dublin’s values of safety, inclusivity, diversity, and equity. Our project focuses on underserved communities, empowering and advocating for them and ensuring that they are being served in an equitable way and can remain in their community. Having a safe and affordable place to live is key to a high quality of life, and the necessary base for so many other aspects of our lives. Our project supports low- income Dublin tenants in ensuring they have access to safe housing, that they can enforce their rights to maintain their housing stability, and reduces displacement of low-income underserved BIPOC (Black, Indigenous, (and) People of Color) communities. By helping those most marginalized stay in their homes, this project helps to ensure that Dublin is an inclusive, diverse, and equitable place to not only live, but thrive.

Additionally, Centro Legal is deeply committed to diversity, equity, and inclusion. We have a DEI Director whose duties include ensuring that our service provision is grounded in these principles. We have a diverse staff of advocates and attorneys who are committed to these values as well, and our representation of tenants reflects these values. This project prioritizes helping those most at risk of eviction and displacement, including persons who fall within these identities, and thereby helps Dublin achieve its Vision Statement where Dublin tenants can safely live, work, and raise a family in a diverse and inclusive city.

Enter "NA" if not eligible.

Alameda County’s housing crisis and its impact on low-income tenants is currently being exacerbated and amplified by the COVID-19 pandemic. Between 2010 and 2019, the share of renters that were burdened by the cost of housing in Dublin went 229 from 36% to 42%, whereas for the nine-county bay area, it decreased from 50% to 47% (Bay Area Equity Atlas). We know that this has only increased during the pandemic, especially for persons of color and other marginalized community members. https://bayareaequityatlas.org/recovery-tracker/intro. Even after the health impacts of COVID-19 diminish, the economic impacts will continue and low-income tenants will be vulnerable to eviction when they can’t pay rent because they have lost income due to the pandemic. Tenant advocates are expecting a large wave of evictions after the Alameda County Eviction Moratorium lifts, given the widespread economic impacts of the COVID-19 pandemic. Data from other jurisdictions, including Contra Costa County, supports this expectation. https://www.mercurynews.com/2022/10/20/bay-area-sees-eviction-tsunami- as-pandemic-renter-protections-end/. This project is a direct response to the increased need for tenant representation we anticipate as a result of the COVID-19 pandemic, as well as the ongoing housing crisis. This project will enable us to intervene early and provide advice and representation to prevent displacement of those impacted economically by the COVID- 19 pandemic.

Centro Legal de la Raza (Centro Legal) is committed to providing high quality legal assistance regardless of a client’s language or disability. Centro Legal utilizes multiple strategies to provide services to individuals who are non-English speaking or have limited English proficiency, including by making our services accessible through 3-way phone interpretation with a human interpreter. The interpreter facilitates meaning-for-meaning communication between a limited-English proficient person and our English-speaking staff. Video interpretation adds a visual component to the communication process, enabling face-to- face interaction with interpreters.

Centro Legal has substantial experience working with non- and limited English speakers. 62% of our Tenants’ Rights Practice staff are multilingual. Attorneys and paralegals speak the following languages: Spanish, Hindi, and Mandarin. Centro Legal also has a dedicated Mam interpreter.

Centro Legal’s website has been fully translated into Spanish. Outreach and educational materials are translated into multiple languages. Workshops and clinics both in-person and virtual are conducted in Spanish and English using simultaneous interpretation.

The COVID-19 pandemic has forced us to explore additional ways to reach clients such as through Facebook Live and Zoom and by phone to allow Centro Legal to easily reach clients regardless of location. Centro Legal also does outreach to tenants through our website, social media, radio, community partners and word of mouth. For example, Centro Legal has run radio and digital ads in Spanish and Tagalog in order to reach Latino and Filipino Bay Area communities.

15. CDBG ONLY - Identify at least one HUD Guiding Principle that relates to your project:

16. CDBG ONLY - Identify at least HUD Consolidated Plan Goal that relates to your project:
(Select Category and Applicable Goals)

Yes. If so, check box here and answer questions 14 through 25.

No. If no, check box here and enter NA

Don't know. If you are unsure, please call City staff at (925) 833-6645.

Be culturally accessible, appropriate and inclusive

Encourage community engagement and involvement

Promote energy and resource efficiency

Encourage networking and information sharing across service providers

Encourage process streamlining

Consolidate service delivery

Not Applicable. Not interested in CDBG funding.

A) Housing

Goal 1: Promote the production, rehabilitation, and preservation of affordable housing (rental and ownership) through acquisition, rehabilitation, new construction, and minor repair.

Goal 2: Reduction of housing discrimination through provision of fair housing and tenant/landlord services.

Goal 3: Use resources to assist low-income residents make rental assistance payments in response to Covid-19.

B) Homeless
230

17. CDBG ONLY - Identify at least one HUD Strategic Goal that relates to your project:

19. CDBG ONLY - Select one HUD Outcome that relates to your project:
(TIP: When selecting an outcome ask yourself, "What type of change or result am I seeking?")

20. CDBG ONLY - Select one HUD Specific Indicator that relates to your project:

Goal 1: Use resource to end homelessness by funding and supporting homeless service programs.

C) Supportive Housing

Goal 1: Increase the availability of services enriched housing for persons with special needs by supporting acquisition and new construction of housing units.

D) Community Development

Goal 2: Fund economic development, micro-enterprise, and on-the-job training.

Goal 3: Support public service programs for low income residents, preserving safety net services for families and individuals who are vulnerable or

F) Not Applicable. Not interested in CDBG funding.

Public Services

Public Facilities

Rental Assistance

Affordable Housing

Increase Opportunities for 1st Time Homebuyers

Promote Decent Affordable Rental Housing

Strengthen Communities

Ensure Equal Opportunity in Housing

Reduce Housing Discrimination

Promote Participation of Grass-Roots, Faith-Based, and other Community-Based Organizations

Not Applicable. Not interested in CDBG funding.

Creating a Suitable Living Environment

Providing Decent Affordable Housing

Creating Economic Opportunities

Not Applicable. Not interested in CDBG funding.

Availability/Accessibility

Affordability

Sustainability

Not Applicable. I am not interested in qualifying for CDBG funding.

Brownfields remediated: This indicator shows the number of acres of brownfields that were remediated.

Rental units constructed: This indicator shows the number of affordable rental units created, as well as the number of years of affordability, number of units occupied by the elderly, and those units designated for chronically homeless 231

21. CDBG ONLY - Please choose a common indicator that your agency will use to track clients:
(Select only ONE.)

Area Median Income ("AMI") information is available online at www.dublin.ca.gov/1956/Application-Requirements-Process persons and persons with HIV/AIDS.

Direct financial assistance to homebuyers: This indicator shows the number of homebuyers receiving direct financial assistance, housing counseling, and down payment assistance/closing costs.

Homeless shelters: This indicator shows the number of homeless persons given overnight shelter.

Emergency housing: This indicator shows the number of beds created in an overnight shelter or other emergency housing.

Homeless prevention: This indicator shows the number of households that received emergency financial assistance to prevent homelessness and emergency legal assistance to prevent homelessness.

Not Applicable. Not interested in CDBG funding

Persons

Households

Not Applicable. Not interested in CDBG funding
4 Seniors (62 and older)
8 People with Disabilities
0 Female-Headed Households
0 Youth
0 Homeless
Not Applicable. Not interested in CDBG funding (Type N/A)

12.0012.00TOTAL
13Extremely Low Income (<30% AMI)
8 Very Low Income (30%-50% AMI)
232

24. CDBG ONLY - List the number of clients your agency anticipates serving in race/ethnicity categories. Per HUD, "Hispanic" is an ethnicity, not a race.

The sum entered below must match the total clients entered in Question #9 above. If none, please enter "0"

4 Low Income (50%-80% AMI)
Moderate Income (80%-120% AMI)

25.0025.00TOTAL
4 White
White + HISPANIC
8 Black/African American
Black/African American + HISPANIC
Asian
Asian + HISPANIC
American Indian/Alaskan Native
American Indian/Alaskan Native + HISPANIC
Native Hawaiian/Other Pacific Islander
Native Hawaiian/Other Pacific Islander + HISPANIC
American Indian/ Alaskan Native and White
American Indian/ Alaskan Native and White + HISPANIC
Asian and White
Asian and White + HISPANIC
Black/African American and White
Black/African American and White + HISPANIC
American Indian/Alaskan Native and Black/African American American Indian/Alaskan Native and Black/African American + HISPANIC 12Multi Racial + HISPANIC OR other Multi Racial
Not Applicable. Not interested in CDBG funding. (Type N/A)

24.0024.00TOTAL

#1 - This program/project has the agency's highest priority for funding.

#2 - This program/project has the agency's 2nd highest priority for funding.

#3 - This program/project has the agency's 3rd highest priority for funding.

#4 - This program/project has the agency's 4th highest priority for funding.

#5 - This program/project has the agency's 5th highest priority for funding.

#6 - This program/project has the agency's 6th highest priority for funding.

If you have more than 6 applications per organization, agency, district or entity, check here.

Budget top
Funding Sources/Revenues Budget Amount Amount Committed City of Dublin USD$ 23,789.00 USD$ 0.00
City of Livermore USD$ 38,290.00 USD$ 0.00
City of Pleasanton USD$ 46,628.00 USD$ 0.00
Alameda County Housing Secure (ACHS) USD$ 496,632.00 USD$ 0.00 State Bar of California USD$ 171,409.00 USD$ 131,346.00 Alameda Co. Urban/Unincorporated USD$ 99,494.00
Total USD$ 876,242.00 USD$ 131,346.00233
Funding Uses/Expenses Budget Amount Amount Committed
Personnel: Salaries USD$ 18,022.00
Personnel: Benefits USD$ 3,604.00
Administrative Indirect USD$ 2,163.00
Total USD$ 23,789.00 USD$ 0.00

Budget Narrative
Centro Legal's legal services for the City of Dublin will expand on the existing Alameda County Housing Secure (ACHS) program that Centro Legal has administered since 2018. Funds provided under this grant can be leveraged with ACHS funds to exponentially increase reach. Expanding on ACHS makes it so low-income tenants in Dublin can access Centro Legal’s full team of tenants’ rights attorneys, paralegals, advocates, outreach coordinator, policy and data analyst, administrative assistant and tenants’ rights grants manager.

This project will help Centro Legal reach low-income Dublin residents, build on existing infrastructure from the ACHS program, and the momentum from the contract granted last year. This proposal requests funding for staff attorney time to provide legal consultations and representations, as well as Know Your Rights (KYR) presentations.

Additional funding sources listed, apart from funds requested from the City of Livermore and the City of Pleasanton, are funds that are committed from other grants that allow Centro Legal to provide legal services to tenants throughout Alameda County or are not restricted funds and can be used to leverage City of Dublin funds.

For the budget above, we have included 0.25 FTE of attorney time. We hope to obtain funding from the City of Pleasanton and the City of Livermore that will allow us to expand services in the Tri-Valley. In the event that additional funding is not obtained from the City of Pleasanton and the City of Livermore, services will be provided to low-income Dublin tenants in proportion to funding. We utilize 20% as our standard calculation for fringe which includes benefits. 10% indirect costs are intended to cover insurance, rent, utilities, postage, bar dues, office supplies, and other non- salary program expenses.

Documents top
Documents Requested * Required?Attached Documents *
Program Expense Budget for ALL Grant Requests
download template

Centro Legal Program Expense Budget
Financial Information Form for ALL Grant Requests
download template

Centro Legal Financial Information Form
List of Board of Directors (or governing body) with
agency contact information

Centro Legal_Board of Directors with Contact Info_for
Funders Sept2022.docx
Current Annual Budget for the Entire Agency
Centro Legal_Org Budget FY 22-23
Copy of most recently submitted IRS 990 form or Tax
Return (include complete form)

Centro Legal_990_2020
Board of Director's (or governing body's) designation
of authorized official

Centro Legal Dublin BOD Authorization Letter
Board of Director's (or governing body's) authorization to request funding (may be same document as one
above)

Centro Legal Dublin BOD Authorization Letter
Proof of insurance carried, including bonding, liability and/or workers' compensation

Centro Legal COI - City of Dublin

Centro Legal Non-Profit Determination Letter
Certified Audit and/or Certified Financial Statements
Centro Legal 2022 Audited Financial Statements
REQUIRED FOR CDBG ONLY - If requesting Capital 234

Application ID: 427183
Become a fan of ZoomGrants™ on Facebook
Problems? Contact us at [email protected]
©2002-2023 GrantAnalyst.com. All rights reserved.
"ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC.

Logout | Browser
* ZoomGrants™ is not responsible for the content of uploaded documents.

Funding, please upload your Capital expenditure
budget (your own format is acceptable)
REQUIRED FOR CDBG ONLY - Personnel Policies
Including Affirmative Action Plan and Grievance
Procedure
Centro Legal Personnel Policy & Affirmative Action,
Grievance Policy
Centro Legal Personnel Policy & Affirmative Action,
Grievance Policy
REQUIRED FOR CDBG ONLY - Agency Audit
Requirements and Copy of Last Audit Highlighting
"Findings" Section
Centro Legal 2022 Audited Financial Statements
REQUIRED FOR CDBG ONLY - Articles of
Incorporation and Bylaws
Centro Legal Articles of Incorporation & Bylaws
Original & Amended Restated
REQUIRED FOR CDBG ONLY - Conflict of Interest
Statement (if not included in Bylaws)
Centro Legal Conflict of Interest Policy

REQUIRED FOR CDBG ONLY - AGENCY'S

Centro Legal Limited English Proficiency Access
Plan

Jump to: Organization Information Questions Budget Documents

USD$ 24,959.00 Requested

Submitted: 1/19/2023 7:39:32 PM (Pacific)

Project Contact
Alcian Lindo
[email protected]
Tel: 925-416-5108

Additional Contacts
none entered

Chabot-Las Positas Community
College District
5860 Owens Dr Fl 3
Dba Tri-Valley Career Center
Pleasanton, CA 94588
United States

Vice Chancellor for Business
Services, designated signer
Jonah Nicholas
[email protected]

Telephone(925) 416-5100
Fax
Web www..trivalleycareercenter.org

Organization Information top

1. Business License Number
200167

Questions top

1. Select the category that best describes your organization:
(Select only one.)

2. Please describe your agency's mission (no more than 3 sentences or 250 characters).

The Tri-Valley Career Center (TVCC) is part of the Chabot-Las Positas Community College District (CLPCCD). Our mission is as follows: “We empower individuals and communities to thrive by creating career, education and economic opportunities.”

4. Is this a "new" service, program, project or activity? "New" is identified as not yet started, implemented or in operation.

Non-Profit

Public Agency

Other:

Capital Project

Public Service Program or Project
236

Each year, TVCC helps job seekers find careers by offering free workshops, one-on-one counseling, comprehensive training programs and a variety of resources. During 2022, TVCC worked with employers to identify the critical need for employees in Alameda County and created the Pathway to Employment program, a free training program providing pathways to high- demand Transportation, Distribution and Logistics (TDL) and Healthcare occupations.

We are seeking funding to continue our job services and offer this job training, which includes forklift, CPR and OSHA warehousing and Certified Nursing Assistant (CNA), Phlebotomy and EMT training certifications.

6. Describe the challenges, needs, or service gaps in Dublin your program/project addresses. If you do not receive funding, what would the impact be? (You should reference Dublin demographics, statistics, and reports to make your case.)
TVCC serves residents of the Tri-Valley who are looking for career services and employers looking for qualified candidates.

While the income demographics of our clients vary, our lower-income clients are frequently most impacted by job instability and without connection to services.

While our career services continue at TVCC, we've added our Pathway to Employment program. This program trains low- income workers for occupational sectors experiencing critical challenges in finding workers, including TDL and Healthcare. To assist TDL employers, TVCC is offering a training program that provides forklift, CPR and OSHA warehousing safety certifications to low-income individuals. Upon completion of this three-week training, participants attend a TDL-focused job fair featuring local employers. We have similar training programs planned in 2023-24 fiscal year for Certified Nursing Assistants (CNAs), Phlebotomists and Emergency Medical Technicians (EMTs).

While there are job openings and career paths to high quality jobs in TDL and healthcare, many job-seekers have little knowledge of these industries and their pathways to long-term high-paying careers. We will leverage our extensive network for both the outreach and implementation of our training programs, which will empower us to offer training programs for those who have been hit hard by the economic downturn. In this way, our center will create a direct pipeline from training to employment for job seekers, educating them about pathways in high-demand professions along the way.

The funding we are requesting will help us pay for our services, including the training programs described above for Dublin residents, and a contracted training coordinator responsible for recruiting residents, supporting them through their training program and post-training job placement. If we do not receive funding, we will offer fewer services and trainings and will not be able to meet the demands of local employers to train new workers.

7. Estimate the total number of UNDUPLICATED Dublin residents to be served by this project. (UNDUPLICATED means client is counted only once regardless of number of services received in a year.) This grant will support job services, workshops and job fairs with intense hands-on help for at least 152 Dublin clients, including 4 clients in our Pathway to Employment program. We plan to help 200 more clients through our online resources.

The mission and vision statements are available online at www.dublin.ca.gov/1956/Application-Requirements-Process

Yes

Behavioral Health (mental health and substance abuse)

Affordable Housing

Health Care (including dental)

Workforce Development

Homelessness

Transportation Services and Access

Domestic Violence and Child Abuse

Disabilities

Food and Nutrition

Senior Services

Youth Services

Child Care, Early Childhood Development and Education

Changing Demographics and Growing Diversity

Financial Assistance
237

This year, this grant will support our job services, workshops and job fairs to meet the goals of serving 152 Dublin clients with intense hands-on help. These services will include serving 4 Dublin clients in our Pathway to Employment program. We plan to help an additional 200 Dublin clients through our website and YouTube channel.

TVCC requests $24,959 to continue our services and expand our Pathway to Employment program with a focus on comprehensive training to get job seekers on a pathway to a career in the TDL and healthcare fields. This funding will specifically support targeted outreach, recruitment, and services reaching adult workers and cover fees for enrollment in industry-recognized certifications.

The program includes the following:
· Career Readiness Bootcamp

· Short-term hands-on skills training for 2 to 8 weeks.

· Cohort training with groups supporting each other.

· TVCC connecting these workers directly with employers through job fairs and existing relationships.

We are assisting both Bay Area job seekers and employers by preparing individuals to join these in-demand occupations. Our goal for the Pathway to Employment program is to provide 4 low-income Dublin residents with free job training and employment placement. This training is a cohort model where clients work together from the beginning of the program through the certification testing, which is setup to advance completion and success.

Staff who will be primarily working on this project are the Program Manager, Enrollment Specialist, two Case Managers, a Job Developer and an Administrative Assistant. In addition, a contracted Training Coordinator will track and manage the certification training and lead soft skills workshops.

This program is staff-reliant and will include career counseling, job training, mental health counseling, financial literacy workshops and job placement in highly in-demand occupations in Alameda County. Career counseling happens primarily in- person at two locations: TVCC's office in Pleasanton and the Livermore SSA office.

Operational costs for community service programs are often the most challenging to cover as they may not seem as compelling as specific projects. However, without funding for operational and staff expenses we could not serve our communities. Dublin residents accounted for more than 15% of the clients served in fiscal year 2022. However, we are only requesting that the City of Dublin cover 2% of our total operating expenditures. With our delivery of services revolving around training cohort models, our operational costs and staff expenses have increased and the need for support to continue serving our community is greater than ever.

We will be serving the following populations:
· Families with children
· Seniors (age 55+)
· Unemployed
· Unhoused
· Young Adults (age 18-24)
· Adults (age 25-54)
· Previously Incarcerated
· Disabled
· Veterans
· Refugees
· Asylees

None of the Above

Please explain:
238

Outreach
TVCC enjoys a high number of referrals from friends, family and agencies throughout the community. 53% of our clients learned of our services through a word-of-mouth referral. To augment that, we have robust community outreach efforts that include:

· Participation in community and non-profit collaborations. · Co-location staff based at the Alameda County Social Service Agency offices in Livermore. · E-newsletter and emails to agencies serving people experiencing poverty. · Social media posts and advertisements.
· Flyers and posters delivered to community partners.
· Collaboration with agencies serving people experiencing poverty, including public housing developments, SSA, domestic violence and homeless shelters.
· Hiring events at the Tri-Valley Career Center and in the community. · Partnerships with local adult schools, community colleges and job training programs. · Website, search engine optimization (SEO) and online job board. · Public relations.

Our marketing plan includes:
· Partner outreach, collaboration and referrals
· Facebook/Instagram – paid promotion
· Google Ad – paid promotion
· Geofencing – paid promotion
· Email Blast/Press Release
· Social Media Posts (twitter, Instagram)
· Community Event Tabling
· Local Radio (101.7 KKIQ) – paid promotion
· Newspaper Ads – paid promotion
· LinkedIn – paid promotion
· Student Magazine (Las Positas College)
· Chamber of Commerce Ads

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? TVCC’s one-on-one career counseling and case management is tracked through CalJobs and adheres to the Alameda County Workforce Development Board (ACWDB) and WIOA regulations. All counseling activity is recorded online in clients’ files (located in CalJobs) and recorded for the ACWDB to follow and aggregate for the agency’s quarterly and annual reports.

TVCC also keeps hard copies of client files including enrollment, training and placement data in a secured filing cabinet.

Specific to TVCC, we track the number of enrollments, placements, trainings and credentials obtained.

For those indicators not tracked through CalJobs, TVCC has several tracking mechanisms to assure quality of services.

Workshop leaders distribute evaluation forms at the close of their workshops to gauge training effectiveness and find areas for improvement. Based on the evaluations, workshop leaders revise their workshops to address any identified issues. We also provide online surveys to both clients and employers following trainings and events.

Ultimately, the most telling number is unemployed clients finding jobs that will not only allow them to continue living in the Tri- Valley but will also make them happy in their career.

Clients will also be asked to provide written and video-recorded success stories on a voluntary basis. Program progress, activities, and outcomes will be reported through a semi-annual and annual report.

Our goal is to continue our intense hands-on support services to 152 residents, including job training and employment placement to 4 low-income Dublin residents in our Pathway to Employment program. We plan to help an additional 200 Dublin clients through our website, YouTube channel and tip sheets.

This training includes a cohort model where clients work together from the beginning of the program through the certification testing. We plan to create a direct pipeline from training to employment, partnering with employers in industries looking to fill open positions so that we select the appropriate training from our healthcare and TDL offerings.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision TVCC supports Dublin’s Mission, Vision and Values that include inclusivity, diversity and equity through a variety of our services to low-income Alameda County residents.

TVCC serves residents of the Tri-Valley who are looking for career services and employers looking for qualified candidates. 239 While the income demographics of our clients vary, our lower-income clients are frequently most impacted by job instability.

TVCC provides two services that can assist families and individuals: training and career services and referrals to wrap-around community services. Our career services can help the adults find better paying jobs and train for careers that bring stability and livable wages.

Our resources include workshops, career counseling, and online opportunities designed to guide adult job seekers towards success in today's job market. We prioritize adult clients (18+) from disadvantaged backgrounds including but not limited to refugees, veterans, dislocated workers, individuals with disabilities, unhoused individuals, and re-entry participants.

In addition to our Pleasanton-based TVCC, we have career coaches who work directly with CalWorks/CalFresh recipients, a re-entry coordinator who works directly with the formally incarcerated and a transition specialist who works directly with ESL students and adults working to obtain their GED.

We offer our training aids in multiple languages; half our staff is Spanish speaking. Our trainings and one-on-one services assist ESL clients. We also provide culturally competent services that promote an inclusive environment that caters to the diversity of East Bay residents.

These staff members provide direct outreach to our clients, referring them to our center for numerous services including our Volunteer Income Tax Assistance (VITA) program. To reach and serve our most marginalized communities, we will continue to expand on our outreach plan as discussed in question #9.

Enter "NA" if not eligible.

TVCC has been hosted by Chabot-Las Positas Community College District since 1983. TVCC offers career development, skills upgrading and employer services for residents of the Tri-Valley area as well as other parts of Alameda County. In 2020 we quickly moved our services online, and they remain in place today. This allows us to provide in-person and virtual workshops so that our services are available to Tri-Valley residents who cannot get to our offices.

TVCC works with Back to Work and Welfare to Work clients who have been affected by COVID-19 to help them get back to work. While we’re accepting all low-income residents, we’re targeting residents who are on unemployment or coming off unemployment to get them employed as quickly as possible.

We also partner with employers, who have been hit by labor shortages post-pandemic, through training and outreach to our clients. In 2022, we have been working with employers to determine the most in-demand occupations so that our trainings are effective for everyone in the community. We’ve responded by creating the Pathway to Employment program in TDL and Healthcare, two professions with labor shortages in our area where we can provide short-term occupational training to our clients that will get them back to work quickly.

15. CDBG ONLY - Identify at least one HUD Guiding Principle that relates to your project:

Yes. If so, check box here and answer questions 14 through 25.

No. If no, check box here and enter NA

Don't know. If you are unsure, please call City staff at (925) 833-6645.

Be culturally accessible, appropriate and inclusive

Encourage community engagement and involvement

Promote energy and resource efficiency

Encourage networking and information sharing across service providers

Encourage process streamlining

Consolidate service delivery

Not Applicable. Not interested in CDBG funding. 240

16. CDBG ONLY - Identify at least HUD Consolidated Plan Goal that relates to your project:
(Select Category and Applicable Goals)

17. CDBG ONLY - Identify at least one HUD Strategic Goal that relates to your project:

19. CDBG ONLY - Select one HUD Outcome that relates to your project:
(TIP: When selecting an outcome ask yourself, "What type of change or result am I seeking?")

20. CDBG ONLY - Select one HUD Specific Indicator that relates to your project:

A) Housing

Goal 1: Promote the production, rehabilitation, and preservation of affordable housing (rental and ownership) through acquisition, rehabilitation, new construction, and minor repair.

Goal 2: Reduction of housing discrimination through provision of fair housing and tenant/landlord services.

Goal 3: Use resources to assist low-income residents make rental assistance payments in response to Covid-19.

B) Homeless

Goal 1: Use resource to end homelessness by funding and supporting homeless service programs.

C) Supportive Housing

Goal 1: Increase the availability of services enriched housing for persons with special needs by supporting acquisition and new construction of housing units.

D) Community Development

Goal 2: Fund economic development, micro-enterprise, and on-the-job training.

Goal 3: Support public service programs for low income residents, preserving safety net services for families and individuals who are vulnerable or

F) Not Applicable. Not interested in CDBG funding.

Public Services

Public Facilities

Rental Assistance

Affordable Housing

Increase Opportunities for 1st Time Homebuyers

Promote Decent Affordable Rental Housing

Strengthen Communities

Ensure Equal Opportunity in Housing

Reduce Housing Discrimination

Promote Participation of Grass-Roots, Faith-Based, and other Community-Based Organizations

Not Applicable. Not interested in CDBG funding.

Creating a Suitable Living Environment

Providing Decent Affordable Housing

Creating Economic Opportunities

Not Applicable. Not interested in CDBG funding.

Availability/Accessibility

Affordability

Sustainability

Not Applicable. I am not interested in qualifying for CDBG funding.

21. CDBG ONLY - Please choose a common indicator that your agency will use to track clients:
(Select only ONE.)

Brownfields remediated: This indicator shows the number of acres of brownfields that were remediated.

Direct financial assistance to homebuyers: This indicator shows the number of homebuyers receiving direct financial assistance, housing counseling, and down payment assistance/closing costs.

Homeless shelters: This indicator shows the number of homeless persons given overnight shelter.

Emergency housing: This indicator shows the number of beds created in an overnight shelter or other emergency housing.

Homeless prevention: This indicator shows the number of households that received emergency financial assistance to prevent homelessness and emergency legal assistance to prevent homelessness.

Not Applicable. Not interested in CDBG funding

Persons

Households

Not Applicable. Not interested in CDBG funding
0 Seniors (62 and older)
0 People with Disabilities
0 Female-Headed Households
0 Youth
0 Homeless
n/aNot Applicable. Not interested in CDBG funding (Type N/A) 242

Area Median Income ("AMI") information is available online at www.dublin.ca.gov/1956/Application-Requirements-Process

24. CDBG ONLY - List the number of clients your agency anticipates serving in race/ethnicity categories. Per HUD, "Hispanic" is an ethnicity, not a race.

The sum entered below must match the total clients entered in Question #9 above. If none, please enter "0"

0.000.00TOTAL
0 Extremely Low Income (<30% AMI)
0 Very Low Income (30%-50% AMI)
0 Low Income (50%-80% AMI)
0 Moderate Income (80%-120% AMI)

0.000.00TOTAL
0 White
0 White + HISPANIC
0 Black/African American
0 Black/African American + HISPANIC
0 Asian
0 Asian + HISPANIC
0 American Indian/Alaskan Native
0 American Indian/Alaskan Native + HISPANIC
0 Native Hawaiian/Other Pacific Islander
0 Native Hawaiian/Other Pacific Islander + HISPANIC
0 American Indian/ Alaskan Native and White
0 American Indian/ Alaskan Native and White + HISPANIC
0 Asian and White
0 Asian and White + HISPANIC
0 Black/African American and White
0 Black/African American and White + HISPANIC
0 American Indian/Alaskan Native and Black/African American 0 American Indian/Alaskan Native and Black/African American + HISPANIC 0 Multi Racial + HISPANIC OR other Multi Racial
0 Not Applicable. Not interested in CDBG funding. (Type N/A)

0.000.00TOTAL

#1 - This program/project has the agency's highest priority for funding.

#2 - This program/project has the agency's 2nd highest priority for funding.

#3 - This program/project has the agency's 3rd highest priority for funding.

#4 - This program/project has the agency's 4th highest priority for funding.

#5 - This program/project has the agency's 5th highest priority for funding.

#6 - This program/project has the agency's 6th highest priority for funding.

If you have more than 6 applications per organization, agency, district or entity, check here.

Budget top 243
Funding Sources/Revenues Budget Amount Amount Committed City of Pleasanton USD$ 34,002.00 USD$ 0.00
AC-OCAP USD$ 49,995.00 USD$ 49,995.00
CLPCCD USD$ 735,561.00 USD$ 735,561.00
Fed. Workforce Development Funds USD$ 200,000.00 USD$ 0.00 Jobs for the Future Foundation USD$ 100,000.00 USD$ 0.00 Total USD$ 1,119,558.00 USD$ 785,556.00
Funding Uses/Expenses Budget Amount Amount Committed
Salaries USD$ 10,005.00 USD$ 500,267.00
Benefits USD$ 4,774.00 USD$ 283,676.00
Supplies USD$ 20.00 USD$ 1,000.00
Printing/Copying USD$ 15.00 USD$ 200.00
Postage USD$ 10.00 USD$ 1,200.00
Telephone USD$ 15.00 USD$ 684.00
Rent & Utilities USD$ 885.00 USD$ 239,490.00
Marketing USD$ 250.00 USD$ 15,000.00
Contracted Services USD$ 8,000.00 USD$ 92,000.00
Other Program Expenses USD$ 985.00 USD$ 11,000.00
Total USD$ 24,959.00 USD$ 1,144,517.00

Budget Narrative
TVCC is a grant-funded program of CLPCCD, through its Economic Development Department. Its main grant, which helps pay for select staff salaries has been rapidly dwindling over the last 7 years. Projects that we know will help the Tri-Valley community but are out of the scope of our Alameda County Workforce Development Board (ACWDB) contract need to be funded in other ways.

Operational costs for community service programs are often the most challenging to cover as they may not seem as compelling as specific projects. However, without funding for operational and staff expenses we could not serve our communities. Dublin residents accounted for over 15% of the clients served in fiscal year 2021-22. However, we are only requesting that the City of Dublin cover 2% of our total operating expenditures. With our delivery of services revolving around training cohort models, our operational costs and staff expenses have increased and the need for support to continue serving our community is greater than ever.

Contracted Services: This line item will help us cover the cost of our training coordinator dedicated to our Pathway to Employment program.

Client Supportive Services: This line item directly supports Dublin clients, providing them with transportation support during their training, job interviews and first 2 weeks of employment as needed.

Documents top
Documents Requested * Required?Attached Documents *
Program Expense Budget for ALL Grant Requests
download template

TVCC Program Expense Budget - P2E
Financial Information Form for ALL Grant Requests
download template

TVCC Financial Information - P2E
List of Board of Directors (or governing body) with
agency contact information

CLPCCD Board of Trustees
Current Annual Budget for the Entire Agency
CLPCCD Adopted Budget 22-23
Copy of most recently submitted IRS 990 form or Tax
Return (include complete form)

CLPCCD No tax return required
Board of Director's (or governing body's) designation
of authorized official

CLPCCD Board Policy 6100
Board of Director's (or governing body's) authorization to request funding (may be same document as one
above)

CLPCCD Board/Administrative Policies 6150
244

Application ID: 425787
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Proof of insurance carried, including bonding, liability and/or workers' compensation

CLPCCD Proof of Insurance

CLPCCD Tax Exempt Letter
Certified Audit and/or Certified Financial Statements
CLPCCD Final Audit 2020-21
REQUIRED FOR CDBG ONLY - If requesting Capital
Funding, please upload your Capital expenditure
budget (your own format is acceptable)
REQUIRED FOR CDBG ONLY - Personnel Policies
Including Affirmative Action Plan and Grievance
Procedure
REQUIRED FOR CDBG ONLY - Agency Audit
Requirements and Copy of Last Audit Highlighting
"Findings" Section
REQUIRED FOR CDBG ONLY - Articles of
Incorporation and Bylaws
REQUIRED FOR CDBG ONLY - Conflict of Interest
Statement (if not included in Bylaws)

REQUIRED FOR CDBG ONLY - AGENCY'S

Jump to: Organization Information Questions Budget Documents

USD$ 16,598.00 Requested

Submitted: 1/19/2023 5:43:55 PM (Pacific)

Project Contact
Alcian Lindo
[email protected]
Tel: 925-416-5108

Additional Contacts
none entered

Chabot-Las Positas Community
College District
5860 Owens Dr Fl 3
Dba Tri-Valley Career Center
Pleasanton, CA 94588
United States

Vice Chancellor for Business
Services, designated signer
Jonah Nicholas
[email protected]

Telephone(925) 416-5100
Fax
Web www..trivalleycareercenter.org

Organization Information top

1. Business License Number
200167

Questions top

1. Select the category that best describes your organization:
(Select only one.)

2. Please describe your agency's mission (no more than 3 sentences or 250 characters).

The Tri-Valley Career Center (TVCC) is part of the Eco. Dev. Dept. at Chabot-Las Positas Community College District. Our mission is to: “Empower individuals and communities to thrive by creating career, education and economic opportunities.”

4. Is this a "new" service, program, project or activity? "New" is identified as not yet started, implemented or in operation.

Non-Profit

Public Agency

Other:

Capital Project

Public Service Program or Project
246

Volunteer Income Tax Assistance (VITA) offers free tax preparation services to low- to moderate-income individuals and families, especially Earned Income Tax Credit (EITC)-eligible families. In addition to preparing the current year’s taxes, we also help with previous years’ taxes, amended taxes, paper returns and extensions. TVCC is the only accepting agency to prepare taxes for immigrants with ITIN numbers, who are individuals required to have a U.S. taxpayer identification number but who do not have, and are not eligible to obtain, a Social Security number and the only organization to offer free tax service in the Tri-Valley area.

6. Describe the challenges, needs, or service gaps in Dublin your program/project addresses. If you do not receive funding, what would the impact be? (You should reference Dublin demographics, statistics, and reports to make your case.)
Though the TVCC VITA program has grown from 26 returns when we started in 2013 to 419 last year, there are still hundreds of families who could benefit from our services. Some simply do not file taxes. Others pay extraordinary fees to have them done by a for-profit company. The systemic challenge is both one of consumer awareness of the program and of an initial trust that a free service is perceived to be a government program. Another challenge is the recruitment of volunteers due to COVID and a lack of funding to do extensive outreach. VITA turned away more than 75 residents last year due to a lack of volunteers.

We are planning to expand services and marketing and use more volunteers to overcome these challenges.

The TVCC staff provide direct outreach to our clients, referring them to our center for numerous services including the VITA program. Our best marketing is achieved through word-of-mouth, and through repeated business born of success and gratitude. Their referrals, along with the referrals from our community-based partnerships and marketing campaigns have helped us serve more than 3,470 Tri-Valley residents with their taxes over the past 10 years, which includes operation during the pandemic.

More than 80 percent of these residents come from low, very low and extremely low-income households. To reach and serve our most marginalized communities, we will continue to expand on our previous outreach plan, which includes the development of online ads in English and Spanish, which complement messages we have given other service partners.

While we want to expand the promotion of our VITA services. If our budget comes up short, we cannot afford to pay for the development and placement of advertising, which will negatively affect both volunteer recruitment and new clients. The fewer volunteers we have limits our ability to serve clients. VITA turned away more than 75 residents last year due to a lack of volunteers.

7. Estimate the total number of UNDUPLICATED Dublin residents to be served by this project. (UNDUPLICATED means client is counted only once regardless of number of services received in a year.) Our goal is to continually increase the number of working families served by the VITA program, and to increase the number of families who receive the federal and state EITC. Our goal for 2023-24 is to file a minimum of 100 Dublin tax returns.

The mission and vision statements are available online at www.dublin.ca.gov/1956/Application-Requirements-Process

Yes

Behavioral Health (mental health and substance abuse)

Affordable Housing

Health Care (including dental)

Workforce Development

Homelessness

Transportation Services and Access

Domestic Violence and Child Abuse

Disabilities

Food and Nutrition

Senior Services

Youth Services

Child Care, Early Childhood Development and Education

Changing Demographics and Growing Diversity

Financial Assistance

None of the Above 247

Due to our growing number of clients each year, we anticipate an even greater need for support. This year, we are projecting to reach more people through our new location and full-time operating hours. Most of our expenses comes from staff who will dedicate approximately 570 hours plus 45% in fringe benefits to the program. We also need to hire a Co-coordinator who will complete 300 hours, helping to expand the program further throughout the Tri-Valley.

Since TVCC began providing VITA services in 2013, these dedicated individuals have prepared more than 3,470 tax returns, bringing more than $3.4 million dollars back to the Tri-Valley in federal refunds.

The TVCC budget for the 2022-23 VITA program is $68,796. Should we meet our overall goals of 550 returns filed, at total federal refunds of $652,600, the return of the investment on the program could be $978,915. Moreover, research shows there is a multiplier effect of at least 1.5 to the refunds spent in the region. Thus, the economic effect of the VITA program is far greater for the community than just for the families served.

The TVCC VITA is a workforce development program as the EITC has been shown to encourage work for low-income families.

However, our efforts in this are outside our main workforce development contracts. As such, the program is entirely grant funded and must be exceedingly efficient with its small, dedicated funds. The program’s efficiency come from these components:

· By law, the taxes can only be prepared by volunteers. These volunteers must be certified by the IRS in the appropriate tax law and the software used nationally for the returned to be e-filed. TVCC usually has more than 30 volunteers who speak 5 different languages. Our project includes in-kind work of at least 2820 hours from volunteers, which equates to approximately $93,660.

· The College district donates the supervisory management of VITA program. Though the Program Coordinator is the strength of the TVCC VITA program, it does take a manager to oversee it, plan the marketing and write reports. This time is donated to the program.

· TVCC uses its network of other community service providers and as much free marketing placement as is feasible. As a nonprofit, TVCC has become effective in using free media and word of mouth for this program as well as others.

This year, we plan to offer both in-person and drop-off tax preparation services at our location in Pleasanton. This location has ample parking and is accessible by bus and BART. We also plan to reopen our sites at the Livermore and Pleasanton library (pending library approval and volunteer numbers), providing the community with multiple tax prep sites and increasing accessibility to this service.

We also are investing in more education and outreach, along with volunteer recognition (including food for the volunteers as they complete 3 full, 8-hour days of training) to ensure that we recruit and retain a minimum of 30 volunteers.

Finally, we have been working with VITA for 9 years and have used the same equipment throughout. We have an urgent need for a new copier which will speed up the tax preparation process by allowing us to print and make any copies we need at a faster pace so that we may serve more clients.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Each year, we track the following measurements, from which we can extrapolate data for Dublin to measure effectiveness:

· Total number of clients

· Percentage increase of clients

Please explain:
248

· Total federal dollars returned to clients

· Average and Total Earned Income Tax Credits (EITCs) returned to clients

· Average Adjusted Gross Income of clients

· The total number of ITIN applications filed

The goal of the TVCC VITA program is to grow and serve more people in the region who are EITC-eligible. Given the nature of the service, our results are tracked meticulously by the IRS. Each tax return is e-filed through the IRS proprietary system.

This system gives us information in aggregate of all our tax clients. Each tax returned e-filed is tracked by the IRS through our location codes. Not long after the end of each tax season, we are able to discern the number of tax returns filed as well as the amount of federal/state refunds, the total EITC returns, and the average household income among other things.

As anti-poverty safety-net program, the population that the VITA program targets are low- to moderate-income working families. Like the Federal Poverty Guidelines, the VITA program sets its income limits at a national level. The federal income limit for the program is $72,000 per household, regardless of family structure. Due to the high cost of living in the Bay Area, we accept clients with incomes up to $75,000. For a family in the Tri-Valley, this is far below the living wage. The average income earned by families we served last tax season was $32,360. This number has been consistently low during the past 5 years that we have offered VITA services.

Many of the families we serve year after year speak a language other than English at home. We offer the services in at least five languages, depending on our volunteers’ bi-lingual abilities. Spanish is the main language other than English that we serve. The VITA Program Coordinator’s first language is Spanish and thus, we can help more families in the Tri-Valley who desperately need this service.

Our goal is to reach and serve our most marginalized communities. We will continue to expand on our previous outreach plan, which successfully brought us more than 400 low-income and underrepresented tax filers during the 2021 tax season. This year, we plan to bring in approximately 550 tax filers, of which 100 will be from Dublin.

Our partners included in this plan are:

· IRS: monitoring, training, software, tax law, technical support

· United Way: funding, training, oversight

· Pleasanton Library: tax site, marketing, computer and printing use

· Livermore Library: tax site, marketing, computer and printing use (pending volunteer availability)

· Las Positas College: marketing, tax site (pending volunteer availability)

· CityServe of the Tri-Valley: outreach to seniors and low-income families, potential transportation support

Our 2023-2024 outreach plan includes but is not limited to:

· Email blasts to TVCC clients and job seekers in CalJobs database who live in the Tri-Valley region

· Email blasts to Tri-Valley and Alameda County residents receiving unemployment benefits

· Referrals from partnerships with local community-based organizations

· In-person outreach and flyer distribution to:

o Pleasanton low-income housing units

o Local churches

o Local libraries

o Local food banks

With increased funding, we could do outreach to:

· Tax Help (administered by the United Way) materials which provide information in multiple languages. 249

· E-flyers to Dublin, Livermore, and Pleasanton families through school district’s communication systems.

· PeachJar – online flyers to the school system.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision TVCC supports Dublin’s Mission, Vision and Values that include inclusivity, diversity and equity through offering a wide range of services and outreach strategies to low-to-moderate income taxpayers, especially those eligible for the Federal and State Earned Income Tax Credits and who feel most comfortable communicating in a language other than English. We also provide culturally competent services, promoting an inclusive environment that caters to the diversity of East Bay residents.

Our resources include workshops, career counseling and online opportunities designed to guide adult job seekers towards success in today's job market. We prioritize adult clients (18+) from disadvantaged backgrounds including but not limited to refugees, veterans,
dislocated workers, individuals with disabilities, unhoused individuals and re-entry participants.

We are the only accepting agency to prepare taxes for immigrants with ITIN numbers, who are individuals required to have a US taxpayer ID number but who do not have, and are not eligible to obtain, a Social Security number. In the absence of AARP (which shut down services during COVID), we are the only organization to offer free tax services in the Tri-Valley area.

We have career coaches who work with CalWorks/CalFresh recipients, a re-entry coordinator who works with the formally incarcerated and a transition specialist who works with ESL students and adults working to obtain GEDs. They provide direct outreach to our clients, referring them to our center for services including the VITA program. Their referrals, along with the referrals from our community-based partnerships and marketing campaigns, have helped us prepare more than 3,470 Tri- Valley tax returns over the past 10 years.

As discussed earlier, most of these residents come from economically disadvantaged households. To reach and serve our most marginalized communities, we will continue to expand on our previous outreach plan as discussed in questions #6

Enter "NA" if not eligible.

The TVCC VITA program is one of three programs in the seven Bay Area counties that provided virtual tax services during the 2020 pandemic. They remain in place today. This allows us to provide both in-person and virtual workshops so that our services are available to Tri-Valley residents who cannot get to our offices.

As the challenge of COVID continues, we continue to make our services available to Tri-Valley residents who cannot get to our offices so that our clients can access our services remotely.

As an organization, we are responding directly to the impacts of the pandemic. We work with Back to Work and Welfare to Work clients who have been affected by COVID-19 to help them get back to work. While we’re accepting all low-income residents, we’re targeting residents who are on unemployment or coming off unemployment to get them employed as quickly as possible.

We also partner with employers, who have been hit by labor shortages post-pandemic, through training and outreach to our clients. In 2022, we have been working with employers to determine the most in-demand occupations so that our trainings are effective for everyone in the community. We’ve responded by creating the Pathway to Employment program in Transportation, Distribution and Logistics and Healthcare, two professions with labor shortages in our area where we can provide short-term occupational training to our clients that will get them back to work quickly.

Yes. If so, check box here and answer questions 14 through 25.

No. If no, check box here and enter NA

Don't know. If you are unsure, please call City staff at (925) 833-6645. 250

15. CDBG ONLY - Identify at least one HUD Guiding Principle that relates to your project:

16. CDBG ONLY - Identify at least HUD Consolidated Plan Goal that relates to your project:
(Select Category and Applicable Goals)

17. CDBG ONLY - Identify at least one HUD Strategic Goal that relates to your project:

Be culturally accessible, appropriate and inclusive

Encourage community engagement and involvement

Promote energy and resource efficiency

Encourage networking and information sharing across service providers

Encourage process streamlining

Consolidate service delivery

Not Applicable. Not interested in CDBG funding.

A) Housing

Goal 1: Promote the production, rehabilitation, and preservation of affordable housing (rental and ownership) through acquisition, rehabilitation, new construction, and minor repair.

Goal 2: Reduction of housing discrimination through provision of fair housing and tenant/landlord services.

Goal 3: Use resources to assist low-income residents make rental assistance payments in response to Covid-19.

B) Homeless

Goal 1: Use resource to end homelessness by funding and supporting homeless service programs.

C) Supportive Housing

Goal 1: Increase the availability of services enriched housing for persons with special needs by supporting acquisition and new construction of housing units.

D) Community Development

Goal 2: Fund economic development, micro-enterprise, and on-the-job training.

Goal 3: Support public service programs for low income residents, preserving safety net services for families and individuals who are vulnerable or

F) Not Applicable. Not interested in CDBG funding.

Public Services

Public Facilities

Rental Assistance

Affordable Housing

Increase Opportunities for 1st Time Homebuyers

Promote Decent Affordable Rental Housing

Strengthen Communities

Ensure Equal Opportunity in Housing

Reduce Housing Discrimination

Promote Participation of Grass-Roots, Faith-Based, and other Community-Based Organizations

Not Applicable. Not interested in CDBG funding.

Creating a Suitable Living Environment

Providing Decent Affordable Housing

Creating Economic Opportunities

Not Applicable. Not interested in CDBG funding.
251

19. CDBG ONLY - Select one HUD Outcome that relates to your project:
(TIP: When selecting an outcome ask yourself, "What type of change or result am I seeking?")

20. CDBG ONLY - Select one HUD Specific Indicator that relates to your project:

21. CDBG ONLY - Please choose a common indicator that your agency will use to track clients:
(Select only ONE.)

Availability/Accessibility

Affordability

Sustainability

Not Applicable. I am not interested in qualifying for CDBG funding.

Brownfields remediated: This indicator shows the number of acres of brownfields that were remediated.

Direct financial assistance to homebuyers: This indicator shows the number of homebuyers receiving direct financial assistance, housing counseling, and down payment assistance/closing costs.

Homeless shelters: This indicator shows the number of homeless persons given overnight shelter.

Emergency housing: This indicator shows the number of beds created in an overnight shelter or other emergency housing.

Homeless prevention: This indicator shows the number of households that received emergency financial assistance to prevent homelessness and emergency legal assistance to prevent homelessness.

Not Applicable. Not interested in CDBG funding

Persons
252

Area Median Income ("AMI") information is available online at www.dublin.ca.gov/1956/Application-Requirements-Process

24. CDBG ONLY - List the number of clients your agency anticipates serving in race/ethnicity categories. Per HUD, "Hispanic" is an ethnicity, not a race.

The sum entered below must match the total clients entered in Question #9 above. If none, please enter "0"

Households

Not Applicable. Not interested in CDBG funding
0 Seniors (62 and older)
0 People with Disabilities
0 Female-Headed Households
0 Youth
0 Homeless
0 Not Applicable. Not interested in CDBG funding (Type N/A)

0.000.00TOTAL
0 Extremely Low Income (<30% AMI)
0 Very Low Income (30%-50% AMI)
0 Low Income (50%-80% AMI)
0 Moderate Income (80%-120% AMI)

0.000.00TOTAL
253

#1 - This program/project has the agency's highest priority for funding.

#2 - This program/project has the agency's 2nd highest priority for funding.

#3 - This program/project has the agency's 3rd highest priority for funding.

#4 - This program/project has the agency's 4th highest priority for funding.

#5 - This program/project has the agency's 5th highest priority for funding.

#6 - This program/project has the agency's 6th highest priority for funding.

If you have more than 6 applications per organization, agency, district or entity, check here.

Budget top
Funding Sources/Revenues Budget Amount Amount Committed United Way of the Bay Area USD$ 25,000.00 USD$ 0.00
City of Pleasanton USD$ 22,822.00 USD$ 0.00
Chabot-Las Positas Community College District USD$ 39,315.00 USD$ 39,315.00 Total USD$ 87,137.00USD$ 39,315.00
Funding Uses/Expenses Budget Amount Amount Committed
Salaries USD$ 33,413.00 USD$ 5,346.00
Benefits USD$ 13,372.00 USD$ 2,140.00
Contracted Coordinator USD$ 10,350.00 USD$ 1,656.00
Supplies USD$ 3,100.00 USD$ 496.00
Printing/Copying USD$ 2,500.00 USD$ 400.00
Rent & Utilities USD$ 24,000.00 USD$ 3,840.00
Equipment/Software USD$ 9,000.00 USD$ 1,440.00
Marketing USD$ 5,600.00 USD$ 896.00
Other Program Expenses USD$ 2,400.00 USD$ 384.00
Total USD$ 103,735.00USD$ 16,598.00

Budget Narrative
Staff Salaries/Benefits/Coordinator: Due to our growing number of clients, we anticipate an even greater need resulting from the pandemic. So many people in the community are without jobs and living expenses are only increasing. This year, we are projecting to reach more people through our new location and full- time operating hours. Majority of our expenses comes from staff which total about 570 hours plus 45% in fringe benefits. We also have a necessity to hire a Co-coordinator for 300 hours, which will help to expand the program to other areas including opening a site at the Livermore and Pleasanton libraries.
.

Supplies/Printing/Marketing: Having adequate supplies and effective marketing will ensure that we recruit and retain a minimum of 30 volunteers. This number will ensure that we meet our tax filing goal.

Equipment/Software: We have been working with VITA for 9 years and have used the same equipment throughout. Our copier, which we use extensively for the program is extremely old and temperamental. Therefore, we need to purchase a new copier to speed up the process and be able to print and make any copies we need at a faster pace.

Program Expenses: Includes travel cost for staff to attending outreach meetings and events along with incentives and recognition for volunteers for in-kind work as required by the VITA program. This expense also includes food for volunteers during their mandatory, 3 full-day trainings.

This budget does not include the in-kind work of 2820 hours from volunteers, which is about $93,660

Documents top
Documents Requested * Required?Attached Documents *
Program Expense Budget for ALL Grant Requests
TVCC Program Expense Budget - VITA 254

Application ID: 428023
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Financial Information Form for ALL Grant Requests
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TVCC Financial Information - VITA
List of Board of Directors (or governing body) with
agency contact information

CLPCCD Board of Trustees
Current Annual Budget for the Entire Agency
CLPCCD Adopted Budget 2022-23
Copy of most recently submitted IRS 990 form or Tax
Return (include complete form)

CLPCCD No Tax Return Statement
Board of Director's (or governing body's) designation
of authorized official

CLPCCD Board Policy 6100
Board of Director's (or governing body's) authorization to request funding (may be same document as one
above)

CLPCCD Board/Administrative Policies 6150
Proof of insurance carried, including bonding, liability and/or workers' compensation

CLPCCD Proof of Insurance

REQUIRED FOR CDBG ONLY - AGENCY'S

Jump to: Organization Information Questions Budget Documents

USD$ 25,000.00 Requested

Submitted: 1/6/2023 4:53:43 PM (Pacific)

Project Contact
Christine Beitsch-Bahmani
[email protected]
Tel: 510-789-5443

Additional Contacts
none entered

City Serve of the Tri-Valley
P.O. Box 1613
Pleasanton, CA 94566
United States

CEO
Christine Beitsch-Bahmani
[email protected]

Telephone925-222-2273
Fax
Web www.cityservecares.org

Organization Information top

1. Business License Number
BL-109916

Questions top

1. Select the category that best describes your organization:
(Select only one.)

2. Please describe your agency's mission (no more than 3 sentences or 250 characters).

Our vision is to mobilize mercy and practical compassion through care coordination, outreach efforts and community engagement; this mobilization is designed to humanize human services.

4. Is this a "new" service, program, project or activity? "New" is identified as not yet started, implemented or in operation.

Non-Profit

Public Agency

Other:

Capital Project

Public Service Program or Project
256

The $25,000 funding we are requesting will all be focused on homelessness prevention and homeless crisis intervention for extremely low, very low, and low income families in Dublin. It will go towards three critical aspects of prevention/stabilization/outreach -- individualized care and resourcing in the form of a Part-Time Resource Specialist (case manager) (47% of salary and benefits), Intake Coordinator (73% salary and benefits) who will be dedicated to serving Dublin residents 5 days a week 9-5pm and for special weekend outreaches.

6. Describe the challenges, needs, or service gaps in Dublin your program/project addresses. If you do not receive funding, what would the impact be? (You should reference Dublin demographics, statistics, and reports to make your case.)
Our program addresses a gap in crisis Care Coordination (client-centered case management services) for Dublin, Pleasanton and Livermore residents. This program is a regional effort as we work closely with all three cities and the country to strategize services and implement immediate solutions to localized human services issues. Although our we respond to immediate and emergency needs such as fires, critical weather events, pandemic to offer supportive resourcing, our ultimate goal is to both resource and motivate participants toward a future full of stability, self-efficacy, community and sustainability long-term.

Without funding this regional impact will suffer and bring an imbalance to our Tri-Valley intentional effort that is currently making great progress. During 2022 we continued to apply new innovative ways of reaching our client base in a safe and effective way such as through pop-up rental assistance and resource events. We continued to operate without any closures and at maximum capacity while serving over 1900 households during the year 2022, a 29% increase from the prior year. We continued our extensive role of facilitating grants of rental assistance funds during COVID to 790 applicants. Our first report for our FY 22/23 grant cycle reported that we are 147% of our goal so far. The data shows us that there is a clear trend and need for our vital and safety-net services. In 2022, we served 253 households which is 743% above our goal of 30. We base our projected number on what a case manager is able to support. Clearly, we had to raise additional funds through other avenues to properly support Dublin residents. Of the 253 served, 190 were from the Extremely Low: Income is 30% AMI or less income category. 80 of the households were led by women. 84 were Black/African American and 22 were Asian. 30 people were unsheltered, 45 seniors and 26 had a disability. We feel were are targeting underserved communities and our data proves that.

The mission and vision statements are available online at www.dublin.ca.gov/1956/Application-Requirements-Process

Yes

Behavioral Health (mental health and substance abuse)

Affordable Housing

Health Care (including dental)

Workforce Development

Homelessness

Transportation Services and Access

Domestic Violence and Child Abuse

Disabilities

Food and Nutrition

Senior Services

Youth Services

Child Care, Early Childhood Development and Education

Changing Demographics and Growing Diversity

Financial Assistance

None of the Above

Please explain: Our Comprehensive care coordination assist individuals with the process of finding resources and/or addressing the selected areas of concern
257
include any land tenure issues. Additional documentation include designs, site plans, etc. can be attached later in the "Documents" tab.)
(What specifically will the grant funds be used for?)
We have two main focus areas in the crisis stabilization program: Intervention and Prevention. Intervention is done primarily through working with Alameda County Sheriff and local PD to provide street outreach support for homeless individuals. The prevention program requires a higher level of coordination between service providers, city, county & volunteers to care for the residents of Dublin with needs such as rental assistance, financial literacy, benefit navigation, code violations, care for children, improving life skills, mental health resourcing, family support and housing navigation. We believe the most cost- effective way to end homelessness is to prevent it in the first place. Our Homeless Prevention and Family Stabilization Program is the only program of its kind in the Tri-Valley which involves a multifaceted approach of providing safety-net emergency fiscal resources and individualized resourcing to connect those in need to existing programs in Dublin, Pleasanton and Livermore. Dublin is a priority for CityServe, we continue to apply new innovative ways of reaching our client base in a safe and effective way such as through pop-up rental assistance and special outreach events. In 2022, we served over 253 households (449 individuals) and received 876 crisis calls from Dublin residents. Going forward, in order to address the increasing service demand, we are requesting $25,000 to focus on homelessness prevention and homeless crisis intervention for extremely low, very low, and low income families in Dublin. It will go towards three critical aspects of prevention/stabilization/outreach -- individualized care and resourcing in the form of a Part-Time Resource Specialist (case manager) (47% of salary and benefits), Intake Coordinator (73% salary and benefits) who will be dedicated to serving Dublin residents 5 days a week 9-5pm and for special weekend outreaches.

10. Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? CityServe collects data on a diverse clientele with the population served being; Extremely Low Income (<30% AMI), Very Low Income (30%-50% AMI), Low Income (50%-80% AMI), Moderate Income (80%-120% AMI), Above Moderate Income (>120% AMI). Out of the 253 households we served in 2022, 198 of them were in the Extremely Low Income (<30% AMI) category. 38 households were in the Low Income (50%-80% AMI) category so we are targeting and attracting the most vulnerable Dublin residents. We also collect all necessary demographic data including race/ethnicity, veteran, female head of household, homeless, youth, senior as well as process, quality, and impact. We are also only 1 of 2 Tri-Valley Providers that also have access to HMIS (federal homeless database) to track and ensure homeless individuals are not falling through the cracks. This is a huge advantage to have this training and access for the Tri-Valley to help make sure our unsheltered residents are on the list for available housing and critical mental health services.

The success of the project can be measured by our process, quality and impact.

Process: How effective are we at reaching the residents regarding our services through outreach efforts targeting to underserved groups, is it easy to access resources through our referrals and/or if they enroll in either case management or a specialized program such as Emergency Rental Assistance Program (ERAP) and are our services available in languages that reflect our clientele and/or region to allow easier access for all residents regardless of their immigrations status, ethnicity or social-economic status.

Quality: How well we track progress towards the established action plan goals (a plan that is crafted between case worker and the participant), track all applicable expenses and time spent with participants, and finally track the measurable outcomes that CityServe and the participant have worked together to facilitate. An example of outcomes may include eviction prevention, safety net fiscal assistance (utility bills), increased fiscal literacy, establishing sustainable transportation to and from work/school (in the form of auto repair, or license/registration fees), supporting the participant’s increase of legal income through better employment, enrollment in school or job training program, and accessing higher levels of services (such as critical mental health care or medical care).

Impact: Did their life change for the better? Our ultimate marker of success for all CityServe participants is demonstrated sustainable self-sufficiency. We also have implemented a client satisfaction survey to track overall impact.

Reporting: CityServe has a custom and secure database that allows us to enroll participants in our programs and capture all critical demographic information (such as disability status, race/ethnicity, age, veteran status, self-reported income & income verification, and language translation needs), track progress towards the established care plan, track all applicable expenses and time spent with participants, and finally track the measurable outcomes such as increased income, benefits accessed, placed in shelter/housing and employment secureWe are also 1 of 2 Tri-Valley providers that have access to the Federal Homeless Management Information System (HMIS) to monitor wraparound services for unsheltered clients county wide.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision CityServe has made an intentional effort in 2022 to diversify our board and staff to reflect our community to embrace diversity, equity, and inclusion. We have also hired care coordinators that have lived experience with homelessness to give us better insight and understanding into the diverse Tri-Valley needs represented and the obstacles residents have to obtaining 258 services. As a result we are building an organizational culture for our clientele and staff by providing a sense of belonging. Our goal is to continue to invest in training our staff and board as well as craft materials and marketing resources with diversity, equity, and inclusion in mind in the year to come.

Enter "NA" if not eligible.

I think we would probably qualify with the services we offer such as being the county’s emergency winter relief contractor and also with past contracts with the county emergency rental assistance program, however, we will apply as we normally do and if you want us to switch let us know and we would be happy to provide you with the requested information.

N/A

15. CDBG ONLY - Identify at least one HUD Guiding Principle that relates to your project:

16. CDBG ONLY - Identify at least HUD Consolidated Plan Goal that relates to your project:
(Select Category and Applicable Goals)

17. CDBG ONLY - Identify at least one HUD Strategic Goal that relates to your project:

Yes. If so, check box here and answer questions 14 through 25.

No. If no, check box here and enter NA

Don't know. If you are unsure, please call City staff at (925) 833-6645.

Be culturally accessible, appropriate and inclusive

Encourage community engagement and involvement

Promote energy and resource efficiency

Encourage networking and information sharing across service providers

Encourage process streamlining

Consolidate service delivery

Not Applicable. Not interested in CDBG funding.

A) Housing

Goal 1: Promote the production, rehabilitation, and preservation of affordable housing (rental and ownership) through acquisition, rehabilitation, new construction, and minor repair.

Goal 2: Reduction of housing discrimination through provision of fair housing and tenant/landlord services.

Goal 3: Use resources to assist low-income residents make rental assistance payments in response to Covid-19.

B) Homeless

Goal 1: Use resource to end homelessness by funding and supporting homeless service programs.

C) Supportive Housing

Goal 1: Increase the availability of services enriched housing for persons with special needs by supporting acquisition and new construction of housing units.

D) Community Development

Goal 2: Fund economic development, micro-enterprise, and on-the-job training.

Goal 3: Support public service programs for low income residents, preserving safety net services for families and individuals who are vulnerable or

F) Not Applicable. Not interested in CDBG funding.

Public Services 259