Family Homelessness Challenge Grant, Round 1 (FHC-1) Work Plan City of Fresno Home Again Project
Part 1: Summary of Proposal
Describe your community’s existing efforts to address and end family homelessness.
Family homelessness has been and continues to be a top priority for the community in the City of Fresno. The community currently has multiple permanent supportive housing and rapid rehousing projects that have the capacity to serve families experiencing homelessness. For example, nearly three years ago, Fresno County began funding the operations of a triage shelter, Fresno Home at the Hacienda, which has the capacity to accommodate families and can serve 50 households. The City of Fresno took over operations of the shelter last year and is continuing operations at this location. Although many of the community’s projects have the capacity to serve families, only one project serves families exclusively.
Through the use of Homekey funds, the community has made additional strides in addressing family homelessness by opening a family shelter at Step Up on 99. The Step Up on 99, operated by Turning Point of Central California (TPOCC), exclusively serves families experiencing homelessness in an interim housing model with the capacity to shelter 66 families. This interim housing project has seen an 83% success rate in transitioning participants to permanent housing.
Additionally, the City of Fresno and the Fresno Madera Continuum of Care has increased outreach and engagement on the streets in recent years through the HERO
and HERO 2 programs operated by community partners. These outreach teams have been able to increase the number of individuals and families that are sheltered, and ultimately, transitioned to housing by using a housing first approach, meeting them where they are on the streets, and identifying their barriers to housing and shelter. The community has also seen an increase in rapid rehousing projects for families over the last several years as new resources become available.
What is the specific challenge or limitation within your community’s existing efforts that you are seeking to address through this proposal? Although the community has been successful in moving families from shelters to permanent housing, the housing shortage in Fresno has slowed progress in this area significantly. There are many families searching for housing solutions, many of which also require additional, higher levels of services. The housing shortage creates a significant, negative impact on families looking to transition into permanent housing. In fact, the shortage of supportive housing units has limited the Fresno Madera Continuum of Care’s ability to make family homelessness brief and nonrecurring. This proposal to implement the “Home Again” program, addresses this challenge by bringing nineteen new permanent supportive housing units into the community that will include services to support families ensuring their homelessness ends quickly (brief) and making sure it is non-recurring (one-time).
Provide a brief summary of your proposal and how it will innovatively address the challenge or limitation described above.
Currently, TPOCC operates Family Villa, a 26-unit permanent supportive housing program that serves exclusively families. Family Villa currently serves 26 families, providing 104 beds of permanent housing. Recently, the opportunity to move the program to a brand new 48-unit complex was presented to allow TPOCC to continue using 26 units for Family Villa and 3 units for a separate full service partnership program. The Home Again proposal will be co-located with Family Villa in the new complex in the 19 units added. The new 19 units include two bedrooms with onsite services, including case management, housing navigation, voluntary life skills workshops, community linkages to resources, and the opportunity to access treatment services.
The 19 units will be master leased by TPOCC, creating the opportunity for TPOCC to lease to families who would otherwise have difficulty securing housing due to bad rental history and/or prior evictions. In addition, master leasing places the decisions to evict in the hands of the service provider, allowing TPOCC to work with the families to ensure evictions are a last resort, ensuring the families’ experience of homelessness is one- time. As an agency committed to Housing First principles, TPOCC is able to give many warnings and work closely with the family to resolve any issues that may be contributing to their housing being placed in jeopardy, creating greater opportunity to assist families with making their homelessness non-recurring. Housing First principles also allow families to enter the program without preconditions, such as income requirements and compliance with mental health treatment or sobriety. Services provided at Home Again will be wrapped around families after they enter the program to address these potential barriers to transitioning to their own housing.
The Home Again program will create a unique opportunity to serve families in permanent supportive housing with less restrictive eligibility criteria than other funding sources being used. Currently, the Family Villa program is funded through the Department of Housing and Urban Development’s (HUD) Continuum of Care (COC) Program funds as permanent supportive housing. CoC funds require that someone served in permanent supportive housing meet the criteria for Chronically Homeless, which includes a documentable disability and a year of homelessness that is documentable. The Family Homelessness Challenge grant funds will allow this new program to serve families who don’t meet the chronically homeless definition and are not necessarily suffering from a disability. Currently, there are no permanent supportive housing programs that can serve families that don’t meet that criteria. The Family Homeless Challenge grant funds would complement the COC funds and allow TPOCC to help families end their homeless quickly, rather than having to only serve families that have been homeless for at least a year, and ensure it is one-time.
Additionally, Home Again would ensure families’ homelessness is brief and non- recurring by providing housing navigation services for both move-in, eliminating barriers to obtaining housing to ensure they enter into the program quickly, and move-out of the program, ensuring they can obtain their own housing and maintain it independently.
The program will collect 30% of the family’s income in rent, utilizing HUD’s rent calculation tool that uses deductions for children and utilities to calculate rent in a fair and realistic manner. The Home Again program will save these rent contributions on behalf of the family and provide the savings to the family when they leave the program so that they are able to afford their move out costs when they transition to other
permanent housing. Families will pay their own electricity and gas utilities which will serve as a tool to build credit with Pacific Gas and Electric, the provider in Fresno.
Home Again will set a target for families to move on to independent housing within 18 months of arrival to the program, realizing that some families, depending on the dynamic and configuration, as well as any disabilities, may require a longer stay in the program to alleviate any barriers to transition. This innovative approach to permanent supportive housing provides a housing first solution for families that may not otherwise be served by other programs in the community. Currently, there are no permanent housing programs that offer housing navigation as a service provision and create a rent savings program. Through the Home Again program families will learn the importance and build the habit of paying rent, while saving money for their future move.
If awarded FHC-1 funding, the Home Again program will operate from August 2022, or later depending on the time required to execute an Agreement, through June 2026.
Why has your community not previously implemented activities aligned with this proposal?
Prior to the housing shortage in Fresno County, the community had more success in finding available units for people experiencing homelessness. The Coordinated Entry System had relationships with property owners and property management companies that were engaged in leasing to people experiencing homelessness. Since the pandemic, the vacancy rate in Fresno County has decreased to 1%-2%, creating far more competition in the housing market, and less willingness on behalf of property owners to rent to those with poor rental histories. As this is a relatively new challenge in
our community, new resources have been sought to expand opportunities for master leasing and reach individuals who would not be eligible for assistance under current funding sources. The Family Homelessness Challenge grant would create an opportunity, through master leasing, to provide units for families who often cannot obtain leases in their own names. Additionally, the funds would allow the community to house families immediately, making their homelessness brief, rather than having to wait until they are homeless for a year and eligible for other funding sources.
Part 2: Target Population
For these requested funds, what is your community’s target, eligible population?
The Home Again program will support family households with dependent minors that are experiencing or are at imminent risk of experiencing homelessness. The program will further prioritize families who are Black, Native, and Indigenous, Latinx, Asian, Pacific Islander, and other People of Color.
Why was this target population selected?
This priority population was selected to address the equity barriers identified through the community’s participation in the California Race Equity Action Lab (CA REAL).
How will your community identify and reach households within this target population?
The Fresno Madera Continuum of Care (FMCoC), in partnership with the City and County of Fresno, and the County of Madera will engage with individuals experiencing
homelessness and formerly homeless persons in the community to develop a paid Lived Experience Advisory Board (LEAB) of Black, Native, and Indigenous, Latinx, Asian, Pacific Islander, and other People of Color who regularly convene, with one member serving on the FMCoC Board of Directors with voting rights. The community will work with the LEAB to develop an approach to identifying and reaching households in the priority population. TPOCC will also engage with the City’s Office of Community Affairs (OCA), which represents all members of the community with a focus on Asian/Pacific Islander; Black, Indigenous, and People of Color (BIPOC); Indian; Latino; and LGBTQ+ communities and has a commitment to connecting constituents to available resources.
Part 3: Self-Identified, Prioritized Objective
In alignment with the FHC-1 objective, what is the proposal’s prioritized objective?
The Home Again proposal will focus on the objectives of making family homelessness brief and one-time. This will be accomplished by utilizing housing navigation for both move-in and move-out of the program. Housing navigation for move-in will ensure homelessness is brief by getting families housed in the supportive housing units quickly.
Housing navigation for transitions out of the program will ensure homelessness is one- time by helping families locate units within their price range and by utilizing the nest egg created by the program’s rent savings to help keep individuals housed upon their exit from the program.
What specific information, data, and/or evidence did your community use in:
Determining the prioritized objective?
Currently, there are 66 families residing at Step Up on 99, a family transitional shelter, which will soon be closing to undergo renovations and transition to permanent housing as intended by the Homekey grant. Of those 66 families, 30 do not qualify for existing permanent supportive housing programs due to the strict eligibility criteria and lack of disability. However, those thirty families are still in need of services in order to make their homelessness non-recurring. Many of these families aren’t able to access their own housing due to poor rental history and issues with their credit, preventing them from being competitive applicants for housing that requires a lease directly between the tenant and the property owner.
Informing the proposal’s design?
As a community, we know that due to the housing shortage and vacancy rate of less that 2%, housing navigation is necessary in order to transition families to independent housing. Housing navigators build relationships with property owners, assist participants in repairing credit, and provide a positive housing reference. Without navigation, families that receive Housing Choice Vouchers or are ready to transition to unsubsidized housing, have difficulty locating housing and planning for the demands of maintaining independent housing. Therefore, the Home Again program was designed to provide these needed services.
Assessing the proposal’s potential impact?
By using this innovative housing model, it is estimated that in one year’s time, 19 families will successfully move into the program, pay rent, and contribute to their rent savings program. Each family will save an average of $1,800 in the first year of contributing to the rent savings program. Of the 19 families, 5 will transition to their own housing within one year, ending their homelessness. Additionally, of the initial 19 families that occupy the units, 14 of them, or 78%, will transition to their own housing within 18 months. This was determined by measuring existing outcomes for the Family Villa program, and adjusting those outcomes based on the added housing navigation services.
Part 4: Self-Identified Progress Goal(s)
In one sentence, restate the prioritized objective.
The prioritized objective is to make family homelessness brief and one-time.
In relation to the prioritized objective, what is your community’s self-identified progress goal(s)?
The self-identified goal for the priority objective that family homelessness is brief is that upon vacancy of one of the 19 units, families will enter the program within 30 days of identification.
The self-identified goal for family homelessness being one-time is a rate of 5% or less of families that exit the program and return to homelessness within two years.
What is the timeframe for this goal(s)?
The timeframe for measuring this goal is 30 days for brevity and two years to ensure homelessness is one-time.
How was this goal(s) established? Answers should include benchmarks, projections, and other methodology considerations.
Utilizing the Homeless Management Information System (HMIS), a database the Continuum of Care uses to track data in relation to homelessness, the community is able to track any returns to homelessness for two years after exiting the system. We know that a small number of families may come across life changing situations that could result in a return to homelessness, but that number should be less than 5% of those served. The method for ensuring this is the case is the engagement of housing navigation services that families can reconnect with in the event a situation arises that could jeopardizes their housing. Families exiting the program will be given the invitation to reach out to their navigator or case manager in the future for questions or intervention.
Additionally, HMIS will be utilized to identify families that are experiencing homelessness when a vacancy becomes available at Home Again. Based on TPOCC’s experience, it can take several weeks to get all of the required data and documentation gathered to get a family into a program like Home Again. However, the goal of the program is to ensure families’ homelessness experience is brief so a goal of housing a family within 30 days of identification is reasonable.
How often and through what tools will this goal(s) be tracked?
Every six months TPOCC will use HMIS to track the number of families returning to homelessness to assess whether or not the program is achieving the goal of 5% or less.
TPOCC will use HMIS as rooms become available to identify families in need and get them housed within 30 days of identification. .
For this goal(s), what is the maximum length of time between service delivery and pulling and relying upon the underlying data?
For the goal of a rate of 5% or less of families that exit the program and return to homelessness within two years, the maximum length of time is two years since the HMIS can only track this outcome for two years from system exit.
For the goal of housing a family within 30 days of identification, the maximum length of time between service delivery and pulling and relying upon the underlying data is one year due to the possibility that units will not be available because all 19 are occupied for a full year.
Part 5: Key Implementing Partners and Personnel
Identify key partners to implementation in the pursuit of the prioritized objective.
The City of Fresno will partner with TPOCC for master leasing and service provision of the Home Again program. TPOCC’s longstanding presence in the community providing housing and shelter programs for people experiencing homelessness has enabled them to create solid relationships with partners providing services not offered by the agency.
For instance, TPOCC will partner with the FMCoC and its Coordinated Entry System to
identify families in need of housing. In addition, TPOCC will partner with the existing Family Villa program to provide life skills workshops, office space, and around the clock staffing. TPOCC will also partner with Poverello House and Kingsview Behavioral Health for on-site mental health services for those in need of those services, on site Alcoholics and Narcotics Anonymous groups for those families who want to participate in those services. TPOCC will utilize its involvement with FMCoC to ensure any resources needed by families will be provided. TPOCC also works closely with Fresno Economic Opportunities Commission (FEOC) to provide meals for children during out of school periods so that they have school breakfast and lunch even when school isn’t in session. The agency partners with mobile medical providers, including the Nursing program at California State University, Fresno to provide on-site medical care in the form of flu shots, COVID-19 vaccines and tests, and wound care.
Explain the current status of your organization’s coordination with each of the listed key partners.
The City of Fresno has partnered with TPOCC for a number of years in providing shelter and housing for people experiencing homelessness. City of Fresno currently has contracts in place for the operation of five shelters for people experiencing homeless that are operated by TPOCC.
Additionally, the City of Fresno funds Poverello for street outreach and encampment resolution services and FEOC for shelter services for unaccompanied youth. The City of Fresno works closely with its contracted partners to coordinate its efforts to shelter homeless individuals and provide the needed services.
The City of Fresno serves on the Executive Committee of the FMCoC. The City of Fresno is co-convening the Multi-Agency Response to Community Homelessness (MARCH), a collective impact structure that connects all of the institutional and community-based organizational partners addressing homelessness. Turning Point also serves on the Executive Committee of the FMCoC and has, for the last several years, coordinated and overseen the annual Point in Time Count.
What will each of the key partners contribute to the project (i.e., can be fiscal, personnel, expertise, network, etc.) and how will your community coordinate these resources to pursue the prioritized objective?
The City of Fresno would contribute fiscally and will provide oversight to ensure the program is operating in accordance with rules and regulations. TPOCC will contribute all of the services provided by the project. TPOCC will connect participants to the numerous resources available in the community, listed above, for service provision.
TPOCC will provide for the leasing of units, housing navigation, case management, service linkages, household supplies, furnishings, transportation, and any other need for families residing at Home Again.
How will your community coordinate data across key partners and systems to pursue the prioritized objective?
Home Again will utilize the HMIS system to track data and measure successes and failures. The HMIS system will allow for tracking anyone who becomes homeless again within two years of exiting the program. This outcome will be measured across the community, as anyone who enters homelessness and comes in contact with a service
provider is entered into HMIS. As a result, the individual is included in the report that measures returns to homelessness.
Provide a list of all positions (both administrative and programmatic) which are integral to providing services under this proposal, including their title, a brief description of their duties, the approximate fulltime equivalent (FTE) of staffing for the proposal, and whether these positions are funded through FHC-1 and / or leveraged funds.
The City of Fresno will provide administrative oversight for the grant program. The time spent administering the program will be funded through FHC-1. The positions will include:
Senior Management Analyst (Administrative) .20FTE: This position will serve as the City’s primary oversight of the program and be responsible for monitoring and reporting requirements.
Housing and Neighborhood Revitalization Manager (Administrative) .05 FTE:
This position will supervise the Senior Management Analyst and oversee the City’s monitoring and reporting requirements.
The following TPOCC positions will be an integral part of the Home Again services:
Deputy Regional Director (Administrative): This position will supervise the program director position and assist with reporting, opening of the program, and overall oversight of operations.
Program Director .20FTE: This position is responsible for hiring of staffing, day to day operations of the program, and ensuring quality service delivery. This position is leveraged, as the other .8 FTE is funded by HUD CoC funds. Case Manager 2.0 FTE: This position is responsible for case management of families participating in the Home Again program. This position will meet with families when they enter the program and conduct a needs assessment, work closely with the housing navigator to transition families in and out of the program, enter data into HMIS, and provide service linkages to other community resources.
Housing Navigator 1 FTE: This position will provide housing location services, move in assistance and coordination, HMIS data entry, and general service provision with regard to move in and move out assistance. Client Service Providers 3 FTE: This position will provide for staff presence from 10:00 p.m. until 6:00 a.m. Client Service Providers conduct home visits to ensure residents have everything they need and that the unit is in good working order.
They provide basic hygiene and food supplies, as well as crisis de-escalation and conflict resolution services.
Part 6: Implementing the Proposal
First, briefly describe the implementing unit or office within your organization that will administer FHC-1.
Staff from the City of Fresno’s Housing and Community Development Division (HCDD) will administer the FHC-1. The HCDD is responsible for administering the City’s four formula grants and emergency grants from HUD; the State’s HHAP, PLHA, and LHTF grants; and other state grants to address homelessness, such as the Encampment Resolution Funding grant.
Then, provide a brief summary of all proposed eligible uses.
The City will use 5% of the FHC-1 funds to cover the costs of staff time spent administering the grant. The FHC-1 funds will also be used to provide operating subsidies for the supportive housing units at Home Again and provide services coordination to the families participating in the program.
Finally, provide an in-depth account of:
Eligible uses and activities and associated dollar amounts. Applicants may combine eligible use categories when describing proposals to improve readability, however, these must be broken down in the line-item budget.
The City will use $61,789 annually, for a total of $247,158 over the course of the program, or 5% for administration of the grant.
The remaining $1,174,003 annually, for a total of $4,696,010 over the course of the program, will be provided to TPOCC for operating subsidies for the supportive housing units and services coordination to provide the wrap around services to the families participating in Home Again.
Whether these eligible uses and activities align with your community’s existing planning documents.
These eligible uses provided under FHC-1 align with our community’s existing planning documents. The City’s 2020-2024 Consolidated Plan identifies homelessness as one of its top funding priorities. Additionally, the City’s HHAP plans identify the need for operating subsidies as a greatest need for the City.
Furthermore, homelessness is one of the top priorities of the City’s Mayor.
As stated previously, the FHC-1 eligible uses allow the City to target families experiencing homelessness that would be ineligible for services under other funding sources.
How implementation of the eligible use and activities will impact the prioritized objective.
Implementing FHC-1’s eligible uses and activities will allow the City, through TPOCC, to provide supportive housing for families not eligible for such services under existing funding sources. Through the FHC-a funds, the City will be able to ensure that families experiencing homelessness is brief by sheltering them at Home Again immediately, and one-time by developing a program that provides navigation services and rental savings that will help set families up to successfully maintain permanent, independent housing.
Part 7: Proposal’s Budget and Fiscal Strategy
In this Work Plan, explain how the award amount requested was determined for the size of the proposed project and number of people to be served.
• Explain how this project could be scaled if more or less than the requested funds are available.
In the event that more or less funds are awarded, the program can reduce or increase housing units. The units at the complex could increase by three, or be reduced by any number necessary.
• Describe how the proposal is an efficient use of public dollars for the intended activities and outcomes.
This proposal is an innovative use of public funds in that it provides for an opportunity to expand services to an otherwise ineligible population through existing resources who need additional services in housing. It also creates a strategy for ensuring quick resolution to homelessness and transition to stable and permanent housing through housing navigation services and the rent savings program. • Describe the strategies to ensure that 50% of allocated funds are expended by June 30, 2024, and 100% by June 30, 2026, as required in Health and Safety Code Section 50258.
The construction on the new complex is estimated to be completed by June, 2023. In the interim, TPOCC will lease 190 units in the complex that Family Villa currently operates in and both programs will move together when the new complex is completed.
This will ensure that leasing dollars and service dollars are accessed and utilized quickly after contract execution. In addition, once notice of award is given, TPOCC will identify and prepare families for move in so that funds can be expended quickly upon contract execution, and families can be served immediately.
Additionally, the budget was developed with the expenditure deadlines in mind. By budgeting on an annual basis for a program that will last four years, the City and TPOCC will naturally expend 50% of the funds by June 30, 2024, the half way point, and 100% by June 30, 2026, the end of the program. 8. Unscored, Required Questions
a. Technical Assistance
• How do you envision TA supporting this proposal’s success?
The City envisions a close partnership with Cal ICH. The City would rely on Cal ICH to provide clarity with regards to eligible expenses, should any questions or concerns arise, and support in developing required reports for the state. The City envisions having open communication with Cal ICH to ensure the program begins promptly following notification of award, if selected.
b. FHC Round Two
• If awarded additional funding through FHC-2, how do you project FHC-2 funding could extend or differ from FHC-1?
The City projects that FHC-2 funding would extend the HOME Again program past June 30, 2026, or could also expand the number of housing units provided if the award amount was larger than the award under FHC-1.
61,789.00 $ Subtotal - Administrative Costs
61,789.00
ELIGIBLE USE CATEGORY <5 WORD DESCRIPTION NAME OF IMPLEMENTER,
SITE, AND / OR PROJECT AS
REFERENCED IN THE
PROPOSAL
FHC-1 PROPOSED
BUDGET
This budget template may be slightly
modified to meet local needs.
Prinicple : A scoring panelist should be
able to navigate only your submitted
budget and understand the general
parameters of the proposal and how it
may be funded.
Use dropdowns. See RFA, III, A. Enables Cal ICH to immediately understand the line item.
Enables Cal ICH to associate the line
item with specific entities or parts of
a proposal. Take care to be
consistent with the Work Plan.
Only FHC-1 Funds
PERSONNEL COSTS SALARY FTE MONTHS
WAGES
Services Coordination Program Director Turning Point of Central California 65,235.00 0.20 12 13,047.00 Services Coordination Case Manager Turning Point of Central California 36,075.00 2.00 12 72,150.00 Services Coordination Client Services Provider Turning Point of Central California 33,337.00 3.00 12 100,011.00 Services Coordination Housing Navigator Turning Point of Central California 36,055.00 1.00 12 36,055.00 Benefits
Services Coordination FICA Turning Point of Central California 18,930.00 12 18,930.00 Services Coordination SUI Turning Point of Central California 3,589.00 12 3,589.00 Services Coordination Workers Comp Insurance Turning Point of Central California 23,454.00 12 23,454.00 Services Coordination Retirement Turning Point of Central California 7,375.00 12 7,375.00 Services Coordination Other Benefits (ACI) Turning Point of Central California 74.00 12 74.00 Services Coordination Health Insurance Turning Point of Central California 49,601.00 12 49,601.00 Services Coordination Dental Insurance Turning Point of Central California 3,894.00 12 3,894.00 Services Coordination Accrued PD Leave Turning Point of Central California 24,585.00 12 24,585.00 Subtotal - Personnel Costs $ 352,765.00
NON-PERSONNEL COSTS UNIT RATE TIME
Operating Subsidies Vehicle Lease (other) Turning Point of Central California 13,944.00 annually 1 13,944.00 Operating Subsidies Vehicle insurance Turning Point of Central California 1,920.00 annually 1 1,920.00 Operating Subsidies Vehicle Fuel Turning Point of Central California 720.00 annually 1 720.00 Operating Subsidies Office Supplies Turning Point of Central California 600.00 annually 1 600.00 Operating Subsidies Software & Computer Support Turning Point of Central California 80.00 annually 1 80.00 Operating Subsidies Program Supplies-Medical Turning Point of Central California 40.00 annually 1 40.00 Operating Subsidies House Supplies Turning Point of Central California 100.00 annually 1 100.00 Operating Subsidies Expendable Equipment Turning Point of Central California 2,000.00 annually 1 2,000.00 Operating Subsidies Furniture & Equipment Rent/Lease Turning Point of Central California 324.00 annually 1 324.00 Operating Subsidies Equipment Maintenance Turning Point of Central California 80.00 annually 1 80.00 Operating Subsidies Expendable Furniture Turning Point of Central California 30,000.00 annually 1 30,000.00 Operating Subsidies General Supplies Turning Point of Central California 1,000.00 annually 1 1,000.00 Operating Subsidies Janitorial Supplies & Services Turning Point of Central California 1,500.00 annually 1 1,500.00 Operating Subsidies Building Rent (other) Turning Point of Central California 259,236.00 annually 1 259,236.00 Operating Subsidies Building Maintenance Turning Point of Central California 1,000.00 annually 1 1,000.00 Operating Subsidies Communications Turning Point of Central California 1,000.00 annually 1 1,000.00 Operating Subsidies Utilities Turning Point of Central California 5,000.00 annually 1 5,000.00 Operating Subsidies Dues & Subscriptions Turning Point of Central California 130.00 annually 1 130.00 Operating Subsidies Insurnace Turning Point of Central California 1,000.00 annually 1 1,000.00 Operating Subsidies Licenses Turning Point of Central California 225.00 annually 1 225.00 Operating Subsidies Security Turning Point of Central California 2,000.00 annually 1 2,000.00 Operating Subsidies Postage Turning Point of Central California 75.00 annually 1 75.00 Operating Subsidies Photocopy (other) Turning Point of Central California 700.00 annually 1 700.00 Operating Subsidies Staff Educational Expense Turning Point of Central California 1,000.00 annually 1 1,000.00 Operating Subsidies Legal Expense Turning Point of Central California 1,200.00 annually 1 1,200.00 Operating Subsidies Audit Expense Turning Point of Central California 760.00 annually 1 760.00 Operating Subsidies Recruitment Turning Point of Central California 1,000.00 annually 1 1,000.00 Operating Subsidies HRIS & PR Processing Turning Point of Central California 984.00 annually 1 984.00 Services Coordination Client Peronal Needs Turning Point of Central California 1,000.00 annually 1 1,000.00 Services Coordination Client Clothing & Hygine Turning Point of Central California 1,000.00 annually 1 1,000.00 Operating Subsidies Client Furnishings Turning Point of Central California 25,000.00 annually 1 25,000.00 Operating Subsidies Client Food (NON-RESID) Turning Point of Central California 1,000.00 annually 1 1,000.00 Services Coordination Client Medical Expense Turning Point of Central California 250.00 annually 1 250.00 Operating Subsidies Client Housing Assistance Turning Point of Central California 300,000.00 annually 1 300,000.00 Operating Subsidies Client Building Maintenance Turning Point of Central California 10,500.00 annually 1 10,500.00 Operating Subsidies Depreciation Expense Turning Point of Central California 1,500.00 annually 1 1,500.00 Operating Subsidies Bank Charges Turning Point of Central California 240.00 annually 1 240.00 Subtotal - Non-Personnel Costs $ 668,108.00
Services Coordination Indirect costs 15% Turning Point of Central California 153,131.00 annually 1 153,131.00
ADMINISTRATIVE COSTS
Administrative Costs
Staff salaries and benefits associated with the
administration of the FHC-1 funds City of Fresno
Annually
TOTAL BUDGET $ 1,235,793.00