25-656 Applications for Funding Received — Fresno City Council, June 12, 2025 (part 3 of 4)

2025-2026 Requests for Funding Page 443

PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
Provide a short description of the proposed program/activity. (1 to 3 sentences and must fit in the provided space).

Our proposed program leverages a skilled multidisciplinary team from the Community Medical Centers Special Services Clinic, including a Licensed Clinical Social Worker (LCSW) and two experienced case managers who will deliver comprehensive support services for families and individuals affected by Human Immunodeficiency Viruses/Acquired Immune Deficienc y Syndrome (HIV/AIDS) and homelessness/housing insecurities. The HOPWA funds will allow us to directly integrate the missing link of housing stability resources such as Short -Term Rental Assistance, Mortgage, and Utility (STRMU) assistance and additional P ermanent Housing/Supportive Services, with the robust medical, case management and outreach services offered through our federally funded Ryan White program that includes psychosocial assessments, nutritional evaluations, Substance Use Disorder (SUD) treatment referrals, and advocacy for accessing essential local, state, and federal government benefits.

2. Organizational Capacity
a. Describe the organization’s experience with administering Federally funded programs like the one described in this application.

The Special Services Clinic, part of the Community Health System at Fresno Community Regional Medical Center, has over 20 years of experience administering federally funded programs, including the Ryan White HIV/AIDS Program. This extensive history underscores our proven ability to manage complex, multi-faceted grants that provide critical services to marginalized populations. During the COVID- 19 pandemic, we successfully leveraged funding from the Coronavirus Aid, Relief, and Economic Security (CARES) Act to deliver emergency housing, utility assistance, Personal Protective Equipment (PPE) distribution, and vital linkages to medical care for individuals living with HIV. This demonstrates adaptability, efficiency, and a commitment to meeting urgent community needs. We reaffirm our ability to manage and optimize federal resources by collaborating with other experienced departments within our health system, facilitating seamless service delivery and minimizing barriers to care for our patients.

The larger Community Health Systems entity has extensive experience with administering a variety of federally funded programs. Fresno Community Health System (CHS) operates as a nonprofit 501(c)(3) organization, receiving federal funding to provide comprehensive primary care services, including medical, dental, behavioral health, and women's health services. The holistic approach continues to lead to vast improvements in the health and wellbeing of our clients.

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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
b. For how many years has the organization administered activities of the type described in this application?
Since 1998, the Special Services Clinic has been a beacon of hope for individuals living with HIV/AIDS, tirelessly delivering care and support to vulnerable members of our community. For over 25 years we have harnessed federal funding through the Ryan White HIV/AIDS Program and the Health Resources & Services Administration (HRSA) to offer medical treatment and case management.

The Ryan White Program, named after a courageous teenager whose story ignited a national movement against HIV/AIDS discrimination, has been our lifeline in providing holistic care. This program goes beyond medical treatment, encompassing mental health services, medication, case management, and vital support systems for uninsured and underinsured individuals. With a multidisciplinary team of medical providers, social workers, nurses, dieticians, and psychologists, we’ve built a foundation of care that meets the complex needs of those we serve.

During the COVID epidemic, the Special Services Clinic directly provided Short- term Rent, Mortgage, and Utility Assistance (STRMU) for two years through funding from the Coronavirus Aid, Relief, and Economic Security (CARES) Act.

The clinic has had a longstanding history of supporting these needs by consistently providing referrals to other entities for over 15 years. In these efforts, Special Services Clinic has played a vital role by ensuring patients’ eligibility for services, offering proof of diagnosis, providing verification of disability, and attesting to their compliance with medical care in the referrals made to partnering organizations. With every intervention, we confirm that our patients are housed and equipped with the tools they need to thrive.

In response to the COVID challenges, we have existing relationships with multiple local hotels, including the Dream Inn Fresno located on Merced Street.

The Dream Inn owner has agreed to continue collaborating to provide short term housing options for persons experiencing challenging situations. Additionally, our strong collaboration with 13 Room and Board facilities, 5 Skilled Nursing Facilities, and 6 Board and Care Facilities, provide multiple options for housing and supportive living arrangements for the target population.

Every day, our work is a testament to the resilience of the human spirit and the transformative power of community. With every life stabilized and each barrier removed, we honor Ryan White's enduring legacy and proclaim our dedication to supporting individuals living with HIV/AIDS which affects all ethnicites, ages, genders, sexual orientation, and socioeconomic status. Together, we are not just treating patients—we are rewriting narratives of survival and hope.

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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
c. Please describe the cultural competency training staff will be required to complete during the term of this program.

To provide high-quality, inclusive care to individuals living with HIV/AIDS, all Special Services case management staff are required to complete robust cultural competency training during the term of this program. This training encompasses foundational modules in trauma-informed care, cultural competency, behavioral awareness, and valuing diversity. These sessions are designed to equip staff to and engage respectfully and effectively with individuals from varied cultural, social, and economic backgrounds.

In trauma-informed care training, staff learned how trauma impacts mental and physical health, enabling them to create environments that promote safety, trust, and empowerment. Cultural competency training emphasizes recognizing and addressing unconscious biases, fostering inclusive communication, and adapting care approaches to clients' cultural needs.

Training in behavioral awareness provides tools for identifying and responding to behaviors caused by complex emotional or social challenges. As part of the value diversity training, participants are encouraged to embrace differences as strengths, while enhancing team collaboration and service delivery. Beyond these foundational requirements, staff continually expand their expertise in critical areas such as substance use, harm reduction strategies, and sensitivity to psychosocial needs. This ongoing education includes specialized training in addressing the complexities of addiction, applying harm-reduction techniques to improve client outcomes, and tailor services to address the intersectionality of mental health, socio-economic challenges, and cultural identity.

By integrating both foundational and advanced training components, we remain prepared to meet the evolving needs of the diverse populations we serve. This commitment to cultural competency and professional development not only strengthens our program’s impact but also reinforces our dedication to delivering compassionate, equitable, and effective care to those affected by HIV/AIDS.
d. Does the organization have the following in place (check box if ‘yes’)? Written policies and procedures for the proposed project or program (i.e., intake, eligibility)
Written Financial Management Policies and Procedures
Non-Discrimination / Equal Opportunity Policy

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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

Conflict of Interest Policies and Procedures
Procurement Policies and Procedures
Facility utilization plan and policies
Note: If not, be aware, the City will require a facility utilization plan and policies prior to the execution of a subrecipient agreement. e. Provide addresses for each applicable location of site(s) where activity will occur, a brief description of the facilities, and a description of the service area (a map may be attached in lieu of a service area description).

The Fresno, CA 93701 zip code is a diverse and vibrant community, blending residential, commercial, and industrial areas. There is a high concentration of marginalized individuals facing health inequities, poverty, and limited healthcare access. In serving this population, the clinic and hospital provide essential medical care across the expansive 27,000-square-mile Central San Joaquin Valley, including both rural and urban regions. The clinic’s central location in Fresno offers convenient access via freeways and bus lines, ensuring that services are available to a broad range of individuals. This is particularly important to those in Fresno and neighboring communities who often face barriers to receiving timely and comprehensive care.

Community Regional Medical Center (CRMC)
2823 Fresno St., Fresno, CA 93721
Community Health System (CHS) serves a diverse region encompassing Fresno, Madera, Merced, Kings, and Tulare counties. This primary service area is home to over 2 million people. As the largest healthcare provider in the region, CHS operates four hospitals: Community Regional Medical Center, Clovis Community Medical Center, Fresno Heart & Surgical Hospital, and Community Behavioral Health Center. Together, these facilities provide approximately 60% of Fresno County's inpatient hospital care.

In addition to its hospital services, CHS has expanded its reach through the Community Provider Network, which is rapidly growing to enhance healthcare access across the region. This network brings new physicians, education, and research opportunities to the Central Valley. CHS also operates Community Care Health, which provides local businesses with affordable medical insurance options for employees, granting access to a network of over 2,500 providers.

Through this integrated approach, CHS ensures comprehensive and accessible care for families throughout the Central Valley. By addressing the

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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
diverse healthcare needs of its catchment area, CHS strives to improve health outcomes and deliver quality care to the communities it serves.

Special Services Clinic
2315 E. Illinois Ave., Fresno, CA 93701
Located in central Fresno, on the campus of Fresno Community Regional Medical Center, the Special Services Clinic is a vital resource for individuals living with HIV/AIDS. Situated near a marginalized community, the Special Services Clinic offers comprehensive care including medical, mental health, and support services where 85% of the population served is under the federal poverty level. Its central location provides easy access for clients from surrounding neighborhoods and the greater Fresno area, and the facility is well-known and trusted within the community.

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need.

The Special Services Clinic seeks to address the critical needs of individuals living with HIV/AIDS in the Central San Joaquin Valley where stable housing and accessible medical care are urgent priorities. Nationally, studies reveal that as many as 50% of people with HIV/AIDS are at risk of homelessness due to the combined burden of high medical expenses and unaffordable housing costs. This crisis is compounded by the 18.1% increase in homelessness across the United States.

This is reported by Michael Casey of the Associated Press, and this increase is largely driven by the scarcity of affordable housing. Locally, nearly all emergency shelter beds in Fresno and the surrounding Valley remain perpetually full, leaving those in need with limited options for safe refuge.

The Fresno-Madera County Point-in-Time (PIT) count recorded 4,493 unsheltered persons in January 2023, with 2,758, or 61%, identifying themselves as homeless.

The number of homeless individuals in Fresno-Madera counties is increasing at alarming rates each year due to COVID restrictions, high cost of living, the rise in housing prices, lack of low-income rentals, and an increase in poverty levels.

Stable housing is foundational to managing HIV/AIDS, as it significantly improves health outcomes and reduces the risk of disease transmission. However, existing resources in the region are insufficient to meet this demand, leaving many individuals without access to life-saving services. The "Housing First" strategy employed by the Special Services Clinic prioritizes immediate access to shelter without preconditions,

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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
establishing that individuals with HIV/AIDS have a safe place to live while receiving the support they need.

Accessible medical care is a pressing need. Transportation barriers often prevent individuals from accessing vital services, exacerbating their vulnerability. The Special Services Clinic addresses this gap by centralizing critical services, allowing clients to receive case management, housing assistance, medical care, and referrals at one trusted location. This integrated approach minimizes the logistical and financial burdens of traveling to multiple sites, enabling clients to focus on their health and stability.

The HOPWA funds will enable the clinic to eliminate barriers by providing equitable, one-on-one consultations with case managers who have established trusted relationships. These funds will help bridge the gap between current resources and the overwhelming need for stable housing and comprehensive care, ensuring that individuals living with HIV/AIDS in the Central Valley have the support necessary to achieve long-term health and self-sufficiency.
b. Briefly describe the target population, how they will be assessed, and how the project will meet the specific needs of the target population.

Fresno County continues to see an increase in the incidence of homelessness and HIV infected individuals. The target population are individuals living with HIV/AIDS and their families who are experiencing homelessness. This includes families residing in emergency or transitional shelters or on the street who need temporary assistance to obtain and retain housing. Special Services specifically provides comprehensive medical care to the target population. Case management is an integral part of patient psychosocial assessments including housing status and housing insecurities. Patients identified with housing needs will be internally referred to HOPWA within the same clinic allowing access in one centralized location ensuring HUD guidelines and criteria are met.

Case managers utilize the Ryan White Psychosocial Assessment tool during initial intakes to identify psychosocial needs, address barriers, and create individualized care plans. For ongoing monitoring, and walk in needs the Ryan White Six-Month Assessment tool is utilized to evaluate progress in addressing identified needs and barriers and to update care plans as necessary. Both assessment tools are developed in accordance with the guidelines and standards established by the Health Resources and Services Administration (HRSA) and the Ryan White HIV/AIDS Program (RWHAP).

By combining the Ryan White program's emphasis on medical care and treatment with the rental assistance, utility assistance, deposits, mortgage support, application fee coverage, transportation, food services, and referrals to additional resources

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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
offered through HOPWA, clients are expected to experience improved overall well- being and greater stability.

c. Describe how the project was developed in consultation with the target population.

The development of this project was guided by direct input from the target population through our Consumer Advisory Board Committee, a vital forum that meets quarterly and includes clients, staff, and clinic leadership. This diverse committee structure ensures that the voices of those most impacted by the challenges of living with HIV/AIDS are heard and incorporated into program planning and decision-making.

During each meeting, we set aside dedicated time to solicit clients' feedback, creating a safe space for them to share their experiences, concerns, and recommendations. A recurring theme identified during these discussions is the significant barrier that housing insecurity poses to medication adherence, access to care, and overall wellness. Clients frequently highlight how unstable living conditions exacerbate stress, limit access to medical appointments, and make it challenging to maintain treatment regimens —factors that are critical to managing their health effectively.

The input gathered through these consultations directly informed the design of the project. Recognizing the critical need for stable housing, the project incorporates temporary rent, mortgage, and utility assistance as foundational services, alongside comprehensive case management and referral systems. Additionally, clients emphasized the importance of culturally sensitive, accessible support, which shaped the inclusion of trauma-informed care and ongoing client assessments by experienced case managers.

By grounding the program in the lived experiences of the target population, we can directly address challenges, empowering individuals to overcome housing barriers and achieve improved health outcomes. This collaborative approach strengthens the project’s relevance and impact while fostering a sense of ownership and trust among the clients it is designed to serve.
d. Describe how the project will be marketed to the target population.

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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
The project will be strategically marketed to the target population through a multi-faceted outreach and communication approach, ensuring maximum visibility and accessibility for individuals living with HIV/AIDS who may be experiencing housing insecurities.

As the largest medical provider for the target population, we will leverage our extensive network by implementing a system-wide notification to all departments in the Community Health System network. This internal communication will raise awareness of the new services among healthcare providers, enabling them to identify and refer eligible clients. Case managers will routinely assess clients for housing insecurities during appointments, ensuring a direct connection between patients and the resources.

The Special Services Clinic’s website will be updated to include detailed information about the housing assistance program, eligibility criteria, and how to access services. This digital update will make the program easily discoverable for clients who rely on online resources for information.

We will notify our partner Community Based Organizations (CBO) about the new services, strengthening collaboration to reach underserved populations. These organizations will act as valuable referral sources, amplifying the program’s reach to individuals who may not be directly connected to the healthcare system.

Flyers and brochures detailing the program will be distributed and displayed in key areas such as intake and exam rooms, reception areas, and Emergency Room bulletin boards. These materials will serve as immediate visual reminders for clients visiting the clinic or hospital and provide clear instructions for accessing the services. To expand our outreach efforts, we plan to create a street team to participate in events in areas of greater need. Some of the events include the Fresno Downtown Art Hop, Fresno Pride Parade, Clovis and Riverpark Farmers Markets, Economic Opportunities C(EOC) hosted events, the AIDS Walk, and activities at the Mission. These events provide opportunities to engage directly with the community, distribute program materials, and connect with individuals who may benefit from the services.

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Application – Homeless Housing and Services

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e. Summary of services to be provided:

Select all services to be provided, including those that are not funded by the City.

Emergency Shelter
Transitional Housing
Homeless Prevention/Housing Assistance
Homeless Diversion
Mental Health/Other Services
- Individual and Family Counseling
- Drug/Alcohol Treatment
- Job Training
- Children’s Program
- Parenting education
- Domestic Violence Intervention
- Self-Sufficiency Skills Training
- Outreach
- Assessment of Needs
Permanent Housing with Supportive Services
Affordable Housing
Job Training/ Job Search
Women’s Program
Day Care
Youth Program
Access to Medical
Immigration Assistance
Fair Housing Assistance
Academic Support/Tutoring
Referral Services
Case Management
Provide Meals
Free Services
Business Development to micro-enterprise
Other (specify):
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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
f. Estimate the number of unduplicated persons expected to benefit from the project:
180 unduplicated persons will receive a direct benefit from this project. g. Please indicate which of these service types will be provided and the number of unduplicated persons who will benefit.

Check if
Providing Homeless Housing and Service Types Estimated No.

Persons Assisted
Operating Cost of Shelters for Persons
who are homeless or impacted by

HIV/AIDS

Rental Assistance/Subsidy 150

Supportive/Essential Services (not
duplicated with services provided in
conjunction with another activity)
180

Housing information services (not
duplicated with services provided in
conjunction with another activity)
180

h. Describe the homeless housing and services program. Please include information about barriers to program participation and how the activity will address those barriers, and any information about how the activity was developed or refined in consultation with the target population. Limit description to the space provided on this and the next page.

The Special Services clinic is bringing the needed housing services to a central location where patients already access medical care, pharmacy service, laboratory and case management. Special Services offers referrals to housing programs, including the federal Housing Opportunities for Persons with AIDS (HOPWA) program, to assist individuals living with HIV/AIDS in securing safe and stable housing. This program ensures that homeless individuals living with HIV/AIDS get connected with housing services and those who are in jeopardy of becoming homeless get rental and utility assistance to maintain housing. There are referral services to nonmedical resources as well as medical resources to provide complete services to the individuals and their families living with HIV/AIDS.

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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
While this program is trying to address a critical need, there are a few barriers that we recognize may hinder participation in the program.

Barriers include lack of awareness, stigma and discrimination for those living with HIV/AIDS, complex application processes, and limited mobility or transportation. We provide information at our clinic where we treat those living with HIV/AIDS, conduct outreach in the local homeless communities, and ensure those who are homeless are receiving the information of the resources through street outreach and other means.

Staff receive training on cultural competency and sensitivity related to HIV/AIDS to always ensure respectful interactions. There is health education available to those with HIV/AIDS that helps educate and reduce the stigma surrounding HIV/AIDS. To assist with the stigma and discrimination surrounding these conditions, mental health services are included with referrals to help individuals cope with living with HIV/AIDS.

Our dedicated case managers ensure swift scheduling with healthcare providers, assist with insurance concerns and connect patients to crucial resources like housing, partner services, and additional medical referrals.

Case managers help patients navigate the complex application processes associated with public assistance, making it an easier and more attainable process.

The project was developed with direct input from the target population through a Consumer Advisory Board Committee, ensuring the voices of those affected by HIV/AIDS are central to program planning. Feedback emphasized housing insecurity as a critical barrier to medication adherence, care access, and wellness, leading to the inclusion of temporary housing assistance, trauma- informed care, and culturally sensitive support services. By grounding the program in clients' lived experiences, the initiative addresses key challenges, empowering individuals to achieve better health outcomes while fostering trust and ownership.

Lastly, we offer transportation assistance to those who have mobility issues or who have limited transportation by referring them to a transportation service.

We set up transportation services with them to ensure they can make it to essential appointments to receive their services.

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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
i. Collaboration
Briefly describe any collaboration efforts with other organizations for this project/program or related initiatives.

Collaborating Organization Description of Collaboration West Care -The Living Room Referral of client for housing assistance, and other psychosocial needs such as support groups, food
pantry, and transportation to medical appointments.

The Salvation Army Referral for housing, food, mental health services and substance use
Fresno HUD Collaborating with HUD case managers to ensure patients’ vouchers and income are up to date.

Facilitating documents & phone calls and supporting
patients in this process.

Fresno Rescue
Mission/Poverello House
Referral for housing, food, mental health
services and substance use
EOC, Masten Towers, The
Californian, RH Community
Builders, Local Room &
Boards, and the Dream Inn
Referral of client for housing assistance
The Fresno Center Referral of client for housing & utility assistance Catholic Charities Referral of client for food & housing (rent/deposit) & utility assistance

4. Project/Program Budget
a. Activity Budget by Funding Type
Please provide a high-level summary of the total budget by federal and non- federal funds.

Proposed Activity Budget Amount
Total Federal Funds Requested $506,776.00

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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
Total Other Federal Funds (do not include the above funds $ on this line)
Total Non-Federal Funds $
Total Proposed Activity Budget $506,776.00

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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
b. List of Funding Sources
Provide all planned funding anticipated/ committed for this activity for PY 2025- 2026. If the organization has received funding commitment letters, please attach as an exhibit to this application.

Funding Source (Name of
Funder)
Name of
Funding
Program (if
applicable)
Dollar Amount
Commitment
Status
(Committed
or Pending)
If Pending,
Expected
Commitment
Date

N/A N/A N/A N/A N/A

c. Activity Budget Summary and Narrative
Please complete Exhibit A – Operating Budget Summary.

The above referenced Budget worksheet is available in Excel format at www.fresno.gov/housing under ‘Notices of Funding Available.’ Please complete Exhibit B – Budget Narrative to provide a brief explanation of the expenses included in the budget.
d. Prior-Year Financial Statement
For existing programs, please attach a financial statement labeled as Exhibit D for the proposed program for the last full operating year. Failure to provide the financial statement will result in disqualification.

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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
Attachments to Part B Application:

EXHIBIT A – Operating Budget Summary
EXHIBIT B – Budget Narrative
EXHIBIT C – Homeless Housing and Services ESG Sources and Amounts of Match and Match Questionnaire (ESG-Only)
EXHIBIT D – Prior-year audited financial statement including statement of activities, statement of financial position and statement of cash flows (required when total Federal grant awards equaled or exceeded $1,000,000 during the annual audit period); or prior-year unaudited financial statement when total Federal grant awards for the annual audit period was less than $1,000,000 Optional Additional Exhibits:

EXHIBIT – Funding Commitment Letters (if available)
EXHIBIT E – Letters of Support (optional – maximum 2)
EXHIBIT – Service Area Map (required if not described in 2.e.)

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Salaries &
Wages Fringe Benefits
Totals
(City of Fresno
HUD Funds)
Other Federal
Funds State Funds Local Govm't
Funds
Private / Donor
Funds
Other Funds
(specify)
Salaries/Wages (Specify each position; add additional rows as needed) Direct Service Personnel:

Sup Social Worker (Lydia
Vang) .25 FTE (Annual
$121160)
30,290.00 6,664.00 36,954.00 36,954.00 Case Manager/Outreach
(SW1 Vanessa Aguilar) 0.5
FTE (Annual $78042)
39,021.00 8,585.00 47,606.00 47,606.00 Case Manager/Outreach
(SW1 Maria Mejia) 0.5 FTE
(Annual $78042)
39,021.00 8,585.00 47,606.00 47,606.00 [enter position title] - - [enter position title] - - Administrative Personnel:

Staff Accountant (Benjamin
Rivera) 0.10 FTE (55000) 5,500.00 1,210.00 6,710.00 6,710.00 [enter position title] - - [enter position title] - - Independent Contractors / Consultants:
[enter position title] - - [enter position title] - - TOTAL PERSONNEL BUDGET $ 113,832.00 $ 25,044.00 $ 138,876.00 $ - $ - $ - $ - $ - $ 138,876.00 Other Direct Costs (Include only costs that are direct; indirect costs are covered under the Indirect Cost Rate) Short-term Rental,
Mortgage, and Utility
Assistance (total of 100
familes, max $1500 per
family)
$ 150,000.00 150,000.00 150,000.00 Supportive Services -
Permanent Housing
Placement
150,000.00 150,000.00 150,000.00
HMIS Subscription (Data
Management) $50/month
per user/3 users
1,800.00 1,800.00 1,800.00
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -

TOTAL OTHER DIRECT
COSTS
$ 301,800.00 $ - $ - $ - $ - $ - $ 301,800.00 INDIRECT COSTS* (Select 1 indirect rate Only)
Approved Indirect Cost Rate -
De minimus 15% Rate 0.15 66,101.40 66,101.40

TOTAL INDIRECT COST
BUDGET $ 66,101.40 $ - $ - $ - $ - $ - $ - TOTAL PROJECT BUDGET $113,832.00 $ 25,044.00 $506,777.40 $ - $ - $ - $ - $ - $440,676.00 *An approved indirect cost rate must be applied to the base identified in the agreement with the federal cognizant agency.

Per 2 CFR 200.414, any non-federal entity that does not have a current negotiated rate may elect to charge a de minimis rate of 15% of Modified Total Direct Costs (defined in 2 CFR 200.1).

CITY OF FRESNO
OPERATING BUDGET SUMMARY (non-capital projects)
Please revise this form and annotate budget items as needed All applicants are required to submit a copy of their organization’s operating budget.

City of Fresno HUD Funds Other Funds for Project
Project Totals
(All Funds)
Budgeted Position
(Personnel) or Category
(Operations)
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PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services
Exhibit B: Budget Narrative
Please provide a brief narrative describing the expenses included in each category of the budget summary.

1. Personnel Costs: The personnel costs reflect the salaries and wages of key staff directly involved in the implementation of the project. Direct service personnel, such as case managers/outreach workers, constitute the primary workforce delivering program services. The budget includes a .25 FTE Supervisor Social Worker and two case managers/outreach specialists (0.5 FTE each). These roles are essential for client support, service coordination, and program evaluation. Fringe benefits, calculated as a percentage of salaries cover; health insurance, retirement contributions, and other employment-related costs. Administrative personnel include 0.10 FTE for the Staff Accountant who is responsible for invoicing and financial management of the grant and program.

2. Program Activities and Operating Costs: The budget allocates resources to cover essential programmatic activities including, case management, client outreach, service delivery, and follow-up support. Specific costs include Short-term Rental, Mortgage, and Utility Assistance (STRMU) that will include the following:
 Rent Assistance: Financial support to cover rental payments, and help individuals and families remained housed to avoid eviction.  Mortgage Assistance: Funds to assist with mortgage payments, preventing foreclosure and ensuring housing stability for homeowners.  Utility Assistance: Funds to cover utility bills, such as electricity, gas, and water, ensuring that essential services remain active in the household.  STRMU: Will be provided to approximately 100 patients/families.  Specific costs for Supportive Services include the following:
o Permanent Housing Placement (PHP) for
 Application Fees: Costs associated with applying for housing, such as fees for background checks or credit reports.
 Security Deposits: Payments to secure a rental unit, typically equivalent to one or two months' rent.
 First Month's Rent: Assistance covering the initial rent payment to facilitate immediate housing occupancy.

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 Utility Deposits: Funds to establish essential utility services like electricity, water, and gas.
 Housing Search and Counseling Services: Support in identifying suitable housing options and understanding lease agreements.
 Transportation and food services as needed.
 Homeless Management Information System (HMIS) Subscription: Included based on the monthly subscription cost for 3 users at $50/month.  Indirect costs: are calculated at 15% of the project to cover administrative costs and costs not specifically associated with the line items in the budget proposal.

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Fresno Housing Authority
ESG Homeless Management Information
System

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PY 2025-2026 APPLICATION
Homeless Housing and Services Programs

1. Project Summary Information
Project Name (10 words or fewer): ESG City of Fresno Homeless Management Information System
Amount Requested: $ 18,032.00
ESG Applicants Only – please provide a breakdown of amounts requested by program component:

Street Outreach: $ .00
Emergency Shelter: $ .00
Homelessness Prevention: $ .00
Rapid Rehousing: $ .00
HMIS: $ 18,032.00
HOPWA Applicants Only – please provide a breakdown of amounts requested by program component:

Rapid Rehousing: $ .00
Tenant-Based Rental Assistance (TBRA): $ .00
Short-Term Rent, Mortgage and Utility (STRMU): $ .00 Supportive Services: $ .00
Housing Information: $ .00
HOME Applicants Only:

Tenant-Based Rental Assistance (HOME-TBRA) $ .00
This is a:

New Project/Program
Existing Project/Program

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Provide a short description of the proposed program/activity. (1 to 3 sentences and must fit in the provided space).

Fresno Housing will provide a functioning Homeless Management Information system (HMIS) for purposes of gathering and analyzing community data from a variety of projects including those projects funded by Emergency Solutions Grant (ESG). This systems will be used to assess the effectivenes sof the homeless response system and inform decision making on housing and services needs for individuals/families experiencing homelessness.

2. Organizational Capacity
a. Describe the organization’s experience with administering Federally funded programs like the one described in this application.

In terms of federally funded programs to assist the unhoused community, Fresno Housing (FH) currently administers two (2) U.S. Department of Housing and Urban Development Continuum of Care (HUD CoC) HMIS grants totalling $322,270. The agency has been the HMIS Data Lead Agency for the Fresno Madera Continuum of Care for approximately 20+ years. In addition the agency administers three (3) HUD CoC housing grants totaling $200,000.

As a Public Housing Authority, FH both manages developments and administers 13,000 Housing Choice Vouchers in both the City and County of Fresno. The agency is also a developer of affordable housing in the City and County of Fresno.

b. For how many years has the organization administered activities of the type described in this application?
At least 17 years
c. Please describe the cultural competency training staff will be required to complete during the term of this program.
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Cultural competency is not necessarily a training opportunity at HACF; instead the inclusion and empowerment of all is at the very ethos of the agency To demonstrate this commitment, the Agency recently underwent an update to its 5-Year Plan.

Guiding principles such as meeting people where they are, try to create a safe and brave space and ask people what the problems and solutions are. The Agency held 12 Gallery Walks in five cities – urban and rural – on weekends and evenings to have the most reach. Gallery Walks were 2-hour gatherings, hosted in Spanish and English and featured music, food, education and art in an interactive multilingual and intergenerational manner. In addition, the Agency invited participation through Thought Exchange – a mobile survey and one-on-one conversations with community partners. Through these efforts, 1,500 stakeholders were engaged and the Agency received 2,000 individual comments related to feedback. Major constituent groups were residents, Agency staff, Community partners, Community members and Agency Board of Commissioners. Common themes across these groups included desire to see Fresno Housing have authentic community engagement, clear communication on the role of the Agency. Currently, the Agency has plans to convey findings from the participatory process back to those communities and groups where information was gathered. Then to craft the Agency Five Year Strategic Plan, again using the voices of Black, Brown and other marginalized communities.

d. Does the organization have the following in place (check box if ‘yes’)? Written policies and procedures for the proposed project or program (i.e., intake, eligibility)
Written Financial Management Policies and Procedures
Non-Discrimination / Equal Opportunity Policy
Conflict of Interest Policies and Procedures
Procurement Policies and Procedures
Facility utilization plan and policies
Note: If not, be aware, the City will require a facility utilization plan and policies prior to the execution of a subrecipient agreement. e. Provide addresses for each applicable location of site(s) where activity will occur, a brief description of the facilities, and a description of the service area (a map may be attached in lieu of a service area description). 2025-2026 Requests for Funding Page 471
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Main activities for HMIS will occur at the FH Central Office - 1331 Fulton Street; Fresno, CA 93721

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need.

This proposal addresses the data needs for the Fresno Madera Continuum of Care (FMCoC) in terms of the HMIS system. Data collection and entry by agencies, including ESG recipients, vital for the community to make data informed decisions on the housing services needs of unhoused individuals and/or families.The data additionally informs the effectivness of the community homeless response system.

HMIS discerns metric such as amount/type and utilization of various housing solutions - including emergency shelter and permanent housing. Other metrics include demographics to ascertain the level of racial equity in the performance of the homeless response system. Currently HMIS has over 200 users from HUD CoC, State and ESG funded agencies.
b. Briefly describe the target population, how they will be assessed, and how the project will meet the specific needs of the target population.

The target population of this HMIS proposal is the FMCoC through its projects, including ESG projects as data on the unhoused participants are entered into the system. For most most funding sources, HMIS participantion is a mandated activiity, it is much more important to think of data a the lynchpin for both analyzing system effectiveness and using data to make informed decisions on the housing and services needed for the unhoused community. In its role as HMIS Data Lead Agency, FH will work with all projects to ensure data quality and completeness through data entry training, data quality analysis and subsequent analysis of the effectivenesss of the homeless response system.

c. Describe how the project was developed in consultation with the target population.
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HMIS is a HUD CoC and ESG mandated data system. As such HUD dictates the Universal Data Elements to be collected, the format and timing of both Annual Progress Reports and the CAPER. The State of California has now largely mandated HMIS use for its funded agencies surrounding unhoused programs. FH does, however, work with Agency Administrators, end users, jurisdictions and other interested parties on effective training techniques and tips/tricks for superior data quality. Based on analysis of system use, the FH HMIS Data Team provides monthly workshops on various topics of interest to end users. The FH HMIS Data Team also works with jurisdictions and the State on best practices of HMIS reporting.

d. Describe how the project will be marketed to the target population.

Again, HMIS is HUD CoC and ESG mandated. The FH HMIS Data Team reaches out to new providers of housing and services to explain HMIS, offer training, assist with project set up and understanding reporting requirements. The FH HMIS Data Analyst frequently performs presentations on the system at monthly FMCoC General Membership meetings

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e. Summary of services to be provided:

Select all services to be provided, including those that are not funded by the City.

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f. Estimate the number of unduplicated persons expected to benefit from the project:
16,760 unduplicated persons will receive a direct benefit from this project. g. Please indicate which of these service types will be provided and the number of unduplicated persons who will benefit.

Check if
Providing Homeless Housing and Service Types Estimated No.

Persons Assisted

Operating Cost of Shelters for Persons
who are homeless or impacted by

HIV/AIDS

Rental Assistance/Subsidy

Supportive/Essential Services (not
duplicated with services provided in
conjunction with another activity)

Housing information services (not
duplicated with services provided in
conjunction with another activity)
16,760

As stated, HMIS is a mandated component of all HUD CoC, ESG and many State of California projects. HMIS currently holds records for approximately 5,000 individuals detailing data such as demographics, system involvement history and if applicable upload of documents for housing and assessments for prioritization. HMIS is the vehicle by which the community can judge the effectiveness of its homeless response system. HMIS provides metrics on a number of factors - number of housing services projects for unhoused individuals/families by project type (PSH, RRH), existence of other projects endemic to assisting those experiencing homelessness (Diversion, Homeless Prevention) and utitilization of these projects to name a few. HMIS is reponsible for grant reporting for the annual Housing Inventory Chart, System Performance Measures and the Longitudinal Study Analysis - all enumerate and analyze the effectiveness of the community homeless response system. It is through theses and other HMIS reports that the community can make data 2025-2026 Requests for Funding Page 475
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informed decisions on funding for particular types of projects, i.e., does the data show the community needs more PSH versus RRH versus Emergency Shelter or Street Outreach.

This ESG HMIS grant will contribute to the match needed to pay for those components - software, licenses and staff time for HMIS reporting particularly for community positions, such as Coordinated Entry Housing Navigators, Community Coordinator, Community Matcher and ESG recipients.

There are no real barriers to HMIS participation, it is a matter of training. The FH HMIS Data Team provides HMIS Data Entry training and will assist with project specific Data Collection training. The FH HMIS Data Team has developed relations with both end users and Agency Administrators - responsible for assisting end users and with HMIS Data Team assistance, analyzing their project performance.

The FH HMIS Data Team is always receptive to the needs of the community and end users. In this program year, the team will engage with Community Solutions - a long- time FMCoC consultant - to assist the community in best practices in data analysis to advice the FMCoc in reaching reduction of homelessness goals. The Team will attend conferences such as the National Human Services Data Consortium and National Alliance to End Homelessness. The Team belongs to many listservs and web-based groups around data and HMIS.
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i. Collaboration
Briefly describe any collaboration efforts with other organizations for this project/program or related initiatives.

Collaborating Organization Description of Collaboration Fresno Madera Continuum of
Care
FH is the HMIS Data Lead Agency for the CoC;
providing reporting to the CoC and HUD via
Longitudinal System Analyis, Sytem Performance
Measures, Point in Time, Housing Inventory Charts
to describe efficiency of the FMCoC homeless
response system
State of California As the HMIS Data Lead Agency, FH works with the State on their HDIS system

4. Project/Program Budget
a. Activity Budget by Funding Type

Please provide a high-level summary of the total budget by federal and non- federal funds.

Proposed Activity Budget Amount
Total Federal Funds Requested $18,032
Total Other Federal Funds (do not include the above funds on this line)
$322,270
Total Non-Federal Funds $80,568
Total Proposed Activity Budget $420,870

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b. List of Funding Sources

Provide all planned funding anticipated/ committed for this activity for PY 2025- 2026. If the organization has received funding commitment letters, please attach as an exhibit to this application.

Funding Source (Name of
Funder)
Name of
Funding
Program (if
applicable)
Dollar Amount
Commitment
Status
(Committed
or Pending)
If Pending,
Expected
Commitment
Date
HUD CoC HMIS II
Expansion &
HMIS
Expansion
$322,270
City/County/CoC/State
Funded Agencies
HMIS Match $80,568

c. Activity Budget Summary and Narrative

Please complete Exhibit A – Operating Budget Summary.

For existing programs, please attach a financial statement labeled as Exhibit D for the proposed program for the last full operating year. Failure to provide the financial statement will result in disqualification.

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Attachments to Part B Application:

EXHIBIT – Funding Commitment Letters (if available) EXHIBIT – Letters of Support (optional – maximum 2) EXHIBIT – Service Area Map (required if not described in 2.e.)

2025-2026 Requests for Funding Page 479
Salaries &
Wages Fringe Benefits
Totals
(City of Fresno
HUD Funds)
Other Federal
Funds State Funds Local Govm't
Funds
Private / Donor
Funds
Other Funds
(specify)
Salaries/Wages (Specify each position; add additional rows as needed) Direct Service Personnel:

Program Coordinator -
Training - 102,466.78 102,466.78
Program Coordinator - Data
Quality - 82,481.62 82,481.62
HMIS Analyst - 108,128.54 108,128.54 [enter position title] - -
[enter position title] - -
Administrative Personnel:
[enter position title] - -
[enter position title] - -
[enter position title] - -
Independent Contractors / Consultants:
[enter position title] - -
[enter position title] - -
TOTAL PERSONNEL BUDGET $ - $ - $ - $ 293,076.94 $ - $ - $ - $ - $ 293,076.94 Other Direct Costs (Include only costs that are direct; indirect costs are covered under the Indirect Cost Rate) -
HMIS Costs including fees
related to City of Fresno ESG
funded recipients
18,032.00 18,032.00
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -

TOTAL OTHER DIRECT
COSTS $ 18,032.00 $ - $ - $ - $ - $ - $ 18,032.00 INDIRECT COSTS* (Select 1 indirect rate Only)
Approved Indirect Cost Rate -
De minimus 15% Rate 2,704.80 2,704.80

TOTAL INDIRECT COST
BUDGET $ 2,704.80 $ - $ - $ - $ - $ - $ - TOTAL PROJECT BUDGET $ - $ - $ 20,736.80 $293,076.94 $ - $ - $ - $ - $311,108.94 *An approved indirect cost rate must be applied to the base identified in the agreement with the federal cognizant agency.

Per 2 CFR 200.414, any non-federal entity that does not have a current negotiated rate may elect to charge a de minimis rate of 15% of Modified Total Direct Costs (defined in 2 CFR 200.1).

City of Fresno HUD Funds Other Funds for Project
Project Totals
(All Funds)
Budgeted Position
(Personnel) or Category
(Operations)
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Exhibit B: Budget Narrative

Please provide a brief narrative describing the expenses included in each category of the budget summary.

Salaries/Wages: HACF employs a team of 3 FTE for HMIS; 2 Coordinators and 1 Analyst. The coordinators perform most of their work with end users - extensive training, including monthly refreshers or subject manner of interest to HMIS users and rigorous data quality improvement including monthly meetings with agency project personnel to strategize improvement of data quality metrics. The 1 FTE HMIS Analyst is responsible for providing commentary and analysis on system wide performance and efficiency of the homeless response system. The Analyst is responsible for various reports to local, state and HUD funders and interested parties. The Analyst strategizes presentations to the CoC Board to the CoC Board and General Meetings in an effort to amplify issues in data as well as thought partner regarding policy/procedure found to be lacking in the system.
2025-2026 Requests for Funding Page 481

Fresno Housing Authority
Sierra Crossing, a Valley Teen Ranch
Community

2025-2026 Requests for Funding Page 482
2025-2026 Requests for Funding Page 483
2025-2026 Requests for Funding Page 484
2025-2026 Requests for Funding Page 485
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PY 2025-2026 APPLICATION
Homeless Housing and Services Programs

1. Project Summary Information
Project Name (10 words or fewer): Sierra Crossing, a Valley Teen Ranch Community (Sierra)
Amount Requested: $ 450,000.00
ESG Applicants Only – please provide a breakdown of amounts requested by program component:

Street Outreach: $ .00
Emergency Shelter: $ .00
Homelessness Prevention: $ .00
Rapid Rehousing: $ .00
HMIS: $ .00
HOPWA Applicants Only – please provide a breakdown of amounts requested by program component:

Rapid Rehousing: $ .00
Tenant-Based Rental Assistance (TBRA): $ .00
Short-Term Rent, Mortgage and Utility (STRMU): $ .00 Supportive Services: $ .00
Housing Information: $ .00
HOME Applicants Only:

Tenant-Based Rental Assistance (HOME-TBRA) $450,000.00
This is a:

New Project/Program
Existing Project/Program

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Provide a short description of the proposed program/activity. (1 to 3 sentences and must fit in the provided space).

Housing Authority City of Fresno (HACF) seeks to use this funding for two enterprises: 1) to continue housing for both elderly and families with children currently being assisted on the HOME TBRA project and 2) provide rapid rehousing in partnership with Valley Teen Ranch (VTR) for unhoused transitional aged youth (18-24) at VTR's permanent housing complex, Sierra Crossing, a Valley Teen Ranch Community. This part of the project will offer rapid rehousing and supportive services onsite or offsite to unhoused youth for a period of up to two years.

2. Organizational Capacity
a. Describe the organization’s experience with administering Federally funded programs like the one described in this application.

HACF is a Public Housing Authority (PHA) administering the Housing Choice Voucher program to 7,400 households in the City of Fresno. The Agency additionally has either developed, owns and/or manages over 30 housing complexes in Fresno.

These developments house families with children, seniors and those formerly unhoused. Our partner in this project VTR has an extensive history administering programming to vulnerable at risk youth who have been abused, neglected and abandoned. VTR administers a number of programs for youth, funded by both State and Federal sources including a Residential Therapeutic Program and Transitional Living Home and a Rapid Rehousing Program.

b. For how many years has the organization administered activities of the type described in this application?
HACF was established in 1940, with the Section 8 Housing Act being enacted in 1973. VTR has over 35 years of experience providing programming and assistance to youth as young as 14, up to age 24.
c. Please describe the cultural competency training staff will be required to complete during the term of this program.
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d. Does the organization have the following in place (check box if ‘yes’)? Written policies and procedures for the proposed project or program (i.e., intake, eligibility)
Written Financial Management Policies and Procedures
Non-Discrimination / Equal Opportunity Policy
Conflict of Interest Policies and Procedures
Procurement Policies and Procedures
Facility utilization plan and policies
Note: If not, be aware, the City will require a facility utilization plan and policies prior to the execution of a subrecipient agreement. e. Provide addresses for each applicable location of site(s) where activity will occur, a brief description of the facilities, and a description of the service area (a map may be attached in lieu of a service area description). 2025-2026 Requests for Funding Page 489
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In terms of HOME TBRA application perusal:

HACF Central Office - 1331 Fulton Street, Fresno, CA 93721 Preferred housing: Sierra Crossing, a Valley Teen Ranch Community: 6507 N. Polk, Fresno, CA 93722
Other housing: scattered site

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need.

Currently, the By Name List is comprised on 49 head of household youth; only 3.7% of the list. Traditionally youth are not readily found in the community Unsheltered Count. However, it is ancedotally known that unhoused youth is a far larger issue in our community. Youth are much more prone to hide from adult authorities - they are not trusted. Youth may indeed be 'housed'; however, housing is precarious and sometimes in dangerous situations - domestic or other violence, sex trafficking or exchanging sex for housing. Former foster care youth are particularly vulnerable, often leaving foster care without housing, employment or family. At present, there are few projects providing housing and supportive services specifically tailored for youth.

This proposed project seeks to afford youth stable, supportive housing with staff, services and activities geared to their particular needs. In the use of an existing housing development, youth will be spared the issue of searching for housing where barriers of age, lack of housing/credit history and affordability will be an issue.

Both HACF and VTR have expertise in their roles within the partnership. As stated HACF has decades of experience administering housing programs and has excellent relationships in community with both service providers and potential landlords if needed. VTR has demonstrated decades long experience providing exemplary services to youth through various projects.

b. Briefly describe the target population, how they will be assessed, and how the project will meet the specific needs of the target population.

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The target population for this project are unhoused transitional aged youth, that is, individuals who are between the ages of 18-24, not having reached their 25th birthday. These young people may have come from the foster care system, juvenile criminal justice, mental health, CBOs and any organization that has contact with this population. Assessment for match to the project will be via the VI-SPDAT; however, it should be noted the FMCoC is actively formulating a new community assessment tool. This project will meet the needs of the target population via a service provider - VTR - who has over 35 years of successful work with unhoused youth. VTR plans to employ several strategies to give youth voice to their living conditions and service delivery, i.e. resident council who will meet regularly and present suggestions to VTR.

c. Describe how the project was developed in consultation with the target population.

Both HACF and VTR have been a member of the Fresno Madera Continuum of Care (FMCoC) for 20+ years and work directly with this group on matters involving local affordable housing. Within the FMCoC, both Agencies work with those in the community who have lived experience(s) of homelessness, through the Lived Experience Advisory Board (LEAB). Both Agency also have an active relationship with the Department of Housing and Urban Development (HUD); which has funded numerous both CoC and PIH programs. All application components for this project will have taken into consideration the feedback of the above-listed stakeholders prior to submission.

d. Describe how the project will be marketed to the target population.

HACF and VTR will market via the FMCoC By Name List, where currently there are 49 head of household youth. In addition, the Agencies will work with other CBOs who have contact with this population - foster care system, juvenile justice, mental health, substance use disorder and street outreach. It is understood that Homekey funding requires all potential residents come through Coordinated Entry, HACF and VTR are working with the CES Committee to streamline process.

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e. Summary of services to be provided:

Select all services to be provided, including those that are not funded by the City.

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f. Estimate the number of unduplicated persons expected to benefit from the project:
30 unduplicated persons will receive a direct benefit from this project. g. Please indicate which of these service types will be provided and the number of unduplicated persons who will benefit.

Check if
Providing Homeless Housing and Service Types Estimated No.

Persons Assisted

Operating Cost of Shelters for Persons
who are homeless or impacted by

HIV/AIDS

Rental Assistance/Subsidy 30

Supportive/Essential Services (not
duplicated with services provided in
conjunction with another activity)

Housing information services (not
duplicated with services provided in
conjunction with another activity)

While a portion of these HOME TBRA dollars will be expended continuing to support families with children and elderly persons currently on the program, the majority of the funding will provide support for the partnership with VTR in providing housing and supportive services with unhoused youth.

It is understood that unhoused youth do not enter the 'adult' homeless system willingly. Often, these youth have been harm by both child and adult systems; therefore, those systems are not to be trusted. As such, HACF and VTR will work with the FMCoC Coordinated Entry System (CES) navigation services to outreach to current unhoused youth on the By Name List. In addition, work will be undertaken with other community partners serving this population including custodial and treatment institutions, foster care and juvenile justice systems. 2025-2026 Requests for Funding Page 493
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Detailed Narrative Description of Project/Program (Continued from previous page)

HACF will assist with HOME TBRA application as needed, ensure that rents are reasonable, calculate youth's portion of rent and perform Housing Quality Inspections.

Annually, HACF will conduct recertification, ensuring youth remains eligible for the project and HQS standards continue to be met.

It is intended that youth will be housed at the Sierra Crossing apartment complex, located at 6507 N. Polk in Fresno. This complex is in considered to be in a high opportunity area, with transportation, pharmacy, groceries and other amenities nearby.

This strategy assists with a major barrier to obtaining housing: lack/poor credit/housinghistory, little/no income and criminal justice involvement. HACF will provide rental assistance for up to 2 years. VTR and HACF will remain flexible with tenant portion of rental payments in order to meet each youth's situation - loss of employment or other unexpected financial circumstances. Housing tenancy is aimed at giving the youth the opportunity to stabilize housing and gain new skills in order to reach their ultimate goal of independence Youth not wanting to reside at Sierra Crossing will be assisted to find scattered site housing.

While housed, VTR will provide the following services: Annual Assessment of Service Needs, Case Management, Life Skills Training and Transportation. VTR's collaborative program partners offer support services to participants to include: tutoring, study skills, training/instruction leading to secondary school completion, including dropout prevention strategies, alternative secondary school offerings and/or paid work experiences, including internships, and job shadowing, occupational skill training, leadership development opportunities, supportive services, work readiness skills, and job placement. VTR staff performs client engagement through an established onsite resident council. The resident council will consist of the target population who meet regularly to discuss concerns, make suggestions, plan activities, improve communication within the community, and identify problems and issues in the target community. VTR will prioritize the concerns and suggestions of the resident council and make changes accordingly.

VTR has been successful by first making sure each client is cared for. VTR staff are trained in evidence-based practices for engagement, including client-centered counseling. The goal is to help motivate the client by understanding their goals and helping them achieve them. For example, the population served typically struggles with regulating emotions. Staff will help the residents by teaching them Dialectical Behavior therapy skills that focus on distress tolerance, mindfulness, interpersonal effectiveness, and regulating emotions. These skills help those who struggle with mental health challenges (and beyond) when incorporated into their everyday life. VTR staff understand that a client will be more open to participating in community engagement opportunities when genuinely cared for (i.e., addressing mental and physical needs).

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i. Collaboration
Briefly describe any collaboration efforts with other organizations for this project/program or related initiatives.

Collaborating Organization Description of Collaboration Valley Teen Ranch VTR will be the service provider for unhoused transitional aged youth, particularly those residing at Sierra Crossing
Fresno Madera Continuum of
Care
Consortium of 50+ agencies of which VTR and
HACF are members. FMCoC has the Coordinated
Entry System, mechanism by which the project
unhoused youth will be referred

4. Project/Program Budget
a. Activity Budget by Funding Type

Please provide a high-level summary of the total budget by federal and non- federal funds.

Proposed Activity Budget Amount
Total Federal Funds Requested $450,000
Total Other Federal Funds (do not include the above funds on this line)
$
Total Non-Federal Funds $1,156,031
Total Proposed Activity Budget $1,606,031

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b. List of Funding Sources

Provide all planned funding anticipated/ committed for this activity for PY 2025- 2026. If the organization has received funding commitment letters, please attach as an exhibit to this application.

Funding Source (Name of
Funder)
Name of
Funding
Program (if
applicable)
Dollar Amount
Commitment
Status
(Committed
or Pending)
If Pending,
Expected
Commitment
Date
HCD Homekey $1,156,031 Committed

c. Activity Budget Summary and Narrative

Please complete Exhibit A – Operating Budget Summary.

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Attachments to Part B Application:

EXHIBIT – Funding Commitment Letters (if available) EXHIBIT E – Letters of Support (optional – maximum 2)
EXHIBIT – Service Area Map (required if not described in 2.e.)

2025-2026 Requests for Funding Page 497
Salaries &
Wages Fringe Benefits
Totals
(City of Fresno
HUD Funds)
Other Federal
Funds State Funds Local Govm't
Funds
Private / Donor
Funds
Other Funds
(specify)
Salaries/Wages (Specify each position; add additional rows as needed) Direct Service Personnel:

VTR Supportive Services - 465,439.00 465,439.00 .05 FTE Program
Coordinator 3,734.22 1,282.00 5,016.22 5,016.22
.05 FTE Senior Analyst 4,292.41 1,834.37 6,126.78 6,126.78 [enter position title] - - - [enter position title] - -
Administrative Personnel:

Property/Maintenance Mgr - 145,992.00 145,992.00 Other Supportive Svcs - 85,893.00 85,893.00 [enter position title] - -
Independent Contractors / Consultants:
[enter position title] - -
[enter position title] - -
TOTAL PERSONNEL BUDGET $ 8,026.63 $ 3,116.37 $ 11,143.00 $ - $ 697,324.00 $ - $ - $ - $ 708,467.00 Other Direct Costs (Include only costs that are direct; indirect costs are covered under the Indirect Cost Rate) Operations Cost - including
utilities, Legal/Finance,
taxes
- 1,142,621.00 1,142,621.00
COSAR Reserve 13,410.00 13,410.00 Rental Assistance 438,857.00 438,857.00 [enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
[enter cost category] -
TOTAL OTHER DIRECT COSTS $ 438,857.00 $ - $ 1,156,031.00 $ - $ - $ - $ 1,594,888.00 INDIRECT COSTS* (Select 1 indirect rate Only)
Approved Indirect Cost Rate -
De minimus 15% Rate 67,500.00 67,500.00

TOTAL INDIRECT COST
BUDGET $ 67,500.00 $ - $ - $ - $ - $ - $ - TOTAL PROJECT BUDGET $ 8,026.63 $ 3,116.37 $517,500.00 $ - ########### $ - $ - $ - ########### *An approved indirect cost rate must be applied to the base identified in the agreement with the federal cognizant agency.

Per 2 CFR 200.414, any non-federal entity that does not have a current negotiated rate may elect to charge a de minimis rate of 15% of Modified Total Direct Costs (defined in 2 CFR 200.1).

City of Fresno HUD Funds Other Funds for Project
Project Totals
(All Funds)
Budgeted Position
(Personnel) or Category
(Operations)
2025-2026 Requests for Funding Page 498
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Application – Homeless Housing and Services

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Exhibit B: Budget Narrative

Please provide a brief narrative describing the expenses included in each category of the budget summary.

.05 FTE Program Coordinator - The Program Coordinator will be responsible for receiving referrals from Coordinated Entry. They will assess referral for eligibility into HOME TBRA project - including criminal background check, verification of income, ensure homelessness documentation. The Program Coordinator will thoroughly describe the project to the potential participant, including arranging a tour of Sierra Crossing, a Valley Teen Ranch Community for potential housing opportunity. Should the participant decline to reside at Sierra, the Program Coordinator will work with community partners, i.e., Coordinated Entry System navigators, to assist the participant in finding safe, appropriate and affordable housing. The Program Coordinator will calculate the participant's portion of the rent, arrange for Housing Quality Standards inspection of the rental unit and use internal mechanisms to ensure that rental assistance is paid to landlords in a timely manner. Yearly, the Program Coordinator will ensure the participant's continued eligibility via income verification and Housing Quality Standards inspection.
.05 FTE Senior Analyst - The Senior Analyst will be responsible for analysis of the project's efficacy for both participants and landlords alike. The Senior Analyst will interface with Coordinated Entry System to ensure referrals as needed, work with Valley Teen Ranch staff on project success and/or areas of improvement. Reporting for the project will be the responsibility of the Senior Analyst with assistance of the Program Coordinator and partner Valley Teen Ranch.

Rental Assistance - HACF intends to serve both those families and children and seniors (12) along with transitional aged youth (18) in partnership with Valley Teen Ranch with rental assistance. Rental assistance will always be based on both Fair Market Rent and attendant rent reasonableness to ensure both assisted and non-assisted units have the same rental charges. HACF will also use funding to supply security and/or utility deposits as needed.

All other costs belong to Valley Teen Ranch and are funded by HCD, as the project represents Homekey replacement units. Costs include supportive services, operating costs and COSAR Reserve.
2025-2026 Requests for Funding Page 499

City of Fresno
Planning and Development Department
Community Development Division (HCDD)
2600 Fresno Street
Fresno, CA 93721

Re: Letter of Support for Housing Authority City of Fresno

Dear Grant Review Committee:

RH Community Builders is pleased to support Housing Authority City of Fresno’s (HACF) grant application in response the City of Fresno’s HOME Tenant Based Rental Assistance (HOME TBRA) Notice of Funding Availability. HACF is an important partner, and its work to provide rental assistance to the unhoused community in the City of Fresno continues to be greatly needed and highly valued.

RH Community Builders has worked with HACF since 2019, and we have found its staff to be highly knowledgeable in administering housing programs with attendant partner led supportive services for both low-income persons and the unhoused. They provide program participants with the tools, resources, and referrals necessary to achieve their goals and thrive in their lives. HACF is a recognized leader in providing effective housing services – both tenant and site based - in a culturally competent and trauma-informed manner. They have devoted significant resources to understanding and successfully addressing the needs of Fresno’s most vulnerable residents.

We look forward to continuing our critical work with Housing Authority City of Fresno and improving the quality of life for our entire community. We highly recommend your favorable consideration of their grant proposal.

Respectfully,

Brad Hardie
President
[email protected]

RHCOMMUNITYBUILDERS.COM
2025-2026 Requests for Funding Page 500
January 14, 2025

WestCare California Inc.
1900 N Gateway Blvd. Suite #100
Fresno, CA 93727

Re: Letter of Support for Housing Authority City of Fresno

Dear Grant Review Committee:

WestCare California Inc. is pleased to support Housing Authority City of Fresno’s (HACF) grant application in response the City of Fresno’s HOME Tenant-Based Rental Assistance (HOME TBRA) Notice of Funding Availability. HACF is an important partner, and its work to provide rental assistance to the unhoused community in the City of Fresno continues to be greatly needed and highly valued.

WestCare California Inc. has worked with HACF since 2014, and we have found its staff to be highly knowledgeable in administering housing programs with attendant partner led supportive services for both low-income persons and the unhoused. They provide program participants with the tools, resources, and referrals necessary to achieve their goals and thrive in their lives. HACF is a recognized leader in providing effective housing services – both tenant and site based - in a culturally competent and trauma-informed manner. They have devoted significant resources to understanding and successfully addressing the needs of Fresno’s most vulnerable residents.

Respectfully,

Maria Rodriguez
Deputy Administrator

2025-2026 Requests for Funding Page 501

Pearl Transit Corp.

Oral health outreach for low income Fresno
residents who are living with AIDS / HIV

2025-2026 Requests for Funding Page 502
PY 2025-2026 CONSOLIDATED NOFA
PART A – COVER PAGE:

NON-PROFIT ORGANIZATION1
Part A, Section 1: General Information
Legal Name of the Organization: Fictitious Name (if applicable):

Pearl Transit Corp.

UEI of Organization: Taxpayer Identification Number:

L9NME34DA793 20-2022387
Date of Incorporation: Date of 501(c)(3) Determination:
02/05/2005 06/14/05
Mailing Address of Organization: Organization Website Address:
525 Route 73 North Suite 104 Marlton NJ 08053 www.pearltransit.org Name of President (or Chair of the Board): E-mail Address:

Rose Dunnin [email protected]
Name of Chief Executive or Executive Director: E-mail Address:

Chris Wise [email protected]
Name of the Secretary: E-mail Address:

Sabine Munich [email protected]
Name of Treasurer (or Chief Financial Officer): E-mail Address:

Grant Kelly [email protected]
Principal Contact
Person: Principal Contact’s Title:

Principal Contact’s Physical
Address (Street Address, Suite,
City, State, ZIP):

Jael Watts Operations Manager
1690 W Shaw Ave
Fresno, CA 93711
Primary Phone #: Alternative Phone #: E-mail Address:
1-888-976-9944 [email protected]
Name of Authorized Signatory: Title of Authorized Signatory:

Jael Watts Operations Manager
Signature of Authorized Official: Date of Signature:
1/7/25
Do you have an active registration with SAM.gov? Yes No 1 This document is for non-profit organizations. Units of local government, please complete Part A: Unit of Government Information
2025-2026 Requests for Funding Page 503
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Part A, Section 2: Organizational Background
Please provide the organization’s mission statement within the below space:

Pearl Transit’s mission is to assist every person to break the cycle of homelessness and poverty, to alleviate the underlying causes of poverty, and to enable all of us to attain our fullest potential as individuals and as members of the broader society. We accomplish this mission by providing charitable services ranging from street outreach and non-perishable food box delivery to demand response transportation, oral health outreach, and travel planning services.

Please mark any of the following classifications that apply to your organization:

Woman-Owned Business Small Business
Minority Institution Minority-Owned
Tribal Veteran-Owned
Other:

Part A, Section 3: Organizational Capacity and Management Please provide the number of staff employed by your organization: 98

Please provide key personnel information for HUD-funded projects:

Staff Name Title
Years of
Experience
1) Various Mobile Scan Technician 2+
2)
3)
4)
5)

Board of Directors
How often does your Board of Directors regularly meet?
Quarterly
List current Board of Directors below:
1) Rose Dunnin 6)
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7) Joan Ross
8) Luke Colmbs
9)
2) Sabine Munich
3) Chris Wise
4) Grant Kelly
5) Maurice Thomas 10)
Financial Management
1) Provide the name of staff responsible for your agency’s accounting system
Name: Zaundra Smith
Title: Accounting Manager
Phone/Email: 1-888-976-9944; [email protected]
2) Has your agency operated with or managed federal funds within the past three years? Yes No
3)
Has your agency been required to comply with the Single Audit requirements of the Uniform Guidance in the past two fiscal years? Yes No
A Single Audit is required when $1,000,000 or more in federal funds is expended in a fiscal year.
4)
Have your agency’s annual financial statements been audited by an independent audit firm? Yes No
If yes, please provide a copy of the statements for the past two years in Exhibit 2.
5)
If the answer to Questions 3 or 4 were ‘Yes’, please explain any findings or questioned costs.

Not Applicable
6)
Does your financial system:
a) Provide for the control and accountability of grant funds, property, and other assets? Yes No
b) Separately track revenue and expenditures for the grant funds? Yes No
7)
Does your payroll system separately track staff time by grant and/or activity? Yes No
8) Are all payments properly documented with evidence or receipt of goods or performance of services? Yes No
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9) Are all bank accounts reconciled monthly? Yes No

10)
Has your agency had any significant changes in key personnel within the past 12 months? (e.g. Controller, Exec. Director, Program Manager, Accounting Manager, etc.) Yes No
If yes, please explain

11)
Has your agency implemented new or substantially changed systems related to grant management or accounting systems in the past 12 months?
Yes No
If yes, please explain

12)
Does your agency have policies that address the following? Ethics/Professional Conduct Yes No
Pay Rates and Benefits Yes No
Discrimination Yes No
Purchasing/Procurement Yes No
Property and Equipment Yes No
Segregation of Duties Yes No
Time and Effort Reporting Yes No
Record Retention Yes No

13) Does your agency certify that you have a current business license with the City of Fresno? Yes No

14)
Does your agency certify that they are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal or State department or agency? Yes No

2025-2026 Requests for Funding Page 506
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Non-Profit Organization

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Authorized Signatories
If your organization is selected for funding, signatures from persons bearing titles from each of the two lines below will be required by your organization.

1. Board Chair, President, or Vice President

2. Treasurer, Secretary, or Assistant Secretary
If you will be unable to provide the two requested signatures or intend to otherwise deviate from the standard signature authority, please indicate the names and titles of the authorized signatories below and provide the names and titles of the person(s) authorized to execute agreements on behalf of your organization in your board- certified resolution.

Authorized Signatory Name Authorized Signatory Title
1) Rose Dunnin Regional VP
2) Jael Watts Operations Manager
Board Resolution providing for the signature authority of persons to sign agreements on behalf of the entity is attached (required before a subrecipient agreement will be executed).

To view the City’s policy regarding signature authority, including a sample signature page and sample certification, view Administrative Order 4-1 at:
https://www.fresno.gov/personnel/human-resources-support/#administrative-order 2025-2026 Requests for Funding Page 507
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Part A, Section 4: Summary of Attached Applications:

Provide number and total dollar amount of applications by Application Type Ø Homeless and Homelessness Prevention Programs
Number of Applications Total Dollar Amount Requested 1 $ 160,000.00
Ø Owner-Occupied Home Repair
Number of Applications Total Dollar Amount Requested
$
Ø Public and Community Services
Number of Applications Total Dollar Amount Requested
1 $ 200,000.00
Ø Fair Housing
Number of Applications Total Dollar Amount Requested
$
Ø Public Infrastructure & Facility Improvements
Number of Applications Total Dollar Amount Requested
$
=

GRAND TOTAL
Number of Applications Total Dollar Amount Requested
2 $360,000.00
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Non-Profit Organization

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Required Attachments to Part A
Select all attachments included.

Part A, Exhibit 1 – Organization’s U.S. Internal Revenue Service 501(c)(3) Determination of Exemption Letter (Required)
Part A, Exhibit 2 – Most Recent Audited Financial Statement (an IRS 990, Return of Organization Exempt from Income Tax, may be submitted in lieu of an audit whenever the organization lacks an audit due it not exceeding California and Federal audit thresholds)
Part A, Exhibit 3 – Copies of results of audits, examinations, or monitoring procedures performed during the last two fiscal years on any direct federal award received by the organization
Part A, Exhibit 4 – Indirect Cost Rate Agreement with Federal Cognizant Agency (Required if applicant seeks to charge an indirect cost rate greater than 15 percent of modified total direct costs)
Part A, Exhibit 5 – List of all awards to the organization from City of Fresno during the past two years
Part A, Exhibit 6 – Statement and Designation by Foreign Corporation (when location of incorporation was outside of California) (Required of Out-of-State Corporations only)
Part A, Exhibit 7 – List of Directors and Officers by Corporate Title and Name (Required)
Part A, Exhibit 8 – Organization’s Articles of Incorporation (Required) Part A, Exhibit 9 – Bylaws of the Organization (Required) Part A, Exhibit 10 – Resolution of the Board of the Directors Authorizing the Application and Naming the Persons Authorized to Sign the Application (Required; the Resolution must be submitted to the City by 5 PM, February 1, 2025)

2025-2026 Requests for Funding Page 509
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PY 2025-2026 APPLICATION
Homeless Housing and Services Programs

1. Project Summary Information
Project Name (10 words or fewer): Oral health outreach for low income Fresno residents who are living with AIDS/HIV.

Amount Requested: $ 160,000.00
ESG Applicants Only – please provide a breakdown of amounts requested by program component:

Rapid Rehousing: $ .00
Tenant-Based Rental Assistance (TBRA): $ .00
Short-Term Rent, Mortgage and Utility (STRMU): $ .00 Supportive Services: $ 160,000.00
Housing Information: $ .00
HOME Applicants Only:

Tenant-Based Rental Assistance (HOME-TBRA) $ .00
This is a:

New Project/Program
Existing Project/Program

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Provide a short description of the proposed program/activity. (1 to 3 sentences and must fit in the provided space).

Through providing both in home service, as well as street outreach services to unhoused individuals with the use of a mobile, van based dental scanning space, Pearl Transit and Oracle Dental supply no-cost, custom fit dental units that straighten, protect, or replace teeth for low income Fresno residents who are living with HIV/AIDS.

2. Organizational Capacity
a. Describe the organization’s experience with administering Federally funded programs like the one described in this application.

Pearl Transit is a 501(c)(3) entity that currently supplies charitable services ranging from street outreach and non-perishable food box delivery to demand response transportation and travel planning services.

As a federal subrecipient, Pearl Transit has worked with state departments of transportation to implement transit and trip planning services through the 5310 program, as well as food and street outreach services through the Community Development Block Grant Program, HOPWA, and the Emergency Solutions Grants Program.

In 2024, Pearl Transit supplied more than 8,300,000 rides that connected seniors, consumer participation with disabilities, consumer participation from low income households, and other transit disadvantaged persons with important destinations within their own communities and beyond. Pearl Transit utilized tax deductible charitable donations from employers, businesses. and members of the community to supply more than 5,500,000 reduced and no-fare rides in 2024.

In 2024, Pearl Transit served:
• More than 6,200 consumers whose household income is 200% of Federal Poverty Guidelines or lower
• More than 3,800 people 65 years of age and older, and more than 5,000 disadvantaged people under 65 years of age.

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b. For how many years has the organization administered activities of the type described in this application?
19 c. Please describe the cultural competency training staff will be required to complete during the term of this program.

Pearl Transit has implemented the following measures to ensure that all low income Fresno residents, who are living with HIV/AIDS, will have equal access to its services: (1) mandatory pre-hire and quarterly ethnic, religious, and disability sensitivity and awareness training for all personnel, (2) notices, application forms, and program literature available in alternate formats, including multi-lingual, ASL, and low vision, (3) bilingual and diverse staff recruitment and retention practices, (4) regular monitoring of compliance with civil rights mandates, including the Americans with Disabilities Act, as well as the implementation of corrective action measures where needed.

Pearl Transit has a policy of non-discrimination in hiring, service delivery, and overall administration. In addition to providing a clear procedure for staff, volunteers, and consumers to report discrimination, and providing a process for resolving discrimination claims by impartial panel, and without the possibility of recrimination, Pearl Transit also provides reasonable accommodations at its facilities, in printed literature, and in its application processes to ensure that potential physical, attitudinal, and learning barriers to participation are removed. Every consumer is notified at intake of their right to equal access, as well as procedures for reporting claims of discrimination.

Pearl Transit's printed materials are reviewed by its Board of Director's cultural sensitivity panel to ensure that they are free from implicit bias, and are available in a variety of formats, including those for persons with limited english proficiency, persons with vision difficulties, and persons of color.

Pearl Transit observes inclusive hiring practices, and encourages minority applicants to apply through active outreach via diverse recruitment channels. Pearl Transit recruits a diverse staff, which includes staff members that have fluency in Spanish, English, as well as any other language that is spoken by 10% or more of the population being served, and makes all written information available in these formats.

Pearl Transit provides language assistance through use of competent bilingual staff and staff interpreters. All staff are provided notice of its language accessibility policy and procedures, and staff that may have direct contact with LEP individuals are 2025-2026 Requests for Funding Page 512
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trained in effective communication techniques, including the effective use of an interpreter.

Pearl Transit proposes to supply city-wide, mobile outreach for low income Fresno residents who are living with HIV/AIDS.

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need.
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The lack of dental benefits available to low-income adults in the United States has been referred to as a “neglected epidemic.” Wallace N. T., Carlson M. J., Mosen D.

M., Snyder J. J., Wright B. J. (2011). The individual and program impacts of eliminating Medicaid dental benefits in the Oregon health plan. American Journal of Public Health , 101, 2144–2150.. Many states have indicated that adult Medicaid dental benefits will only include “emergency or limited benefits” and only a quarter of states offer comprehensive dental coverage. Nasseh K., Vujicic M., O’Dell A (2013).

Affordable Care Act expands dental benefits for children but does not address critical access to dental care issues [Health Policy Resources Center Research Brief].

1. Lack of Access to Care
The interpretation of “emergency benefits” varies widely by state, but generally care is only provided for traumatic injuries or extractions. Kaiser Family Foundation. (2012, June 1). Oral health and low-income nonelderly adults: A review of coverage and access.

According to the Kaiser Family Foundation, “over a third (35 percent) of poor parents and 38 percent of poor adults without children are uninsured.” Majerol M., Vann N., Rachel G (2014). The uninsured: A primer–Key facts about health insurance and the uninsured in America.

As a result of inadequate access, income disadvantaged populations, including those who are experiencing or at risk of homelessness, may experience poor oral health.

2. Adverse Health Effects
Negative oral health consequences are only exacerbated when a person becomes homeless. Homeless persons are 12 times more likely than individuals with stable housing to have dental problems. Persons living in unstable housing, such as a hotel or the residence of a friend or relative, are 6 times more likely to have dental problems. Ferenchick GS. 1992. The medical problems of homeless clinic patients:

A comparative study. Journal of General Internal Medicine7(3):294–297.

Homeless adults have more intensive dental problems, such as periodontal disease and edentulism (a complete lack of teeth); however, their use of dental services is less than the general population’s. U.S. Department of Health and Human 2025-2026 Requests for Funding Page 514
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Services,Health Resources and Services Administration, Bureau of Primary Health Care.1998.Specialty care requires creativity and collaboration. Opening Doors:

Information from the Health Care for the Homeless Program6(2):1–4

Furthermore, only 53 percent of toothless homeless individuals have complete sets of dentures, compared with 91 percent of the general population. Gelberg L, Linn LS, Rosenburg DJ.1988.Dental health of homeless adults. Special Care in Dentistry8(4):167–172.

Similarly, up to 20% of the population experiences bruxism, the rhythmic, involuntary contraction of the masseter muscles, accompanied by teeth grinding and mandible thrusting. Lobbezoo F, Ahlberg J, Manfredini D, Winocur E. Are bruxism and the bite causally related? J Oral Rehabil. 2012;39:489–501.

If not treated, bruxism leads to damage of the teeth, periodontium and oral mucosa, pathology of the muscles constituting the masticatory system, headache and cervical pain, temporomandibular, and hearing disorders. Bruxism Management, National Library of Medicine. Sona J. Lal; Abdulghani Sankari; Kurt K. Weber, DDS.

Bite guards have been shown to be an effective bruxism treatment option, effectively decreasing pain and controlling tooth wear. Yap AU, Chua AP. Sleep bruxism:

Current knowledge and contemporary management. J Conserv Dent. 2016 Sep- Oct;19(5):383-9.

3. Individual and Societal Cost
However the health consequences for low income population extend further.

According to the 2000 U.S. Surgeon General’s Oral Health Report, poor oral health is linked with “… cardiovascular disease, respiratory infection, and adverse pregnancy outcomes such as preterm birth and low birth weight through bacteria and inflammation.” Choi M. K. (2011). The impact of Medicaid insurance coverage on dental service use. Journal of Health Economics , 30, 1020–1031.

Additionally, there is a social economic cost of ignoring the oral health needs of income disadvantaged populations. In a study conducted by the University of 2025-2026 Requests for Funding Page 515
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Minnesota School of Public Health, researchers discovered that in a one-year period dental visits in medical emergency rooms (ERs) cost $5 million, with public programs reimbursing at 50 percent. Davis E. E., Deinard A. S., Maïga E. W. (2010). Doctor, my tooth hurts: The costs of incomplete dental care in the emergency room. Journal of Public Health Dentistry , 703, 205–210.

The high cost of ER care, borne by each state’s taxpayers, can be mitigated by improving access to non-emergency oral care for the most vulnerable members of our population, including the income disadvantaged.

Not only does poor oral health care diminish state budgets, it can also contribute to unemployment and, the cycle of poverty. “[A]ccording to the 1996 National Health Interview Survey (NHIS), 1.9 days of work were lost per 100 employed persons over age 18 because of dental symptoms or treatment. Choi M. K. (2011). The impact of Medicaid insurance coverage on dental service use. Journal of Health Economics , 30, 1020–1031.

Poor oral health negatively impacts employability. Broken smiles: The impact of untreated dental caries and missing anterior teeth on employment. Yara A. Halasa- Rappel DMD, PhD.

In addition to being viewed as less intelligent, people with missing front teeth are generally viewed as less trustworthy than people with a healthy smile. Newton JT, Prabhu N, Robinson PG. The impact of dental appearance on the appraisal of personal characteristics. Int J Prosthodont. 2003; 16(4): 429– 34.

Likewise, children can experience negative effects as a result of inadequate access to orthodontic care. A 2024 study found that of 519 school children surveyed, more than half reported being bullied or teased regarding their dento-facial features, with bullies focusing most of the time on their perception that the victim had “crooked teeth.” Relationship Between Dentofacial Features and Bullying in School children.

Pediatr Dent. 2024 Mar 15;46(2):99-

Misaligned teeth also negatively impact adults. According to the National Institutes of Health, a number of adverse health effects are associated with crooked teeth, 2025-2026 Requests for Funding Page 516
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including increased risk of injury, jaw joint pain, advanced tooth wear, tooth decay and gum disease. Overview: Misaligned teeth and jaws

4. A Solution
The partnered services of Pearl Transit and Oracle Dental improve the lives of low income and unhoused Fresno residents by providing no-cost, custom, dental units that replace, protect, and straighten teeth. Through helping consumers maximize oral health, Pearl Transit and Oracle Dental improve consumer aesthetics, increase employability, as well as prevent further deterioration of oral and overall health. b. Briefly describe the target population, how they will be assessed, and how the project will meet the specific needs of the target population.

The lack of dental benefits available to low-income adults in the United States represents a public health crisis that has far reaching effects and significant costs for income disadvantaged populations, as well as everyone else. The partnered services of Pearl Transit and Oracle Dental improve the lives of low income and unhoused Fresno residents who are living with HIV/AIDS by providing no-cost, custom, dental units that straighten, protect, and replace teeth.

Through the custom manufacture of clear aligners that straighten teeth, bite guards that protect teeth from the degenerative effect of teeth grinding, and dentures that replace missing teeth, Pearl Transit realizes benefits on behalf of low income consumers who may find in office dental care inaccessible.

Improved consumer aesthetics, the restoration of sagging facial muscles, fostering the eating and speaking process, prevention of bone degradation and disease, and ameliorating the high societal costs associated with oral health care barriers are just some of the benefits of Pearl Transit's proposed services for low income residents.

The partnered services of Pearl Transit and Oracle Dental recruits consumer participation and secures matching community financial support of its no-cost, custom dental appliances for Fresno residents who are low income, living with HIV/AIDS, The partnered services of Pearl Transit and Oracle Dental will utilize a continuous improvement process that measures progress and establishes service goals and objectives. Pearl Transit and Oracle Dental demonstrate a commitment to continuous improvement by observing the following five step process:
2025-2026 Requests for Funding Page 517
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(1) Establishing measurable goals for the succeeding quarter, which are based on average performance for preceding quarters;
(2) Collecting and tabulating data during the course of daily service delivery, including statistics on dental units supplied performed, number of consumers engaged, types of consumers served, geographic location of service delivery, including whether it is rural or urban, and more;
(3) Quarterly internal data review and analysis by Pearl Transit and Oracle Dental's On Site and regional leadership,
(4) Corrective Action Planning by Pearl Transit and Oracle Dental's On Site and regional leadership,
(5) Public dissemination of results to community stakeholders and the City of Fresno via quarterly and monthly written performance reports.

The following controls, performed with oversight by our regional leadership, will support our quality assurance and continuous improvement objectives: (1) local preparation of monthly performance reports detailing expenditures, staff and consumer statistics, (2) local administrative, operations, safety, and vehicle maintenance audits, (3) executive review of monthly reports and audit results by Pearl Transit and Oracle Dental's regional leadership, (4) quality benchmarking goals developed by executive and local management and implemented locally under the supervision of the On-Site manager.

Under the direction of its On Site Manager, Pearl Transit will create community engagement, leverage and increase the dedication of community financial resources, and encourage participation from new consumers, in accordance with written vehicle, staff, and reporting management plans.homeless, and at risk of homelessness.

Pearl Transit employs Community Outreach Specialists (COSs), responsible for a portion of its entire service area, that pro-actively perform activities including phone and in-person contact, mail correspondence, and e-mail messaging, designed to communicate the benefits of supporting its local operations to referral sources, including health care providers, clinics, and organizations serving economically disadvantaged persons.

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COSs work to increase consumer participation through increasing awareness within community resources serving target groups, including rural residents, people with disabilities, seniors, as well as people at risk of, or experiencing homelessness.

Each COS’s phone, email, and in-person contact with community referral sources attracts new consumer participation. Through performing targeted, regular outreach to every employer and business within its service area, Pearl Transit’s COSs will attract cash contributions that will be utilized to support its operations.

c. Describe how the project was developed in consultation with the target population.

The partnered services of Pearl Transit and Oracle Dental will utilize a continuous improvement process that measures progress and establishes service goals and objectives. Pearl Transit and Oracle Dental demonstrate a commitment to continuous improvement by observing the following five step process:
(1) Establishing measurable goals for the succeeding quarter, which are based on average performance for preceding quarters;
(2) Collecting and tabulating data during the course of daily service delivery, including statistics on dental units supplied performed, number of consumers engaged, types of consumers served, geographic location of service delivery, including whether it is rural or urban, and more;
(3) Quarterly internal data review and analysis by Pearl Transit and Oracle Dental's On Site and regional leadership,
(4) Corrective Action Planning by Pearl Transit and Oracle Dental's On Site and regional leadership,
(5) Public dissemination of results to community stakeholders and the City of Fresno via quarterly and monthly written performance reports.

The following controls, performed with oversight by our regional leadership, will support our quality assurance and continuous improvement objectives: (1) local preparation of monthly performance reports detailing expenditures, staff and consumer statistics, (2) local administrative, operations, safety, and vehicle maintenance audits, (3) executive review of monthly reports and audit results by Pearl Transit and Oracle Dental's regional leadership, (4) quality benchmarking goals 2025-2026 Requests for Funding Page 519
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developed by executive and local management and implemented locally under the supervision of the On-Site manager.

d. Describe how the project will be marketed to the target population.

Since Pearl Transit is a 501(c)(3), charitable organization, every dollar contributed to the partnered services of Pearl Transit and Oracle Dental is fully tax deductible, making investment in improved oral health for everyone a cost- neutral, universally beneficial decision for local businesses.

Apart from pro-active community outreach by COSs, Pearl Transit will also utilize the following methods to increase awareness, participation, and tax deductible financial contribution by local residents and businesses:
• Customized roadside and billboard signage;
• Quarterly community fund-raising events that showcase the accomplishments of consumer participation, as well as the cost efficacy of to the partnered services of Pearl Transit and Oracle Dental; • Google search and social network marketing via Twitter, Facebook and LinkedIn
• Vehicle Branding
• Continuing education training for our COSs on new strategies and best practices
• Print Advertising

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e. Summary of services to be provided:

Select all services to be provided, including those that are not funded by the City.

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f. Estimate the number of unduplicated persons expected to benefit from the project:
3,200 unduplicated persons will receive a direct benefit from this project. g. Please indicate which of these service types will be provided and the number of unduplicated persons who will benefit.

Check if
Providing Homeless Housing and Service Types Estimated No.

Persons Assisted

Operating Cost of Shelters for Persons
who are homeless or impacted by

HIV/AIDS

Rental Assistance/Subsidy

Supportive/Essential Services (not
duplicated with services provided in
conjunction with another activity)
3,200

Housing information services (not
duplicated with services provided in
conjunction with another activity)

Pearl Transit has partnered with Oracle Dental Laboratories Inc. (“Oracle Dental”) to supply no cost dental prostheses to low income persons who are living with HIV/AIDS in Fresno, including persons experiencing or at risk of homelessness.

Through providing both in home service, as well as street outreach services to unhoused individuals with the use of a mobile, van based dental scanning 2025-2026 Requests for Funding Page 522
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space, Pearl Transit and Oracle Dental supply no-cost, custom fit dental units that straighten, protect, or replace teeth.

Pearl Transit's no cost, custom manufactured full and partial dentures, clear aligners, and bite guards provide the following benefits for our consumers: (1) improving personal appearance, speech, and confidence, (2) providing a restorative option that offers minimal person to person contact and no dentist office visit, (3) encouraging better nutrition by replacing missing teeth, allowing denture users a broader range of nutritive foods that they can consume, (4) preventing tooth damage and relieving pain caused by bruxism, (5) improving overall oral health by reducing the risk of periodontal disease and tooth decay associated with missing and misaligned teeth.

Pearl Transit and Oracle Dental’s partnered service consists of a three step process, which includes Registration, Service Delivery and Followup.

Registration
To receive no-cost custom fabricated dental units, consumers register by completing an application and providing proof of an annual household income equal to or less than 50% of the area median household income (AMI) and residency within Fresno. In particular, clients will have to provide verification through a recent bill or state-issued identification that they reside within Fresno.

Unhoused consumers may establish residency and income via certification attesting to their habitation within the state and financial need.

Additionally, consumers will need to provide one of the following forms of proof of HIV diagnosis:
• Laboratory results containing Viral Load and CD4 values • Letter confirming HIV or AIDS diagnosis from a physician on letterhead with the physician’s license number and signature.

Service Delivery
Once registration is completed, a trained dental technician is dispatched to provide in home or mobile dental scanning services. Using a portable, intraoral scanner, a device that is shaped like a large pen, Pearl Transit's 2025-2026 Requests for Funding Page 523
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dental technician captures 3d digital dental impressions that include micro- details of the consumer’s mouth in the comfort of the consumer‘s own home, or Pearl Transit’s mobile, van based dental scanning space. This digital data, which captures consumer arches, palate, and bite registration, is used to produce a highly detailed image of the consumer’s mouth.

The digitized image of each consumer is more accurate than conventional impression taking, requires only a single technician and consumer visit, and results in improved comfort for consumers. Journal of Clinical and Diagnostic Research. 2019 Apr, Vol-13(4): ZE01-ZE06

In contrast to traditional impression techniques, the Pearl Transit’s mobile scanning process performed by Pearl Transit’s dental technician eliminates the need to handle multiple items, including the tray, bite registration waxes, impression materials and any associated appliances. This reduced handling improves hygiene and reduces the risk of disease transmission.

Next, the 3d images captured by Pearl Transit’s dental technician during the mobile visit are processed by scanning software, which then generates an accurate 3D surface model showing the teeth and gingiva’s geometry.

Under the direction of a licensed dentist, a confidential, secure, individualized consumer file and treatment plan are developed for each consumer, which include the 3d image of the consumer’s mouth, as well as consumer demographic information. In accordance with this plan, Oracle Dental custom fabricates complete or partial dental units by means of computer aided design (CAD) and manufacturing (CAM).

A final dental appliance is fabricated by means of 3D printing and additive manufacturing (AM) including stereolithography.

The custom fitted appliances are forwarded to consumers by trackable mail, or are delivered to unhoused consumers by Pearl Transit’s van. At the time of delivery, consumers are provided written and verbal instructions on general oral care.
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Post Care Follow-UP
Follow up contact occurs at the following two points, and is initiated by Pearl Transit’s staff: (1) within 7 days and (2) within three months of dental unit fabrication.

Pearl Transit’s Customer Service Representatives use a standardized case management tool to track consumer outcomes, including progress toward wage self-sufficiency, improved mental and physical health, addictions recovery, and permanent housing. In addition to referrals to services that address the specific health, vocational, educational, and housing needs of each individual, Pearl Transit’s Customer Service Representatives also provide advocacy and application assistance. Pearl Transit provides fare-free long term transportation to enable unsheltered individuals to access the services coordinated on their behalf.

To track each individual’s progress, Customer Service Representatives establish and maintain a confidential electronic case file for every individual served that includes, at minimum, the following: (1) documentation of eligibility, (2) needs assessment and service plan, (3) consumer and household demographic information, (4) quarterly case monitoring and planning activities performed in concert with the individual served, (5) individualized, comprehensive housing plan, and (6) expenditures.

In addition to with consumers once per month to assess progress, as well as the need for referral to additional support services, Pearl Transit’s Customer Service Representatives complete case management assessments, which identify individual needs, coordinate services to address the need, and track client progress at the time of initial engagement, at housing entry, and every six months until program discharge. Outreach Coordinators also administer the case management tool 12 months post discharge, when possible, to ensure that the engaged household continues to make progress.

Pearl Transit staff follow up with each consumer helps ensure the best possible long term consumer outcomes, as Pearl Transit staff provide: (1) written and verbal oral care reminders, (2) assess and record remaining consumer needs via standardized questionnaire, (3) provide referrals to a 2025-2026 Requests for Funding Page 525
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range of community services, including mental health, educational and vocational services providers, as well as low cost dental clinics that will assist each consumer to achieve the best long term oral health.

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i. Collaboration
Briefly describe any collaboration efforts with other organizations for this project/program or related initiatives.

Collaborating Organization Description of Collaboration Oracle Dental Pearl Transit will work with Oracle, a full service dental laboratory, to custom manufacture dental
prostheses that protect, straighten, or replace teeth
for low income consumers.

4. Project/Program Budget
a. Activity Budget by Funding Type

Please provide a high-level summary of the total budget by federal and non- federal funds.

Proposed Activity Budget Amount
Total Federal Funds Requested $160,000
Total Other Federal Funds (do not include the above funds on this line)
$
Total Non-Federal Funds $180,000
Total Proposed Activity Budget $340,000

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b. List of Funding Sources

Provide all planned funding anticipated/ committed for this activity for PY 2025- 2026. If the organization has received funding commitment letters, please attach as an exhibit to this application.

Funding Source (Name of
Funder)
Name of
Funding
Program (if
applicable)
Dollar Amount
Commitment
Status
(Committed
or Pending)
If Pending,
Expected
Commitment
Date
Regular member drives,
corporate solicitation, in
kind gifts, special events,
and fee for service
operations
$180,000 committed

c. Activity Budget Summary and Narrative

Please complete Exhibit A – Operating Budget Summary.

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Attachments to Part B Application:

EXHIBIT – Funding Commitment Letters (if available) EXHIBIT – Letters of Support (optional – maximum 2) EXHIBIT – Service Area Map (required if not described in 2.e.)

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Exhibit A: Operating Project Budget Summary (or submit via Excel) Budgeted Position
(Personnel) or Category
(Operations)
City of Fresno HUD Funds Other Funds for Project
Project
Totals (All
Funds) Salaries &
Wages
Fringe
Benefits
Totals
(City of
Fresno
HUD
Funds)
Other
Federal
Funds
State
Funds
Local
Govm't
Funds
Private /
Donor
Funds
Other
Funds
(specify)
Salaries/Wages (Specify each position ; add additional rows as needed ) Direct Service Personnel (enter position titles):

Driver/Mobile Scan
Tech (5) 100% FTE $160,000 $160,000 Dental Technician (4)
100% FTE $180,000 $180,000

Administrative Personnel (enter position titles):

Independent Contractors / Consultants (enter position titles):

TOTAL PERSONNEL
BUDGET $ $ $ $ $ $ $180,000 $ $340,000 Other Direct Costs (Include only costs that are direct; indirect costs are covered under the Indirect Cost Rate)

TOTAL OTHER DIRECT
COSTS $ $ $ $ $ $ $
INDIRECT COSTS* (Select 1 Indirect Rate Only)
Approved Indirect Cost
Rate
De minimus 15 % Rate

TOTAL INDIRECT COST
BUDGET $ $ $ $ $ $ $

TOTAL PROJECT
BUDGET $160,000 $ $ $ $ $ $180,000 $ $340,000 *An approved indirect cost rate must be applied to the base identified in the agreement with the federal cognizant agency.

Per 2 CFR 200.414, any non-federal entity that does not have a current negotiated rate may elect to charge a de minimis rate of 15% of Modified Total Direct Costs (defined in 2 CFR 200.1).
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Exhibit B: Budget Narrative

Please provide a brief narrative describing the expenses included in each category of the budget summary.

Budget Narrative
Totals are based on program operation from July 1, 2025 – June 30, 2026, and include the following
line items:

Salaries and Fringe: Five (5) Full-Time, Salaried Drivers/Mobile Scan Technicians at $40,000 each annually; Four (4) Dental Technician at $45,000 annually. 2025-2026 Requests for Funding Page 531

Poverello House
The HOPE Team: Homeless Outreach
Progressive Engagement

2025-2026 Requests for Funding Page 532
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Part A
, Section 2: Organizational Background
Please provide the organization’s mission statement within the below space:

Believing in the dignity of every person, at Poverello House we work to enrich the lives and spirits of all who pass our way by stewarding the resources made available to us through Providential and community support.

Please mark any of the following classifications that apply to your organization:

Woman-Owned Business Small Business
Minority Institution Minority-Owned
Tribal Veteran-Owned
Other:

Part A, Section 3: Organizational Capacity and Management Please provide the number of staff employed by your organization: 210

Please provide key personnel information for HUD-funded projects:

Staff Name Title
Years of
Experience
1) Zachary D. Darrah Chief Executive Officer 17
2) Paul Stack Chief Operations Officer 23
3) Sara Mirhadi Chief Programs Officer 14
4) Linda Bowman Chief Financial Officer 31
5)

Board of Directors
How often does your Board of Directors regularly meet?
Quarterly
List current Board of Directors below:
1) Dr. Tushar Patel / Heidi Michael 6) Sharif Elkhaldy / David Olmos 2025-2026 Requests for Funding Page 534
2) Marc' Bady / Charles Farnsworth 7) Rebecca Garth-Nelson Ken Ramos
3) Linda Bowman / Prashant Patel 8) YellowFeather Noriega Dr. Mickey Sachdeva
4) Jim Connell / Heather Brown 9) Dr. Manavjeet Sidhu
Andrew Slater
5) Roman Castro / Curtis Davies 10) Victor Thao
Financial Management
1) Provide the name of staff responsible for your agency’s accounting system
Name: Linda Bowman
Title: Chief Financial Officer
Phone/Email: 559-498-6988/ [email protected]
2) Has your agency operated with or managed federal funds within the past 3)
4)
5)
6)
three years? Yes No
Has your agency been required to comply with the Single Audit requirements of the Uniform Guidance in the past two fiscal years? Yes
No
A Single Audit is required when $1,000,000 or more in federal funds is expended in a fiscal year.

Have your agency’s annual financial statements been audited by an independent audit firm
? Yes No
If yes, please provide a copy of the statements for the past two years in Exhibit 2.

If the answer to
Questions 3 or 4 were ‘Yes’, please explain any findings or questioned costs.

Although one financial finding was identified in the organization's a) Provide for the control and accountability of grant funds, property, and other assets? Yes No
b) Separately track revenue and expenditures for the grant funds? Yes No
7)
Does your payroll system separately track staff time by grant and/or activity?
Yes No
2022-2021 audit,
an action plan was implemented and corrected the finding.

No findings were identified in the organization's 2023-2022 audit.

Does your financial system:
2025-2026 Requests for Funding Page 535
8) Are all payments properly documented with evidence or receipt of goods or performance of services? Yes No

9) Are all bank accounts reconciled monthly? Yes No

10)
Has your agency had any significant changes in key personnel within the past 12 months? (e.g. Controller, Exec. Director, Program Manager, Accounting Manager, etc.) Yes No
If yes, please explain
N/A

11)
Has your agency implemented new or substantially changed systems related to grant management or accounting systems in the past 12 months?
Yes No
If yes, please explain
N/A

13) Does your agency certify that you have a current business license with the City of Fresno? Yes No

2025-2026 Requests for Funding Page 536

Authorized Signatories
If your organization is selected for funding, signatures from persons bearing titles from each of the two lines below will be required by your organization.

1. Board Chair, President, or Vice President

2. Treasurer, Secretary, or Assistant Secretary

If you will be unable to provide the two requested signatures or intend to otherwise deviate from the standard signature authority, please indicate the names and titles of the authorized signatories below and provide the names and titles of the person(s) authorized to execute agreements on behalf of your organization in your board- certified resolution.

Authorized Signatory Name Authorized Signatory Title
1) Tushar Patel Board Chair
2) Charles Farnsworth Secretary

Board Resolution providing for the signature authority of persons to sign agreements on behalf of the entity is attached (required before a subrecipient agreement will be executed).

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Part A
, Section 4: Summary of Attached Applications:

Provide number and total dollar amount of applications by Application Type  Homeless and
Homelessness Prevention Programs
Number of Applications
2 Total Dollar Amount Requested
$ 444,799.00
 Owner-Occupied
Home Repair
Number of Applications Total Dollar Amount Requested
$
 Public and C
ommunity Services
Number of Applications Total Dollar Amount Requested
1 $ 350,000.00
 Fair Housing
Number of Applications Total Dollar Amount Requested
$
 Public Infr
astructure & Facility Improvements
Number of Applications Total Dollar Amount Requested
$
=

GRAND TOTAL
Number of Applications
3 Total Dollar Amount Requested
$794,799.00
2025-2026 Requests for Funding Page 538
Requi
red Attachments to Part A
Select all attachments included.

Part A, Exhibit 1 – Organiza tion’s U.S. Internal Revenue Service 501(c)(3) Determination of Exemption Letter (Required)
Part A, Exhibit 2 – Most Rec ent Audited Financial Statement (an IRS 990, Return of Organization Exempt from Income Tax, may be submitted in lieu of an audit whenever the organization lacks an audit due it not exceeding California and Federal audit thresholds)
Part A, Exhibit 3 – Copies of results of audits, examinations, or monitoring procedures performed during the last two fiscal years on any direct federal award received by the organization
Part A, Exhibit 4 – Indir ect Cost Rate Agreement with Federal Cognizant Agency (Required if applicant seeks to charge an indirect cost rate greater than 15 percent of modified total direct costs)
Part A, Exhibit 5 – List of al l awards to the organization from City of Fresno during the past two years
Part A, Exhibit 6 – Statemen t and Designation by Foreign Corporation (when location of incorporation was outside of California) (Required of Out-of-State Corporations only)
Part A, Exhibit 7 – List of Di rectors and Officers by Corporate Title and Name (Required)
Part A, Exhibit 8 – Organizati on’s Articles of Incorporation (Required) Part A, Exhibit 9 – Bylaws of t he Organization (Required) Part A, Exhibit 10 – Resolution of the Board of the Directors Authorizing the Application and Naming the Persons Authorized to Sign the Application (Required; the Resolution must be submitted to the City by 5 PM, February 1, 2025) x
x
x
N/A
x
x
x
N/A
x
x
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PY 2025-2026 APPLICATION
Homeless Housing and Services Programs

1. Project Summary Information
Project Name (10 words or fewer): The HOPE Team: Homeless Outreach Progressive Engagement
Amount Requested: $ 204,367.00
ESG Applic
ants Only – please provide a breakdown of amounts requested by program component:

Street Outreach: $ 204,367.00
Emergency Shelter: $ .00
Homelessness Prevention: $ .00
Rapid Rehousing: $ .00
HMIS: $ .00
HOPWA Applicants Only – please provide a breakdown of amounts requested by program component:

Rapid Rehousing: $ .00
Tenant-Based Rental Assistance (TBRA): $ .00
Short-Term Rent, Mortgage and Utility (STRMU): $ .00 Supportive Services: $ .00
Housing Information: $ .00
HOME Applicants Only:

Tenant-Based Rental Assistance (HOME-TBRA) $ .00
This is a:

New Project/Program
Existing Project/Program
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Provide a short description of the proposed pr ogram/activity. (1 to 3 sentences and must fit in the provided space).

The Homeless Outreach Progressive Engagement (HOPE) Team provides street outreach to people experiencing homelessness who live in the City of Fresno. The team aims to link people experiencing homelessness to navigation services, emergency shelter, and other supplemental services, such as Cal-AIM.

2. Organizational Capacity
a. Describe the organization’s experience with administering Federally funded programs like the one described in this application.

Poverello House has substantial experience successfully adminstrating federally funded, reimbursement-based grants and contracts of a similar size and scope to this proposal. The first federally funded program was awarded in 2001 by the U.S. Department of Housing and
Urban
Development. The
organization has progressively secured more grants over the decades.

Currently, of the 22 grant-fund programs that are operating, 18 of them are reimbursement-bas
ed grants or contracts. Examples include the following:

1. City of Fresno's Emergency Solutions Grant (ESG): In 2023, Poverello House received $195,351 to fund a portion of the City-wide street outreach program that the organization operates. The ESG
program requires a dollar-
for-dollar match, so the total size of the operational budget was $390,702, with the additional funding coming from other sources. Poverello House has been a recipient of ESG funding annually since 2015 and has operated in full compliance with grant requirements. The
City of Fresno
awarded Poverello
House additional funds during the subsequent funding period. Poverello House exceeded all outcomes during the performance period.

2. U.S. Department of Housing and Urban Development, Coordinated Entry System: In 2022 and again in 2023, Poverello House was awarded $619,103 each year to manage the Coordinate Entry System for the County. During the two 12-month performance periods, Poverello House complied with the grant requirements and ended the performance period in good standing. The organization met or exceeded all outcomes of the grants. The contract has been renewed until 2025.
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3. US Department of Housing and Urban Development, Rapid Re-Housing: In 2022 and again in 2023, Poverello House was awarded $311,866 each year to provide rental support through the Rapid Re-Housing Program. During the performance periods
, Poverello House was compliant with
the grant
requirements and ended the performance period in good standing. The organization met or exceeded all outcomes of the grant
s. The contract has
been renewed until 2025,
and it is anticipated the organization will receive
funding for the Rapid Re-Housing program through 2026.

4. Federal Emergency Management Agency, Emergency Food and Shelter

Program (EFSP): In 2022, Poverello House was awarded $606,640 for a one- year performance period. In 2023, Poverello House was
awarded $135,793 for
a one-year performance period. A portion of these funds provided vital funding for the culinary services progr
am that offers prepared meals for anyone in
need in the community. The secondary component of the funding source contributed to program support for Naomi's House Emergency Shelter Program. Outcomes related
to these funds are directly linked to the number of
meals and nights of shelter provided. The organization finished the performance per
iod in full compliance with the grant requirements and was in good standing. Poverello House met all grant outcomes. Poverello House has been a recipient of FEMA funding since 2010
, and it has meet grant
requirements and outcomes since first receiving funding. FEMA awarded new funding to the organization during the 2024-2025 performance period.

During Poverello House’s more than two decades of administering grants and contracts with federally funded programs, the organization has never had the early termination of a grant due to non-compliance or any other issue. Poverello House maintains a line of credit up to $2,500,000 to ensure necessary cash flow to reimbursement based projects; the organization has not needed to pull from this line of credit since opening the account. Upon request, the organization can provide references from funders.
b. For how many years has the organization administered activities of the type described in this application?
13 c. Please describe the cultural compet ency training staff will be required to complete during the term of this program.
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Poverello House operates as a second-chance employer, and the organization seeks out individuals with lived experience and diverse backgrounds that reflects the community
they serve. Upon employment,
Poverello House is committed to cultivating cultural competence among by providing cultural competency training for
employees. The training includes
recognizing and accepting cultural norms of clients accessing services. The training prepares employees with the knowledge,
skills, and attitudes
essential for engagement with individuals from diverse cultural backgrounds.

Training components include:
1) Foundational Understanding: Employees increase their understanding of various cultures by identifying differenses in patterns of thinking, feeling, and problem-solving. They also build their working knowledge of learned beliefs, values, languages, and communication styles.
2) Cultural Intelligence: Staff develop cultural intelligence to interpret behaviors in alignment with diverse perspectives. This section highlights the impact of cultural awareness on building trust and teamwork. 3) Cultural Competence In Context: This section of training explores culture within historical, social, political, and economic contexts. A particular focus on sensitivity to individual differences, adaptability, and reflective awareness of cultural influences.
4) Legal and Ethical Considerations: Employees are educated on legal and ethical standards related to cultural competence. They learn how to adhere to anti-discrimination laws and organizational policies.

Employees are expected to cultivate cross-cultural attitidutes — openness, flexibility, humility, and sensitivity — paired with skills for respectful communication, recognizing others' values, and embracing positive change. Poverello House encourages employees to engage in continuous learning and self-assessment. The organization conducts training sessions for both new and exisiting employees. d. Does the organization have the follo wing in place (check box if ‘yes’)? Written policies and procedures for the proposed project or program (i.e., intake, eligibility)
Written Financial Management Policies and Procedures
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Non-Discrimination / Equal Opportunity Policy
Conflict of Interest Policies and Procedures
Procurement Policies and Procedures
Facility utilization plan and policies
Note: If not, be aware, the City will require a facility utilization plan and policies prior to the execution of a subrecipient agreement. e. Provide addresses for each applicable locati on of site(s) where activity will occur, a brief description of the facilities, and a description of the service area (a map may be attached in lieu of a service area description).

City of Fresno and 412 F. Street, Fresno, CA 93706. See map attached as Exhibit F.

The HOPE Team will utilize Poverello House
facilities at the organization's downtown
location (412 F Street, Fresno CA) as well as leased office space in the tower district, located at 10 E Olive Ave, Fresno CA, or other locations. Beyond these
facilities, the HOPE Team will primarily provide street outreach services throughout the City of Fresno, see
Exhibit F.

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need.

The Homeless Outreach Progressive Engagement (HOPE) Team will provide daily street outreach services to individuals experiencing homelessness in Fresno. The HOPE Team will deploy six (6) outreach team members to create linkages to services with unhoused individuals. ESG will fund three positions: 2.0 full-time equivalent Outreach Specialist positions and one Outreach Coordinator at 71%.

PH's cash match will support an additional three (3.0 full-time equivalent) Outreach Specialist positions. PH will fund the remaining 29% of the Outreach Coordinator position. The project totals six full-time equivalent staff providing direct services.

There are a few outreach teams, but these teams do not have sufficient resources to canvas the entire City
of Fresno daily (including weekends and evening hours).

The Fresno Madera Continuum of Care (FMCoC) reported in the 2023 Point in Time Count that in the City of
Fresno, 3,207 people are experiencing homelessness, with 1,819 being unsheltered. During 2024, the Hope Team participated in a tally count and helped
identify
approximately 1,400 unhoused individuals within the City of Fresno. Based on the number of unhoused individuals residing within the City of Fresno, there is a need to support outreach services focusing on unhoused 2025-2026 Requests for Funding Page 544
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individuals. The team will build rapport to increase the likelihood that the person's willingness to accept emergency shelter and navigation services. The HOPE Team will create linkages to emergency shelter and navigation services. When emergency
shelter is unavailable, the HOPE Team will link individuals to navigation services with Cal-AIM (California Advancing and Innovating Medi-Cal) providers, such as Poverello
House and RH Builders. The HOPE Team will seek out all individuals with needs, while prioritizing vulnerable persons
unlinked to services, victims of human
trafficking, families, and people who are considered chronically homeless. Without a community-oriented
outreach team, the likelihood of people experiencing
homelessness having equitable access to services decreases dramatically. b. Briefly describe the target population, how they will be assessed, and how the project will meet the specific needs of the target population.

The target population will be people who are unhoused, and not linked to emergency shelter or navigation services. The HOPE Team focuses on developing rapport with unhoused individuals throughout Fresno who are living in encampments and isolated from easily accessible services. Outreach services will be available for unsheltered homeless individuals and families, and vulnerable populations such as people who are 55 years and older, victims of human trafficking, and people who are considered chronically homeless. The
HOPE Team will "meet people where they are
at" to link unhoused individuals with community-based organizations providing emergency shelter, navigation services,
and supplemental services under
Cal-AIM.

The HOPE Team will receive referrals for engagements from the City of Fresno's
Homeless Assistance Response Team (HART). Report cards will reflect daily engagement tallies, referrals, locations, followup appointments, and other key performance indicators for special projects. The HOPE Team will exercise progressive engagement to tailor linkages to help unhoused individuals with specific situations, in a culturally competent manner.

Research indicates that it takes a minimum of seven encounters with an unhoused individual before that indiv
idual participates
in services. The HOPE Team is a mobile
"access site" for clients to access available shelter beds and navigation services.

Poverello House coordinates with community-based organizations to link clients to
available services, such as the Fresno
County Department of Behavioral Health
(DBH), Fresno County Department of Social Services (DSS), and mental health treatment at Poverello House's Enrichment Center. The HOPE Team collaborates with Fresno EOC to link emerging adults transiti
oning out of foster car
e to supportive
services and emergency shelter. The project will meet one of the City of Fresno's prioritized objectives by facilitating encampment outreach. The HOPE Team will also link them to mobile shower and medical
services. Poverello House has an ongoing
working relationship with the City of Fresno's Homeless Assistance Response Team (HART) to provide compass
ionate response to the unhoused living in
the streets of
Fresno.
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c. Describe how the project was develope d in consultation with the target population.

Poverello House developed the HOPE Team by incorporating feedback from conversations and surveys gathered from discussions between clients and staff. In January 2024, Poverello House received input from 152 unsheltered individuals.

Data revealed that 93.4% of respondents are open to receiving housing navigation. A sizable portion (41.2%) reported never staying in an emergency shelter. 78.5% of respondent
s identified mental health as an important topic. More than three-quarters of respondents shared a sense of difficulty when accessing support services such as general relief, Cal Fresh, DBH, DSS, and Medi-Cal. If offered a bed that day, 79.7% of respondents suggested they would accept it. The collective findings suggest a need for the HOPE Team to make the critical introductions to local providers in the City of Fresno that offer navigation services, emergency shelters, and supplemental Cal-AIM services. This project would allow Poverello House to collect continued feedback from individuals experiencing homelessness within the City of Fresno, which would inform the delivery of future services.
d. Describe how the project will be marketed to the target population.

Homeless Outreach Progressive Engagement (HOPE) Team will market its services to community memebers who are unhoused. Poverello House has over 52 years of experience providing direct services to those experiencing homelessness. The HOPE Team will continue directly engaging with unhoused community members seven days a week between 7:00 am and 7:00 pm. These mobile teams will canvas the City of Fresno in clea rly marked
vehicles with the Poverello House logo and HOPE Outreach Team written on the sides of all vehicles. Poverello House also works with members of the Fresno-Madera Continuum of Care to link unsheltered individuals to navigation services and emergency shelter programs.
2025-2026 Requests for Funding Page 546
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

Page 16 of 27 ends

e. Summary of services to be provided:

Select all services to be provided, including those that are not funded by the C ity.

Emergency Shelter
Transitional Housing
Homeless Prevention/Housing Assistance
Homeless Diversion
Mental Health/Other Services
- Individual and Family Counseling
- Drug/Alcohol Treatment
- Job Training
- Children’s Program
- Parenting education
- Domestic Violence Intervention
- Self-Sufficiency Skills Training
- Outreach
- Assessment of Needs
Permanent Housing with Supportive Services
Affordable Housing
Job Training/ Job Search
Women’s Program
Day Care
Youth Program
Access to Medical
Immigration Assistance
Fair Housing Assistance
Academic Support/Tutoring
Referral Services
Case Management
Provide Meals
Free Services
Business Development to micro-enterprise
Other (specify):Free laundry and showers, three (3) hot meals a day, 365 days a year.
2025-2026 Requests for Funding Page 547
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Page 17 of 27 ends

f. Estimate the number of unduplicated persons expected to benefit from the project:
750 unduplicated persons will receive a direct benefit from this project. g. Please indicate which of these servic e types will be provided and the number of unduplicated persons who will benefit.

Check if
Providing Homeless Housing and Service Types Estimated No.

Persons Assisted
Operating Cost of Shelters for Persons
who are homeless or impacted by

HIV/AIDS
Rental Assistance/Subsidy
Supportive/Essential Services (not
duplicated with services provided in
conjunction with another activity)
Housing information services (not
duplicated with services provided in
conjunction with another activity)
750
h. Describe the homeless housing a nd services program. Please include information about barriers to program participation and how the activity will address those barriers, and any information about how the activity was developed or refined in consultation with the target population. Limit description to the space provided on this and the next page.

Poverello House (PH) will provide outreach to unhoused individuals who are not engaged in navigation services and emergency shelters within the City of Fresno.

The HOPE Team will provide services in clearly marked vehicles and will seek out unhoused individuals to link them to services/shelter. The HOPE (Homeless Outreach Progressive Engagement) Team will provide daily outreach s
ervices in the City of Fresno. The HOPE Team will deploy six (6) outreach team members to create linkages to services with unhoused individuals. ESG will fund two (2.0 full-time equivalent) Outreach Specialist positions. PH's cash match will support three
(3.0 full-time equivalent) Outreach Specialist pos itions. Additionally, PH will fund 29% of an Outreach Coordinator position, with the remaining 71% coming from ESG. The proposed positions will collaborate with PH's existing outreach and navigation team
s by targeting homeless encampments in Fresno.

The HOPE Team will also
work with the City of Fresno's HART Team to make
2025-2026 Requests for Funding Page 548
PY25-26 Consolidated NOFA Part B
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Page 18 of 27 ends

Detailed Narrative Description of Project/Program (Continued from previous page) connections with unhoused individuals previously unlinked to services. The HOPE Team duties will include the following: 1)
Outreach to unhoused individuals throughout the City
of Fresno, 2) linking them to navigation services, 3) linking to shelters , temporary
housing, or family, 4) connecting them to supportive services, 5) providing homeless verifications for programs such as Multi-Agency Access Point (MAP Point) Program, and 6) collaborating with the City of Fresno's HART Team. The HOPE Team will be responsible for engaging clients "where they are at", including building rapport, addr
essing immediate needs, and linking them to housing navigation services. The HOPE Team members will initially utilize the community's coordinated entry system
(CES) to determine appropriate diversion tactics.

After
diversion practices are exhausted, the client will get connected to housing navigation services. The HOPE Team will assess client's needs for emergency services, such as medical, mental health, and shelter services. The HOPE Team can link clients to P
H's Enrichment Center, which provides mental health services. The HOPE Team will serve anyone who is unhoused, with a particular focus on individuals not receiving navigation services. They will prioritize vulnerable groups, such as people who are 55 years and older,
victims of human trafficking, families, and people who are considered chronically homeless. The team will help them overcome any immediate barriers, such as transportation, by providing transport services and bus tokens. The HOPE Team addresses immediate needs like emergency food and clothing.

Consolidated Plan: Presently, the City of
Fresno has not published its final Consolidated
Action Plan for 2025-2029. In previous years, homelessness was the number one issue in the community. This grant directly addresses the homelessness issue by connecting unhoused individuals to
the serevices and resources in the community. This program addresses the barriers that unhoused individuals encounter by helping them access resources in the community through linkages and transportation. The HOPE Team also responds to homeless situations report
ed through the 3-1-1 system. During 2024, the
ESG funded HOPE Team had contact with 1,074 upduplicated individuals as reported in the HMIS system. The goal for the HOPE Team is to engage with 750 individuals experiencing homelessness
and link 75% of them to services.

Agency Capacity and Experience: Since 1973, PH has provided services to persons experiencing homelessness and anyone who may be in need. P overello House provides
three meals-a-day, 365 days-a-year. PH also provides overnight emergency shelter for men, women, and families. PH participates in the local HMIS and CES systems. Nightly, approximately 250 people who experience homelessness access shelter services in a bed operated by the organization. Since late
2024, PH has been in contract with Cal
Viva (Health Net) and Anthem to provide Community Supports Programs under Cal-AIM Medi-Cal services. PH's serperate street navigation teams will work closely with this
project's HOPE Team to help those experiencing homelessness access services. 2025-2026 Requests for Funding Page 549
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

Page 19 of 27 ends

i. Collaboration
Briefly describe any collaboration efforts with other organizations for this project/program or related initiatives.

Collaborating Organization Description of Collaboration City of Fresno Police
Department
The HOPE Team will receive referrals from the
HART Police Department and police officers who
encounter people experiencing homelessness
living in encampments and other areas of the City
of Fresno.

City of Fresno HART Team The HOPE Team will receive referrals from the City of Fresno's HART Team that is generated from the
City of Fresno's 3-1-1 system. The HOPE Team will
work with the City of Fresno's HART Code team to
address people experiencing homelessness living in
encampments.

Fresno Madera Continuum of
Care (FMCoC)
The HOPE Team will collaborate with member
organizations within the continuum of care to link
those experiencing homelessness to services and
shelter.

Fresno Economic
Opportunities Commission
(EOC)
The HOPE Team will link emerging adults
transitioning out of foster care to services and
shelter programs.

4. Project/Program Budget
a. Activity Budget by Funding Type
Please provide a high-level summary of the total budget by federal and non- federal funds.

Proposed Activity Budget Amount
2025-2026 Requests for Funding Page 550
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

Page 20 of 27 ends

Total Federal Funds Requested $204,367
Total Other Federal Funds (do not include the above funds on this line)
$
Total Non-Federal Funds $204,367
Total Proposed Activity Budget $

2025-2026 Requests for Funding Page 551
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

Page 21 of 27 ends

b. List of Funding Sources

Provide all planned funding anticipated/ committed for this activity for PY 2025- 2026. If the organization has received funding commitment letters, please attach as an exhibit to this application.

Funding Source (Name of
Funder)
Name of
Funding
Program (if
applicable)
Dollar Amount
Commitment
Status
(Committed
or Pending)
If Pending,
Expected
Commitment
Date
Poverello House $204,367 Committed

c. Activity Budget Summary and Narrative

Please complete Exhibit A – Operating Budget Summary.

2025-2026 Requests for Funding Page 552
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

Page 22 of 27 ends

Attachments to Part B Application:

EXHIBIT – Funding Commitment Letters (if available)
EXHIBIT – Letters of Support (optional – maximum 2)
EXHIBIT – Service Area M ap (required if not described in 2.e.) x x
x
x
x
x E
x F
2025-2026 Requests for Funding Page 553
Salaries &
Wages Fringe Benefits
Totals
(City of Fresno
HUD Funds)
Other Federal
Funds State Funds Local Govm't
Funds
Private / Donor
Funds
Other Funds
(specify)
Salaries/Wages (Specify each position; add additional rows as needed) Direct Service Personnel:

Street Outreach
Coordinator (1.0 FTE)            38,396.80            12,920.52           51,317.32            20,960.60           72,277.92 Street Outreach Specialist
(2.0 FTE)            87,360.00            29,396.64         116,756.64         116,756.64 Street Outreach Specialist
(3.0 FTE) ‐            175,134.96         175,134.96
‐    ‐
‐    ‐
Administrative Personnel:
‐    ‐
‐    ‐
‐    ‐
Independent Contractors / Consultants:
‐    ‐
‐    ‐
TOTAL PERSONNEL
BUDGET $     125,756.80   $       42,317.16 $     168,073.96 $ ‐    $       20,960.60   $ ‐    $     175,134.96   $ ‐    $     364,169.52 Other Direct Costs (Include only costs that are direct; indirect costs are covered under the Indirect Cost Rate) Program Supplies              9,636.47                 771.44           10,407.91 Fuel/Maintenance/Ins.              7,500.00              7,500.00 ‐
‐
‐
. ‐
‐
‐
‐
‐
‐
TOTAL OTHER DIRECT
COSTS $         9,636.47 $ ‐    $ ‐    $ ‐    $          8,271.44   $ ‐    $       17,907.91 INDIRECT COSTS* (Select 1 indirect rate Only)
Approved Indirect Cost Rate ‐
De minimus 15% Rate           26,656.56           26,656.56 TOTAL INDIRECT COST
BUDGET $       26,656.56   $ ‐    $ ‐    $ ‐    $ ‐    $ ‐    $ ‐ TOTAL PROJECT BUDGET
$125,756.80   $  42,317.16   $204,367.00   $                 ‐    $  20,960.60   $                 ‐    $183,406.40   $                 ‐    $408,734.00 *An approved indirect cost rate must be applied to the base identified in the agreement with the federal cognizant agency.

Per 2 CFR 200.414, any non‐federal entity that does not have a current negotiated rate may elect to charge a de minimis rate of 15% of Modified Total Direct Costs (defined in 2 CFR 200.1).

CITY OF FRESNO
OPERATING BUDGET SUMMARY (non‐capital projects)
Please revise this form and annotate budget items as needed All applicants are required to submit a copy of their organization’s operating budget.

City of Fresno HUD Funds Other Funds for Project
Project Totals
(All Funds)
Budgeted Position
(Personnel) or Category
(Operations)
2025-2026 Requests for Funding Page 554
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

Page 24 of 27 ends

Exhibit B: Budget Narrative
Please provide a brief narrative describing the expenses included in each category of the budget summary.

A. Employee Classifications:

Street Outreach Coordinator (1.0 FTE), $ 54,080 annual wage ($26/ hour), and $18,197.92 annual benefits and taxes calculated at 33.65%: Is the lead staff for supervising Street Outreach Specialists. The position will engage in outreach efforts and ensure the project implementation.

The ESG grant will fund 71% of the position, while
Poverello House will cover the remaining 29% use Encampment Resolution Funding over the 12 months.

Street Outreach Specialist (5.0 FTE), $
291,891.60 annual wage ($21/ hour), and
$73,491.60 annual benefits and taxes calculated at 33.65%: Is the service providing staff for conducting outreach efforts. The position will assist those exper iencing
homelessness navigate community resources and make linkages to appropriate services.

The ESG grant will fund $116,756.64 of annual wage, be
nefits, and taxes of 2.0 FTE
positons.

Poverello House will fund $175,134.96 of annual wage, benefits, and taxes of 3.0 FTE positions using private funding over the 12 months.

B. Other Direct Costs:

Program Supplies, $10,407.91: Is the essential items to conduct street outreach effectively to directly benefit those experiencing homelessness. These items may include, but not be limited to, hygiene supplies, food rations, clothing items, basic first aid supplies, personal protective gear, and documentation tools . These supplies will be
purchased through ESG funding ($9,636.47) and Poverello House funding ($771.44).

Vehicl
e Fuel/ Maintenance/ Insurance, $7,500: Poverello House funding will cover the cost of vehicle fuel, maintenance, and insurance.

C. Indirect Costs
Indirect Costs, $26,656.56: These costs will include such items as, facilities
maintenance, finance department activities, management oversight, insurance, other utilities (water/trash/etc.), and other associ
ated costs incurred that
would be reasonable
under this line item).
2025-2026 Requests for Funding Page 555
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

Page 25 of 27 ends

Exhibit C:

ESG Match Follow-Up Questions and Match Exclusions

Please identify ESG Matching Funds (eligible Match Funds only) by name of the funding source and dollar amount. Please also provide answers to the below questions.

Source of ESG Match Funds
(Eligible Match Only. Please be specific.)
Dollar ($) Amount of Match
Poverello House (General Funds) $204,367.00
$
$
$
$
$
$
$
$
$
TOTAL $ 0.00

2025-2026 Requests for Funding Page 556
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

Page 26 of 27 ends

Please review the Match statements below and indicate whether they are correct or not.

In general, Federal, State, loca l, or private funds, other t han ESG, may be used to satisfy the requirement that the subrecipient provide matching contributions to City of Fresno ESG funding, so long as the following conditions are met:

1. The matching funds to be contributed to th e activity described in the NOFA Part B Application will be exclusively expended on the subrecipient’s described activity and is an allowable ESG costs.

Yes
No

2. The matching funds will not be expended before the commenc ement date of the applicable ESG subrecipient agreement.

Yes
No

3. The matching funds will be expended by the expenditure deadline that applies to the ESG funds being matched.

Yes
No

4. The matching funds have not been, and will not be, used to match any other Federal program’s funds nor any other ESG grant.

Yes
No

5. The subrecipient does not use ESG funds to meet another program's matching requirement.

Yes
No

2025-2026 Requests for Funding Page 557
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

Page 27 of 27 ends

6. The subrecipient will keep records of the source and use of the matching funds, including the fiscal year of the ESG grant for which the matching contribution is counted.

Yes
No
Note: Because the matching funds are contribut ed to the ESG program and expended for the subrecipient’s allowable ESG costs, the following are not allowed to be used as match:
 SNAP benefits (food stam ps) because the funds are being used to cover the program participant’s costs;
 Housing Choice Vouchers, because the funds are used to pay the Fresno Housing Authority’s obligations under its Housing Assistance Payment contract with the owner; and
 The tenant’s portion of the rent because this amount is the tenant’s obligation.

Please also note the following:
 The matching funds are provided based on t he total grant amount and do not have to be provided on a component-by-component basis.
 HOME-TBRA funds cannot be used as a ma tch because the requirements for rental assistance are significantly different between the two programs. In particular, under the HOME-TBRA program (24 CFR parts 92.209 and 92.253), subrecipient(s) may not require a program participant to accept any services (subrecipient may offer services but cannot require them). In contrast, when providing ESG homelessness prevention or rapid re-housing assistance to a program participant, the recipient or subrecipient must require the program participant to meet with a case manager not less than once per month to assist the program participant in ensuring long-term housing stability and develop a plan to assist the program participant to retain permanent housing after the ESG assistance ends (24 CFR 576.401(e)). Because of these differences in the two programs, HOME-TBRA funds may not be used as Match for the ESG funds.
2025-2026 Requests for Funding Page 558
2025-2026 Requests for Funding Page 559
2025-2026 Requests for Funding Page 560
Poverello
House
Poverello House’s Rapid Re-Housing Program
[WITHDRAWN]
2025-2026 Requests for Funding Page 561
2025-2026 Requests for Funding Page 562
Part A
, Section 2: Organizational Background
Please provide the organization’s mission statement within the below space:

Please mark any of the following classifications that apply to your organization:

Woman-Owned Business Small Business
Minority Institution Minority-Owned
Tribal Veteran-Owned
Other:

Part A, Section 3: Organizational Capacity and Management Please provide the number of staff employed by your organization: 210

Please provide key personnel information for HUD-funded projects:

Board of Directors
How often does your Board of Directors regularly meet?
Quarterly
List current Board of Directors below:
1) Dr. Tushar Patel / Heidi Michael 6) Sharif Elkhaldy / David Olmos 2025-2026 Requests for Funding Page 563
2) Marc' Bady / Charles Farnsworth 7) Rebecca Garth-Nelson Ken Ramos
3) Linda Bowman / Prashant Patel 8) YellowFeather Noriega Dr. Mickey Sachdeva
4) Jim Connell / Heather Brown 9) Dr. Manavjeet Sidhu
Andrew Slater
5) Roman Castro / Curtis Davies 10) Victor Thao
Financial Management
1) Provide the name of staff responsible for your agency’s accounting system
Name: Linda Bowman
Title: Chief Financial Officer
Phone/Email: 559-498-6988/ [email protected]
2) Has your agency operated with or managed federal funds within the past 3)
4)
5)
6)
three years? Yes No
Has your agency been required to comply with the Single Audit requirements of the Uniform Guidance in the past two fiscal years? Yes
No
A Single Audit is required when $1,000,000 or more in federal funds is expended in a fiscal year.

Have your agency’s annual financial statements been audited by an independent audit firm
? Yes No
If yes, please provide a copy of the statements for the past two years in Exhibit 2.

If the answer to
Questions 3 or 4 were ‘Yes’, please explain any findings or questioned costs.

No findings were identified in the organization's 2023-2022 audit.

Does your financial system:
2025-2026 Requests for Funding Page 564
8) Are all payments properly documented with evidence or receipt of goods or performance of services? Yes No

9) Are all bank accounts reconciled monthly? Yes No

11)
Has your agency implemented new or substantially changed systems related to grant management or accounting systems in the past 12 months?
Yes No
If yes, please explain
N/A

13) Does your agency certify that you have a current business license with the City of Fresno? Yes No

2025-2026 Requests for Funding Page 565

Authorized Signatories
If your organization is selected for funding, signatures from persons bearing titles from each of the two lines below will be required by your organization.

1. Board Chair, President, or Vice President

2. Treasurer, Secretary, or Assistant Secretary

Authorized Signatory Name Authorized Signatory Title
1) Tushar Patel Board Chair
2) Charles Farnsworth Secretary

Board Resolution providing for the signature authority of persons to sign agreements on behalf of the entity is attached (required before a subrecipient agreement will be executed).

2025-2026 Requests for Funding Page 566
Part A
, Section 4: Summary of Attached Applications:

GRAND TOTAL
Number of Applications
3 Total Dollar Amount Requested
$794,799.00
2025-2026 Requests for Funding Page 567
Requi
red Attachments to Part A
Select all attachments included.

Part A, Exhibit 1 – Organiza tion’s U.S. Internal Revenue Service 501(c)(3) Determination of Exemption Letter (Required)
Part A, Exhibit 2 – Most Rec ent Audited Financial Statement (an IRS 990, Return of Organization Exempt from Income Tax, may be submitted in lieu of an audit whenever the organization lacks an audit due it not exceeding California and Federal audit thresholds)
Part A, Exhibit 3 – Copies of results of audits, examinations, or monitoring procedures performed during the last two fiscal years on any direct federal award received by the organization
Part A, Exhibit 4 – Indir ect Cost Rate Agreement with Federal Cognizant Agency (Required if applicant seeks to charge an indirect cost rate greater than 15 percent of modified total direct costs)
Part A, Exhibit 5 – List of al l awards to the organization from City of Fresno during the past two years
Part A, Exhibit 6 – Statemen t and Designation by Foreign Corporation (when location of incorporation was outside of California) (Required of Out-of-State Corporations only)
Part A, Exhibit 7 – List of Di rectors and Officers by Corporate Title and Name (Required)
Part A, Exhibit 8 – Organizati on’s Articles of Incorporation (Required) Part A, Exhibit 9 – Bylaws of t he Organization (Required) Part A, Exhibit 10 – Resolution of the Board of the Directors Authorizing the Application and Naming the Persons Authorized to Sign the Application (Required; the Resolution must be submitted to the City by 5 PM, February 1, 2025) x
x
x
N/A
x
x
x
N/A
x
x
2025-2026 Requests for Funding Page 568
PY 2025-2026 APPLICATION
Homeless Housing and Services Programs

1. Project Summary Information
Project Name (10 words or fewer): Poverello House's Rapid Re-Housing Program Amount Requested: $ 240,432.00
ESG Applicants Only – please provide a breakdown of amounts requested by program component:

Street Outreach: $ .00
Emergency Shelter: $ .00
Homelessness Prevention: $ .00
Rapid Rehousing: $ 240,432.00
HMIS: $ .00
HOPWA Applicants Only – please provide a breakdown of amounts requested by program component:

Rapid Rehousing: $ .00
Tenant-Based Rental Assistance (TBRA): $ .00
Short-Term Rent, Mortgage and Utility (STRMU): $ .00 Supportive Services: $ .00
Housing Information: $ .00
HOME Applicants Only:

Tenant-Based Rental Assistance (HOME-TBRA) $ .00
This is a:

New Project/Program
Existing Project/Program

2025-2026 Requests for Funding Page 569
Provide a short description of the proposed program/activity. (1 to 3 sentences and must fit in the provided space).

Poverello House Rapid Re-Housing Program is to provide direct case management and rental support for those unhoused in the City of Fresno for up to one year. This program will support security deposits, pay for costs associated with arrears, and direct rental support. The case managers will work with program participants during this timeframe to develop a plan to sustain housing beyond the Rapid Re-Housing Program support.

2. Organizational Capacity
a. Describe the organization’s experience with administering Federally funded programs like the one described in this application.

Poverello House has substantial experience successfully adminstrating federally funded, reimbursement-based grants and contracts of a similar size and scope to this proposal. The first federally funded program was awarded in 2001 by the U.S. Department of Housing and Urban Development. The organization has progressively secured more grants over the decades.

Currently, of the 22 grant-fund programs that are operating, 18 of them are reimbursement-based grants or contracts. Examples include the following:

1. City of Fresno's Emergency Solutions Grant (ESG): In 2023, Poverello House received $195,351 to fund a portion of the City-wide street outreach program that the organization operates. The ESG program requires a dollar- for-dollar match, so the total size of the operational budget was $390,702, with the additional funding coming from other sources. Poverello House has been a recipient of ESG funding annually since 2015 and has operated in full compliance with grant requirements. The City of Fresno awarded Poverello House additional funds during the subsequent funding period. Poverello House exceeded all outcomes during the performance period.

2. U.S. Department of Housing and Urban Development, Coordinated Entry System: In 2022 and again in 2023, Poverello House was awarded $619,103 each year to manage the Coordinate Entry System for the County. During the two 12-month performance periods, Poverello House complied with the grant requirements and ended the performance period in good standing. The organization met or exceeded all outcomes of the grants. The contract hasbeen renewed until 2025.
2025-2026 Requests for Funding Page 570

3. US Department of Housing and Urban Development, Rapid Re-Housing: In 2022 and again in 2023, Poverello House was awarded $311,866 each year to provide rental support through the Rapid Re-Housing Program. During the performance periods, Poverello House was compliant with the grant requirements and ended the performance period in good standing. The organization met or exceeded all outcomes of the grants. The contract has been renewed until 2025, and it is anticipated the organization will receive funding for the Rapid Re-Housing program through 2026.

4. Federal Emergency Management Agency, Emergency Food and Shelter Program (EFSP): In 2022, Poverello House was awarded $606,640 for a one- year performance period. In 2023, Poverello House was awarded $135,793 for a one-year performance period. A portion of these funds provided vital funding for the culinary services program that offers prepared meals for anyone in need in the community. The secondary component of the funding source contributed to program support for Naomi's House Emergency Shelter Program. Outcomes related to these funds are directly linked to the number of meals and nights of shelter provided. The organization finished the performance period in full compliance with the grant requirements and was in good standing. Poverello House met all grant outcomes. Poverello House has been a recipient of FEMA funding since 2010, and it has meet grant requirements and outcomes since first receiving funding. FEMA awarded new funding to the organization during the 2024-2025 performance period.

Poverello House maintains a line of credit up to $2,500,000 to ensure necessary cash flow to reimbursement based projects; the organization has not needed to pull from this line of credit since opening the account. Upon request, the organization can provide references from funders.

b. For how many years has the organization administered activities of the type described in this application?
5 Years
c. Please describe the cultural competency training staff will be required to complete during the term of this program.
2025-2026 Requests for Funding Page 571
Poverello House operates as a second-chance employer, and the organization seeks out individuals with lived experience and diverse backgrounds that reflects the community they serve. Upon employment, Poverello House is committed to cultivating cultural competence among by providing cultural competency training for employees. The training includes recognizing and accepting cultural norms of clients accessing services. The training prepares employees with the knowledge, skills, and attitudes essential for engagement with individuals from diverse cultural backgrounds.Training components include:
1) Foundational Understanding: Employees increase their understanding of various cultures by identifying differenses in patterns of thinking, feeling, and problem-solving. They also build their working knowledge of learned beliefs, values, languages, and communication styles.
2) Cultural Intelligence: Staff develop cultural intelligence to interpret behaviors in alignment with diverse perspectives. This section highlights the impact of cultural awareness on building trust and teamwork. 3) Cultural Competence In Context: This section of training explores culture within historical, social, political, and economic contexts. A particular focus on sensitivity to individual differences, adaptability, and reflective awareness of cultural influences.
4) Legal and Ethical Considerations: Employees are educated on legal and ethical standards related to cultural competence. They learn how to adhere to anti-discrimination laws and organizational policies.

Poverello House provides this series of cultural competency training to help faciliate communication between individuals of different cultures. We recognize the need to acknowledge the role of personal history and personality during service delivery. Employees are expected to cultivate cross- cultural attitidutes — openness, flexibility, humility, and sensitivity — paired with skills for respectful communication, recognizing others' values, and embracing positive change. Poverello House encourages employees to engage in continuous learning and self-assessment. The organization conducts training sessions for both new and exisiting employees.

d. Does the organization have the following in place (check box if ‘yes’)? Written policies and procedures for the proposed project or program (i.e., intake, eligibility)
Written Financial Management Policies and Procedures
2025-2026 Requests for Funding Page 572
Non-Discrimination / Equal Opportunity Policy
Conflict of Interest Policies and Procedures
Procurement Policies and Procedures
Facility utilization plan and policies
Note: If not, be aware, the City will require a facility utilization plan and policies prior to the execution of a subrecipient agreement. e. Provide addresses for each applicable location of site(s) where activity will occur, a brief description of the facilities, and a description of the service area (a map may be attached in lieu of a service area description).

City of Fresno and 412 F. Street, Fresno, CA 93706. See map attached as Exhibit F.

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need.

Poverello House's Rapid Re-Housing Program will provide those who are unhoused housing assistance for up to one year in Fresno. The Fresno Madera Continuum of Care (FMCoC) reported in the 2023 Point in Time Count that 3,207 people are experiencing homelessness, with 1,819 being unsheltered. During 2024, Poverello House participated in a tally count and identified approximately 1,400 unhoused individuals within the City of Fresno. Rapid Re-Housing programs currently exist, but there is a greater demand for rental assistance than available resources. Despite Poverello House's ESG Rapid Re-Housing Program providing services to 163 individuals since 2021, there is 555 individuals currently on the waitlist to access the program. Specifically, there is a need to provide rental assistance with wrap around services. The Coordinated Entry System will match unhoused individuals residing in the City of Fresno to the program. Priority will be given to vulnerable groups, such as people who are 55 years and older, victims of human trafficking, families, and people who are considered chronically homeless.
2025-2026 Requests for Funding Page 573
b. Briefly describe the target population, how they will be assessed, and how the project will meet the specific needs of the target population.

Unhoused individuals residing in the City of Fresno will be the target population.

Poverello House will receive referrals to the Rapid Re-Housing Program through the Coordinated Entry System. Through the Coordinated Entry System, participants will be "matched" to Poverello House's Rapid Rehousing Program. An ESG Case Manager will work with the client to identify a permanent housing unit. An ESG Case Manager will provide rental assistance and case management for up to one year.

Additionally, an ESG Case Manager will link the client to supportive services as needed. Case management appoints will occur with the client weekly. The Rapid Rehousing Team will deploy two case manager staff members to directly facilitate rental assistance and case management. ESG will fund the one (1.0 full-time equivalent) Case Manager position, and Poverello House will fund one (1.0 full-time equivalent) Case Manager position. The proposed program will distribute $250,000 in assistance. The ESG Case Managers will work to secure landlords that will accept the rental voucher. The ESG Case Managers will provide supportive services to clients who have, through navigation services, been "matched" to Poverello House's ESG Rapid Re-Housing Program.

c. Describe how the project was developed in consultation with the target population.

Poverello House developed the Rapid Re-Housing Team by incorporating feedback from unhoused individuals. The rapport between clients and staff has facilitated frequent and constructive conservations concerning project design. Throughout January 2024, the Poverello House team received input from 124 individuals seeking permanent housing. Further insight into the surveyed group revealed that a sizable portion (90.4%) reported feeling stuck in life without the necessary supportive services. If offered permanent housing today, 50% of respondents suggested they would accept it. 63.7% of respondents feel financial limitations are the primary reason holding them back from permanent housing. 78.3% identified career readiness as a critical step in achieving financial independence. The vast majority view the Rapid Re-Housing Program as a desirable path forward toward achieving stability within their lives.

d. Describe how the project will be marketed to the target population. 2025-2026 Requests for Funding Page 574
Poverello House will work with the Coordinated Entry System Management entity to inform all agencies about the Rapid Rehousing Programs. Poverello House will provide workshops and brochures regarding the program to agencies. Since Poverello House's program will be part of the Coordinated Entry System, clients eligible for Rapid Rehousing will be "matched" to it.

2025-2026 Requests for Funding Page 575
e. Summary of services to be provided:

Select all services to be provided, including those that are not funded by the City.

2025-2026 Requests for Funding Page 576
f. Estimate the number of unduplicated persons expected to benefit from the project:
30 unduplicated persons will receive a direct benefit from this project. g. Please indicate which of these service types will be provided and the number of unduplicated persons who will benefit.

Check if
Providing Homeless Housing and Service Types Estimated No.

Persons Assisted

Operating Cost of Shelters for Persons
who are homeless or impacted by

HIV/AIDS

Rental Assistance/Subsidy 30

Supportive/Essential Services (not
duplicated with services provided in
conjunction with another activity)

Housing information services (not
duplicated with services provided in
conjunction with another activity)

The Rapid Re-Housing (RRH) Program addresses housing needs for unhoused individuals and families. The RRH Program will include case management and rental assistance for up to one year. This program will provide RRH for 30 homeless households. The program design is as follows:
1) Poverello House (PH) will provide rental assistance for up to one year. The case managers will inform the client that the program will provide rental assistance for three months and re-evaluate every three months for additional needs. 2) The client will receive case management for one year while enrolled in the RRH program. Case management will continue if they no longer receive rental assistance. 3) Rental assistance includes help with outstanding utility bills, double deposit assistance, application fee waivers, and credit check fee waivers. 4) Landlord Engagement: Case Manager positions will recruit and secure landlords that will accept clients from the ESG Program. 2025-2026 Requests for Funding Page 577
Detailed Narrative Description of Project/Program (Continued from previous page)

PH will receive referrals to the RRH program through the Coordinated Entry System. The ESG Case Manager will take clients "matched" to the RRH program through navigation services and work to gain housing for the client. ESG Case Managers will work to secure and work with potential landlords for the project. The Rapid Rehousing Team will advocate for the renter's rights and mediate any conflicts during the project. The RRH Case Manager will link the client to supportive services, including mental health services, employment resources, substance abuse interventions, and other supportive services.

Once the client becomes housed, case managers will contact the client weekly. The case managers will re-evaluate the client's progress every three months with the option to renew for another three months when appropriate. If case managers determine that rental assistance is no longer required, non-financial support will continue to be provided to prevent participants from falling back into homelessness.

The proposed program follows the Housing First Model. Throughout the program, case managers will connect with participants weekly to link them or follow up on career readiness training, schooling, and job placement status. The program will also link participants to mental health services and resources for those working through substance abuse issues. The program includes financial assistance such as deposit assistance and paying off utility arrears. PH will pay rental assistance directly to the landlord. The program will also maintain productive working relationships with landlords to mediate conflicts and advocate for the renter's rights. The ultimate goal is to empower unhoused individuals and families for long-term stability and self-sufficiency. Up to 30 individuals will benefit from the program.

Agency Capacity and Experience: Since 1973, PH has provided services to people experiencing homelessness and anyone in need. PH delivers three (3) meals daily, 365 days a year. PH also provides overnight emergency shelter for men, women, and families. PH participates in the Homeless Management Information System (HMIS).

Nightly, approximately 250 people who experience homelessness access shelter services operated by PH. These emergency shelters include Naomi's House, Village of Hope, Hope Pointe, and Family Hope Shelter. Sara Rios, Senior Director of Navigation, will supervise the RRH program. Ms. Rios has ten (10) years of experience in outreach, case management, HMIS data collection, landlord engagement, coordinated entry processes, staff training, and program development.

Consolidated Plan: According to the City of Fresno's Consolidated Plan, homelessness was the number one issue in the community. This grant directly addresses the homelessness issue by connecting unhoused individuals and families to permanent housing. Priority will be given to vulnerable groups, such as people who are 55 years and older, victims of human trafficking, families, and people who are considered chronically homeless.

2025-2026 Requests for Funding Page 578
i. Collaboration
Briefly describe any collaboration efforts with other organizations for this project/program or related initiatives.

Collaborating Organization Description of Collaboration All agencies participating in
the Coordinated Entry System
A partnering agency participating in the Coordinated
Entry System. The organization submits their client's
paperwork/documents to be "matched" to a housing
program. These agencies include Westcare,
KingsView, Turning Point, RH Community Builders,
Centro La Familia, and Fresno County Department
of Behavioral Services and Social Services.

Fresno County Department of
Behavioral Health Services
and Social Services
Referring out individuals additional support service
around mental health

4. Project/Program Budget
a. Activity Budget by Funding Type

Please provide a high-level summary of the total budget by federal and non- federal funds.

Proposed Activity Budget Amount
Total Federal Funds Requested $240,432
Total Other Federal Funds (do not include the above funds on this line)
$
Total Non-Federal Funds $240,432
2025-2026 Requests for Funding Page 579
Total Proposed Activity Budget $480,864

2025-2026 Requests for Funding Page 580

b. List of Funding Sources

Provide all planned funding anticipated/ committed for this activity for PY 2025- 2026. If the organization has received funding commitment letters, please attach as an exhibit to this application.

Funding Source (Name of
Funder)
Name of
Funding
Program (if
applicable)
Dollar Amount
Commitment
Status
(Committed
or Pending)
If Pending,
Expected
Commitment
Date
Poverello House Private Funding 240,432 Committed

c. Activity Budget Summary and Narrative

Please complete Exhibit A – Operating Budget Summary.

2025-2026 Requests for Funding Page 581
Attachments to Part B Application:

EXHIBIT E – Funding Commitment Letters (if available)
EXHIBIT – Letters of Support (optional – maximum 2) EXHIBIT F – Service Area Map (required if not described in 2.e.)

2025-2026 Requests for Funding Page 582
Salaries &
Wages Fringe Benefits
Totals
(City of Fresno
HUD Funds)
Other Federal
Funds State Funds Local Govm't
Funds
Private / Donor
Funds
Other Funds
(specify)
Salaries/Wages (Specify each position; add additional rows as needed) Direct Service Personnel:

Case Manager (1.0 FTE)            54,080.00            18,197.92           72,277.92           72,277.92 Case Manager (1.0 FTE) ‐               72,277.92           72,277.92 ‐    ‐
‐    ‐
‐    ‐
Administrative Personnel:

Senior Director of
Navigation (0.12 FTE) ‐               14,434.20           14,434.20 Account Payable Specialist
(.30 FTE) ‐               20,849.40           20,849.40 ‐    ‐
Independent Contractors / Consultants:
‐    ‐
‐    ‐
TOTAL PERSONNEL
BUDGET $       54,080.00   $       18,197.92 $       72,277.92 $ ‐    $ ‐    $ ‐    $     107,561.52   $ ‐    $     179,839.44 Other Direct Costs (Include only costs that are direct; indirect costs are covered under the Indirect Cost Rate) Program Supplies              8,509.38              8,509.38 HMIS License              1,784.00              1,784.00 Travel              1,500.00              1,500.00
‐
Grant Assistance to
Beneficiaries         125,000.00         125,000.00         250,000.00 ‐
‐
‐
‐
‐
‐
TOTAL OTHER DIRECT
COSTS $     136,793.38 $ ‐    $ ‐    $ ‐    $     125,000.00   $ ‐    $     261,793.38 INDIRECT COSTS* (Select 1 indirect rate Only)
Approved Indirect Cost Rate ‐
De minimus 15% Rate           31,360.70              7,870.48           39,231.18 TOTAL INDIRECT COST
BUDGET $       31,360.70   $ ‐    $ ‐    $ ‐    $         7,870.48   $ ‐    $ ‐ TOTAL PROJECT BUDGET
$  54,080.00   $  18,197.92   $240,432.00   $                 ‐    $                 ‐    $                 ‐    $240,432.00   $                 ‐    $480,864.00 *An approved indirect cost rate must be applied to the base identified in the agreement with the federal cognizant agency.

Per 2 CFR 200.414, any non‐federal entity that does not have a current negotiated rate may elect to charge a de minimis rate of 15% of Modified Total Direct Costs (defined in 2 CFR 200.1).

City of Fresno HUD Funds Other Funds for Project
Project Totals
(All Funds)
Budgeted Position
(Personnel) or Category
(Operations)
2025-2026 Requests for Funding Page 583
Exhibit B: Budget Narrative

Please provide a brief narrative describing the expenses included in each category of the budget summary.

A. Employee Classifications:

Case Manager (2.0 FTE), $144,555.84 annual wage ($26/hour), and $36,395.84 annual benefits and taxes calculated at 33.65%: Are responsible for the day-to-day case manangement of participants in the program. These positions will develop support service plans, housing plans, goals for each participant, ensure all documents are secured (social security card, state ID, etc.) and assist participants with leveraging rental assistance. The ESG grant will fund 100% of one position over the 12 months. Poverello House will provide a cash match using private funding to support 100% of the second position over 12 months. These position are also responsible for all activities related to the procurement of available rental properties. The position will develop relationships with landlords and mediate conflicts during the rental assistance period.

ESG Account Payable Specialist (0.3 FTE), $15,600 annual wage ($25/ hour), and $5,249.40 annual benefits and taxes calculated at 33.65%: Is responsible for monitoring and distributing rental assistance funding to program participants. The position will organize and track landlord information to ensure timely payouts. PH will fund 100% of the position using donor funding over the 12 months.

Senior Director of Client Services (0.12 FTE), $10,800.00 annual salary, and $3,634.20 annual benefits and taxes calculated at 33.65%: Is the lead staff for providing oversight to the program. The Senior Director will ensure effective implementation and accurary within data management. The ESG grant will fund 12% of the position over the 12 months.

B. Other
Program Supplies, $8,509.38: Is the essential items to conduct the Rapid Rehousing Program effectively. These items may include, but not be limited to, hygiene supplies, food rations, clothing items, basic first aid supplies, personal protective gear, and documentation tools.

HMIS License, $1,784.00: Rapid Rehousing staff will require the use of HMIS, which will require the purchase of annual licenses and associated fees. The annual expense per license is $892. Each ESG Case Manager will receive a HMIS license.

Travel, $1,500: Program staff will travel for partner agreements, site visits, compliance checks, meetings with partners, and more; rate will be reimbursed at the Federal reimbursement rates).
2025-2026 Requests for Funding Page 584
Grant Assistance to Beneficiaries, $250,000: Allocated funding to go directly toward the rental assistance received by Rapid Rehousing program participants. The City of Fresno will fund $125,000 through the ESG grant and Poverello House will match 100% by contributing $125,000 through private funding.

C. Indirect
Indirect, $39,231.18: Poverello House will provide an additional $7,870.48 cash match to the City of Fresno's $31,360.70 standard 15% rate. Funds will be utilize to cover indirect costs associated with office lease, informational technology, office supplies, utilities, human resources, grant management, etc.
2025-2026 Requests for Funding Page 585
Exhibit C:

ESG Match Follow-Up Questions and Match Exclusions

Please identify ESG Matching Funds (eligible Match Funds only) by name of the funding source and dollar amount. Please also provide answers to the below questions.

Source of ESG Match Funds
(Eligible Match Only. Please be specific.)
Dollar ($) Amount of Match
Poverello House $240,432
$
$
$
$
$
$
$
$
$
TOTAL $ 0.00

2025-2026 Requests for Funding Page 586
Please review the Match statements below and indicate whether they are correct or not.

In general, Federal, State, local, or private funds, other than ESG, may be used to satisfy the requirement that the subrecipient provide matching contributions to City of Fresno ESG funding, so long as the following conditions are met:

1. The matching funds to be contributed to the activity described in the NOFA Part B Application will be exclusively expended on the subrecipient’s described activity and is an allowable ESG costs.

Yes
No

2. The matching funds will not be expended before the commencement date of the applicable ESG subrecipient agreement.

Yes
No

3. The matching funds will be expended by the expenditure deadline that applies to the ESG funds being matched.

Yes
No

4. The matching funds have not been, and will not be, used to match any other Federal program’s funds nor any other ESG grant.

Yes
No

5. The subrecipient does not use ESG funds to meet another program's matching requirement.

Yes
No

2025-2026 Requests for Funding Page 587

6. The subrecipient will keep records of the source and use of the matching funds, including the fiscal year of the ESG grant for which the matching contribution is counted.

Yes
No
Note: Because the matching funds are contributed to the ESG program and expended for the subrecipient’s allowable ESG costs, the following are not allowed to be used as match:
• SNAP benefits (food stamps) because the funds are being used to cover the program participant’s costs;
• Housing Choice Vouchers, because the funds are used to pay the Fresno Housing Authority’s obligations under its Housing Assistance Payment contract with the owner; and
• The tenant’s portion of the rent because this amount is the tenant’s obligation.

Please also note the following:
• The matching funds are provided based on the total grant amount and do not have to be provided on a component-by-component basis.
• HOME-TBRA funds cannot be used as a match because the requirements for rental assistance are significantly different between the two programs. In particular, under the HOME-TBRA program (24 CFR parts 92.209 and 92.253), subrecipient(s) may not require a program participant to accept any services (subrecipient may offer services but cannot require them). In contrast, when providing ESG homelessness prevention or rapid re-housing assistance to a program participant, the recipient or subrecipient must require the program participant to meet with a case manager not less than once per month to assist the program participant in ensuring long-term housing stability and develop a plan to assist the program participant to retain permanent housing after the ESG assistance ends (24 CFR 576.401(e)). Because of these differences in the two programs, HOME-TBRA funds may not be used as Match for the ESG funds.
2025-2026 Requests for Funding Page 588
2025-2026 Requests for Funding Page 589
2025-2026 Requests for Funding Page 590

South Tower Community
Land Trust
Equitable Services and Support for Black,
Queer and Pregnant People

2025-2026 Requests for Funding Page 591
PY 2025-2026 CONSOLIDATED NOFA
PART A – COVER PAGE:

NON-PROFIT ORGANIZATION1
Part A, Section 1: General Information
Legal Name of the Organization: Fictitious Name (if applicable):

South Tower Community Land Trust
UEI of Organization: Taxpayer Identification Number:
5131805 88-3488608
Date of Incorporation: Date of 501(c)(3) Determination:
07-26-2022 03-17-2023
Mailing Address of Organization: Organization Website Address:
115 N. Calaveras St. Fresno, CA 93701 www.southtowerclt.org Name of President (or Chair of the Board): E-mail Address:

Stanely Johnson [email protected]
Name of Chief Executive or Executive Director: E-mail Address:

Kiel Schmidt [email protected]
Name of the Secretary: E-mail Address:

Alex Desiga [email protected]
Name of Treasurer (or Chief Financial Officer): E-mail Address:

Mirna Garcia [email protected]
Principal Contact
Person: Principal Contact’s Title:

Principal Contact’s Physical
Address (Street Address, Suite,
City, State, ZIP):

Kiel Schmidt Executive Director
115 N. Calaveras St.

Fresno, CA 93701
Primary Phone #: Alternative Phone #: E-mail Address:
559-492-7249 [email protected]

Name of Authorized Signatory: Title of Authorized Signatory:

Kiel Schmidt Executive Director
Signature of Authorized Official: Date of Signature:
1/17/2025

1 This document is for non-profit organizations. Units of local government, please complete Part A: Unit of Government Information
2025-2026 Requests for Funding Page 592
PY25-26 City of Fresno Consolidated NOFA Part A
Non-Profit Organization
Do you have an active registration with SAM.gov? X Yes ☐ No Part A, Section 2: Organizational Background
Please provide the organization’s mission statement within the below space:

Mission
The mission of South Tower Community Land Trust is to build community control of land, housing, and civic resources centered in the South Tower neighborhood.

Vision
We envision a barrier free South Tower creatively building shared prosperity and health.

Values
● Dignity
● Creativity
● Collaboration
● Trust

Please mark any of the following classifications that apply to your organization:

☐ Woman-Owned Business ☐ Small Business
X Minority Institution ☐ Minority-Owned
☐ Tribal ☐ Veteran-Owned
X Other: LGBTQ+ lead
Part A, Section 3: Organizational Capacity and Management Please provide the number of staff employed by your organization:

Please provide key personnel information for HUD-funded projects:

Staff Name Title
Years of
Experience
1) Kiel Schmidt Executive Director 20
2) German Quinonez
Community Development
Manager
9 3) Elliot Bailey
Community Outreach
Coordinator
8 4) Clara Corl
Community Outreach
Assistant
3 5) TBH
Administrative
Assistant
2 6) TBH Housing Coordinator 5

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2025-2026 Requests for Funding Page 593
PY25-26 City of Fresno Consolidated NOFA Part A
Non-Profit Organization
Board of Directors
How often does your Board of Directors regularly meet?
Monthly
List current Board of Directors below:
1) Stanley Johnson, president 6) Casey Lauderdale
2) Vishinna Turner, vice president 7) Yania Escobar 3) Mirna Garcia, treasurer 8) Edgar Salazar
4) Alex Desiga, secretary 9) Jacob Bailey
5) Jess Fitzpatrick

Financial Management
1) Provide the name of staff responsible for your agency’s accounting system
Name: Kiel Schmidt
Title: Executive Director
Phone/Email: 559-492-7249 [email protected]

2) Has your agency operated with or managed federal funds within the past three years? ☐ Yes X No

3)
Has your agency been required to comply with the Single Audit requirements of the Uniform Guidance in the past two fiscal years? ☐ Yes X No
A Single Audit is required when $1,000,000 or more in federal funds is expended in a fiscal year.

4)
Have your agency’s annual financial statements been audited by an independent audit firm? ☐ Yes X No
If yes, please provide a copy of the statements for the past two years in Exhibit 2.

5)
If the answer to Questions 3 or 4 were ‘Yes’, please explain any findings or questioned costs.

6)
Does your financial system:
a) Provide for the control and accountability of grant funds, property, and other assets? X Yes ☐ No
b) Separately track revenue and expenditures for the grant funds? X Yes ☐ No

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2025-2026 Requests for Funding Page 594
PY25-26 City of Fresno Consolidated NOFA Part A
Non-Profit Organization
7)
Does your payroll system separately track staff time by grant and/or activity? X Yes ☐ No

8) Are all payments properly documented with evidence or receipt of goods or performance of services? X Yes ☐ No

9) Are all bank accounts reconciled monthly? X Yes ☐ No

10)
Has your agency had any significant changes in key personnel within the past 12 months? (e.g. Controller, Exec. Director, Program Manager, Accounting Manager, etc.) X Yes ☐ No
If yes, please explain
In May 2024, South Tower CLT created a new full-time Community Outreach Coordinator position and hired Elliot Bailey to fill the role.

11)
Has your agency implemented new or substantially changed systems related to grant management or accounting systems in the past 12 months?
☐ Yes X No
If yes, please explain

12)
Does your agency have policies that address the following? Ethics/Professional Conduct X Yes ☐ No
Pay Rates and Benefits X Yes ☐ No
Discrimination X Yes ☐ No
Purchasing/Procurement X Yes ☐ No
Property and Equipment X Yes ☐ No
Segregation of Duties X Yes ☐ No
Time and Effort Reporting X Yes ☐ No
Record Retention X Yes ☐ No

13) Does your agency certify that you have a current business license with the City of Fresno? X Yes ☐ No

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2025-2026 Requests for Funding Page 595
PY25-26 City of Fresno Consolidated NOFA Part A
Non-Profit Organization

Authorized Signatories
If your organization is selected for funding, signatures from persons bearing titles from each of the two lines below will be required by your organization.

1. Board Chair, President, or Vice President

2. Treasurer, Secretary, or Assistant Secretary

Authorized Signatory Name Authorized Signatory Title
1) Stanley Johnson Board President
2) Alex Desiga Board Secretary

☐ Board Resolution providing for the signature authority of persons to sign agreements on behalf of the entity is attached (required before a subrecipient agreement will be executed).

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2025-2026 Requests for Funding Page 596
PY25-26 City of Fresno Consolidated NOFA Part A
Non-Profit Organization
Part A, Section 4: Summary of Attached Applications:

Provide number and total dollar amount of applications by Application Type

/g0 Homeless and Homelessness Prevention Programs
Number of Applications Total Dollar Amount Requested
1 $ 299,943

Owner-Occupied Home Repair
Number of Applications Total Dollar Amount Requested
$

Public and Community Services
Number of Applications Total Dollar Amount Requested
$

Fair Housing
Number of Applications Total Dollar Amount Requested
$

Public Infrastructure & Facility Improvements
Number of Applications Total Dollar Amount Requested
$

GRAND TOTAL
Number of Applications Total Dollar Amount Requested
1 $ 299,943.00

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2025-2026 Requests for Funding Page 597
PY25-26 City of Fresno Consolidated NOFA Part A
Non-Profit Organization
Required Attachments to Part A
Select all attachments included.

X Part A, Exhibit 1 – Organization’s U.S. Internal Revenue Service 501(c)(3) Determination of Exemption Letter (Required)
X Part A, Exhibit 2 – Most Recent Audited Financial Statement (an IRS 990, Return of Organization Exempt from Income Tax, may be submitted in lieu of an audit whenever the organization lacks an audit due it not exceeding California and Federal audit thresholds)
☐ Part A, Exhibit 3 – Copies of results of audits, examinations, or monitoring procedures performed during the last two fiscal years on any direct federal award received by the organization
☐ Part A, Exhibit 4 – Indirect Cost Rate Agreement with Federal Cognizant Agency (Required if applicant seeks to charge an indirect cost rate greater than 15 percent of modified total direct costs)
X Part A, Exhibit 5 – List of all awards to the organization from City of Fresno during the past two years
☐ Part A, Exhibit 6 – Statement and Designation by Foreign Corporation (when location of incorporation was outside of California) (Required of Out-of-State Corporations only)
X Part A, Exhibit 7 – List of Directors and Officers by Corporate Title and Name (Required)
X Part A, Exhibit 8 – Organization’s Articles of Incorporation (Required) X Part A, Exhibit 9 – Bylaws of the Organization (Required) ☐ Part A, Exhibit 10 – Resolution of the Board of the Directors Authorizing the Application and Naming the Persons Authorized to Sign the Application (Required; the Resolution must be submitted to the City by 5 PM, February 1, 2025)

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2025-2026 Requests for Funding Page 598
PY 2025-2026 CONSOLIDATED NOFA

PART B - APPLICATION

HOMELESS HOUSING AND SERVICES
Y 2025-2026 APPLICATION
Homeless Housing and Services Programs

1. Project Summary Information
Project Name (10 words or fewer): Equitable Services and Support for Black, Queer and Pregnant People.

Amount Requested: $ 299,943.00
ESG Applicants Only – please provide a breakdown of amounts requested by program component:

Rapid Rehousing: $ .00
Tenant-Based Rental Assistance (TBRA): $ .00
Short-Term Rent, Mortgage and Utility (STRMU): $ 180,943.00 Supportive Services: $ 90,000.00
Housing Information: $ 29,000.00
HOME Applicants Only:

Tenant-Based Rental Assistance (HOME-TBRA) $ .00
This is a:

X New Project/Program
☐ Existing Project/Program

Page 1 of 16 ends

2025-2026 Requests for Funding Page 599
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

Provide a short description of the proposed program/activity. (1 to 3 sentences and must fit in the provided space).

South Tower Community Land Trust will lead a collaborative of three organizations that will provide housing assistance and housing-related supportive services for persons living with AIDS/HIV and their families. The specific communities and identities that the collaborative will focus on included pregnant women, college students, African-Americans and LGBTQ+ individuals. The team brings specific lived experience with HIV/AIDS that will help with building trust and delivering culturally competent services to those most impacted by HIV/AIDS.

2. Organizational Capacity
a. Describe the organization’s experience with administering Federally funded programs like the one described in this application.

South Tower CLT is led by Kiel Lopez-Schmidt, an executive director with 20 years of experience in community development and community development finance. Kiel is strongly called to care from those living with HIV/AIDS having lost their father at age 8 to AIDS. While South Tower CLT has not yet received federal funds, in other roles, Kiel has administered significant federal resources across federal agencies and departments. This includes their role as Senior Manager of Administration at Access Plus Capital with Funding from SBA, Department of Treasury and EDA. In Kiel’s role as Project Manager at UPHolding they managed projects with HUD funds including CDBG, HOME and Vouchers.

South Tower CLT has a policy of holding a 6 month operational reserve of cash on hand. This positions them to be able to operate a reimbursable grant program of this scale without encountering cash flow challenges.

Since 2020, Mighty Community Advocacy has provided services to 602 youth, most of which are underserved, low-income areas. The youth we serve are often people of color or from the LGBTQ2S+ community. 80% of our community members served are BIPOC and Black, 40% of our community members are LGBTQ2S+ identifying. In the last 12 months, Mighty has provided reproductive education and abortion access to youth community members in four different languages- English, Spanish, Q'anjob'al, and ASL. 80% of our service population are housing insecure youth. 22% of our youth have some degree of CPS involvement. 95% of our youth are medi-cal fee-for-service recipients or Calviva Medi-cal recipients.

All youth are onboarded into Mighty services and programming utilizing our HIPAA compliant, client health portal. In this process for families we maintain a survey to

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2025-2026 Requests for Funding Page 600
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

capture demographics for participants, including their program eligibility, per grantor guidelines.

Stanley Beltran-Johnson, the founder of BlaQueer Fresno, understands the critical needs of the Fresno community. As an HIV+ African American Queer advocate and Fresno native, he recognized the disproportionate impact of HIV/AIDS on Black and Brown communities and is creating solutions to address these challenges. BlaQueer Fresno leverages its deep community ties and Stanley’s lived experience to break down barriers to prevention, testing, and care while fostering health equity.

Above all, our collaborative has capacity for empathy with individuals living with HIV/AIDS. This empathy will guide the refinement of processes and services to best serve the community.

b. For how many years has the organization administered activities of the type described in this application?
This is a new activity for South Tower CLT. We have been planning to launch work fundable by HOPWA in incremental phases beginning with a service collaborative and short term housing payments and to grow into developing housing communities funded by Tenant Based Rental Assistance.

Mighty Community Advocacy has offered the services described in this application for 4 years but not specifically to clients living with HIV/AIDS.

BlaQueer has offered the services described for one year.

c. Please describe the cultural competency training staff will be required to complete during the term of this program.

For our collaborative competency training begins with organizations that include leadership and staff that are members of the communities we are aiming to serve. Of South Tower CLT’s nine member board, 33% identify as Black, 22% indigenous, 44% Latine and 44% LGBTQ+. Additionally, South Tower CLT’s current Board President who is also the founder of BlaQueer is HIV+. Mighty is by POC women.

After hiring practices that yield a staff that reflects the communities served, staff must complete comprehensive cultural competency training. This training includes a focus on the specific challenges faced by individuals living with AIDS/HIV and their families, particularly within the contexts of pregnant women, college students,

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African-Americans, and LGBTQ+ individuals. This training is designed by members of those specific community identities.

This training is essential to empower staff with the knowledge and skills needed to deliver effective housing assistance and supportive services, ensuring a respectful and sensitive approach to the diverse identities and experiences of our clients. By prioritizing this training, we guarantee that our staff will be fully equipped to provide tailored support that meets the distinct needs of these communities.

d. Does the organization have the following in place (check box if ‘yes’)? ☐ Written policies and procedures for the proposed project or program (i.e., intake, eligibility)
X Written Financial Management Policies and Procedures
X Non-Discrimination / Equal Opportunity Policy
X Conflict of Interest Policies and Procedures
X Procurement Policies and Procedures
☐ Facility utilization plan and policies
Note: If not, be aware, the City will require a facility utilization plan and policies prior to the execution of a subrecipient agreement. e. Provide addresses for each applicable location of site(s) where activity will occur, a brief description of the facilities, and a description of the service area (a map may be attached in lieu of a service area description).

Mighty Community Advocacy has offices and parent center at 1807 Broadway St.

They also utilize partnership with educational institutions like Fresno State for outreach and service delivery.

BlaQueer does not have a dedicated facility but utilizes mobile operation as well as collaborations with other organizations for delivering services in environments most comfortable to who they serve. This includes the LGBTQ+ Resources Center at 1252 Fulton St.; BreakBox Thought Collective at 2125 Kern St.; Inclusive Medical Clinic to be opened at 3060 Tulare St.

South Tower CLT staff currently work remotely with the headquarters being a historic home at 115 N. Calaveras St. Though the organization has budgeted for the acquisition of a community office in South Tower in Q2 of 2025. This location will

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include a community room and administrative offices where all housing and utility payments will be issued from.

The services provided by the collaborative are population based not geography based. Outreach and mobile services will be provided to all of the City of Fresno.

However, particular areas of focused outreach and service include: West Fresno, Downtown Fresno, Mural District, Tower District south of Olive and Fresno State.

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need.

This proposal addresses a gap in HOPWA services for vulnerable populations with an innovative collaboration of emerging service and housing providers.

Per the CDC, youth are the least likely age group to be linked to care within an acceptable time frame, negatively affecting their ability to have a suppressed viral load. Mighty’s existing outreach and service to high school and college age youth aims to impact this metric.

In Fresno County, males have a higher incidence risk of HIV when compared to females. California’s incidence 1 of 22.4, last reported in 2016, is lower than Fresno County’s (28.58) for the same year. Fresno County has had an increase in male HIV incidence by about 17% from 2016-2023. In contrast, females have increased in incidence by 142% in the same time period. This is an alarming increase that Mighty’s women led team and woman focused services aims to impact.

Cases of Syphilis co-infected with HIV have increased by 140% from 2016 to 2023.

The incidence has correspondingly surged dramatically since 2016, rising from 4,756.3 to 12,589.2 co-infected cases per 100,000 cases of syphilis in 2023.

The majority of new HIV diagnosed cases are occurring amongst those who self identified as Hispanic/Latino. In Fresno County in 2023, Latine individuals accounted for 62% of new infections. Latine individuals make up 52% of the total Fresno County population. This is a population served by Mighty. However, through our action planning work with the National Alliance of Latino Community Asset Builders, we hope to build better service to the Latine population in following years.

Black 4.7% of total population but 11% of new infections. This high rate of infection is alarming and needs dedicated outreach services. Stanley Beltran-Johnson’s leadership draws on his firsthand understanding of navigating HIV health successfully. His work on studies like HPTN 073 (focused on PReP for Black MSM) and UCLA’s Bupropion program highlights his commitment to addressing the intersections of sex, substance use, and HIV within the Black MSM community.

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These insights drive BlaQueer Fresno’s efforts to reduce stigma, increase access, and foster trust among vulnerable populations.
b. Briefly describe the target population, how they will be assessed, and how the project will meet the specific needs of the target population.

The target population includes individuals living with AIDS/HIV and their families.

Specifically, within that group our collaborative focuses outreach and service to:
pregnant women, college students, African-Americans, and LGBTQ+ individuals, all of whom may face unique challenges related to healthcare access, stigma, and social support.

Assessment will employ a few strategies. First, assessment will be offered at the point of free HIV testing offered by BlaQueer as well as the close relationship they have built with other testing facilities including UCSF, Fresno County Health Department, West Care The Living Room and Community Specialty Services. Upon a positive test, BlaQueer will begin a case management process to identify what services the client needs and what services and housing support they qualify for.

Second, BlaQueer, Mighty and South Tower CLT have built trusted relationships with populations that are at high risk of contracting HIV. Those trusted relationships will be utilized to encourage habits that lower risk along with regular testing. Lastly, if awarded, the funds will allow deeper outreach into the target communities.

When a potentially eligible individual is identified, our team will conduct confidential interviews and intake surveys to understand their specific needs, healthcare behaviors, and barriers to treatment. The project will address these needs by providing tailored educational resources, support groups, and access to healthcare services that consider the cultural and social contexts of each group.

c. Describe how the project was developed in consultation with the target population.

This South Tower CLT HOPWA collaborative is unique in that it is led by individuals that have been impacted by HIV/AIDS with a personal positive diagnosis or close family. Those experiences mean that our team is closely associated and in community with the target population of the HOPWA program.

The development of our housing assistance and supportive services was driven by the voices of the target population, gathered through informative community conversations. By conducting focus groups with individuals most affected by HIV, we gained invaluable insights into their interests, needs, and preferences, and service

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gaps, which were pivotal in shaping the program’s core activities tailored for BIPOC adults and youth.

Specifically, what we heard was that the Living Room moving out of the Tower District left a gap in accessibility to folks who live in and find community in the Tower.

Additionally, we heard that Black individuals do not feel heard or safe receiving service for people and organizations without Black staff and leadership. Lastly, we heard that pregnant women grappling with a positive HIV diagnosis need a high level of trusted service to process what they are experiencing and the difficult risks and decisions in front of them.

As we roll out this new program, the team commits to actively involving the target population in evaluation and adaptation of the services offered. This process ensures that our project is not only relevant and responsive but also positioned for greater success in achieving its intended impact.

d. Describe how the project will be marketed to the target population.

The proposed collaborative has built trusted relationships with the target populations as well as organization and healthcare providers in the HIV/AIDS service continuum.

Those trusted relationships will be the bedrock of marketing and outreach. This will lead to a robust peer to peer referral network.

The project will be actively marketed to the target population by harnessing partnerships with organizations that already support individuals living with AIDS/HIV, ensuring we tap into their trusted networks. Through engaging community events, informative workshops, Sexual health support groups and focused digital outreach. where we will raise awareness about the vital housing assistance and supportive services available. By leveraging these established connections, we aim to empower individuals and families to easily access the essential resources they deserve.

An additional advantage that our collaborative has is that we are new and unique from other services that have been offered for years becoming stagnant and not successfully reaching our target demographics. We expect the new outreach efforts and buzz of new services offered to aid our outreach with peer to peer referrals as well as earned media coverage.

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e. Summary of services to be provided:

Select all services to be provided, including those that are not funded by the City. ☐ Emergency Shelter
☐ Transitional Housing
X Homeless Prevention/Housing Assistance
☐ Homeless Diversion
X Mental Health/Other Services
☐ - Individual and Family Counseling
X - Drug/Alcohol Treatment
☐ - Job Training
☐ - Children’s Program
X - Parenting education
☐ - Domestic Violence Intervention
X - Self-Sufficiency Skills Training
X - Outreach
X - Assessment of Needs
☐ Permanent Housing with Supportive Services
X Affordable Housing
X Job Training/ Job Search
X Women’s Program
☐ Day Care
☐ Youth Program
☐ Access to Medical
☐ Immigration Assistance
X Fair Housing Assistance
X Academic Support/Tutoring
X Referral Services
X Case Management
X Provide Meals
X Free Services
☐ Business Development to micro-enterprise
X Other (specify): HIV Testing, Doula Services

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f. Estimate the number of unduplicated persons expected to benefit from the project: 54
unduplicated persons will receive a direct benefit from this project. g. Please indicate which of these service types will be provided and the number of unduplicated persons who will benefit.

Check if
Providing Homeless Housing and Service Types Estimated No.

Persons Assisted
☐
Operating Cost of Shelters for Persons
who are homeless or impacted by

HIV/AIDS

X Rental Assistance/Subsidy 25
X
Supportive/Essential Services (not
duplicated with services provided in
conjunction with another activity)
54 X
Housing information services (not
duplicated with services provided in
conjunction with another activity)
54 h. Describe the homeless housing and services program. Please include information about barriers to program participation and how the activity will address those barriers, and any information about how the activity was developed or refined in consultation with the target population. Limit description to the space provided on this and the next page.

Beyond doula and birthwork, Mighty Community Advocacy has been committed to giving access to healing arts, along with creating services that give the next generation access to their health rights, reproductive justice, bodily autonomy. Our community work in youth includes childbirth education, access to contraception, peer support, personal community building, and utilizing our relationships with aligned community organizers to help with youth pregnancy prevention and reproductive rights awareness. We also support our community members through care management and housing navigation services. Beginning in spring 2025, we will be licensed Enhanced Care Management providers.

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Detailed Narrative Description of Project/Program (Continued from previous page)

Additionally, we will work closely with BlaQueer and South Tower CLT to refer individuals for the services and housing subsidies they will offer. We will focus our services on the populations we already serve including pregnant or formerly pregnant individuals and college students. In 2024, Mighty Community Advocacy provided services to 337 youth, most of which are underserved, low-income areas. 80% of our community members are BIPOC or Chicanx/Latine, 40% of our community members are LGBTQ2S+ identifying. 80% of our service population are housing insecure youth. 22% of our youth have some degree of CPS involvement. 95% of our youth are medi-cal fee-for-service recipients or Calviva Medi-cal recipients.

BlaQueer’s key focus areas include:

1.No-Barrier Testing and Awareness: free, confidential HIV testing through accessible community events and mobile units. Educating the community to promote regular testing and reduce stigma. Utilizing community partners: Fresno Health Department, UCSF, West Care The Living Room and Community Special Services (CSS).

2.Comprehensive Prevention Strategies: Advocating for and educating about PReP and PeP to prevent HIV transmission. Distributing free condoms and safer-sex resources.

Implementing harm reduction strategies tailored to individual needs. Utilizing industry experts: Gilead.

3.Patient Navigation and Support: Connecting individuals to local culturally relevant healthcare options, housing, and financial resources. Helping patients navigate complex systems while building trust through peer advocacy.

4.Community Engagement and Advocacy: Partnering with local organizations, including The Fresno County Health. Department, to bridge gaps in linkage to care. Hosting workshops, support groups and events to empower individuals with vital health and housing knowledge.

Stable housing is integral to addressing health disparities and achieving equitable outcomes for individuals living with HIV/AIDS. Housing provides the foundation for accessing care, adhering to treatment, and improving overall quality of life. By addressing the critical intersection of housing and health, South Tower CLT and BlaQueer Fresno will ensure that vulnerable populations have the resources and stability they need to thrive.

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i. Collaboration
Briefly describe any collaboration efforts with other organizations for this project/program or related initiatives.

Collaborating Organization Description of Collaboration Mighty Community
Advocacy
Executive Directors of Mighty and South Tower CLT
have been exploring and strategizing collaboration
over the last 2 years. Fresno County data highlights
high impact on youth and fast growing incidence
among women. At the same time, data about the
incidence amount of pregnant women is not
available. We believe this to be an unmet challenge
that we feel uniquely qualified to collaborate on.

BlaQueer The founder of BlaQueer joined the South Tower CLT board in Q4 2023 and currently serves as the
Board President. The collaboration began with
intentionally focusing on mentoring leadership and
fund development skills. BlaQueer's authentic
community level service model pairs well with the
housing development and management that South
Tower CLT is building.

NALCAB The National Alliance of Latino Community Asset Builders through their Pathways to Prosperity
program will be providing South Tower CLT with a
planning grant and technical assistance for the
development of an Equitable Development Action
Plan that will incorporate input from and actions
steps to benefit Latine, LGBTQ+ communities and
individual living with HIV/AIDS.

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4. Project/Program Budget
a. Activity Budget by Funding Type

Please provide a high-level summary of the total budget by federal and non-federal funds.

Proposed Activity Budget Amount
Total Federal Funds Requested $ 299,943
Total Other Federal Funds (do not include the above funds on this line)
$ 0
Total Non-Federal Funds $ 155,000
Total Proposed Activity Budget $ 454,943

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b. List of Funding Sources

Provide all planned funding anticipated/ committed for this activity for PY 2025-2026. If the organization has received funding commitment letters, please attach as an exhibit to this application.

Funding Source (Name of
Funder)
Name of
Funding
Program (if
applicable)
Dollar Amount
Commitment
Status
(Committed
or Pending)
If Pending,
Expected
Commitment
Date
Heron Foundation Wayfinder Fund $50,000 Committed

NALCAB Pathways to
Prosperity
$40,000 Committed
US Bank Community
Possible
HOME
$25,000 Committed
Common Counsel
Foundation
Community
Ownership for
Community
Power Fund
$40,000 Committed

c. Activity Budget Summary and Narrative

Please complete Exhibit A – Operating Budget Summary.

Attachments to Part B Application:

X EXHIBIT A – Operating Budget Summary

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X EXHIBIT B – Budget Narrative
☐ EXHIBIT C – Homeless Housing and Services ESG Sources and Amounts of Match and Match Questionnaire (ESG-Only)
☐ EXHIBIT D – Prior-year audited financial statement including statement of activities, statement of financial position and statement of cash flows (required when total Federal grant awards equaled or exceeded $1,000,000 during the annual audit period); or prior-year unaudited financial statement when total Federal grant awards for the annual audit period was less than $1,000,000
Optional Additional Exhibits:

X EXHIBIT E & F – Funding Commitment Letters (if available) X EXHIBIT G & H – Letters of Support (optional – maximum 2) ☐ EXHIBIT – Service Area Map (required if not described in 2.e.)

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CITY OF FRESNO
OPERATING BUDGET SUMMARY (non-capital projects) - South Tower CLT - HOPWA Budgeted Position
(Personnel) or Category
(Operations)
City of Fresno HUD Funds Other Funds for Project
Project Totals
(All Funds)Salaries &
Wages Fringe Benefits
Totals
(City of Fresno
HUD Funds)
Other Federal
Funds State Funds Local Govm't
Funds
Private / Donor
Funds
Other Funds
(specify)
Salaries/Wages (Specify each position; add additional rows as needed) Direct Service Personnel:

Housing Coordinator ( 42,000.00) ( 12,600.00) ( 54,600.00) ( 30,000.00) ( 84,600.00) Community Development
Manager ( - ) ( 35,000.00) ( 35,000.00) [enter position title] ( - ) ( - )
[enter position title] ( - ) ( - )
[enter position title] ( - ) ( - )
Administrative Personnel:

Executive Director ( 7,000.00) ( 2,100.00) ( 9,100.00) ( 60,000.00) ( 69,100.00) Administrative Assistant ( 2,400.00) ( 720.00) ( 3,120.00) ( 30,000.00) ( 33,120.00) [enter position title] ( - ) ( - )
Independent Contractors / Consultants:

Mighty Community
Advocacy
( 40,000.00) ( 12,000.00) ( 52,000.00) ( 52,000.00) BlaQueer ( 40,000.00) ( 12,000.00) ( 52,000.00) ( 52,000.00)

TOTAL PERSONNEL
BUDGET ($ 131,400.00 ) ($ 39,420.00 ) ($ 170,820.00) ($ - ) ($ - ) ($ - ) ($ 155,000.00 ) ($ - ) ($ 325,820.00) Other Direct Costs (Include only costs that are direct; indirect costs are covered under the Indirect Cost Rate) Short-Term Rent,
Mortgage and Utility
Payments
( 90,000.00) ( 90,000.00)
[enter cost category] ( - )
[enter cost category] ( - )
[enter cost category] ( - )
[enter cost category] ( - )
[enter cost category] ( - )
[enter cost category] ( - )
[enter cost category] ( - )
[enter cost category] ( - )
[enter cost category] ( - )

TOTAL OTHER DIRECT
COSTS ($ 90,000.00 ) ($ - ) ($ - ) ($ - ) ($ - ) ($ - ) ($ 90,000.00 ) INDIRECT COSTS* (Select 1 indirect rate Only)
Approved Indirect Cost
Rate ( - )
De minimus 15% Rate ( 39,123.00) ( 39,123.00)

TOTAL INDIRECT COST
BUDGET ($ 39,123.00 ) ($ 39,123.00 )
TOTAL PROJECT BUDGET ($
131,400.00)($ 39,420.00) ($ 299,943.00)($ - ) ($ - ) ($ - ) ($ 155,000.00)($ - ) ($ 454,943.00) Please revise this form and annotate budget items as needed All applicants are required to submit a copy of their organization’s operating budget. *An approved indirect cost rate must be applied to the base identified in the agreement with the federal cognizant agency.

Per 2 CFR 200.414, any non-federal entity that does not have a current negotiated rate may elect to charge a de minimis rate of 15% of Modified Total Direct Costs (defined in 2 CFR 200.1).
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Exhibit B: Budget Narrative

Please provide a brief narrative describing the expenses included in each category of the budget summary.

Outreach & Services: The core to success of this new collaboration is the success of the outreach as well as relevance and consistency of services offered. To ensure this success we have budgeted $54,000 to each Mighty and BlaQueer for their staffing, coordination and service costs. These numbers were reached by modeling some service bundles and pathways through case management.

For Mighty services we anticipate providing services eligible for HOPWA funding to 18 individuals including youth and women currently or formerly pregnant. The average cost of service was estimated at $3,000 per individual.

For BlaQueer since they are offering free HIV testing we anticipate them to serve more individuals than Mighty but with smaller staff and not as deep of service offerings, BlaQueer cost of service will be less per individual resulting in the same total. Those numbers were calculated at 36 individuals with an average service cost of $1,500 per individual served.

If funded, South Tower Community Land Trust will be adding a new staff member with a primary focus on this proposal. The new staff role will be a Housing Coordinator with experience administering federal sources rental subsidies. The position salary plus benefits is anticipated to be $84,600 with 65% of the position funded by HOPWA.

The Housing Coordinator will receive support from an Administrative Assistant that is budgeted for in South Tower CLT’s 2025 budget regardless of receiving HOPWA funding. Another source of funds for this position that will support these proposed goals is the NALCAB Pathways to Prosperity grant.

Overall leadership and coordination of this proposed collaborative will be provided by the Executive Director of South Tower CLT. 6% of their role with 2.5 hours per week dedicated to HOPWA eligible activity.

Together the South Tower CLT anticipates providing Short-Term Rent, Mortgage and Utility payments to 25 unique individuals or households. The average payment was estimated at two months of median rent and utility payments. This totals anticipated STRMU payments totalling $90,000 in the grant period.

While a match is not required, South Tower CLT has identified $155,000 of secured funding in their 2025 budget that directly contributes to the success of the proposed scope of work. That full amount is from private foundation sources.

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1/15/2025
City of Fresno
Planning and Development Department
Housing and Community Development Division

To whom it may concern,

I am writing to support the collaborative proposal led by South Tower Community Land Trust to provide housing assistance and housing-related supportive services for persons living with AIDS/HIV and their families. Together, our collaborative brings lived experience with HIV/AIDS and trusted experience working with communities that are most impacted by HIV/AIDS.

Beyond our doula and birthwork, Mighty Community Advocacy has been committed to giving access to healing arts, along with creating services that give the next generation access to their health rights, reproductive justice, bodily autonomy. Our community work in youth includes childbirth education, access to contraception, peer support, personal community building, and utilizing our relationships with aligned community organizers to help with youth pregnancy prevention and reproductive rights awareness. We also support our community members through care management and housing navigation services.

Beginning in spring 2025, we will be licensed Enhanced Care Management providers.

We are prepared to extend our services to people living with HIV/AIDS and their families who are at risk of or experiencing homelessness. Those services eligible for HOPWA include: case management, personal assistance, transportation, mental health services, meals/nutrition services, outreach, and housing information services. Additionally, we will work closely with BlaQueer and South Tower CLT to refer individuals for the services and housing subsidies they will offer. We will focus our services on the populations we already serve including pregnant or formerly pregnant individuals and college students. In 2024, Mighty Community Advocacy provided services to 337 youth, most of which are underserved, low-income areas. 80% of our community members are BIPOC or Chicanx/Latine, 40% of our community members are LGBTQ2S+ identifying. 80% of our service population are housing insecure youth. 22% of our youth have some degree of CPS involvement. 95% of our youth are medi-cal fee-for-service recipients or Calviva Medi-cal recipients.

We believe if funded by the City of Fresno with HOPWA, we will be able to deliver trusted, quality and culturally relevant care to serve high risk populations that are not currently receiving the care and support they deserve.

Sincerely,

Nishea Trinidad, Executive Director
2025-2026 Requests for Funding Page 615
City of Fresno
Planning and Development Department
Housing and Community Development Division
Letter of Support for South Tower Community Land Trust (CLT) – HOPWA Grant Application
To whom it may concern,
On behalf of BlaQueer Fresno, I am writing to express our strong support for South Tower Community Land Trust in its application for the Housing Opportunities for People Living with HIV/AIDS (HOPWA) grant. This initiative is critical for expanding affordable housing resources and creating sustainable pathways to stability and wellness, particularly for individuals in Fresno who are living with HIV/AIDS and face significant systemic barriers to secure housing.

BlaQueer Fresno is dedicated to fostering the health, equity, and empowerment of Black LGBTQ+ individuals a population disproportionately affected by HIV, poverty, and systemic inequities in healthcare and housing. We recognize the vital role that South Tower CLT plays in addressing these disparities and believe that expanding their capacity will provide transformative solutions for Fresno’s most vulnerable residents.

South Tower CLT has established itself as a leader in envisioning equitable housing opportunities in Fresno, focusing on those most impacted by structural inequities, including people living with HIV/AIDS. By creating affordable, sustainable housing solutions, South Tower CLT not only offers shelter but also builds a foundation for stability and health. Housing is a fundamental determinant of health, and for individuals living with HIV/AIDS, it is a critical factor in achieving positive health outcomes, maintaining treatment adherence, and reducing vulnerability to further inequities.

January 15, 2025
[email protected]
2025-2026 Requests for Funding Page 616
BlaQueer Fresno has been at the forefront of addressing the intersections of race, sexuality, and health in Fresno, focusing on breaking down barriers to HIV prevention, testing, and care. Our work aligns closely with the goals of South Tower CLT in fostering stability and equity for marginalized populations.

Our key focus areas include:

No-Barrier Testing and Awareness1.
free, confidential HIV testing through accessible community partners, events and mobile units. Community partners are Fresno County Health Department, Community Special Services (CCS), West Care The Livingroom and UCSF.

Educating the community to promote regular testing and reduce stigma.

Comprehensive Prevention Strategies2.

Advocating for and educating about PReP and PeP to prevent HIV transmission partner Gilead.

Distributing free condoms and safer-sex resources partner Office of Aids.

Implementing harm reduction strategies tailored to individual needs.

Patient Navigation and Support3.

Connecting individuals to local healthcare, housing, and financial resources.

Helping patients navigate complex systems while building trust through peer advocacy.

Community Engagement and Advocacy4.

Partnering with local organizations, including the Fresno County Health Department, to bridge gaps in care.

Hosting workshops and events to empower individuals with vital health and housing knowledge.

The Importance of Housing for People Living with HIV/AIDS Stable housing is integral to addressing health disparities and achieving equitable outcomes for individuals living with HIV/AIDS. Housing provides the foundation for accessing care, adhering to treatment, and improving overall quality of life. By addressing the critical intersection of housing and health, South Tower CLT ensures that vulnerable populations have the resources and stability they need to thrive.

January 15, 2025
[email protected]
2025-2026 Requests for Funding Page 617
Shared Goals for Impact
South Tower CLT’s commitment to providing housing solutions and BlaQueer Fresno’s expertise in HIV prevention and advocacy together create a robust framework for addressing systemic inequities in Fresno. This partnership demonstrates the transformative impact of combining housing stability with comprehensive health advocacy.

We fully support South Tower CLT’s application for the HOPWA grant and believe this funding will significantly enhance their capacity to provide affordable, sustainable housing for individuals living with HIV/AIDS. Their work is a vital component of creating a healthier, more equitable Fresno for all.

Thank you for considering this letter of support as part of South Tower CLT’s application. We look forward to collaborating and witnessing the transformative impact this initiative will have on our shared community. Please do not hesitate to contact me at [email protected] for any additional information or support.

In solidarity,
Stanley Beltran-Johnson
Executive Director
BlaQueer Fresno
January 15, 2025
[email protected]
2025-2026 Requests for Funding Page 618

WestCare California, Inc.

Project Unite

2025-2026 Requests for Funding Page 619
PY 2025-2026 CONSOLIDATED NOFA
PART A – COVER PAGE:

NON-PROFIT ORGANIZATION1
Part A, Section 1: General Information
Legal Name of the Organization: Fictitious Name (if applicable):

WestCare California, Inc. N/A
UEI of Organization: Taxpayer Identification Number:

CBQUXGEXW5Y7 23-7368450
Date of Incorporation: Date of 501(c)(3) Determination:

October 1973 November 1974
Mailing Address of Organization: Organization Website Address:
1900 N Gateway Blvd Ste 100 Fresno CA 93727-
1625 www.westcare.com
Name of President (or Chair of the Board): E-mail Address:

Dr. Toussaint M. Streat (Board Chair) [email protected] Name of Chief Executive or Executive Director: E-mail Address:

Ken Ortbals, CEO [email protected]
Name of the Secretary: E-mail Address:

Linda Erath, CFO [email protected]
Name of Treasurer (or Chief Financial Officer): E-mail Address:

Linda Erath, CFO [email protected]
Principal Contact
Person: Principal Contact’s Title:

Principal Contact’s Physical
Address (Street Address, Suite,
City, State, ZIP):

Robert Marquez
Director of Housing
Support Services
1900 N Gateway Blvd, Ste 100,
Fresno, CA 93727-1625
Primary Phone #: Alternative Phone #: E-mail Address:
559-346-8778
559-251-4800 Ext.
21233 [email protected]
Name of Authorized Signatory: Title of Authorized Signatory:

Shawn Jenkins
Chief Operating Officer –
Western Region
Signature of Authorized Official: Date of Signature:
1/13/25
1 This document is for non-profit organizations. Units of local government, please complete Part A: Unit of Government Information
2025-2026 Requests for Funding Page 620

Do you have an active registration with SAM.gov? Yes No Part A, Section 2: Organizational Background
Please provide the organization’s mission statement within the below space:

WestCare empowers everyone with whom we come into contact to engage in a process of healing, growth, and change, benefitting themselves, their families, coworkers, and communities.

Please mark any of the following classifications that apply to your organization:

Woman-Owned Business Small Business
Minority Institution Minority-Owned
Tribal Veteran-Owned
Other:

Part A, Section 3: Organizational Capacity and Management Please provide the number of staff employed by your organization: 453

Please provide key personnel information for HUD-funded projects:

Staff Name Title
Years of
Experience
1) Shawn Jenkins
Chief Operating Officer –
Western Region 35
2) Maryann Knoy Vice President 23
3) Maria Rodriguez Deputy Administrator 12
4) Stephanie Perez Program Director 9
5) Robert Marquez Program Director 19

Board of Directors
How often does your Board of Directors regularly meet?
2025-2026 Requests for Funding Page 621
quarterly
List current Board of Directors below:
1) Dr. Toussaint M. Streat ~ Chair 6) William (Bill) J. Ekstrom, Jr. 2) James (Jim) L. Wadhams 7) Richard (Dick) E. Steinberg, President
3) Thomas (Tom) J. Walsh, II 8) Ken Ortbals, CEO
4) Mary A.Y. Okada 9) Linda Erath, Treasurer and
Secretary
5) Doris Hope Michaux 10)

Financial Management
1) Provide the name of staff responsible for your agency’s accounting system
Name: Linda Erath
Title: Chief Financial Officer
Phone/Email: 702-385-2090 / [email protected]

2) Has your agency operated with or managed federal funds within the past three years? Yes No

3)
Has your agency been required to comply with the Single Audit requirements of the Uniform Guidance in the past two fiscal years? Yes No
A Single Audit is required when $1,000,000 or more in federal funds is expended in a fiscal year.

4)
Have your agency’s annual financial statements been audited by an independent audit firm? Yes No
If yes, please provide a copy of the statements for the past two years in Exhibit 2.

5)
If the answer to Questions 3 or 4 were ‘Yes’, please explain any findings or questioned costs.

N/A

6)
Does your financial system:
a) Provide for the control and accountability of grant funds, property, and other assets? Yes No
b) Separately track revenue and expenditures for the grant funds? Yes No

7) Does your payroll system separately track staff time by grant and/or activity? Yes No
2025-2026 Requests for Funding Page 622
8) Are all payments properly documented with evidence or receipt of goods or performance of services? Yes No
9) Are all bank accounts reconciled monthly? Yes No 10)
11)
Has your agency had any significant changes in key personnel within the past 12 months? (e.g. Controller, Exec. Director, Program Manager, Accounting Manager, etc.) Yes No
If yes, please explain
Housing Program Director Fil Leanos has been replaced by Robert Marquez. Carlene Mendez, Director of The Living Room (funded by HOPWA), recently resigned. As of today, this position is still vacant, but WestCare is actively
recruiting for her replacement. Maria Rodriguez is
the interi
m director.

Has your agency implemented new or substantially changed systems related to grant management or accounting systems in the past 12 months?
Yes No
If yes, please explain
N/A
12)
Does your agency have policies that address the following? Ethics/Professional Conduct Yes No
Pay Rates and Benefits Yes No
Discrimination Yes No
Purchasing/Procurement Yes No
Property and Equipment Yes No
Segregation of Duties Yes No
Time and Effort Reporting Yes No
Record Retention Yes No
13) Does your agency certify that you have a current business license with the City of Fresno? Yes No
14)
Does your agency certify that they are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal or State department or agency? Yes No
2025-2026 Requests for Funding Page 623

Authorized Signatories
If your organization is selected for funding, signatures from persons bearing titles from each of the two lines below will be required by your organization.

1. Board Chair, President, or Vice President

2. Treasurer, Secretary, or Assistant Secretary

Authorized Signatory Name Authorized Signatory Title
1) Shawn Jenkins Chief Operating Officer - Western Region 2)

Board Resolution providing for the signature authority of persons to sign agreements on behalf of the entity is attached (required before a subrecipient agreement will be executed).

2025-2026 Requests for Funding Page 624
Part A
, Section 4: Summary of Attached Applications:

Provide number and total dollar amount of applications by Application Type  Homeless an
d Homelessness Prevention Programs
Number of Applications
2 Total Dollar Amount
Requested $ 1,283,480
 Owner-Occupi
ed Home Repair
Number of Applications Total Dollar Amount Requested
0 $ 0.00
 Public a
nd Community Services
Number of Applications Total Dollar Amount Requested
0 $ 0.00
 Fair Housi
ng
Number of Applications Total Dollar Amount Requested
0 $ 0.00
 Public Inf
rastructure & Facility Improvements
Number of Applications Total Dollar Amount Requested
0 $ 0.00
=

GRAND TOTAL
Number of Applications
2 Total Dollar Amount
Requested $1,283,480.00
2025-2026 Requests for Funding Page 625
Requi
red Attachments to Part A
Select all attachments included.

2025-2026 Requests for Funding Page 626
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

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PY 2025-2026 APPLICATION
Homeless Housing and Services Programs

1. Project Summary Information
Project Name (10 words or fewer): Project Unite
Amount Requested: $ 322,993.00
ESG Applicants Only – please provide a breakdown of amounts requested by program component:

Street Outreach: $ 0.00
Emergency Shelter: $ 0.00
Homelessness Prevention: $ 81,061.00
Rapid Rehousing: $ 240,432.00
HMIS: $ 1,500.00
HOPWA Applicants Only – please provide a breakdown of amounts requested by program component:

Rapid Rehousing: $ 0.00
Tenant-Based Rental Assistance (TBRA): $ 0.00
Short-Term Rent, Mortgage and Utility (STRMU): $ 0.00
Supportive Services: $ 0.00
Housing Information: $ 0.00
HOME Applicants Only:

Tenant-Based Rental Assistance (HOME-TBRA) $0.00
This is a:

New Project/Program
Existing Project/Program

2025-2026 Requests for Funding Page 627
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

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Provide a short description of the proposed program/activity. (1 to 3 sentences and must fit in the provided space).

WestCare California, Inc. seeks funding to continue providing rapid rehousing and homelessness prevention services through Project Unite. During the grant period, Project Unite will provide at least 1) four (4) households with homelessness prevention services, 2) twelve (12) households with rapid rehousing assistance, and 3) sixteen (16) households with case management services. The program will engage homeless and chronically homeless individuals and families with extremely low incomes (less than 30% of the area median income), including Veterans who are not eligible for housing assistance through SSVF or HUD-VASH.

2. Organizational Capacity
a. Describe the organization’s experience with administering Federally funded programs like the one described in this application.

WestCare California has provided behavioral health and human services in Fresno County since 1974. Today, WestCare's services fall into six primary domains: Mental Health & Wellness, Treatment & Rehabilitation, Veteran Services, Criminal Justice, Housing Opportunities, and Education & Prevention. WestCare has extensive experience working with a variety of special populations, including people experiencing homelessness, people struggling with substance use and mental health disorders, people living with HIV, criminal justice populations, Veterans, and the LGBTQ community.

With ongoing funding from multiple federal, state, and local agencies, including HUD, SAMHSA, Veterans Administration, California Department of Corrections and Rehabilitation, Board of State and Community Corrections, City of Fresno, County of Fresno, and others, WestCare California administers 60 separate contracts throughout the State of California with a budget of approximately $74 million and more than 400 staff. WestCare's leadership team has decades of experience administering homelessness prevention and housing programs.

WestCare has operated Project Unite with ESG funding from the City of Fresno since 2013. Last year, the City awarded Project Unite a new HOME-ARP grant, which has allowed WestCare to expand this program significantly. WestCare is also a recipient of the HOPWA formula grant from the City of Fresno, which supports The Living Room. In 2024, WestCare was awarded a new HOPWA HINT grant directly from HUD, which will enable The Living Room to significantly enhance and expand its housing services for people living with HIV.
2025-2026 Requests for Funding Page 628
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Application – Homeless Housing and Services

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b. For how many years has the organization administered activities of the type described in this application?
12 c. Please describe the cultural competency training staff will be required to complete during the term of this program.

All WestCare staff are required to complete cultural competency training within 30 days of hire and annually thereafter. The “Diversity in the Workplace” training is designed to help participants recognize diversities and understand how they can create an accepting environment that celebrates each person’s diversity. After completing this course, staff will be prepared to: 1) List ways in which we’re diverse, 2) Describe the challenges and opportunities of having a diverse workplace, 3) Name ways to avoid discrimination in the workplace, 4) Recognize ways to embrace diversity, and 5) Identify interpersonal diversity skills.

d. Does the organization have the following in place (check box if ‘yes’)? Written policies and procedures for the proposed project or program (i.e., intake, eligibility)
Written Financial Management Policies and Procedures
Non-Discrimination / Equal Opportunity Policy
Conflict of Interest Policies and Procedures
Procurement Policies and Procedures
Facility utilization plan and policies
Note: If not, be aware, the City will require a facility utilization plan and policies prior to the execution of a subrecipient agreement. e. Provide addresses for each applicable location of site(s) where activity will occur, a brief description of the facilities, and a description of the service area (a map may be attached in lieu of a service area description). 2025-2026 Requests for Funding Page 629
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

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WestCare's Housing Department offices are at 1900 N. Gateway Blvd., Fresno, CA 93727-1625. This facility houses senior leadership, Housing Department staff, and administrative support staff. It also provides dedicated office space for private client meetings, conference rooms, and a complete training facility. A map of the service area is attached in lieu of a service area description.

3. Proposed Scope of Work
a. Briefly describe the needs this proposal addresses, and how existing resources are insufficient to meet this need.

There is a great need in the City of Fresno for housing and supportive services for an increasing homeless population. Due to limited resources, there Point-in-Time (PIT) Count, which attempts to document all people experiencing homelessness in Fresno and Madera Counties, was not conducted by the Fresno-Madera Continuum of Care in 2024. The most recent data available is from the 2023 PIT Count, which showed that a total of 4,493 people were experiencing homelessness in Fresno and Madera Counties on the night of the survey. This included 2,758 (61%) people who were experiencing unsheltered homelessness, 1,431 (32%) people who were staying in emergency shelters, and 304 (7%) people who were living in transitional housing.

These figures represented an overall 7% increase in homelessness in the Fresno- Madera area since the previous PIT Count was conducted in 2022. As evidenced by the large number of people experiencing unsheltered homelessness, this data indicates that existing resources are insufficient to meet the need for housing assistance in this service area.
b. Briefly describe the target population, how they will be assessed, and how the project will meet the specific needs of the target population.

Target Population. The target population for Project Unite includes individuals and families residing in the City of Fresno with extremely low incomes (less than 30% of the area median income) experiencing homelessness and those at risk of experiencing homelessness, including Veterans who are not eligible for housing assistance through SSVF or HUD-VASH. Potential program participants are identified through the Fresno-Madera Continuum of Care’s Coordinated Entry system. These individuals require intensive case management services and often need linkages to multiple supportive services in addition to housing, including medical care, treatment for substance use and mental health disorders, adult basic 2025-2026 Requests for Funding Page 630
PY25-26 Consolidated NOFA Part B
Application – Homeless Housing and Services

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education, life skills training, employment assistance, and help to enroll in public benefits, which clients are often not aware that they are eligible for.

Assessment. Upon enrollment to the program, the Case Manager will collaborate with the client to comprehensively assess their strengths, needs, and preferences.

Clients will complete a VI-SPDAT housing assessment along with an individualized service plan (ISP), which covers all life areas needed to achieve wellness, not just for housing but also for life areas that will support future housing stability, including SUD treatment, mental health therapy, medical care, financial, educational, vocational, legal, social, and recreation/leisure needs. The assessment results will form the basis for creating the client’s ISP.

Meeting Client Needs. Based on the assessment results, the Case Manager and client will work collaboratively to develop an individualized service plan for housing and supportive services that outlines the specific housing assistance and supportive services the client will participate in to achieve their identified goals. Once the goals for the plan are established, the Case Manager will assist the client in obtaining all services identified in their plan, including housing assistance and any supportive services they may need to achieve housing stability. The Case Manager will provide a warm handoff to all service linkages rather than a mere referral to ensure the client receives all services identified in their plan. The Case Manager will also assist the client with making appointments while following up with community service providers to ensure that the client attends their scheduled appointments. If the client is experiencing barriers to accessing services, the Case Manager will help address those barriers, including providing transportation to service providers’ offices. Initially, clients will meet with their Case Manager on at least a weekly basis, or more often as necessary, to monitor progress on their plan and make updates as needed. Once a client’s living situation becomes more stable, meetings may taper off to once monthly.

c. Describe how the project was developed in consultation with the target population.

At WestCare, we believe that getting participant feedback is the best way to improve the effectiveness and efficiency of our programs. To this end, Project Unite Case Managers document the challenges that program participants face throughout their housing journey. This valuable feedback has allowed us to identify the specific needs and challenges of individuals and families recommended for rapid rehousing and homelessness prevention services. This information allows the Case Manager to focus on areas of need and work collaboratively with community partners to provide well-rounded services that help participants achieve housing stability and sustainability. Participant feedback is critical to WestCare’s program design process because the information they provide can help program leadership identify any 2025-2026 Requests for Funding Page 631
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Application – Homeless Housing and Services

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Fresno City CouncilJune 12, 2025

Fresno City Council
June 12, 2025