San Luis Obispo City Council
March 1, 2022

Christina Enriquez (408) 684-8831
[email protected]

EXPERIENCE

HOUSEKEYS INC, MORGAN HILL, CA
Program Asset Manager, 2015 - Present
• Founding Team Member of HouseKeys, a specialized program administration services and technology company • Manage New Construction Affordability Unit Commitments for Ownership and Rental Programs • Legal Agreement Processing for Developers, Municipal Agencies, and Program Administrators • Manage Unit Delivery and Buyer/Renter Procurement Pipelines • Coordinate with Title and Escrow to Finalize Escrow Instructions • Coordinate Routing Packages involving Municipal Administrators, Attorneys, Clerks, Housing Staff, and Planning Staff
• Public Recording of Documents and Final Funding of Escrow Accounts (verifying final closing statements) • Monitoring and Compliance of Units, Occupants, and Legal Agreements • Forensic Review of Existing Affordable Unit Portfolios to Determine Compliance Status • Tax Assessor Reporting for Affordable Ownership Units • Review and Categorize Housing Portfolios Across Federal (HOME, CDBG), State (CalHOME, BEGIN), Redevelopment and Locally Supported Rental Projects
• Forensic Research of Note, Loan Agreement, Deeds of Trust, Assumptions, Loan Modifications, etc. for Affordable Finance Portfolios involving Federal, State, and Loan Finance Sources • Oversee Asset Transfers between Government and Nonprofit Agencies involving Loan Portfolios (e.g. Housing Authority to Local Municipality and Nonprofit Wind downs and asset transfers) • Transaction Management from initial ticket to close of escrow (new construction, resales, refinances, and other transfers)
• Resale Price Calculations, Payoffs, Estimated Closing Statements, and Final Closing Statements • Coordinate legal strategies and timelines involving out-of-compliance properties that require state, probate, or bankruptcy court filings
• Manage response to subpoenas and opposing counsel discoveries in prep for mediation and/or court hearings • Manage portfolio records through multiple phases and event types: initial purchase, sale, death of owner, divorce, inheritance, and other transfer types

NEIGHBORHOOD HOUSING SERVICES SILICON VALLEY, SAN JOSE, CA Program Transaction Coordinator, 2013 - 2015
• Helped create the policies and procedures to formalize program administration in the cities of Morgan Hill, Los Gatos, Los Altos, Santa Clara, and Burlingame
• Coordinate Transactions on Resale Restricted Properties at Initial New Construction Sale and Resale • Resale Price Calculations, Payoffs, Estimated Closing Statements, and Final Closing Statements • Work with Escrow Companies to draft and finalize escrow instructions • Manage Transaction Pipeline across mortgage lending, below market rate administration, acquisition-rehab, and real estate brokerage departments

CHICAGO TITLE COMPANY, MULTIPLE OFFICES (MORGAN HILL, SAN JOSE), CA HouseKeys RFP Response Page 20
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

Escrow Officer, 2004-2013
• Establish and document new escrow accounts
• Determine requirements and complete real estate transactions • Order title reports / resolve title defects
• Establish new escrow accounts: deposit funds, maintain records, prepare transaction documents • Review documents by prorating taxes and interest
• Complete closing transaction documents
• Manage closing caseload and coordinated closings with lenders, asset managers, agents, buyers, sellers, and other interested parties
• Address and clear conditions in the title searches including but not limited to: payoff liens, judgments, probate matters
• Obtain clearance from lenders performed closings, disbursed the transaction, initiate wires, and forwarded closing packages to lenders, agents, buyers, and sellers

FIDELITY NATIONAL TITLE, MORGAN HILL, CA
Escrow Assistant, 2001-2004
• Establish and document new escrow accounts
• Determine requirements and complete real estate transactions • Order title reports / resolve title defects
• Establish new escrow accounts: deposit funds, maintain records, prepare transaction documents • Review documents by prorating taxes and interest
• Complete closing transaction documents
• Manage closing caseload and coordinated closings with lenders, asset managers, agents, buyers, sellers, and other interested parties
• Address and clear conditions in the title searches including but not limited to: payoff liens, judgments, probate matters
• Obtain clearance from lenders performed closings, disbursed the transaction, initiate wires, and forwarded closing packages to lenders, agents, buyers, and sellers

EDUCATION/TRAINING/SKILLS
• Bi-Lingual
• Escrow and Title
• Escrow Accounting, Reconciliation, and Forensic Review • New Account, Re-Use Account Management and Oversight
• Asset Management Accounts and Cost Breakdowns for Acquisition, Rehab, and Resale Projects • Portfolio Management: Ownership and Rental Housing
• Federal Finance Program Guideline and Asset Management • State Finance Program Guideline and Asset Management
• Portfolio Monitoring, Forensic Research
• Legal Strategy Development for State, Bankruptcy, and Probate Cases involving resale restricted units • Tax Assessor Reporting on resale restricted properties HouseKeys RFP Response Page 21
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

Kathie Wells (408) 684-8831
[email protected]

EXPERIENCE

HOUSEKEYS INC, MORGAN HILL, CA
Program Underwriter & Compliance Manager, 2015 - Present • Founding Team Member of HouseKeys, a specialized program administration services and technology company • Research and compare program manuals from various municipal agencies to create and update the HouseKeys Template
• Establish Audit and Reporting Protocols for Finance Programs funded by the State of California (e.g. CalHOME, BEGIN)
• Establish Audit and Reporting Protocols for Finance Programs funded by the Department of Housing and Urban Development
• Underwrite eligibility and compliance for program applicants and participants • Establish escalation protocols involving program underwriters, managers, and municipal staff members • Manage the Loan Packaging, Subordination Agreement Drafting, Routing Packages, and other tasks associated with Refinances, Title Changes, Divorces, etc.
• Coordinate with Finance and Accounting Teams at Local Municipal Agencies to synchronize records and complete audit reviews

NEIGHBORHOOD HOUSING SERVICES SILICON VALLEY, SAN JOSE, CA Program Underwriter, 2012 - 2015
• Helped create the policies and procedures to formalize program administration in the cities of Morgan Hill, Los Gatos, Los Altos, Santa Clara, and Burlingame
• Underwrite the Eligibility of Applicants for Ownership, Rental, and Finance Programs • Screen and pre-qualify applicants according to eligible household guidelines as defined by local policies • Report to Local Government Staff Members
• Underwrite applicant pipeline for affordable homeownership, affordable rental, and down payment/closing cost assistance programs
• Manage the Loan Packaging, Subordination Agreement Drafting, Routing Packages, and other tasks associated with Refinances, Title Changes, Divorces, etc.

SOUTH COUNTY HOUSING CORPORATION, GILROY, CA
Program Processor, 2011-2012
• Submitted completed applications to Underwriter for approval • Managed Applicant Pipelines for New Construction Projects • Worked with loan officers at various mortgage companies to package files for review • Assisted with due diligence and putting together post-close binders for each development project HouseKeys RFP Response Page 22
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

DIRECT MORTGAGE SERVICES, SARATOGA, CA
Loan Processor, 1999-2011
• Submitted completed applications to Underwriter for approval • Entered new loan information into database
• Ran loan files through automated underwriting engines as appropriate (e.g. DU, LP) • Prepared/Managed files with title company to ensure closing deadline was met • Ordered and reviewed credit reports and prepared pre-approval/approval letters • Collected/Verified all documentation provided by borrower • Submitted loan file to investor prior to commitment date • Provided escrow analysis to loan officer
• Ordered appraisals, title reports, insurance, flood, and other documents needed to clear for closing • Ordered and analyzed legal documents from various agencies • Worked with various mortgage companies and banks to place loans according to underwriting guidelines • Prequalified clients with multiple layers of financing • Checked eligibility to meet government underwriting criteria • Maintained and updated process pipeline
C.WATTS FINANCIAL INC, LOS GATOS, CA
Loan Processor, 1984-1999
• Submitted completed applications to Underwriter for approval • Entered new loan information into database
• Ran loan files through automated underwriting engines as appropriate (e.g. DU, LP) • Prepared/Managed files with title company to ensure closing deadline was met • Ordered and reviewed credit reports and prepared pre-approval/approval letters • Collected/Verified all documentation provided by borrower • Submitted loan file to investor prior to commitment date • Provided escrow analysis to loan officer
• Ordered appraisals, title reports, insurance, flood, and other documents needed to clear for closing • Ordered and analyzed legal documents from various agencies • Worked with various mortgage companies and banks to place loans according to underwriting guidelines • Prequalified clients with multiple layers of financing • Checked eligibility to meet government underwriting criteria • Maintained and updated process pipeline

EDUCATION/TRAINING
• Automated Underwriting Systems
• Former Redevelopment Agency and Successor Agency Programs • HCD Finance Programs (e.g. BEGIN, CalHOME)
• Tax and Bond Programs (CTCAC, CDLAC)
• HUD Programs (CDBG, HOME)
• Federal, State, and Local Audit Review and Reporting Experience HouseKeys RFP Response Page 23
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

7.References
92-1 City of Morgan Hill
Role: Program Administrator
Program(s): Ownership, Rental, Lending
Timeline: June 2015 to Present (Note: 4 Team Members were employed by previous Program Administrator from 2012-2015)
Scope of Services Includes (see full scope of work in the attachment):
• Homebuyer Orientation
• Homeowner Workshops and “Town Hall” Listening Sessions • Applicant Eligibility (Processing and Underwriting)
• Participant Compliance
• Asset Management
• Administering Ownership Program, Loan Portfolio, and Rental Program • Real Estate Acquisition, Rehabilitation, and Sales
• Program Development (Marketing Materials, Guideline Creation, and Municipal Code Modifications)
Description Relevant Experience:

Morgan Hill has a well-established ownership program that has been in place for over 40 years and includes over 568 units spread out across nearly 84 residential development projects. Due to the varying nature of each restriction agreement, this has been the training ground on which the HouseKeys team continues to hone its skills.

Resale Restriction Agreements include mutual self-help homes, forgivable notes that lock up equity for the first 20 years before passing it to the owner by year 30, and indexbased restricted resale prices. Affordable Properties have been built through the City’s former Redevelopment Agency and through its Residential Development Control System, whereby developers compete for allocations and earn points for affordable units. In 2016, HouseKeys took on the cities loan portfolio and works alongside the finance team to service program loans. In 2018, the City enacted an Inclusionary Housing Ordinance that includes ownership and rental units. HouseKeys has dealt with a variety of compliance challenges and transaction types, all while handling a healthy volume of new construction and resale transactions.

Budget: $550,000 per year
Morgan Hill Contact: Rebecca Garcia, Housing Manager
City of Morgan Hill
408-310-4637 /[email protected]
HouseKeys RFP Response Page 24
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

92-2 City of Campbell
Role: Program Administrator
Program(s): Ownership, Rental, Lending
Timeline: June 2016 to Present (Note: 4 Team Members were employed by Affordable First Mortgage Lender that financed many of the affordable ownership units in the city’s program)
Applicable Scope of Services Includes:
• Homebuyer Orientation
• Applicant Eligibility (Processing and Underwriting)
• Participant Compliance
• Asset Management
• Overseeing Ownership Program, Loan Portfolio, and Rental Program • Real Estate Acquisition, Rehabilitation, and Sales
• Program Development (Marketing Materials and Guideline Creation) Description of Relevant Experience:

The HouseKeys team’s experience in the City of Campbell started with an early partnership on one of their largest affordable ownership projects. At our previous employer, we used our Fannie Mae Seller Servicer status to serve as the primary first mortgage lender for 40 affordable homeownership units. We coordinated with the City of Campbell, Charities Housing, and Housing Trust Silicon Valley. Years later, when the City of Campbell was looking for a Program Administrator, HouseKeys was invited to propose in response to the city’s 2016 RFP. Our onboarding process including ownership units, rentals, and the first-time homebuyer loan portfolio. After a rocky start during the first year, HouseKeys was able to gain the trust of staff and council and got a renewal in 2017 and has continued to do so. The strength that shined through in this contract, was our ability to tackle difficult compliance enforcement activities that culminated with the acquisition of a BMR Unit and a resale to an eligible subsequent purchaser.

Budget: $137,200 per year ($30,000 Onboarding)
City of Campbell Contact: Stephen Rose, Senior Planner
City of Campbell
408-866-2142 / [email protected]
HouseKeys RFP Response Page 25
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

92-4 City of Burlingame
Role: Program Administrator
Program(s): Rental
Timeline: June 2018 to Present
Scope of Services Includes:
• Renter Orientation
• Applicant Eligibility (Processing and Underwriting)
• Participant Compliance
• Asset Management
• Overseeing Rental Program
• Initial Lease-Ups and Vacancies
• Program Development (Marketing Materials and Municipal Code Modifications) Description of Relevant Experience:

Like Los Gatos, Burlingame was a legacy client from the team’s time at Neighborhood Housing Services Silicon Valley. We reconnected in 2018 to provide assistance with the existing rental portfolio and then added a formalized contract in 2020 to assist with the new construction pipeline. We are presently working
Budget: $96,000 ($40,000 onboarding)
City of Burlingame Contact: Ruben Hurin, Planning Manager City of Burlingame
650-558-7256
[email protected]
HouseKeys RFP Response Page 26
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

92-5 City of Gilroy
Role: Program Administrator
Program(s): Ownership, Rental, Lending
Timeline: June 2017 to Present
Scope of Services Includes:
• Homebuyer Orientation
• Applicant Eligibility (Processing and Underwriting)
• Participant Compliance
• Asset Management
• Overseeing Ownership Program, Loan Portfolio, and Rental Program • Real Estate Acquisition, Rehabilitation, and Sales
• Program Development (Marketing Materials and Municipal Code Modifications) Description of Relevant Experience:

Gilroy is a multi-faceted contract whereby the HouseKeys team has a longstanding relationship through its work with South County Housing. Members of the HouseKeys Team were part of the first mortgage lending teams that provided financing to many of the homeowners in the project. As we continue to rebuild the database of existing units and determine which units are still in the program, we will rely on this experience as we work to facilitate transactions and perform compliance reviews. The City of Gilroy has over 480 ownership units, spread across 10 residential development projects. These were made possible through nonprofit developer financing and the Residential Development Ordinance. HouseKeys has been holding orientation classes each month to build the buyer pool and our team is working alongside staff to refine the scope as we work through the onboarding.

Budget: Updated Contract Pending - $240,000 with $30,000 Onboarding City of Gilroy Contact: Karen L. Garner, Community Development Director City of Gilroy
408-846-0451
[email protected]
HouseKeys RFP Response Page 27
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

92-6 City of San Ramon
Role: Program Administrator
Program(s): Ownership
Timeline: June 2019 to Present
Scope of Services Includes:
• Buyer Orientation
• Applicant Eligibility (Processing and Underwriting)
• Overseeing Ownership Program
• New Construction Project setup
• Program Development (Marketing Materials and Municipal Code Modifications) Description of Relevant Experience:

Lennar built the first affordable homeownership project in the City of San Ramon in nearly 15 years. Knowing that staff needed assistance with getting their homeownership program materials updated and in place, HouseKeys signed a contract to assist Lennar with its 28 affordable homeownership units and a contract with the City of San Ramon exclusively to assist with the Lennar Project.

Budget: $30,000 Onboarding – Fee Agreement with Developer (Faria Preserve by Lennar)
City of San Ramon Contact: Cindy Yee, Senior Planner
City of San Ramon
925-973-2562
[email protected]
HouseKeys RFP Response Page 28
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

92-7 City of Santa Clara
Role: Program Administrator
Program(s): Rental with Ownership added in the 4th quarter of 2020 Timeline: June 2019 to Present
Scope of Services Includes:
• Renter Orientation
• Applicant Eligibility (Processing and Underwriting)
• Participant Compliance
• Asset Management
• Overseeing Rental Program
• Initial Lease-Ups and Vacancies
• Program Development (Marketing Materials and Municipal Code Modifications) Description of Relevant Experience:

In 2019, City of Santa Clara brought in HouseKeys to be the first 3rd party program administrator to oversee its rental program. This includes a large pipeline of new construction rental units that are being built, along with over 1,400 rental units in its existing inventory. In October of 2020, HouseKeys took over the homeownership program that has new construction pipeline and approximately 140 ownership units.

Budget: $166,000 ($55,000 onboarding) – Rental
$75,000 ($15,000 onboarding) – Ownership
$241,000
City of Santa Clara Contact: Jonathan Veach, Housing Division Manager City of Santa Clara
408-615-2297
[email protected]
HouseKeys RFP Response Page 29
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

92-8 City of Hayward (Non-Administrator Engagement)
Role: Program Administrator
Program(s): Ownership (Builder Contract Only)
Timeline: July 2020 to Present
Scope of Services Includes:
• Buyer Orientation
• Applicant Eligibility (Processing and Underwriting)
• Overseeing Ownership Program
• New Construction Project setup
• Program Development (Marketing Materials and Municipal Code Modifications) • Assisted the City to apply for CalHome Funding for the 2020 HCD NOFA Description of Relevant Experience:

Taylor Morrison (formerly William Lyon Homes) has built an ownership project that contains 28 affordable ownership units. HouseKeys was commissioned to interface with the City of Hayward and help them formalize program materials and facilitate the marketing, application, and transaction process for income-eligible buyers. This is a tough project that we have been struggling with as they are 1-bedroom (429 Square Feet) Moderate-Income Units for $371,148 with a market-rate that was initial in the low $400,000. The market is starting to push up and now market-rate is up to $480,000, but the units have not been selling and the Sales Manager now works for another builder.

HouseKeys did compete in an RFP that was released October 16, 2020. HouseKeys was selected, but the City has made the engagement contingent upon receipt of CalHome Funding.

Budget: Fee Agreement with Developer (SoHay by Taylor Morrison) City of Hayward Contact: Christina Morales, Housing Division Manager City of Hayward
510-583-4243
[email protected]
HouseKeys RFP Response Page 30
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

92-9 City of West Hollywood
Role: Program Administrator
Program(s): Ownership, Rental, and Finance
Timeline: October 2020 to June 2021 – with new contract pending Scope of Services Includes:
• Creating Homeownership Program Materials for the City’s attempt at putting an affordable homeownership program in place (it is not in place now) • HouseKeys assisted the City to apply for the 2020 HCD NOFA for CalHome Funds
• HouseKeys will take over administration of the Rental Program as well Description of Relevant Experience:

HouseKeys has been consulting the City since the 4th quarter of 2020. Our plan is to go to City Council and assist staff to establish their homeownership program and further formalize the policies for their rental program. There has been some staff change over since we initial signed the interim contract that runs from December to June 30, 2021.

We plan on entering a formal contract for July 1, 2020.

Budget: $120,000
City of West Hollywood Contact: Alicen Bartle
Project Development Administrator
City of West Hollywood
323-438-1949
[email protected]
Jonathan Holub (recently took over)
Acting Department Director
City of West Hollywood
[email protected]
HouseKeys RFP Response Page 31
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

92-10 City of Menlo Park
Role: Program Administrator
Program(s): Ownership, Rental, and Finance
Timeline: January 2021 to Present
Scope of Services Includes:
• Transition services from Previous Administrator (Hello Housing) • Onboard and Manage Loan Portfolio
• Onboard and Manage Rental Portfolio
• Onboard and Manage Ownership Portfolio
• Setup Orientation Classes throughout the Year
• Facilitate Applicant Pools for Ownership and Rental Housing Description of Relevant Experience:

HouseKeys won the RFP in 2020 in competition with several other agencies. We are in the process of onboarding the city’s portfolio that includes existing housing units and several new construction projects. We are still in the onboarding phase of this contract.

Budget: $90,000
City of West Hollywood Contact: Michael R. Noce
Management Analyst
City of Menlo Park
650-330-6624
[email protected]
Rhonda L. Coffman
Deputy Community Development Director
650-330-6614
[email protected]
HouseKeys RFP Response Page 32
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

8.Insurance Coverage
Minimum Scope of Insurance
Stated Minimums HouseKeys
Insurance Services Office
Commercial Liability
1,000,000 per
occurrence
$2,000,000 per
occurrence
Insurance Services Office
covering Auto Liability
1,000,000 $2,000,000 combined
single limit
Worker’s Compensation
Insurance
1,000,000 $1,000,000 each
incident
Errors and Omissions 1,000,000 $1,000,000
Based on the required minimums stated in the RFP, HouseKeys has adequate coverage for this contract.

HouseKeys RFP Response Page 33
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

9.Terminated Contracts / Litigation
No contracts were terminated for convenience or default within the past 3 years.

No litigation affects our firm’s ability to perform work now or in the future.

HouseKeys RFP Response Page 34
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

10. Language Capabilities
The Team Members below speak and write Spanish. HouseKeys also utilizes translation services for web and printed content. # Position Name Department Email
1 Director, Program
Operations
Anna Reynoso Administration [email protected]
2 Assistant Manager,
Customer
Experience
Abraham Valle Administration [email protected]
3 Program Operations
Manager
Mandy Israde Administration [email protected]
4 Asset Manager Christina
Enriquez
Administration [email protected]
5 Senior Program
Officer
Martin
Vergara
Administration [email protected]
6 Analyst, File
Coordinator
Angelica
Garcia
Administration [email protected]
HouseKeys RFP Response Page 35
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA HouseKeys RFP Response - San Luis Obispo

356 Digital Drive | Morgan Hill, CA 95037 | Phone: 1-877-460-KEYS | www.housekeys.org

4.Cost
Project Description – City of San Luis Obispo – June 2021 City of San Luis Obispo is seeking a proposal for professional program administration of its BMR Ownership and Rental Units, as well as the First-Time Homebuyer Loan Program. # Key Program Notes
1 City’s first Inclusionary Housing Ordinance was adopted in 1999. 2 There are approximately 73 BMR homeownership units within the City’s portfolio. Management of the units is expected to bring a higher level of service to applicants and existing homeowners. The City currently has one staff member overseeing this scope that includes: purchase and sale agreements, refinancing, subordination agreements, and other sensitive work. 3 City has approximately 106 affordable rental units that require close oversight since they are not normally managed by an experienced administrator/provider. 4 The City has various first-time homebuyer assistance loan utilizing the BEGIN and Affordable Housing Fund Dollars. Currently there are 11 active loans. There is approximately $200,000 available to make new loans. Administrator is expected to service and monitor existing loans and market the program to make additional loans.

HouseKeys has the experience and background to manage all three programs.

Proposal Pricing
1 Onboarding
Title Role & Rate Total Cost
Julius Nyanda,
Program
Manager
$200/hour
Engagement
Oversight
20 Hours
$4,000
Christina
Enriquez, Asset
Manager
$125/hour
Onboarding of
Existing Homes
and Loan
Portfolio
32 Hours
$4,000
Mandy Israde,
Program
Operations
$125/hour
Compliance
Manual, Update
Applicant
Manual and
Forms
32 Hours
$4,000
$15,000
One-Time Fee
Billed Up Front
The full 14-Member HouseKeys Team of
Administration Specialist and Software
Engineers will be working on this contract, but
these team members will lead the initial
onboarding.

Onboarding Includes connecting with
developers who have approved projects to line
up agreements, protocols, and marketing plans
for new units.

DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA

356 Digital Drive | Morgan Hill, CA 95037 | Phone: 1-877-460-KEYS | www.housekeys.org

Anna Reynoso,
Program
Operations
$125/hour
Team Oversight
and Program
Setup
20 hours
$3,000
2 Ongoing Program Administration
Program Type Current Portfolio Count
Ownership Program 73 Units
Rental Program 106 Units
Finance Program 11 Units
Total Units 190
$96,000/year billed monthly
HouseKeys will check-In on the anniversary
date to do a cost analysis. The annual fee
(billed monthly) is an “all-inclusive” rate that
includes all services itemized in our most
recent Scope of Services document. Please
note: On transactions, HouseKeys typically bills
3rd parties or adds to the sales price. See the
“billed to” column on the fee schedule.
3 Special Project Rate $200 Per Hour for “Out of Scope” Projects Any special projects will be agreed to in
advance to avoid confusion.
4 Transaction Fees See Fee Schedule
Note: Any “legacy agreements” with
developers, property managers, or existing
homeowners can be used to augment the fee
schedule pricing.

Note 2: Fees are charged to third parties
(Homebuilders, Homeowners, etc.). The
$96,000 annual and $15,000 one-time fee – are
the only fees that will be invoiced to the city.
5 Total First Year Cost $111,000.00
6 Recurring Annual Cost (Year 2) $96,000
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA

HOUSEKEYS STANDARD FEE SCHEDULE 2021 (June 2021)
4b. COST
# Description Fee1 Fee Cap / Max Billed To
1 Program Administration Base Fee to be Determined at
Contract (minimum $75,000/year) Agency
2 Rental Unit Processing Fee $1,500.00 per
lease transaction
$1,500 per
lease
transaction
Developer
[Agreement]
3 Loan Processing
Transaction Fee
$1,250.00 per
transaction2
$1,250.00 per
transaction Owner / Lender
4 Refinance & Document
Processing Fee
$500 per
transaction2
$500 per
transaction
Homeowner
[Agreement]
5 New Ownership Sales
Transaction Fee
3% of
Sales Price
Maximum
$18,000.00
Developer
[Agreement]
6 Ownership Resale
Transaction Fee
6% of
New Sales Price
Maximum
$36,000.00
Homeowner /
Added to Sales
Price
[Agreement]
7 Acquisition and
Ownership Resale / Rehab
Transaction Fee
5% of Resale
Restriction Price
plus 5% of
New Sales Price
Maximum
$60,000.00
Homeowner /
Added to Sales
Price
[Agreement]
8 Billing Rate for Projects
Outside of Contract Scope $250.00 / hour $250.00 / hour Up-Front
Scope /
Agency
9 Training Program for Real
Estate Professionals $35 per class $35.00
Real Estate
Agents & Loan
Officers
10 Annual Registration for
Loan Officers and RE
Agents who participate in
Program Transactions
$350 per agent
per year $350
Real Estate
Agents & Loan
Officers
1 Fees may be lowered pursuant to previously executed Agreements (e.g., developer agreement, resale restriction agreement, promissory note, etc.) with lower fee schedules or stated fee limitations. These are collectively referred to as “Legacy Agreements.”
2 A percentage of the Loan Processing Fee and Refinance Fee will be transferred to the Agency Client for administration and internal processing of finance transactions (Items 3 and 4 above).

DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA

Page | 20

3. Statement of Past Contract Disqualifications

4. Insurance Certificate
The second envelope shall be labeled “Price Proposal” and shall include the Price Proposalform.

These envelopes shall be enclosed in a larger envelope that shall be sealed and addressed to the Department of Finance, City of San Luis Obispo, 990 Palm Street, San Luis Obispo, CA 93401. In order to guard against premature opening, the larger envelope should be clearly labeled with the proposal title, specification number, and name of the proposing firm.

INFORMATION ABOUT THE PROPOSER
Firm Name
Mailing
Address
City, State, ZIP
Phone Number
FAX Number
Business Type (proprietorship/partnership/corporation)
Years Operating under this Firm Name
Insurance Company’s A.M. Best Rating
Authorized Representative
Title of Authorized Representative
Signature of Authorized Representative and Date
Bid Spec. No.

SLO-BMR-2021
City of San Luis Obispo
5/26/2021 7:32 PM p. 25
HouseKeys Inc
358 Digital Drive
Morgan Hill, CA 95037
408-684-8202
408-684-8202
6 California C-Corporation
A+
Julius Nyanda
CEO
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Bid Spec. No.

SLO-BMR-2021
City of San Luis Obispo
5/26/2021 7:32 PM p. 26
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REFERENCES
Number of years engaged in providing the services included within the scope of the specifications under the present business name: .

Describe fully the last three contracts performed by your firm that demonstrate your ability to provide the services included with the scope of the specifications. Attach additional pages if required. The City reserves the right to contact each of the references listed for additional information regarding your firm's qualifications.

Reference No. 1:

Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services provided
including contract amount, when
provided and project outcome

Reference No. 2:

Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services provided
including contract amount, when
provided and project outcome

Bid Spec. No.

SLO-BMR-2021
City of San Luis Obispo
5/26/2021 7:32 PM p. 27
Stephen Rose, Senior Planner
70 N. First Street
Campbell, CA 95008
Ownership, Rental, Lending Program Administration
Annual Budget: $137,200
City of Santa Clara
City of Campbell
Jonathan Veach
408-615-2297 / [email protected]
408-866-2142 / [email protected]
1500 Warburton Avenue
Santa Clara, CA 95050
Ownership, Rental
Annual Budget: $241,000
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Reference No. 3
Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services provided
including contract amount, when
provided and project outcome
CURRENT CONTRACTS:

1. 2.

3. 4.

Bid Spec. No.

SLO-BMR-2021
City of San Luis Obispo
5/26/2021 7:32 PM p. 28
City of Menlo Park
Michael R. Noce
650-330-6624 / [email protected]
701 Laurel Street
Menlo Park, CA 94025
Ownership, Rental, Loan Administration
Annual Budget: $90,000
Please see Reference Breakdown
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STATEMENT OF PAST CONTRACT DISQUALIFICATIONS
The proposer shall state whether it or any of its officers or employees who have a proprietary interest in it, has ever been disqualified, removed, or otherwise prevented from bidding on, or completing a federal, state, or local government project because of the violation of law, a safety regulation, or for any other reason, including but not limited to financial difficulties, project delays, or disputes regarding work or product quality, and if so to explain the circumstances. ◼ Do you have any disqualification as described in the above paragraph to declare? Yes ❑ No ❑
◼ If yes, explain the circumstances.

Executed on at _______________________________________ under penalty of perjury of the laws of the State of California, that the foregoing is true and correct. ______________________________________
Signature of Authorized Proposer Representative
Bid Spec. No.

SLO-BMR-2021
City of San Luis Obispo
5/26/2021 7:32 PM p. 29
June 13, 2021 Morgan Hill, CA
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PRICE PROPOSAL
Bid Spec. No.

SLO-BMR-2021
City of San Luis Obispo
5/26/2021 7:32 PM p. 30
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA

Question and Answers for Bid #Spec. No. SLO-BMR-2021 - Notice Requesting Proposals for Below Market Rate Housing Program Administrator
Overall Bid Questions
There are no questions associated with this bid.

Question Deadline: Jun 7, 2021 5:00:00 PM PDT
Bid Spec. No.

SLO-BMR-2021
City of San Luis Obispo
5/26/2021 7:32 PM p. 31
DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA

CONTRACT FOR HOUSEKEYS – BELOW MARKET RATE HOUSING PROGRAM

ADMINISTRATIVE SERVICES

EXHIBIT B

SCOPE OF SERVICES
Contractor Obligation. The contractor shall perform the following duties.

1. Public Interface. Administrator will serve as the public-facing entity on behalf of the Programs included in the contract scope. This includes taking initial inquiries, providing information to third parties and any reporting requirements. This will include processing servicing tickets as Applicants transition from buyers and renters to Participants in the role of homeowner, borrower, and existing tenant.

2. Documentation. Administrator will administer the program and assure Affordability Deed Restrictions are recorded and followed by all parties as applicable for each property.

3. Support and Education. Administrator will provide offsite support for service requests. Orientations and workshops will be held for residents of the Agency. Note: In Response to COVID-19 restrictions, content is streamed online via webinars and pre-recorded content available on HouseKeys-hosted program websites.
a. Administrator shall conduct introductory Home Buyer, Renter Education/Training classes – Homebuyer/Renter Orientation Classes prior to Program application. A minimum of 6 events will be held each year and at least 40 Weekly Live Online Webinars are held where staff answers Frequently Asked
Questions (FAQs) from program applicants and participants.

4. Guidelines and Materials. Administrator will regularly update program guidelines and program materials in conjunction with Agency staff to reflect the Administrator’s administrative process for Program Administration including, but not limited to:
applications, program pamphlets, rent & resale calculations, selection processes, vacancies, sale and resale of units, refinancing requests, collection of Agency fees and other applicable fees, and default monitoring/resolution process. Administrator’s objective will be to work alongside Agency Staff to incorporate “learnings” from the team’s collective history with housing affordability programs in California.

5. Program Calculations. Administrator will provide materials and calculators for Initial Purchase Price of For-Sale Units, Maximum Restricted Resale Price, Equity Share Calculations, Initial and Subsequent DocuSign Envelope ID: 75625E07-5FE2-44F2-9801-51D27F6F62FA

Rent Schedules, including Utility Allowance Calculations. All For-Sale Schedules will include assumptions for down payment, interest rate (typically 10-Year Average of Freddie Mac National Rate), maintenance (if applicable), Homeowner Association Dues, and any additional assumptions requested. For loan portfolios, this includes payoffs, loan interest, penalties, escrow accounts, and year-end reconciliations.

6. Website Presence. Administrator will maintain an affordability program website presence that will link to the Agency’s housing website.

7. Recordkeeping. Administrator shall maintain the Agency’s existing records and files through a proprietary database-driven information retention and management system for the programs. All electronic records will be considered work products that are property of the Agency and will be available via data export. The database shall contain all important details for each Program, Ownership Unit, Rental Unit, and Financing Unit.

8. Reporting. Administrator shall provide a quarterly program summary report to the Agency with the following information. An abbreviated monthly report will accommodate each monthly invoice.

9. Services. Administrator will provide the following services:
a. Making minor revisions to the Agency’s existing program materials and legal documents.
b. Overall management and implementation of specific program policies, including required reporting.
c. Conducting income qualifications including review of assets, income, Verifications of Employment, and all other necessary approvals to ensure qualification for the Agency Programs (Ownership, Rental, Finance).
d. Underwriting program applications in accordance with program requirements.
e. Underwriting program compliance in accordance to restrictive covenants and project-specific program agreements.
f. Underwriting transaction compliance (e.g. refinances, transfers) to ensure they conform with restricted covenants and project-specific program agreements.
g. Preparing all program documents, overseeing proper execution thereof, and conducting final program approval reviews. h. Ensuring timely delivery of all necessary documents into escrow, and preparing escrow demands and funding requests. i. Preparation of program materials by revising the Agency’s current documents.

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j. Calculating all pay off demands and issuing any disclosures and tax forms as required by State and/or Federal Law.
k. Calculating the resale value of all ownership program homes as requested annually by the County.
l. Work with Agency staff to ensure a seamless and coordinated development of documents as it relates to the Affordability Program, including the Developer application process where Restricted Affordability Units are included, reviewing
developer agreements, and ensuring that affordability
requirements are outlined in an Affordable Housing Agreement or equivalent document, and any subsequent amendments to the development documentation.

10. Transaction Coordination. Administrator shall act as transaction coordinator for all real estate transactions and will provide the Agency with a Fee Schedule. Where there is a conflict between the Administrator’s Fee Schedule and recorded Agreements (“Legacy Agreements”), Administrator will adjust fees to compensate for the difference with the understanding that newly drafted agreements will conform to the fee schedule.
a. Administrator will coordinate document transmittals between buyers, renters, borrowers, homeowners, tenants, developers, and Agency as needed. Administrator will be responsible for ensuring all documents submitted for Agency signatures are complete and accurate. Administrator will be responsible for making any necessary corrections to documents.

11. Monitoring, Compliance, and Loss Mitigation. Administrator shall work alongside Staff to conduct monitoring to annually evaluate Program Owners’ & Renters’ (“Counterparty’s”) compliance with the terms and conditions of the recorded deed restrictions and program guidelines including the following:
a. Mailing monitoring letters to all the Program units. b. Reviewing in conjunction with Agency staff, Agency or County Assessor data to assist in the process (e.g., water utility bills, property records).
c. Review Agency’s preliminary monitoring list to identify follow up actions required.
d. Meet with Agency staff to develop guidelines for acceptable default remedies (e.g., allowing rental of Program Units for hardship cases).
e. Administrator shall work alongside Staff to investigate and identify cure potential program-related defaults including:
i. Conduct follow up of those Program Owners, Project
Owners, and Management Companies (collectively
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referred to as “Counterparties”) who do not submit their compliance documentation.
ii. Reviewing information on calls from Program Unit
neighbors and interested parties.
iii. Conduct reasonable follow-up investigation to assess potential defaults including unit site visits.
iv. Scheduled appointments with Counterparties to discuss compliance issues.
f. For confirmed defaults, provide Counterparties with list of actions needed to remedy the default and conduct follow-up to monitoring compliance.
i. Maintaining log of actions taken to remedy the defaults. g. For those defaults in which the Counterparties choose not to remedy the situation within a reasonable amount of time, Administrator will meet with Agency staff to determine the course of action to pursue. Agency authorization will be sought for any legal action taken.
h. Administrator will participate in legal deliberations at all Staff Levels and Council Decisionmakers as needed.
i. Agency will provide a list of any current program participant defaults and actions taken to date.

12. Marketing. HouseKeys continually grows its applicant pool through a series of outreach efforts. This includes targeting the least likely to apply and working in compliance with federal laws addressing Affirmative Fair Housing Marketing.
a. All Materials will include proper fair housing logo and other federal and state-mandated disclosures.
b. Initial Campaign to Introduce HouseKeys to key employers, community organizations, religious organizations, trade associations, and small businesses.
c. Mailers and other collateral that go out within a .25 to .5-mile radius of each Opportunity listing featured in the HouseKeys Proprietary Software Platform.
d. Local workshops targeting the groups above.
e. Participating in local events as public health restrictions (e.g.

COVID-19) allow.
f. Online and Social Media Campaigns to share available opportunities locally.
g. Listings on popular websites and real estate aggregators (E.g.

Craigslist, Local MLS, etc.)
h. When appropriate and when the budget allows, Administrator will advertise in local media (radio, print, etc.)
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13. Additional Service Descriptions. Administrator will provide the following additional services.
a. Administrator shall build and maintain the City’s group of qualified and eligible Program homebuyers and renters at a minimum Buyer/Renter-to-Property ratio of 5:1. For Agencies that maintain an accruing Waitlist based on registration timestamp, HouseKeys will assign Application ID using the Timestamp and assign a “Legacy Applicant” Preference
Assignment.
b. Administrator will partner with the Agency to create Program legal templates for documents required for signature by the Program participants. Administrator shall supply documents that are typically used in the Applicable County for residential real estate transactions (e.g. purchase and sale, disclosure acknowledgements, addendums, etc.)
c. Administrator will maintain a list of approved loan officers and lending operations eligible to provide mortgage lending for purchase and refinance transactions.
d. Administrator will maintain a list of approved real estate agents and brokers eligible to provide listing services to sellers for resale transactions.
e. Administrator will maintain a list of appraisers for fair market valuations.
f. Administrator will maintain a list of escrow officers who are familiar with program requirements and transaction
compliance.
g. Administrator will review individual program restrictions for terms and requirements as needed including shared equity programs, down payment assistance loans and any resale
restriction agreements.
h. Administrator will prepare Agency staff reports and hold Council Study and Closed Sessions to discuss complicated and sensitive program matters.

14. Special Projects. There will be cases where Administrator will be asked to complete a Project that is outside of the contract scope. If project scope and terms are defined in writing, Administrator will agree to complete project at a specified billing rate of no greater than $200.00 Per Hour.

15. Performance Measures. Administrator and the Agency will agree to mutually acceptable performance measures for program administration. These measures shall be included in the quarterly program summary report.

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a. General Inquiries: Respond within 2 business days.
b. Loan Requests: Respond within 2 business days, Complete requests within 3 weeks, with weekly status updates for outstanding requests.
c. Rental Vacancies: Fill vacancies within 60 days.
d. Annual Ownership Monitoring: 1 Certification Per Year. e. Annual Rental Monitoring: 1 Project Certification per Project and 1 Tenant Certification Per Unit.
f. Eligibility List: Maintain a minimum buyer-to-property and renter-to-unit ratio of 5:1.
g. Application ID issuance: Available online year-round 24/7 with troubleshooting issues handled within 2 business days.

Manual Application ID issuance will also take up to 2 business days.

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Background
Donna Lewis, Branch Manager and SVP of Mortgage Lending at Guaranteed Rate, reached out to City of San Luis Obispo Staff on November 1, 2021 to provide input on the HouseKeys contract. Staff has asked HouseKeys to respond since the questions directly address HouseKeys model and contract.

Preamble
I want to first thank Donna Lewis for her input. Each Agency engagement is a new opportunity for HouseKeys to learn. I am so grateful to the San Luis Obispo staff for coordinating our “listening tour” and giving us a chance to hear from the public directly in three separate sessions. Donna’s input goes a long way in helping to show how a partner like HouseKeys can be helpful in responding to requests from the public and for communicating the purpose and intent of the city’s affordable housing programs, including homeownership, rental, and firsttime homebuyer down payment assistance.

The benefits of a Program Administrator wholistically manage the program are as follows:
• Transparency (outward face for the program with visibility into to all transactions) • Efficiency (allows program to scale up effectively without building a new city department) • Accountability and compliance (through a variety of methods, ensures that all transactions are accomplished in compliance with State law)
• Equity and Inclusion (improves public awareness and ability to engage and participate in the program) • Customer Service (improves our ability to respond to and support the needs of buyers, sellers, agents, lenders, developers)
Below are some key questions raised by Donna Lewis and responses from HouseKeys:

1. Intended role of Program Administrator
It appears that it is Housekey’s intention to act as the City’s Agent for each and every low/moderate new sale or resale transaction. Was that the purpose and intent of the City? HouseKeys Response: City’s intent was always to have a third-party take over the program in its entirety.

This includes the Homeownership, Rental, and First-Time Homebuyer Program. While it took 20 years for the city to accumulate a homeownership program inventory of approx. 80 units, it is projected to more than double this count over the next few years. Formalizing the role of the Administrator – whether staffed by a Third-Party or by internal staff – is a critical component to creating a standardized, scalable and sustainable program.

2. Fees
Housekeys is proposing additional fees that are significant relative to what’s been charged in the past. Keeping in the mind that these transactions are for low and moderate-income buyers, it seems not reasonable to pass these fees on to the buyer, nor is it reasonable to assume these fees can be charged to the lender or seller of these units (whether resale or new development).

HouseKeys Response: There are specific workflows and costs borne by staff across the city’s organizational chart. This is not always obvious to the public. A developer agreement and resale

restriction agreement has legal workflows involving the City Attorney, the excess sale proceeds created when a restricted home is sold has accounting implications, and all marketing is subject to fair housing considerations that escalate up to management and council.

The regulatory landscape, and the oversight from the state has also changed with increasing scrutiny and oversight. In order to maintain program transparency and accountability on all levels (marketing, procurement, transactions, accounting) service costs must be modified to account for true costs of services.

Housekeys require the developer pay 3% to Housekeys to represent the buyer’s side of new build transactions & they propose to act as the listing agent for all resale transactions at a fee of 6%, offering only 2% to the buyers side agent. The City does not benefit from the fee structure.

Generally the developer markets affordable units at the max sales price as determined by the City and they may or may not cooperate with a “buyer’s side agent” because most buyers have already registered on an interest list with the developer (procurement of the buyer/lead) which is common in all new development. If the buyer is working with an agent, the buyer registers their agents name with the developer at the same time the buyer is added to an interest list, and the developer may pay a 1.5%-2.5% referral fee to the buyer’s agent. Most buyer’s agents stay engaged in the process but the buyer generally works with the builder’s sales office going forward and throughout the transaction. The developer works with someone like myself to facilitate the vetting of buyer prequalification and the buyer’s ability to be certified by the City as a low/moderate income buyer.

HouseKeys Response: The City Inclusionary Housing Program has never been a financial benefit to the City. It’s been subsidized by the General Fund and was not enough to cover the full cost of administration.

The full benefits of having a Program Administrator are described above in the preamble.

Additionally, the fees generated by the local ecosystem (developer, realtor lender, buyer) do not contribute to the cost of program administration. For e.g. fees related to the City’s BMR homeownership program also provide for management of the City’s BMR rental program. With HouseKeys, whatever revenue is generated is contributing to the cost of administration.

Up to this point, the only fee charged to an affordable buyer related to the City’s vetting process has been a $350 certification fee (charged by an entity such as HASLO or PSHHC).

HouseKeys Response: Related to Income Certifications, HASLO is no longer providing this service and PSHHC is only providing this service on a temporary basis until an Administrator takes over this service.

3. Procurement:

Procurement of those interested in affordable housing is not the difficult part. It’s keeping those who are interested informed about all opportunities and then letting them seek those on their own whether it be working with a new development/builder’s sales office or working with a local Real Estate Agent of their choosing. Housekey’s seems to be proposing or creating a structure for itself that controls the process entirely, while generating significant revenue for Housekeys with no financial benefit to the City.

Does it make sense for the City to allow Housekeys to become the “marketer” of these units in the name of Housekey’s vs solely marketing the City of SLO Affordable Housing program? Housekeys proposes to maintain a list of buyers – procuring the buyer for the right to collect a commission – and they propose to require all real estate agents, lenders, title & escrow companies, to become certified AND

pay an annual fee for the privilege of being on their list of certified vendors. While I don’t think it’s a bad idea to put real estate agents, lenders, and title companies through a certification process to make sure they are clear on the process and flow on these transactions, it seems a reach to charge an annual fee to remain on the list and this fee goes to Housekey’s and not the City.

HouseKeys Response
Standardization of procurement is critical. At the Federal and State Level the City is being evaluated for how equitable and transparent any outreach effort is.

The procurement process for how buyers are introduced to the program and how the program is operated is being scrutinized by HCD (e.g., ensuring that properties are priced properly, buyers can afford the housing payment). Finally, the City’s own Diversity, Equity, and Inclusion goals are being used as a performance measure.

Lastly, the Administrator will ensure that all parties involved (real estate agents, lenders, etc.) know how to comply with the program and there is a third-party to provide oversight and better customer service.

Management of an approved vendor list includes creating a fair process to get on the list, hosting group and 1-on-1 trainings, creating content, updating materials, and fielding input from the public as complaints arise about response from individual providers. The annual fee is used both to contribute to costs and to establish commitment by the professionals who are on the list.

4. Infringement into local ecosystem
There is an entire real estate eco-system locally which already exists and Housekey’s seeks to replace this, costing the developer a significant amount more on units they are already selling at way below market (losing money on) and cutting out buyer’s agents locally so that the buyer doesn’t have the hands-on representation they may desire and often need. (Side note – 6% is not the customary listing fee in SLO…it is 5% in general and may be even lower in total for new construction; 2.5% or 50% is commonly offered to the buyer’s agent).

HouseKeys Response
The local ecosystem of loan officers, real estate agents, housing counselors, community organizations, and homebuilders play and will need to continue to play a critical role in providing housing to residents.

However, the ecosystem that exists is not able to provide the full range of benefits of a third party administrator as outlined in the preamble.

Housekeys provides a centralized marketplace, training and the standardization required for a program that needs to substantially scale up as soon as possible to meet the anticipated market and customer service demands associated with all the new affordable housing units in the City’s development pipeline.

Finally, a fee schedule was submitted with the RFP for consideration in response to the City’s request.

Housekeys is committed to ensuring that listing fees are customary and commensurate with the local market.

Attachment D - SUMMARY BMR Housing Lifecyle and BMR Management Steps (information from January/February 2022 Stakeholder Presentations)

1. Affordable Housing Lifecycle Slide

1. Rental Workflows (Eligible Renter to Compliant Project & Tenant)

1. Rental Rate Calculations

2. Marketing Requirements

3. Local Preferences (if applicable)

4. Varying Income Levels

5. Selection Process

6. Eligibility Certification File

7. Lease Addendum

8. Project Level Compliance

9. Tenant Annual Income Certification File

2. Homeownership Workflows (Eligible Buyer to Compliant Homeowner)

1. Sales Price Calculations

2. Marketing Requirements

3. Local Preferences

4. Varying Income Levels

5. Selection Process

6. Eligibility Certification File

7. Compliant Finance Package

8. Resale Restriction Agreement

9. Compliant Transactions (Refinance, Resale, Remodel, Transfers, etc.)

10. Capital Improvements & Deferred Maintenance

11. Annual Occupancy Certification File

2. Onboarding Process Slide

1. Directory & Inventory Management

2. Handling Tasks and Fires

3. Communications

4. Policies and Procedure Development

5. Compliance Reviews & Monitoring

3. The "Program Canvas" that shows how the HouseKeys Approach adds structure to the Housing Programs

1. Creating or Formalizing the Program

1. Setup

2. Directory of contacts (Applicants, Owners, Builders, etc.)

3. Inventory

2. Running the Program

1. Operations (Drawings, Lotteries)

2. Activity (Refinances, Resales, etc.)

3. Accounting (Fund Allocation, Tracking Excess Sales Proceeds)

3. Public Facing Presence and Tracking External Factors

1. Program Information Management (data, market info, demographics)

2. Program Public Relations (The 3 Sessions we held)

3. Public Facing Assets & Media (Orientation Class Videos, Websites, Flyers, Advertising, etc.

City of San Luis Obispo, Council Memorandum Council Agenda Correspondence DATE: March 1, 2022
TO: Mayor and Council
FROM: Michael Codron, Community Development Director
VIA: Derek Johnson, City Manager DJ
SUBJECT: Item 6b – Inclusionary Housing Ordinance Update and Below Market Rate Housing Administration Study Session
A Council member has asked staff what would happen if the City were to establish an Inclusionary Housing Ordinance (IHO) requirement based on the maximum nexus fees identified in the 2020 Affordable Housing Nexus Study.

The Economic & Planning Systems, Inc. (EPS) Feasibility Memo makes it clear that utilizing the maximum percentage identified in the Nexus Study would “render new development infeasible” (Agenda packet page 193). EPS notes that “developers would require at least a 15 percent profit margin in order to accept the risk” associated with a new development project (Agenda packet page 199). The Nexus Study also supports EPS’ findings and on page 7 states:

These maximum fees are not the recommended fees for adoption by the City of San Luis Obispo. DRA recommends that jurisdictions adopt fees less than the maximums indicated in Tables ES-3 and ES-4, because fees at these high levels will affect the financial feasibility of development as well as the competitiveness of development in the City with neighboring jurisdictions with much lower fees.

The proposed preliminary recommendation includes three significant changes to the City’s existing IHO that would increase the total number of affordable units per each development project compared to the City’s existing ordinance.

1. The biggest change is the removal of Table 2A. Table 2A reduces the required number of units per project based on the average unit size and project density.

Without this Table, projects would no longer have the ability to reduce their inclusionary requirement, thus netting an increase in units.

Example (For-sale): A 100-unit project with an average unit square footage of 1,500 square feet and density of at least 24 units or more per acre can utilize Table 2A and would be required to only provide 1 low-income unit. Without Table 2A and applying the preliminary recommendation, the project would be required to provide 10 affordable units (5 low-income and 5 moderate-income units).

Item 6b – Inclusionary Housing Ordinance Update and Below Market Rate Housing Administration Study Session Page 2

2. Another recommendation is the best practice of calculating the inclusionary requirement based on land use rather than zoning. This would require an inclusionary housing calculation for both residential and commercial development of a project.

Example (Rental): A 2-acre commercially zoned site is required to provide a base IHO requirement of 4 affordable units under the current IHO and can utilize Table 2A to reduce the requirement to 1 affordable unit based on the project’s average unit size and density. Under the preliminary recommendation, a mixed-use project on a 2-acre site (with a density of 36 units per acre) that includes 72 units, and 10,000 square feet of commercial space would be required to provide 5 low and very low rental units plus pay a $50,000 linkage fee that goes into the City’s affordable housing fund.

3. Lastly, the preliminary recommendation includes an increase in affordable units from the current IHO. From 3% low or 5% moderate to 6% (3% very low and 3% low) for rental projects and 10% (5% low and 5% moderate) for for-sale projects.

Example (For-sale): A 100-unit project would be required to provide 5 moderate income units under the City’s current IHO. With the proposed preliminary recommendation, the same 100-unit project would be required to provide 10 units (5 low income and 5 moderate); this recommended percentage effectively doubles the unit count and also deepens the affordability levels compared to the current IHO.

Taken together, all of these changes mean that staff’s preliminary recommendation would more than double the unit count and deepen the affordability levels of Inclusionary Housing units produced through the City’s ordinance.

Additional Information regarding BMR Administration
Video available from Housekey’s “Meet and Greet” on February 3, 2022.

For Council’s information, please see the video link below that is included on the Community Development Department website of the third “meet and greet” informational meeting with members of the real estate community and Housekeys. https://www.slocity.org/government/department-directory/community-development

City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: March 1, 2022
TO: Mayor and Council
FROM: Michael Codron, Community Development Director
VIA: Derek Johnson, City Manager
SUBJECT: Item 6b – Inclusionary Housing Ordinance Update and Below Market Rate Housing Administration Study Session
Staff received the following questions, regarding the Inclusionary Housing Ordinance Update and Below Market Rate Housing Administration Study Session staff report. The questions are below with staff’s response shown in italics:
1) On page 175 of the Agenda Packet, it states that the Nexus Study recommends a minimum inclusionary requirement of one unit for projects of five or more. What is the basis or history of this recommended number?
Per California Density Bonus Law (Government Code Section 65915) a “Housing development” is defined as a development project for five or more residential units, including mixed-use developments. The use of 5 or more units is consistent with this definition. It is also consistent with the break between a minor subdivision (up to 4 residential lots) and a tract map (5 or more residential lots). 2) On Agenda Packet page 181, Table 4 references a “Table 2;” I do not see Table

2. Table 2 is referring to Table 2 of the City’s current IHO. You can find Table 2 online here: https://sanluisobispo.municipal.codes/Code/17.138.040

Item 6b – Inclusionary Housing Ordinance Update and Below Market Rate Housing Administration Study Session Page 2
3) In consideration of the first Study Session question regarding fractional units and Table 5 on page 182 of the Agenda Packet…why 20 units as a “cut-off point” for allowing payment of fees instead of building another affordable unit? Seems like there are community design guidelines (and maybe zoning codes too) that use 10 as a cut-off number.
20 was recommended as a “cut-off” number based on the results of Table 5 and how much of the project would be affordable. This is not a hard and fast recommendation, but rather was presented as an example. The Zoning Regulations were recently updated and the development review process is broken into three levels based on the size of the project: minor level of review - 10 units or less; moderate level of review - 11-49 units; and major level of review - 50 or more units.
4) Community input states that the customary commission locally is 5%...lower than the 6% proposed by Housekey. Can you discuss why this amount is fair and how it does not unduly impact local realtors?
HouseKeys is agreeable to charging 5% as we have heard that is the local customary fee.
5) Will Housekeys provide any local preference in their selection of customers? This question can be further evaluated if desired by the Council. HouseKeys will market the City’s Below Market Rate housing inventory regionally in order to ensure a sufficient number of qualified buyers to match with any available units that come online. However, if the Council is interested in providing preference to City residents and employees, staff can work with HouseKeys to evaluate this as a program feature.
6) Please provide clarity on:
a. How fees will be covered for all Housekey’s transactions, if they won’t be funded by the city or the low-income customers?
It is important to understand that there are no new costs associated with HouseKeys services. All of these costs are currently borne by the City, local developers and households that are participating in the program. Revenues go to local realtors and developers and do not come back to the City.

Currently, the City’s program does not recover costs and there are numerous charges, such as commissions, that do not benefit the City’s program. HouseKeys model ensures that the City is able to benefit from these customary charges because HouseKeys leverages that revenue to provide the City with significantly improved services over what is possible today.

Item 6b – Inclusionary Housing Ordinance Update and Below Market Rate Housing Administration Study Session Page 3
b. If Housekeys will essentially be representing the buyer and the seller in all these situations, how will this not negatively impact the local realtor market? Local realtors can participate in these transactions, however, they must be signed up with HouseKeys and go through annual training to ensure that they understand the ins and outs of the City’s program requirements, State law, and other details of working with Below Market Rate housing – which is far more complicated than a regular market transaction. 7) What happens when someone is living in a deed restricted unit and through compliance checks, it is determined that they no longer have an income that qualifies them to live there? Do they have to sell if they were the “owners”? Owners and Renters do not need to go through income certification after they occupy their unit – that is only required on the front end so there is no disincentive to improving their incomes over time.

Item 7a
Department: Community Development
Cost Center: 4008
For Agenda of: 3/1/2022
Placement: Public Hearing
Estimated Time: 30 Minutes
FROM: Michael Codron, Community Development Director
Prepared By: Teresa McClish, Housing Policy and Programs Manager and Owen Goode, Assistant Planner
SUBJECT: CONSIDERATION OF THE FISCAL YEAR 2022-23 COMMUNITY

DEVELOPMENT BLOCK GRANT (CDBG) FUNDING

RECOMMENDATIONS

RECOMMENDATION
As recommended by the Human Relations Commission (HRC), adopt a resolution “A Resolution of The City Council of The City of San Luis Obispo, California, approving The 2023 Community Development Block Grant (CDBG) Program” to approve funding allocations for an estimated total of $494,210 of CDBG funds for the 2022-23 Fiscal Year.

DISCUSSION
Background
The City’s annual CDBG review process provides Council and the public with an opportunity to provide early input in the grant award process and assist the City Council with direct input to prioritize community needs. One of the main purposes of the process is to maintain an open, inclusive, and fair grant application process. The HRC advises the Council on community needs and funding recommendations. The four major steps in the FY 2022-23 CDBG review process are as follows:

1. HRC Hosts a “Community Needs Workshop”: The HRC hosted a virtual public hearing on October 6, 2021, to inform the public about upcoming funding amounts, how to apply for grants, and to receive community input on grant funding needs.

The HRC discussed the community needs identified during the public comment and adopted grant funding priorities for Council consideration.

2. Fiscal Year 2022-23 Council CDBG Priority-Setting: On November 16, 2021, the City Council endorsed the HRC’s recommended CDBG funding priorities for FY 2022-23. The priorities established by the HRC and City Council are listed below:
a) Provide emergency and transitional shelter, homelessness prevention and services.
b) Develop and enhance affordable housing for low and very-low income persons.

Item 7a
c) Promote accessibility and/or removal of architectural barriers for the disabled and elderly.
d) Enhance economic development (to include seismic retrofit, economic stability, low and moderate income jobs).

3. CDBG Application Review: On December 1, 2021, the HRC held a public meeting to review the FY 2022-23 CDBG applications with respect to the Council’s adopted funding priorities and forwarded its funding recommendations to the County for inclusion in the FY 2022-23 Draft Action Plan.

4. CDBG Program Hearing: On March 1, 2022, the City Council will hold a public hearing to consider the HRC’s recommendations as shown in the FY 2022-23 Draft Action Plan (Attachment B) and adopt recommendations for projects to be funded during the FY 2022-23 CDBG Program Year. This action will be submitted to the County Board of Supervisors for inclusion in the final FY 2022-23 Action Plan and Community Participation Plan for the Urban County.

Previous Advisory Body Action
On December 1, 2021, the HRC recommended funding allocations of $494,210 in FY 2022-23 CDBG funds (Attachment C). The preliminary funding estimate was provided by the County based on available information from the U.S. Department of Housing and Urban Development (HUD). All the applications received for the City’s FY 2022- 23 CDBG allocation are included in Attachment D. The meeting minutes from the HRC’s public hearing on the preliminary recommendations is provided in Attachment E.

Public Services and Economic Development Projects (15% of Total)

1. Community Action Partnership of San Luis Obispo (CAPSLO) – Operating Costs of Homeless/AIDS patients programs, for the 40 Prado Homeless Services Center: CAPSLO has requested $83,161 in CDBG funds to increase the capacity, range, and efficiency of services offered at the 40 Prado Homeless Services Center; as well as to increase on-site partnerships with community organizations. This project aligns with the first Funding Priority and plans to provide services to an estimated 1,600 low and very low income SLO community members. The estimated public services allocation is $74,132 and therefore the City is recommending funding $74,132 to CAPSLO.

2. 5 Cities Homeless Coalition (5CHC) – Shelter, Outreach, RRH(Rapid Re-Housing) and HP (Homeless Prevention) Services: 5CHC clarified at the preliminary funding recommendations meeting that their request was for $7,500 from the City of San Luis Obispo. The application primarily seemed to focus on services in the south county, although the organization does provide services to people experiencing

Item 7a
homelessness or housing crisis, a count was not provided to describe the scale of services they provide to the City of SLO. Staff does not recommend funding 5CHC with CDBG funds and encouraged the organization to apply for a grant through the City’s Grants-In-Aid (GIA) program.

3. Peoples’ Self-Help Housing (PSHH) – Supportive Housing Services to Residents in Danger of Homelessness: PSHH requested $28,362 in CDBG funds for Public Services and Economic Development Projects. This project aligns with the priority focusing on homelessness prevention and plans to provide services to 48 individuals within San Luis Obispo. Staff recommends not funding this application, as all public services and economic development funds are currently recommended for CAPSLO that support a significantly higher number of residents experiencing chronic homelessness.

Housing and Public Facilities Projects

4. City of San Luis Obispo – Curb Ramp Improvements Project: The City of San Luis Obispo Public Works Department has requested $400,000 for curb ramp replacement projects to remove architectural barriers for disabled and elderly persons. This application aligns with the third established funding priority for the 2022-23 funding cycle and is not competing with other applications under the funding that may be allocated to Housing or Public Facilities. Staff and the HRC recommended funding this project with $385,4831in CDBG funds which is the maximum allowed allocation from the $494,210 total available budget.

Administration and Capacity Building Projects

5. City of San Luis Obispo – CDBG Administration and Capacity Building: City Community Development staff are requesting $17,297.50 for administrative costs of the CDBG program, and $17,297.50 for housing capacity building. The capacity building allocation can be used for affordable housing-related City programs. Staff anticipates using a portion of this funding for the implementation of the City’s 6th Cycle Housing Element Update. Per the CDBG guidelines, a maximum of 20% of the total grant allocation can be utilized for program administration. The City is thus eligible to utilize 35% of the program administration allocation for associated City costs, per the 2021-23 Cooperation Agreement with the County. The two requests of $17,297.50 each, are consistent with the 35% allocation of $34,595 with the remainder of the allocation going to the County for overall program administration.

1 This was the original funding recommendation from staff. Due to an accounting error, the Human Relations Commission finalized this recommendation for $321,236. Staff was informed by the County that they had a remaining surplus of $64,247. Staff recommends allocating this surplus to the Curb Ramp Improvements project as originally intended.

Item 7a
Policy Context
The funding priorities determined by the HRC and Council specifically align with three of the City’s Major City Goals for 2021-23. Providing emergency and transitional shelter and developing housing align with the City’s Housing and Homelessness goal to expand housing options. Promoting and increasing accessibility and the removal of architectural barriers does not preclude accessibility to all for services in our community and aligns with the City’s goal to promote diversity, equity, and inclusion. The fourth funding priority aligns with the City’s goal of Economic Recovery, Resiliency, and Fiscal Sustainability.

Applications that are related to these funding priorities help the City to continue to support the Major City Goals.

Public Engagement
Public engagement has been incorporated in every step of the City’s CDBG process, which is described in the Background section above.

CONCURRENCE
Staff has coordinated with Public Works on the development of the Public Facilities Project application.

ENVIRONMENTAL REVIEW
The project is exempt from environmental review per Section 15061(b)(3) General Rule of the CEQA Guidelines. The project is an action to award funding and individual projects would be reviewed under CEQA during permitting or entitlement and in the case for programing, the General Rule specifically applies.

FISCAL IMPACT
Budgeted: Yes Budget Year: 2022-23
Funding Identified: Yes
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund
State
Federal: CDBG $494,210 $494,210
Total $494,210 $494,210

Item 7a

ALTERNATIVES

1. The Council may modify the proposed funding amounts.

2. The Council may continue consideration of funding for the FY 2022-23 CDBG Program Year.

Staff does not recommend this action because the City’s recommended funding priorities must be received by the County by the end of March in order to be included in the final FY 2022-23 Action Plan.

ATTACHMENTS
A - Draft Resolution Approving 2023 CBD Program
B - Draft 2022 Action Plan Recommendations
C - 2022-23 CDBG HRC Recommendations
D - 2022-23 CDBG Applications
E - HRC Approved Minutes of December 1, 2021

RESOLUTION NO. _______ (2022 SERIES)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO, CALIFORNIA, APPROVING THE 2023 COMMUNITY

DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
WHEREAS, City of San Luis Obispo is a participating jurisdiction in the San Luis Obispo Urban County, along with the cities of Arroyo Grande, Atascadero, Morro Bay, Paso Robles, Pismo Beach, and the County of San Luis Obispo; and WHEREAS, said cities and County cooperatively administer several federal grant programs under the provisions of the 2021-2023 Cooperative Agreement between the City and County dated July 7, 2020, and under applicable U.S. Department of Housing and Urban Development Department (HUD) rules; and
WHEREAS, pursuant to said agreement, the Urban County Public Participation Plan, and HUD rules, the City Council held a public hearing on March 1, 2022, to consider funding recommendations by the Human Relations Commission (HRC), to review applications for federal grant funding, and to consider public comments on community needs and the use of such funds; and
WHEREAS, the Council has considered applications for Community Development Block Grant (CDBG) funds, public testimony, the Urban County’s proposed One-Year Action Plan, and the HRC and staff recommendations included in the agenda report; and NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo as follows:

SECTION 1. Environmental Determination. The project is exempt from environmental review per CEQA Guidelines under the General Rule (Section 15061(b)(3)). It can be seen with certainty that CDBG funding allocations could not have a significant effect on the environment and that projects would be reviewed separately during the entitlement and/or permitting phase.

SECTION 2. 2022-23 Community Development Block Grant Program Amendments. The City’s 2022-23 Community Development Block Grant Program is hereby approved. The Community Development Director is authorized to approve final dollar amounts once HUD releases allocations with the direction to make up differences in the two amounts.

SECTION 3. Board of Supervisors Consideration. The Council hereby forwards the above actions to the San Luis Obispo County Board of Supervisors for consideration prior to the Board’s final action on the Urban County’s 2022-23 Consolidated Plan.

SECTION 4. Community Development Director Authority. The Community Development Director is authorized to act on behalf of the City in executing grant agreements and other actions necessary to implement the approved Consolidated Plan and CDBG Program, including revisions to funding amounts for the 2022-23 CDBG Program if the City’s actual CDBG allocation is different than expected.

Upon motion of _______________________, seconded by
_______________________, and on the following roll call vote:

AYES:

NOES:

ABSENT:

The foregoing resolution was adopted this ____ day of _____________________ 2022. _______________________
Mayor Erica A. Stewart
ATTEST:
___________________________
Teresa Purington
City Clerk
APPROVED AS TO FORM:
____________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Luis Obispo, California, on ___________________________. ____________________________
Teresa Purington
City Clerk

2022 Action Plan Projects
Draft Recommendations
CDBG
Housing Arroyo Grande Atascadero Morro Bay Paso Robles Pismo Beach San Luis Obispo County Olmeda Transitional Housing (FCN) $44,210.00 $155,789.68 Cambria Pines (PSHH) $545,449.80 $1,025,000.00
Del Rio Ridge (PSHH) $139,465.00 $690,000.00 $229,700.00 AG Affordable Housing (HASLO) $54,274.00
Pismo Beach Affordable Senior Housing (HASLO) $249,000.00 $345,000.00 $250,987.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $139,465.00 $0.00 $794,449.80 $2,104,210.00 $534,961.00 $155,789.68 Arroyo Grande Atascadero Morro Bay Paso Robles Pismo Beach San Luis Obispo County 40 Prado (CAPSLO) $74,132.00 $44,383.14 $85,246.34 $109,598.00 Adult Day Center (CAPSLO) $13,495.00
Homeless Shelter (ECHO) $8,524.00 $12,095.00 $40,240.69 $76,302.00 $125,514.32 Youth Activities Scholarship (Atascadero Community Services Foundation) $11,029.00
Homeless Prevention, Rapid Re-Housing, Subsistence
payments, outreach (5CHC) $13,000.00 $1,644.00 $900.00 $3,500.00 $5,245.00 $24,003.17 $56,830.89 $25,100.00 Supportive Housing (PSHH) $7,748.00 $6,185.00
(CAPSLO)(ECHO)(5CHC) $328,957.00
Emergency Assistance (Lumina) $42,000.00
$13,000.00 $21,197.00 $8,648.00 $35,275.00 $5,245.00 $74,132.00 $108,627.00 $142,077.23 $0.00 $0.00 $253,000.00 $454,471.32 CDBG
Arroyo Grande Atascadero Morro Bay Paso Robles Pismo Beach San Luis Obispo County Water Res Rehab Project (OCSD) $225,000.00
Santa Rosa Barrier Removal (Atascadero) $115,499.00
Housing and PF Project (SLO) $321,236.00
Barrier Removal Project (Pismo) $25,176.00
Curb Ramp and Sidewalk Improvement Project (AG) $56,333.00 17th Street Pedestrain Improvements (Paso Robles) $152,856.00 Small Business TA (MCSC) $65,000.00
$56,333.00 $115,499.00 $0.00 $152,856.00 $25,176.00 $321,236.00 $290,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 Planning & Capacity Building
Capacity Building $6,076.00 $17,297.00
Homeless Management Information Systems (HMIS) $15,290.00 $6,076.00 $0.00 $0.00 $0.00 $0.00 $17,297.00 $15,290.00 $0.00 $0.00 $0.00 $0.00 $0.00 Administration
Administration (Jurisdiction retains) $9,763.00 $4,036.00 $16,462.00 $17,297.00 $129,546.00 $11,519.00 $88,272.00 $494,192.85 Cities Admin share to the County (Share added to County’s total) $11,267.00 $18,130.00 $7,495.00 $30,571.00 $4,546.00 $64,247.00 County Admin Totals $281,092.00 $11,519.00 $88,272.00 $494,192.85 ESG HOME Title 29 PLHA
CDBG
HOME-ARP General Fund
Support PLHA

HOME-ARP
HOME-ARP General Fund
Support
PLHA
Public Services
Public Facilities

ESG HOME

ESG HOME

Funding
Recommended
No. Activity Note 1
1 40 Prado Homeless Services Center 74,132.00 $ 83,161.00 $ 2 Supportive Housing Services - $ 28,362.00 $ 3 Homeless Services Shelter Outreach - $ 7,500.00 $
$ 119,023.00 74,132.00 $
4 Curb Ramp Improvement Project 385,483.00 $ 400,000.00 $ $ 400,000.00 385,483.00 $
5a CDBG Administration 17,297.50 $ 17,297.50 $ 5b Capacity Building 17,297.50 $ 17,297.50 $ $ 34,595.00 34,595.00 $ $ 553,618.00 494,210.00 $
1 Estimated Funding for CDBG Program Year 2020-21: $494,2102 CDBG City Administration Funding Share per 2021-23 Cooperation Agreement w ith the County of SLO (35% Share of Total Admin Allow ance) TOTAL
NOTES:

City of San Luis Obispo - Public Works Department

SUBTOTAL
Administration
City of San Luis Obispo (Note 2)City of San Luis Obispo (Note 2)

SUBTOTAL
Community Action Partnership of San Luis Obispo (CAPSLO)

SUBTOTAL
Housing and Public Facilities
5Cities Housing CoalitionPeoples' Self-Help Housing
City 2020 CDBG
Funding
Requested Applicant
2022-23 Community Development Block Grant Preliminary Funding Recommendations Public Services & Economic Development (15% of $494,210)

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County of San Luis Obispo
2022 Public Services and Economic Development (CDBG, ESG, HOME, General Fund, PLHA) Deadline: 11/1/2021
Community Action Partnership of San Luis Obispo County, Inc.

CDBG 40 Prado 2022-23
Jump to: Eligibility Application Questions Budget Tables Documents $ 138,047.00 Requested
Submitted: 11/1/2021 4:56:10 PM (Pacific)
Project Contact
Donna Fioravanti
[email protected]
Tel: 8055444355
Additional Contacts
[email protected], [email protected]
Community Action Partnership
of San Luis Obispo County, Inc.
1030 Southwood Drive
San Luis Obispo, CA 93401
Chief Executive Officer
Elizabeth Steinberg
[email protected]
Telephone(805) 544-4355
Fax
Web www.capslo.org
Eligibility top

1. Please identify all funding sources being requested:

This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers.

National Objectives

2. CDBG ONLY - Please select the national objective that best applies to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.
✔ CDBG only
gfedc ESG only
gfedc ESG-CV only
gfedc HOME only
gfedc General Funds only
gfedc PLHA only
gfedc Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, PLHA, and General Funds)

information regarding CDBG national objectives.

3. CDBG ONLY - IF LOW/MODERATE INCOME WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding the Low/Moderate Income national objective.

4. CDBG ONLY - IF SLUM OR BLIGHT WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Slums or Blight objective
Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective.

5. CDBG ONLY - Please explain how the proposed project meets the selected National Objective.

Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab.

The proposed project meets the National Objective because 100% of the beneficiaries of the proposed activities will be Low/Moderate income persons. The specific group of persons the proposed project will serve are homeless persons. CAPSLO requests documentation of family/individual income for clients of the 40 Prado Homeless Services Center. This meets the CDBG primary National Objective, since more than 70% of funds received will be expended on activities that benefit Low/Moderate income clients.

6. ESG/ESG-CV ONLY - Please select all objectives applicable to the proposed project, as established in “Opening Doors: Federal Strategic Plan to Prevent and End Homelessness” or the CARE Act. -answer not presented because of the answer to #1-

7. ESG/ESG-CV ONLY - Please explain how the proposed project supports the selected objective(s). -answer not presented because of the answer to #1-
Beneficiary Documentation

8. How will you document and maintain income status or presumed benefit status for CDBG? Please provide a sample of your Client Intake Form under the Documents Requested section below. Income verification for CDBG beneficiaries must be provided in accordance with 24 CFR Part 5; a link is provided in the Library.

CAPSLO’s digital client intake forms document, maintain and store this data into the Client Track database. (A printout of the Client Intake Form that comprises the digital Client Intake screen is attached.) Income verification for CDBG/ESG beneficiaries is provided in accordance with 24 CFR Part 5.

Client Track is an advanced case management and housing solution system acquired by CAPSLO. This tracking system is HMIS-compliant and is used to collect and manage client data associated with assessments on and referrals for the individual clients at a higher level of detail than the county’s HMIS. CAPSLO has also participated in the county’s HMIS since its inception and currently has trained program staff and a license for operation. CAPSLO uses the program for client file management, case management coordination, and service reporting.

All client information is stored in Client Track’s secure cloud-based system to ensure confidentiality.

9. How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? (General Fund requests are exempt from this requirement) Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of Fenderal and State funds, the agency must collect race and ethnicity information from all clients.

CAPSLO requests and collects demographic data, including race and ethnicity information from all clients on its Client Track ✔ Low/Moderate Income
gfedc Slums or Blight
gfedc Urgent Need
gfedc Area Benefit
✔ Clientele
gfedc Housing
gfedc Jobs
gfedc N/A - Low/Moderate Income NOT selected
gfedc Area Basis
gfedc Spot Basis
✔ N/A - Slums or Blight NOT selected

digital intake form, as described in Question 8 above.

The agency also uses the HMIS to collect, store and report client demographic data as prescribed by HUD requirements, and client information is tracked in both the HMIS and CAPSLO’s Client Track databases.

Eligible Activities

10. CDBG ONLY - Identify all eligible activities that apply to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities.

11. ESG ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1-

12. GENERAL FUND ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1-

13. ESG-CV ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1-

14. HOME ONLY - The only activity under the public service application for HOME is Tenant Based Rental Assistance (TBRA)
-answer not presented because of the answer to #1-

15. PLHA ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1-
gfedc Public Services (General)
✔ Operating Costs of Homeless/AIDS patients programs
gfedc Senior Services
gfedc Handicapped Services
gfedc Legal Services
gfedc Youth Services
gfedc Transportation Services
gfedc Substance Abuse Services
gfedc Services for Battered and Abused Spouses
gfedc Crime Awareness or Neighborhood Cleanups
gfedc Fair Housing Activities
gfedc Tenant/Landlord/Housing Counseling
gfedc Child Care Services
gfedc Health Services
gfedc Services for Abused and Neglected Children
gfedc Mental Health Services
gfedc Subsistence Payments, Homeless Assistance, Rental Housing Subsidies or Security Deposits gfedc Job training and job placement services
gfedc Assistance to microenterprises (technical assistance, business support services, and other similar services to owners of microenterprises or persons developing microenterprises) Documents Requested * Required? Attached Documents *
Client Intake Form(s) for Limited Clientele (if
applicable)
Client intake form
Map for Area Benefit (if applicable)
CDBG Requirements and Acknowledgements
(Please download the template below and upload an
initialed document here)
download template
CAPSLO CDBG Requirements
General Liability Insurance Liability Insurance

Application Questions top

1. Please identify the funding sources being requested:

This question will be used to branch only those questions related to the funding sources requested in this application - so don't worry if your application has skipped question numbers.

Project Summary

2. Project Address(es):

If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab 40 Prado Homeless Services Center, 40 Prado Road, San Luis Obispo, CA 93401

3. Jurisdiction(s)/Area(s) Served:

Select all that apply

4. Brief Project Description:

You will have the chance to expand on your project description further in the application. Please upload any maps, photos, drawings or plans under the Documents tab
CAPSLO’S 40 Prado is the county’s only consolidated homeless services center providing on-site medical, mental health and substance abuse services serving 686 individuals in the last fiscal year. With over 30% of all clients over age 55, individuals with mental health issues, and an influx of homeless individuals and families due to the deepening economic crisis, it is essential to maintain adequate staffing in order to provide safe and stable services to the diverse population on-site (including families). The maintenance of adequate staffing also enables participants to obtain quicker access to information as they move themselves through the necessary steps towards obtaining housing. CDBG funding supports the foundational operating expenses of 40 Prado.

5. Please answer the following:

Please write N/A for any questions that are not applicable.

6. Type of agency:

Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.
✔ CDBG only
gfedc ESG only
gfedc HOME only
gfedc General Funds only
gfedc PLHA only
gfedc Select this for any combination of grant funding requests (CDBG, ESG, HOME, General Funds, PLHA) ✔ Arroyo Grande
✔ Atascadero
✔ Morro Bay
✔ Paso Robles
✔ Pismo Beach
✔ City of San Luis Obispo
✔ County of San Luis Obispo
138047 CDBG funding requested
N/A ESG funding requested
N/A HOME funding requested
N/A General Funds requested
N/A PLHA funding requested ''
138,047.00 SUBTOTAL
7/1/2022 Anticipated start date
6/30/2023 Anticipated end date
138,047.00 TOTAL

Agency Details, Capacity, and Experience

7. Is the organization faith-based?

8. Please answer the following:

If this is your first time applying to the County for funds, please upload your organizations’ incorporation documents in the Documents tab.

9. Agency Mission Statement:

Community Action Partnership of San Luis Obispo County addresses the causes of poverty, empowering low-income people to achieve self-sufficiency through community-based collaborations and programs.

10. Please describe the services your organization is CURRENTLY providing (regardless of funding source).

The 40 Prado Homeless Services Center in San Luis Obispo offers day and night emergency shelter services, meals, showers, health screenings at the CHC on-site clinic, services to dual diagnosed individuals, recuperative care for those recently released from the hospital, animal kennels, a community garden, internet access, and a mail and message center to facilitate job and housing searches. CAPSLO’s Head Start program offers the “Home Based” family education and support program for parents of toddlers. Case managers and facilitator staff assist clients in creating individualized plans with set goals and objectives to obtain housing and self-sufficiency. These comprehensive on-site services are provided by agency staff, volunteers (pandemic guidelines permitting), and community partners through extensive collaborations.

In addition to these services, CAPSLO offers a year-round Safe Parking program and a Warming Center during inclement weather.

At the time of the Coordinated Entry Assessment all participants are assigned to an individual staff member (facilitator) who is responsible for working with them on obtaining the items needed to start the stability and housing process. By working with Facilitators, participants are able to problem-solve their housing options or start the process to stable housing until a slot with the Case Manager opens up. Once these first steps are accomplished, the individual/family is then referred to the CAPSLO case manager for more intensive assistance focused on finding housing. Because of the cuts to case management over the last 10 years, there are simply not enough case managers to meet the need. By having established the “facilitator program” participants are able to start the process and feel a sense of initial accomplishment until a slot with the case manager opens up.

Access to care, a major barrier for the homeless population, is addressed with the multi-disciplinary, team-based approach used at 40 Prado. Utilizing case management in conjunction with integrated medical and therapeutic services on-site has proven to be most successful in treating the challenging issues with which the population struggles. There is no other program in the county offering the array of services that 40 Prado offers.

Since January - September 2021, 49 individuals staying at 40 Prado found housing.

11. Please describe the services your organization PROPOSES to provide (regardless of funding source).

CAPSLO is proposing CDBG funding to adequately maintain staffing at 40 Prado so that the participant-to-staff ratio is ensured, as well as maintaining the opportunity for participants to engage with staff in developing an immediate plan for housing. Given the influx of medically fragile, elderly, and dual-diagnosed individuals over the last year – and given the current economic crisis -- there must be adequate staffing levels to provide the “eyes-on” to ensure that 40 Prado remains a safe and stable place for people to be.
✔ 501(c)(3)
gfedc For Profit
gfedc Gov't/Public
gfedc Other:
gfedc Yes
✔ No
12/9/1965 Date of incorporation
101944391 Annual operating budget
1106 Number of paid staff
179 Number of volunteers
101,945,676.00 TOTAL

Without the foundational support of CDBG funding, we are unable to provide the complex and comprehensive services necessary to meet the specialized needs of the homeless community.

12. How does the project complement and collaborate with existing efforts? Does your organization partner with other organizations?
CAPSLO has a long-standing tradition of partnering with organizations to enhance, not duplicate, services. With the commitment to providing participants with easier access to care, CAPSLO has worked diligently to collaborate with service providers to bring necessary services on-site. CAPSLO is the Lead Agency in Coordinated Entry and sub-contracts with ECHO and 5CHC. Through the development of a shared case management data system, Client Track, CAPSLO is able to provide assessments and connect individuals and families to the most appropriate services countywide.

CAPSLO routinely works with other organizations including those within the SLO Supportive Housing Consortium, and actively advocates with the partner organizations that provide permanent housing, including Transitions Mental Health Association (TMHA) and HASLO. As part of the assessment process, CAPSLO conducts VI-SPDAT assessments in order to place appropriate clients on the 70 Now waiting list. CAPSLO also participates in HASLO’s “set-aside” and mainstream voucher programs, and has seen tremendous success in placing and retaining clients in housing. Case managers continue to work with their housed clients for six months after placement, further ensuring success.

13. If the proposed project will serve homeless households, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources.

If this question is not applicable, write N/A in the box below.

As stated in the previous section, CAPSLO works closely with its partners, ECHO in North SLO County, and 5CHC in South SLO County. Through their shared case management data system, the three agencies are able to share basic information on all clients coming through their doors, preventing unnecessary duplication. CAPSLO routinely refers appropriate clients to other organizations, including Food Bank, HomeShare SLO, Los Osos Cares, Paso Cares and Family Resource Centers throughout the county.

CAPSLO also works closely with the countywide Community Action Teams (CAT), and in particular, the SLO City CAT, which has provided tremendous assistance in helping individuals move out of the area and back to their family when appropriate.

Adult Protective Services has also played a vital role in personally accompanying frail individuals back to their homes if needed, in order to ensure a safe and smooth transition. CAPSLO staff identify the best options for some of the most complicated and challenging situations presented and most often this includes extensive partnering with other organizations.

14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed.

CAPSLO has taken the lead in pioneering many collaborative and innovative projects to address unmet needs for the homeless, and is the lead agency in the Coordinated Entry and CESH programs, working in collaboration 5CHC and ECHO.

In 2016, the Recuperative Care Program (RCP), the first medically modeled program in the county, was developed in partnership with CenCal Health, Tenet Health and Dignity Health, providing respite care and medical case management for medically fragile homeless individuals released from local hospitals. RCP was named a “best practice” by CenCal Health in 2017.

In 2017 CAPSLO was awarded a Substance Abuse and Mental Health Services Administration (SAMHSA) grant for providing services to dual-diagnosed, chronically homeless individuals in its SLO-Hub program, one of only 20 grants awarded nationally and recently cited as a national “best practice” by SAMHSA.

In 2019, the SLO County Department of Behavioral Health placed a full-time, licensed mental health therapist at 40 Prado to work with those individuals evaluated as having “moderate-to-severe” mental health issues. CAPSLO then partnered with Community Counseling Center to have interns on-site four days a week to see individuals with “mild-to-moderate” mental health issues.

In 2020, CAPSLO was the lead applicant on several CARES Act funding grants to serve the homeless population in SLO County, coordinating services with 5CHC and ECHO.

In addition to assisting individuals with complex challenges, CAPSLO has the necessary infrastructure to successfully implement and monitor complex grants and contracts. Currently CAPSLO has over 250 different contracts and participates in multiple federal, state and local financial audits, and has never had a finding.

15. Briefly describe your agency’s record keeping system with relevance to the proposed project.

Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG.

As mentioned in the Eligibility Section of this application, CAPSLO participates in the County’s HMIS as required, and also Page 320 of 381 utilizes Client Track, which is used to collect client data as part of the County Continuum of Care’s Coordinated Entry System and to keep and store client files that include demographic data (i.e., race/ethnicity, gender, age, disability and military status), family information (i.e., household size and income), attendance, services accessed, individual daily client activities and incidents, services provided, meals, and referrals.

Client Track is HMIS-compliant and is used to collect and manage data associated with assessments on, and referrals for, the individual clients at a higher level of detail than the county’s HMIS. A systems analyst at CAPSLO trains program staff on Client Track, provides reports, and implements the numerous changes (“syncs”) required to maintain system accuracy.

16. CDBG/ESG ONLY - Will the services offered by your organization increase or expand as a result of CDBG/ESG assistance?

17. CDBG/ESG ONLY - IF YES TO ABOVE - What new programs or services will be provided? If this question is not applicable, write N/A in the box below.

N/A

18. CDBG/ESG ONLY - IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected.

If this question is not applicable, write N/A in the box below.

N/A

19. Please describe the proposed project in detail (i.e. What activities are to be undertaken? What are the projects' goals?).

Please attach a timeline of the project milestones under the Documents tab.

The goal of the 40 Prado Homeless Services Center is to increase self-sufficiency for homeless individuals and families. This is accomplished with comprehensive, on-site, wrap-around services and case management, described in detail in Question 10, and will include the new medically assisted withdrawal treatment program (MAT).

In addition to these services, CAPSLO offers a year-round Safe Parking program and a Warming Center during inclement weather. The Warming Center will operate November through March, during the months of inclement weather in San Luis Obispo.

CAPSLO is able to provide such a wide variety of services because it depends on CDBG funding to cover our adequate shelter staffing, and supervision of shelter staff -- vital to funding the costs associated with day-to-day operations.

Project Details

20. Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households.

Please refer to the Library for HUD Income Limits and information on CDBG Presumed Low/Mod Income populations. Please enter any presumed benefit persons as low-income.

21. CDBG ONLY - If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified.

If this question is not applicable, write N/A in the box below.

The 40 Prado Homeless Services Center directly benefits low-income and very low-income populations by engaging them in a partnership with community outreach programs. Coordinated Entry provides a system of diversion and case management.

This integration ensures that homeless individuals across the country are connected to social security benefits, physical and behavioral health care, community resources, available employment training and workforce development programs, and other supportive services that promote long-term health and housing stability. gfedc Yes
✔ No
1600p TOTAL number of persons (p) or households (hh) regardless of income 8p Of the total number of persons (p) or households (hh) entered above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(HUD funding only) 1592p Of the total number of persons (p) or households (hh) entered above, how many will be VERY LOWINCOME (earning 50% or less of the County median-income)(HUD funding only) N/A Of the total number of persons (p) or households (hh) entered above, how many will be earning 60% or less of County median-income(PLHA only)

0.00 TOTAL

CAPSLO has established a priority protocol designed to ensure that those individuals with the greatest service needs are given first priority to both emergency shelter and, when available, permanent housing.

22. ESG ONLY - FOR EMERGENCY SHELTER ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1-

23. ESG ONLY - FOR STREET OUTREACH ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1-

24. ESG ONLY - RAPID RE-HOUSING ONLY - Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1-

25. ESG ONLY - FOR HOMELESSNESS PREVENTION ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period.
-answer not presented because of the answer to #1-

26. ESG ONLY - FOR HMIS ONLY: Please identify the portion of funding requested to go towards each service type for the 12-month contract period.
-answer not presented because of the answer to #1-

27. GENERAL FUND ONLY - OVERNIGHT SHELTERS ONLY - Please answer the following:
-answer not presented because of the answer to #1-

28. GENERAL FUND ONLY - Please identify the following projected accomplishments:
-answer not presented because of the answer to #1-

29. Identify the projected target population(s) your proposed project and activities will serve (including age, race, residency, handicap status, income level or other unit characteristics or subgroup information) and how those populations will benefit
The target population will be low-income individuals and families at-risk of homelessness or currently homeless countywide.

Disabled individuals are provided with healthcare from the on-site primary health care available at 40 Prado, as well as behavioral and mental health services. There has been a large increase in the number of elderly participants, a population for whom safe and stable sheltering is essential. CAPSLO provides Head Start resources to children, as well as coordinates with SLO Coastal Unified School District.

CAPSLO requests and collects demographic data including race and ethnicity information, from all clients on its intake form.

In Fiscal Year ending 6/30/2021, 40 Prado Homeless Services served:

Male – 64%
Female – 33%
Age Ranges:

Children under 18 – 6%
18-55 – 50%
Over age 55 – 31%
Over age 65 – 13%
Ethnicity:

Hispanic – 24%
Non-Hispanic – 74%
Refused – 2%
Race:

White – 83%
Black or African American – 3%
Asian – 1%
Native Hawaiian/Pacific Islander – 4%
American Indian/Alaskan Native – 2%
Other/Multi-Racial – 5% Page 322 of 381
Refused – 2%
Clients with Disability – 50.8%
Income Levels:

Extremely Low – 82%
Very Low – 5%
Low – 0.5%
Non-Low/Moderate - <1%
Participants continue to come from all areas of the county. In 2019, 27% of in-county participants came from the Five Cities/Nipomo area, 27% came from the North County, 12% came from the Coast and 34% came from the City of San Luis Obispo.

30. Has environmental review been completed (CEQA and/or NEPA)?

31. Please answer yes or no to the following:

If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab.

32. Identify all permits necessary for the project (local, state or federal).

N/A

33. State whether or not the necessary permits have been issued. If a permit has not yet been issued, indicate when the permit(s) will be applied for or issued.

Please provide proof of permit issuance under the Documents tab.

N/A

34. Briefly describe your agency’s auditing requirements, including those for the proposed project.

Please upload a copy of your most recent audit under the Documents tab.

CAPSLO undergoes an agency-wide, rigorous audit process annually by the firm of Brown Armstrong Certified Public Accountants. The process includes inquiry and observation to understand and evaluate CAPSLO’s internal controls, confirmations, interim testing and compliance audits, and substantive procedural analysis. Critical audit areas include compliance with federal and state awards, expenses for program and support services, accounts payable and accrued liabilities, program revenue and unearned deferred revenue, cash, property and equipment, and long-term debt.

A summary of the audit is formally presented by Brown Armstrong to both the Audit and Finance Committees of the Board, as well as the full Board of Directors and senior management. CAPSLO has had no findings in any audit over the past two decades. Additionally, CAPSLO Homeless Services participates in County of San Luis Obispo CDBG and other HUD program reviews and desk audits as required.

Financial
gfedc Yes - CEQA review completed
gfedc No - CEQA review not completed
✔ N/A - CEQA not required
gfedc Yes - NEPA review completed
gfedc No - NEPA review not completed
✔ N/A - NEPA not required
N/A Has a Phase I or Phase II environmental assessment been conducted for the property? N/A List and describe any known hazards (e.g. asbestos, storage tanks – underground, aboveground) No Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site?
No Are the building(s)/structure(s) located on a Historic Site or within a Historic District? No Is the project located within a 100-year flood plain? N/A IF YES TO ABOVE, does your agency have flood insurance? No Will there be demolition required?

0.00 TOTAL

35. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? The operation and maintenance costs for 40 Prado Homeless Services Center are funded through local government grants, corporate grants, private foundation grants, and from community donations through the fundraising efforts of both CAPSLO and Friends of 40 Prado. The majority of funds will be the result of donations, fundraising events and grant contracts awarded during the coming year.

36. Do you have any grant funds remaining from prior Fiscal Year allocations?

37. IF YES TO ABOVE, please answer the following:

If this question is not applicable, write N/A in the boxes below.

38. CDBG ONLY - Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction.

Write N/A for jurisdictions not being applied to for CDBG funds. Note: Any project/program being recommended less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County.

39. GENERAL FUND ONLY - Please indicate the estimated portion of funding to go towards the following activities:
-answer not presented because of the answer to #1-

40. HOME Only - TBRA Only - Please indicate the amounts to be spent for rental assistance, deposit assistance, and project administration?
-answer not presented because of the answer to #1-
gfedc Yes
✔ No
N/A What fiscal year(s) did you receive the funding?
N/A What project did you receive the funding for?
N/A How much is remaining?

0.00 TOTAL
City of Arroyo Grande
City of Atascadero
City of Morro Bay
City of Paso Robles
City of Pismo Beach
83161 City of San Luis Obispo
54886 County of San Luis Obispo
138,047.00 TOTAL
Budget top
Funding Sources/Revenues Committed Conditional Proposed CDBG Funding (this request) $ 138,047.00
ESG Funding (this request) $ 100,000.00
General Funds - County of SLO $ 150,000.00
General Funds - City of SLO $ 143,500.00
FEMA $ 22,030.00
City of Pismo Beach $ 3,500.00
DSS Support $ 23,400.00
Donations and Fundraising $ 807,705.00
CSBG Support $ 244,819.00
CARES Funding $ 250,000.00
Total $ 0.00 $ 0.00 $ 1,883,001.00

Application ID: 375229
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Funding Uses/Expenses CDBG ESG & ESG-CV General Fund HOME PLHA Personnel Costs $ 127,821.00
Operating Costs
Professional Services
Capital Outlay
Permits, Development Fees
Legal and Public Notices
Indirect Costs $ 10,226.00
Total $ 138,047.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00
Budget Narrative
CDBG Funding Budget Narrative
40 Prado Homeless Shelter workers wages $94,369
40 Prado Homeless Shelter workers fringe benefits $33,452 Indirect costs at federally approved rate of 8% $10,226 Total $138,047
Tables top
ESG Matching Funds
Sources Amount
$
$
$
$
$
$
$
Total $ 0
Documents top
Documents Requested * Required? Attached Documents *
Incorporation Documents (if applicable)
Timeline of Project Milestones ✔ CAPSLO Project Milestones Proof of Permit Issuance (if applicable)
Map of Multiple Project Locations (if applicable)
Most Recent Audit ✔ CAPSLO 2020 Audit
Commitment Letters for funds (if available)
Timeline of Expenditures ✔ CDBG FY 2022-23 Timeline Of Expenditures

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County of San Luis Obispo
2022 Public Services and Economic Development (CDBG, ESG, HOME, General Fund, PLHA) Deadline: 11/1/2021
5CITIES HOMELESS COALITION
22-23 Homeless Services: Shelter, Outreach, RRH and HP Services, Jump to: Eligibility Application Questions Budget Tables Documents $ 229,000.00 Requested
Submitted: 11/1/2021 3:07:44 PM (Pacific)
Project Contact
Janna Nichols
[email protected]
Tel: 805-574-1638
Additional Contacts
none entered
5CITIES HOMELESS COALITION
P.O. Box 558
GROVER BEACH, CA 93483
United States
Executive Director
Janna Nichols
[email protected]
Telephone805-574-1638
Fax 805-668-2380
Web 5chc.org
Eligibility top

1. Please identify all funding sources being requested:

This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers.

National Objectives

2. CDBG ONLY - Please select the national objective that best applies to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.
gfedc CDBG only
gfedc ESG only
gfedc ESG-CV only
gfedc HOME only
gfedc General Funds only
gfedc PLHA only
✔ Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, PLHA, and General Funds)

information regarding CDBG national objectives.

3. CDBG ONLY - IF LOW/MODERATE INCOME WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding the Low/Moderate Income national objective.

4. CDBG ONLY - IF SLUM OR BLIGHT WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Slums or Blight objective
Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective.

5. CDBG ONLY - Please explain how the proposed project meets the selected National Objective.

Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab. 5CHC's Shelter and Outreach Services will be provided to benefit a clientele who are generally presumed by HUD to be principally L/M income persons - those who are homeless. This population is among those who are currently presumed by HUD to be made up principally of L/M income persons: Reference: §570.208(a)(2)(i)(A). 5CHC's Housing Program targets financial assistance and services to individuals and families based on income and anticipated need, following a coordinated entry assessment and progressive engagement model. Those who receive emergency grants for subsistence payments (rental assistance, 05Q) or for deposit assistance (05T Assistance will be provided to benefit a clientele who are generally presumed by HUD to be principally L/M income persons - those who are homeless. This population is among those who are currently presumed by HUD to be made up principally of L/M income persons: Reference: §570.208(a)(2)(i)(A). Additionally, as some assistance will be provided to those of imminent threat of homelessness, 5CHC's program additionally requires information on family size and income so that it is evident that at least 51% of the clientele are persons whose family income does not exceed the L/M income limit. Reference: §570.208(a)(2)(i)(B) and (C)

6. ESG/ESG-CV ONLY - Please select all objectives applicable to the proposed project, as established in “Opening Doors: Federal Strategic Plan to Prevent and End Homelessness” or the CARE Act.

7. ESG/ESG-CV ONLY - Please explain how the proposed project supports the selected objective(s).

The Federal Strategic Plan to Prevent and End Homelessness focuses on collaboration and strategic action; education and service improvements; utilization of affordable housing; targeting the needs of families and children; recognizing that health is a determinant of housing stability; and the role of other supportive services.

Collaboration/Strategic Action: 5CHC Homeless Services program is integrated in the local Continuum of Care, focusing on collaboration and strategic action. 5CHC is a key participant in the Coordinated Entry System receiving referrals community partners throughout the compendium of services. Additionally, 5CHC staff participate in HSOC at all levels, with the Executive Director currently serving as chair of Data and Finance; a member of the Executive Committee; and on the ad-hoc Ten-Year Plan update.
✔ Low/Moderate Income
gfedc Slums or Blight
gfedc Urgent Need
gfedc Area Benefit
✔ Clientele
gfedc Housing
gfedc Jobs
gfedc N/A - Low/Moderate Income NOT selected
gfedc Area Basis
gfedc Spot Basis
gfedc N/A - Slums or Blight NOT selected
gfedc Finish the job of ending chronic homelessness in five years ✔ Prevent and end homelessness among veterans in five years ✔ Prevent and end homelessness for families, youth, and children in ten years ✔ Set a path to ending all types of homelessness
✔ Prevent, prepare for, and respond to COVID-19 outbreak among individuals and families who are homeless or receiving homeless assistance
✔ Support additional homeless assistance and homelessness prevention activities to mitigate the impacts of COVID-19

Service Improvements: 5CHC staff participate in HSOC’s Services Coordinating Committee, which is focused on improving the integration of services and regularly participate in evidence-based trainings (Mental Health First Aid, etc.) 5CHC also has a program of providing staff trainings monthly with other service professionals and partner agencies.

Access and Utilization of Affordable Housing: 5CHC’s Housing Program couples short-term financial assistance with housing stabilization services which have been documented to be cost-effective in both preventing the occurrence of homelessness, and ensuring that homelessness is brief and a one-time occurrence. With our partnership with the SSVF program we are able to serve Veterans, including those who may not qualify for the SSVF program. We also maximize use of affordable housing and supports with People’s Self-Help Housing and HASLO. 5CHC has aggressively works with current and existing clients to complete applications and offer needed financial assistance.

Families and Children: 5CHC provides housing services working with family programs such as SAFE, FIT, and the Family Resource Centers. 5CHC also has a program specifically targeted to Transitional Age Youth experiencing homelessness.

Health and Supportive Services: Through our work with Dignity Health, 5CHC’s outreach case managers and benefits acquisition advocate work to connect clients to health resources, as well as provide assistance post-hospitalization. 5CHC’s coordinated entry and outreach staff are regularly offering support for services needed such as one-time financial assistance, family reunification, acquisition of public benefits, identification, health-care navigation and the role that other supportive services can play. 5CHC regularly offers vaccination options and provides needed ppe to those experiencing homelessness.

Beneficiary Documentation

8. How will you document and maintain income status or presumed benefit status for CDBG? Please provide a sample of your Client Intake Form under the Documents Requested section below. Income verification for CDBG beneficiaries must be provided in accordance with 24 CFR Part 5; a link is provided in the Library.

Attached are our current policies regarding income verification. A household’s income is any money that goes to, or on behalf of, the head of household or spouse (even if temporarily absent) or to any other household member. When calculating income for eligibility, annual income includes the current gross income of all adult household members and unearned income attributable to a minor (e.g., child support, TANF payments, SSI payment, and other benefits paid on behalf of a minor). Gross income is the amount of income earned before any deductions (such as taxes and health premiums) are made. Current Gross Income is the income that the household is currently receiving at the time of application for assistance. Income recently terminated should not be included. The attached calculation form is used to determine the applicant's income eligibility.

9. How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? (General Fund requests are exempt from this requirement) Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of Fenderal and State funds, the agency must collect race and ethnicity information from all clients.

Utilizing the attached Enrollment Packet, including Coordinated Intake assessment, applicants are asked to self-disclose their demographic data, including race and ethnicity, age range and disability. This data is collected and entered into the County Homeless Management Information System.

Eligible Activities

10. CDBG ONLY - Identify all eligible activities that apply to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities.
✔ Public Services (General)
✔ Operating Costs of Homeless/AIDS patients programs
gfedc Senior Services
gfedc Handicapped Services
gfedc Legal Services
gfedc Youth Services
gfedc Transportation Services
gfedc Substance Abuse Services
gfedc Services for Battered and Abused Spouses
gfedc Crime Awareness or Neighborhood Cleanups
gfedc Fair Housing Activities
gfedc Tenant/Landlord/Housing Counseling

11. ESG ONLY - Identify all eligible activities that apply to the proposed project

12. GENERAL FUND ONLY - Identify all eligible activities that apply to the proposed project General Funds activities are limited to those regarding emergency/homeless shelters and warming centers

13. ESG-CV ONLY - Identify all eligible activities that apply to the proposed project

14. HOME ONLY - The only activity under the public service application for HOME is Tenant Based Rental Assistance (TBRA)

15. PLHA ONLY - Identify all eligible activities that apply to the proposed project Eligible activities must assist persons who are experiencing or At risk of homelessness and can include, but are not limited providing rapid rehousing, rental assistance, supportive/case management services, and opperating costs. -no answergfedc Child Care Services
gfedc Health Services
gfedc Services for Abused and Neglected Children
gfedc Mental Health Services
✔ Subsistence Payments, Homeless Assistance, Rental Housing Subsidies or Security Deposits gfedc Job training and job placement services
gfedc Assistance to microenterprises (technical assistance, business support services, and other similar services to owners of microenterprises or persons developing microenterprises) ✔ Emergency Shelter
✔ Street Outreach
✔ Rapid Re-Housing
✔ Homelessness Prevention
✔ HMIS
✔ Operations (e.g. maintenance, repair, utilities)
✔ Services (e.g. case management, child care, education services, employment assistance, outpatient health services, legal services, life skills training, mental health services, and substance abuse treatment) gfedc Administration
✔ HMIS
gfedc Emergency Shelter
gfedc Street Outreach
gfedc Rapid Re-Housing
gfedc Homelessness Prevention
gfedc HMIS
gfedc TBRA
Documents Requested * Required? Attached Documents *
Client Intake Form(s) for Limited Clientele (if
applicable)
5chc Housing Packet
5CHC Intake
5chc Housing Packet Spanish
5chc Privacy Notice
5CHC ESG Policies and Procedures
Map for Area Benefit (if applicable)
CDBG Requirements and Acknowledgements
(Please download the template below and upload an
initialed document here)
download template
Subrecipient Acknowledgement
General Liability Insurance 5CHC General Liability Umbrella Policy Application Questions top

1. Please identify the funding sources being requested:

This question will be used to branch only those questions related to the funding sources requested in this application - so don't worry if your application has skipped question numbers.

Project Summary

2. Project Address(es):

If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab 100 S. 4th Street, Grover Beach - Housing Navigation Center, Outreach Services, Admin. 800 W. Branch Street, Arroyo Grande - Warming Center
216 S. 16th Street, Grover Beach - Non-Congregate Shelter P.O. Box 558, Grover Beach, CA 93483 - Mailing
Services are provided county-wide (with the exception of Grover Beach for purposes of this CDBG/ESG application). As the City of Grover Beach is not a participating jurisdiction of the Urban County of San Luis Obispo, CDBG regulations do not allow the expenditure of CDBG funds to benefit residents of, nor expend these funds within, the City of Grover Beach. Therefore, the 5CHC shall not use CDBG or ESG funds to benefit clients from the City of Grover Beach nor use CDBG funds for subsistence payments within the City of Grover Beach.

3. Jurisdiction(s)/Area(s) Served:

Select all that apply

4. Brief Project Description:

You will have the chance to expand on your project description further in the application. Please upload any maps, photos, drawings or plans under the Documents tab
5CHC proposes both continued and expanded comprehensive homeless services including coordinated entry, street outreach, emergency shelter, and housing navigation services. With a focus on helping clients to secure and maintain stable housing, 5CHC will conduct outreach, sheltering, coordinated assessment, and case management to provide rapid re-housing and homeless prevention services to residents of San Luis Obispo County, utilizing Housing First principles of providing housing support coupled with supportive services.

With the support and guidance of case management, those who are experiencing homelessness will be supported with their immediate needs (including food and shelter) while also receive coaching, financial literacy, advice on credit repair, and life and job skill guidance coupled with short-term financial assistance for move-in expenses or homeless prevention rental assistance.

5. Please answer the following:

Please write N/A for any questions that are not applicable.

Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.
gfedc CDBG only
gfedc ESG only
gfedc HOME only
gfedc General Funds only
gfedc PLHA only
✔ Select this for any combination of grant funding requests (CDBG, ESG, HOME, General Funds, PLHA) ✔ Arroyo Grande
✔ Atascadero
✔ Morro Bay
✔ Paso Robles
✔ Pismo Beach
✔ City of San Luis Obispo
✔ County of San Luis Obispo
89000 CDBG funding requested
65000 ESG funding requested
HOME funding requested
75000 General Funds requested Page 330 of 381

6. Type of agency:

Agency Details, Capacity, and Experience

7. Is the organization faith-based?

8. Please answer the following:

If this is your first time applying to the County for funds, please upload your organizations’ incorporation documents in the Documents tab.

9. Agency Mission Statement:
5CHC’s Guiding Principles
I. Housing First
For 5Cities Homeless Coalition “Housing First” means that we seek to provide housing as a means to recovery, rather than a reward. Our overarching goal is to connect homeless people to permanent housing as quickly as possible. Meeting the client “where they’re at,” our work is focused on the development of a case plan that is oriented toward their success in obtaining or maintaining housing, which is predicated by consumer choice and self-determination. Our services support the client in identifying the barriers to stable housing that they are experiencing, and assisting them with services to address these fundamental challenges.

Through this Housing First lens, we progressively engage clients through engagement, assessment, diversion, and addressing immediate needs (such as food and sheltering) as we work with the client with housing stabilization planning, including financial management.
5Cities Homeless Coalition offers services as needed and requested on a voluntary basis and does not make housing contingent on participation in services. Within the Housing First framework, our approach with clients is based on the following principles: Trauma Informed; Housing Focused; Recovery Oriented; Person Centered; and Strengths Based.

II. Personal and Professional Integrity
All staff, board members, and volunteers of 5CHC and its partners act with honesty, integrity, and openness in all their dealings as representatives of the organization. The organization promotes a working environment that values Respect, Integrity, Teamwork, and Excellence through its RITE Values.

III. Mission
5Cities Homeless Coalition strengthens our community by mobilizing resources, fostering hope, and advocating for those who are homeless and facing homelessness. Through collaboration and leadership, the Coalition is building an engaged community that fully understands the complexities of homelessness and actively shares the responsibility of creating and implementing solutions to eliminate it.

IV. Governance
PLHA funding requested ''
229,000.00 SUBTOTAL
7/1/2022 Anticipated start date
6/30/2022 Anticipated end date
229,000.00 TOTAL
✔ 501(c)(3)
gfedc For Profit
gfedc Gov't/Public
gfedc Other:
gfedc Yes
✔ No
3/3/2009 Date of incorporation
1,300,000 Annual operating budget
16 Number of paid staff
75 Number of volunteers
1,300,091.00 TOTAL

5CHC has an active governing body, representative of our community, responsible for setting the mission and strategic direction; and oversight of the finances, operations, and policies of 5CHC.

VIII. Program Evaluation
5CHC regularly reviews program effectiveness and has mechanisms to incorporate lessons learned into future programs.The organization is committed to improving program and organizational effectiveness and develops mechanisms to promote learning from its activities and the field.5CHC is responsive to changes in its field of activity and is responsive to the needs of its constituencies.

IX. Inclusiveness and Diversity5CHC has a policy of promoting inclusiveness and its staff, board, and volunteers reflect diversity in order to enrich its programmatic effectiveness. 5CHC takes meaningful steps to promote inclusiveness in its hiring, retention, promotion, board recruitment, and constit

10. Please describe the services your organization is CURRENTLY providing (regardless of funding source). 5Cities Homeless Coalition provides wrap-around services including case management and direct financial assistance - with a special emphasis on our housing support program.
5CHC's housing support program serves clients throughout San Luis Obispo County who are either homeless or facing homelessness. These programs include Street Outreach; Emergency Shelter; Coordinated Entry; Immediate Needs Assistance; Housing Navigation and Stabilization (including the enrollment support for the California Covid Rental Relief Program); Transition Age Youth Targeted Services; Financial Literacy Training; Benefits Acquisition; HMIS data management; Special Projects (Census; Point In Time Count, etc.) and referral services to other appropriate community resources. 5CHC’s Programs align with 25 CCR § 8409 Core Practices and are targeted to individuals and families who “without” these programs will become or will remain homeless. These programs target area residents with the most urgent and severe needs including Families with Children; Chronically Homeless; Veterans; Unaccompanied Youth; Victims of Domestic Violence.

Following local coordinated entry protocols, we seek to identify and serve people who:
• Are unsheltered and living in places not designed for human habitation; • Have experienced the longest amount of time homeless; • Have multiple and severe service needs that inhibit their ability to secure housing on their own; and • Through homelessness prevention activities, are at greatest risk of becoming literally homeless without an intervention and are at greatest risk of experiencing a longer time in shelter or on the street should they become homeless.

With these activities we will work to ensure services are low-barrier and accessible; help participants identify and resolve barriers to housing; assist them to resolve their housing crisis before focusing on other non-housing related services; allow participants to choose the services and housing that meets their needs; connect participants to appropriate services and offer financial assistance initially at a minimum level and adding as needed through progressive engagement.

In 2020, 5CHC fielded over 4,500 calls for assistance in 2020 and provided direct assistance to 310 households countywide, including 76 single parents, 30 seniors, 117 who are disabled, and 65 transition age youth. 5CHC helped 65 households obtain housing and an additional 51 households avoid homelessness. 5CHC also provided basic needs assistance to 737 (utilities, relocation costs, gasoline, bus passes, auto repairs, clothing, employment readiness, detox/sober living, emergency food, rental and application fees) and offered an emergency shelter on cold and rainy nights through the winter.

11. Please describe the services your organization PROPOSES to provide (regardless of funding source). 5Cities Homeless Coalition proposes to continue to provide these same wrap-around services , with the addition of a noncongregate emergency shelter that is currently being developed on the County's health services campus in Grover Beach. 5CHC's will continue services for Street Outreach; Emergency Shelter (warming center and non-congregate emergency shelter); Coordinated Entry; Immediate Needs Assistance; Housing Navigation and Stabilization (including homeless prevention); Transition Age Youth Targeted Services; Financial Literacy Training; Benefits Acquisition; HMIS data management; and referral services to other appropriate community resources.

Information & Referral / Coordinated Entry:

Assistance begins with general information and referral to community services coupled with a comprehensive assessment of needs, identification of barriers and development of an immediate action plan. Access to computer, internet, phone, mailing address, food, clothing and hygiene supplies.

Rapid Re-Housing and Homeless Prevention Program:

Case management and financial assistance for deposit, rent and immediate needs for those who are homeless or facing homelessness. Services provided Countywide. Partnership with Good Samaritan includes Veteran Services.

Immediate Needs:
5CHC assists homeless and low-income families and individuals in South County with limited funds to address their immediate needs, and move them to self–sufficiency. Examples of assistance are utilities, gasoline, bus voucher, auto Page 332 of 381 repairs, clothing, employment readiness, detox/sober living, basic needs, emergency food etc.

Benefits Advocacy:
5CHC clients are offered additional guidance and advocacy for obtaining and retaining public benefits, including SSI, SSDI, Medicare, along with financial literacy and budgeting training.

Outreach
5CHC Street Outreach team works with those living on the street and in camps throughout southern San Luis Obispo County to connect them to services and resources including food, transportation, public benefits, identification and family relocation.

Additionally working to improve discharge planning with Arroyo Grande Community Hospital, and County Jail, the program serves those who are patients or inmates who are homeless by working to develop a post-release discharge plan.

Homeless Youth:

Outreach and case management targeting homeless youth age 16-24, providing support for immediate needs, education and job development, and housing assistance. 5CHC has master-leased several housing units, and is initiating a housing support Host Home program. It is anticipated that new housing units targeted to TAY will come online during this grant, in partnership with People's Self-Help Housing.

Emergency Shelter: 5CHC will continue to offer an emergency winter warming center for drop in shelter needs and will provide a non-congregate shelter including intensive case management targeted at securing housing for those who are chronically home

12. How does the project complement and collaborate with existing efforts? Does your organization partner with other organizations?
5CHC engages with a broad spectrum of community partners to assist those needing assistance. In particular 5CHC, ECHO and CAPSLO have, as part of the coordinated entry system, worked to geographically distribute responsibilities in order to provide enhanced services without duplication. These agencies have been meeting regularly to coordinate outreach activities countywide, and have recently been joined by Salvation Army. T-MHA (in partnership with Pubic Health) has also begun working with our outreach teams as we begin planning for COVID-19 vaccinations in the field. 5CHC is currently working in partnership with the City of Grover Beach and Integrated Waste Management to provide trash bags and regular dumpster service at one key camp in order to minimize trash and improve hygiene. 5CHC is also expanding its partnership with SLO Bangers to provide sharps containers, clean-up and wound care supplies to those living in camps in South County These are just a few examples of how 5CHC seeks out partners in addressing the needs of those chronically homeless in South County.
5CHC also works closely with grass-roots services providers and the faith community in South County. 5CHC staff regularly connect with Arroyo Grande Community Hospital, Community Health Centers of the Central Coast, Lucia Mar Unified School District Families In Transition Program; SAFE System of Care, Family Resource Centers, County Drug and Alcohol, County Jail, Dept. of Social Services, State Rangers, Law Enforcement, City Government, business and other community stakeholders.

As mentioned earlier, 5CHC endeavors to be a collaborative and strategic partner in service delivery and development throughout San Luis Obispo County. The agency dedicates substantial staffing resources to participation in HSOC and the evaluation and refinement of the area's services, from piloting new initiatives to evaluation and review of client outcomes.

Know for being "nimble," 5CHC has often times sought to pilot new services in the County such as its Youth Program and impending Non-Congregate Shelter Program. That said, when asked, 5CHC has also shared its expertise or offered to partner with others. Most recently 5CHC joined with Lumina Alliance in an effort to expand DV services in South County; has been asked to provide Housing Navigation training to Salvation Army staff; and worked to identify potential board volunteers and provide mentorship to Shower The People.

13. If the proposed project will serve homeless households, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources.

If this question is not applicable, write N/A in the box below.

In 2016, CAPSLO, 5Cities Homeless Coalition (5CHC) and El Camino Homeless Organization (ECHO) partnered together to develop a Coordinated Entry System (CES) to provide screening, diversion, and case management services to homeless individuals and families throughout the county. Together with county staff, the partners developed an integrated system that avoids duplication of services and streamlines access to the most appropriate service providers to meet client needs.

Through the CES, each agency covers a different region of the county. 5CHC operates in South County and coastal areas south of Avila. This program provides a foundation for prioritizing services for those who are unsheltered, have experienced homelessness the longest amount of time, and who have multiple and severe services needs that inhibit their ability to quickly Page 333 of 381 identify and secure housing on their own. Individuals at risk of homelessness can also find resources to assist them in stabilizing their situation in order to remain in their housing. 5CHC's case managers regularly participate in county-wide case management meetings to assess client needs, review the County's service priority list. 5CHC participates in the SAFE system of care targeting children and youth and their families. As mentioned previously we are regularly meeting with clients in the Jail, and participate in the Jail to Community case plan meetings.

Recently a family of 14 adults and 20 children (from seven households) arrived in SLO County, fleeing targeted extreme violence in Mexico. 5CHC is working with more than 20 agencies, and government service providers to coordinate needed services for these families, including mental health, physical health, education, employment, legal services and more. 5CHC's role is in assisting with housing navigation services and providing financial assistance for immediate needs not covered by other services - for example telephone and email for each household.

14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed. 5CHC has been provding these same services for several years. As mentioned in 2016 5CHC joined the Coordinated Entry collaborative with CAPSLO and ECHO. 5CHC has been the lead Rapid Re-Housing and Homeless Prevention provider in the County since 2017, providing these housing services countywide. Since 2015 the agency has operated a Winter Warming Center. In 2019 the agency initiated a targeted Youth program; and expanded its Street Outreach Efforts. 5CHC staff include those with lived experience homeless. 5CHC staff include 6 who are bilingual/bicultural speaking both English and Spanish; additionally the agency has access to support those who are mono-lingual Mixteco. 5CHC staff have extensive training and relationships with those in the LBTGQ community At present the agency is managing more than 50 grants for services similar to those requested here, from federal, state, local government, and private business. Of these current grants many are targeted to respond to the impacts of COVID, which will conclude within three months of the beginning of this grant period.

Current grants include:
• Emergency Solutions Grants, annual and CV restricted
• Community Development Block Grants - Urban County and Grover Beach, annual and CV restricted • County of San Luis Obispo General Fund
• County of San Luis Obispo CBO/Preventative Health
• Continuum of Care - Coordinated Entry services
• CESH – Coordinated Entry, Homeless Outreach Service
Several additional contracts are pending including HHAP 1. 5CHC employs a dedicated HMIS Data Manager to ensure quality compliance and track client outcomes. This position is supported with three finance employees, including one charged with Grants Management for accountability of expenses and fulfillment of grant commitments. The agency's Associate Director is responsible for authorizing all funding requests and reporting on program outcomes. With each program (Street Outreach, Shelter, Coordinated Entry, Housing Navigation) staff are dedicated to client outreach, engagement, and case management, with program supervision and oversight. The agency's Executive Director is directly engaged in initial program development, and efforts to address services on a regional basis.

15. Briefly describe your agency’s record keeping system with relevance to the proposed project.

Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG.

Programmatically:

Clients initially are asked to complete a coordinated intake that is documented through ClientTrack. Referrals and client files are formatted in specific order to ensure all forms are completed and accounted for, detailing client housing stability plan, income verification, etc.

Lastly all enrolled clients are tracked through the County's Homeless Management Information System (HMIS), both at intake and program exit.

Administratively:

All funding requests are dual tracked through the agency's financial accounting process by class and grant and a programbased master assistance file. All expenditures for the program are verified for eligibility against program budget and HUD requirements and CDBG regulations with appropriate back-up documentation, copies of which are maintained separately for review and monitoring. Matching responsibilities are tracked concurrently against grant expenditures. 5CHC staff have received training in the requirements of Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (2 CFR Part 200), Community Development Block Grants (24 CFR Part 570) and 24 CFR Part 576 - Emergency Solutions Grant Program. Page 334 of 381

16. CDBG/ESG ONLY - Will the services offered by your organization increase or expand as a result of CDBG/ESG assistance?
-answer not presented because of the answer to #1-

17. CDBG/ESG ONLY - IF YES TO ABOVE - What new programs or services will be provided? -answer not presented because of the answer to #1-

18. CDBG/ESG ONLY - IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected.
-answer not presented because of the answer to #1-

19. Please describe the proposed project in detail (i.e. What activities are to be undertaken? What are the projects' goals?).

Please attach a timeline of the project milestones under the Documents tab.

Working through a model of progressive engagement, 5CHC services will be offered to "meet the client where they're at" and assist them to develop and execute a plan to housing stability.

Street Outreach - Daily outreach throughout South County, with special focus on known encampments, and coordination with local law enforcement and rangers.

Coordinated Entry - daily intake and assessment, estimated 1 hr per assessment Diversion - Reunification - helping people avoid homelessness or divert from use of SLO County resources by providing reunification services and transportation Immediate Needs - Providing assistance as needed for one-time support for immediate needs - especially targeted to homeless prevention and immediate needs to facilitate housing search and employment.

Housing Navigation & Case Management - On-going case management and housing search support for income-qualified clients (homeless prevention) and those experiencing homelessness.

Non-Congregate Shelter - schedule to open in early 2022 providing wrap-around intensive services (shelter, food, basic needs, benefits acquisition, housing search, and supportive services) for up to 40 residents in 90-180 program. Funding secured through Sept. 2022.

Warming Center - drop in shelter on cold and rainy nights Nov 22-March 23.

Client Training (i.e. Financial Literacy) - on-going part of case management for all interested clients.

HMIS - daily capturing of client touchpoints and demographic from intake to exit.

Grants Management - on-going management of expenditure documentation and reporting.

Project Details

20. Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households.

Please refer to the Library for HUD Income Limits and information on CDBG Presumed Low/Mod Income populations. Please enter any presumed benefit persons as low-income.

21. CDBG ONLY - If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified. -answer not presented because of the answer to #1-

22. ESG ONLY - FOR EMERGENCY SHELTER ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1-

23. ESG ONLY - FOR STREET OUTREACH ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1-
400 p TOTAL number of persons (p) or households (hh) regardless of income 0 Of the total number of persons (p) or households (hh) entered above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(HUD funding only) 400 Of the total number of persons (p) or households (hh) entered above, how many will be VERY LOWINCOME (earning 50% or less of the County median-income)(HUD funding only) Of the total number of persons (p) or households (hh) entered above, how many will be earning 60% or less of County median-income(PLHA only)
400.00 TOTAL

24. ESG ONLY - RAPID RE-HOUSING ONLY - Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1-

25. ESG ONLY - FOR HOMELESSNESS PREVENTION ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period.
-answer not presented because of the answer to #1-

26. ESG ONLY - FOR HMIS ONLY: Please identify the portion of funding requested to go towards each service type for the 12-month contract period.
-answer not presented because of the answer to #1-

27. GENERAL FUND ONLY - OVERNIGHT SHELTERS ONLY - Please answer the following:
-answer not presented because of the answer to #1-

28. GENERAL FUND ONLY - Please identify the following projected accomplishments:
-answer not presented because of the answer to #1-

29. Identify the projected target population(s) your proposed project and activities will serve (including age, race, residency, handicap status, income level or other unit characteristics or subgroup information) and how those populations will benefit
5CHC's programs are targeted to individuals and families who “without” these programs will become or will remain homeless.

These programs target area residents with the most urgent and severe needs including Families with Children; Chronically Homeless; Veterans; Unaccompanied Youth; Victims of Domestic Violence.

Following local coordinated entry protocols, we seek to identify and serve people who:
• Are unsheltered and living in places not designed for human habitation; • Have experienced the longest amount of time homeless; • Have multiple and severe service needs that inhibit their ability to secure housing on their own; and • Through homelessness prevention activities, are at greatest risk of becoming literally homeless without an intervention and are at greatest risk of experiencing a longer time in shelter or on the street should they become homeless. 5CHC's Coordinated Entry and Street Outreach services will be targeted to those experiencing homelessness or at-risk of homelessness living in South County, unless requested by other service partners - for example, due to COVID some partners were required to shut their facilities and 5CHC was asked to assist with added coordinated entries.

All other services will be provided County-wide, or be open to anyone living in the County (shelter services) and will meet the demographic breakdown of the County (including age, race, residency, handicap status, income level). All financial services provided through this grant will be provided based on income verification and homeless status as required. Utilizing the attached Coordinated Intake Form, applicants are asked to self-disclose their demographic data, including race and ethnicity.

Additionally 5CHC's website, facebook page, and outreach materials all provide logos for Fair Housing and Accessibility and are provided in both English and Spanish. 5CHC has added a translation tab to its website, and is working to expand bilingual communications through social media.

30. Has environmental review been completed (CEQA and/or NEPA)?

31. Please answer yes or no to the following:

If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab. gfedc Yes - CEQA review completed
gfedc No - CEQA review not completed
✔ N/A - CEQA not required
gfedc Yes - NEPA review completed
gfedc No - NEPA review not completed
✔ N/A - NEPA not required
n/a Has a Phase I or Phase II environmental assessment been conducted for the property? n/a List and describe any known hazards (e.g. asbestos, storage tanks – underground, aboveground)

32. Identify all permits necessary for the project (local, state or federal). n/a

33. State whether or not the necessary permits have been issued. If a permit has not yet been issued, indicate when the permit(s) will be applied for or issued.

Please provide proof of permit issuance under the Documents tab. n/a

34. Briefly describe your agency’s auditing requirements, including those for the proposed project.

Please upload a copy of your most recent audit under the Documents tab. 5CHC engages an independent auditor annually to review the financial records of the organization. The last one completed, attached, represents calendar year ending Dec. 31, 2020. The level of federal grants currently administered by 5CHC does not require a "single audit;" however 5CHC has engaged an auditor to conduct such an audit for 2021, due to an increase in federal assistance in our current fiscal year.

Financial

35. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? General maintenance and occupancy expenses are funded through other grants and direct donations. 5CHC's does not carry a debt for its Housing Navigation Center located at 100 S. 4th Street. Funding for the location of the 5CHC winter warming center is anticipated to be partially funded through a grant that has been awarded with the City of Grover Beach (GB- CDBG) and partially through this application. The location of the Non-Congregate Shelter Program at 216 16th Street is expected to be leased to 5CHC by the County at no cost. Funds for the operation of the shelter program has been partially secured through September 2022. Additional funds will be needed for continued operation, and 5CHC is working to solicit support through other grants (HHAP 2; HOME-ARP, ARPA and private donations).

36. Do you have any grant funds remaining from prior Fiscal Year allocations?

37. IF YES TO ABOVE, please answer the following:

If this question is not applicable, write N/A in the boxes below.

38. CDBG ONLY - Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction.
-answer not presented because of the answer to #1-

39. GENERAL FUND ONLY - Please indicate the estimated portion of funding to go towards the following activities:
-answer not presented because of the answer to #1-

40. HOME Only - TBRA Only - Please indicate the amounts to be spent for rental assistance, deposit assistance, and project administration?
-answer not presented because of the answer to #1-
n/a Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site?
n/a Are the building(s)/structure(s) located on a Historic Site or within a Historic District? n/a Is the project located within a 100-year flood plain? n/a IF YES TO ABOVE, does your agency have flood insurance? n/a Will there be demolition required?

0.00 TOTAL
✔ Yes
gfedc No
2021-22 What fiscal year(s) did you receive the funding? ESG/CDBG/G What project did you receive the funding for? $109,013 How much is remaining?
109,013.00 TOTAL

Budget top
Funding Sources/Revenues Committed Conditional Proposed CDBG Funding (this request) $ 89,000.00
ESG Funding (this request) $ 65,000.00
General Funds (this request) $ 75,000.00
ESG-CV Funding (this request)
HOME Funds (this request):

PLHA Funds (this request):

Local/County (non-federal)(please specify): State ESG 22-23, $100,000, CoC Coordinated Entry $54,000, CESH 22-23 $91,000, CBO $30,000
$ 100,000.00 $ 175,000.00
Local/City (non-federal)(please specify):

In-kind (Private Contributions, Office Space) $ 150,000.00 $ 135,000.00 Other (please specify): GB CDBG Warming Center 22-23 -
$50,000, Serving GB Residents at Warming Center $ 50,000.00 Total $
300,000.00
$
310,000.00
$
229,000.00
Funding Uses/Expenses CDBG ESG & ESGCV
General
FundHOME PLHA
Personnel Costs $ 28,000.00 $ 35,000.00 $ 55,000.00
Operating Costs $ 20,000.00
Professional Services
Capital Outlay
Permits, Development Fees
Legal and Public Notices
Other (please specify):

CDBG Subsistence Rent 05Q $ 36,000.00
CDBG Deposit 05T $ 25,000.00
ESG Housing Stabilization (Deposits) $ 20,000.00
ESG Rent $ 10,000.00
Total $ 89,000.00 $ 65,000.00$ 75,000.00 $

0.00 $

0.00 Budget Narrative
CDBG:

Rental Assistance at $3,600 Avg/Household = $36,000
Deposits Assistance at $2,500 Avg/Household =$25,000
Client Intake Assessment $100/Household = $2,000 Case Manager @$27/hr x 35 hours/Household = $19,000 Primary Activity Delivery Cost (Grant Management Specialists) $23.50/hr X 298 Hours = $7,000 ESG:

Short and long-term rental assistance (avg $2,600/hh)
Case Manager, HMIS & Grant Admin @$27/hr x 85 hours/Household = $35,000 Deposits $2,250 per HH Avg.

General Fund:

Operating Costs - Maintenance, Utilities of Warming center, Insurance, Facility Rental Personnel Costs - .5 FTE Benefit Advocate, .1 FTE supervision, .25FTE Coordinated Entry, .15 HMIS, .2 FTE Outreach Tables top
ESG Matching Funds
Sources Amount
County CBO Page 338 of 381 $ 10,000
Application ID: 375816
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Local Cities (GB, PB, AG) $ 30,000
Private Donations $ 25,000
$
$
$
$
Total $ 65,000
Documents top
Documents Requested * Required? Attached Documents *
Incorporation Documents (if applicable) Article of Incorporation Timeline of Project Milestones ✔ Timeline and Milestones Proof of Permit Issuance (if applicable)
Map of Multiple Project Locations (if applicable)
Most Recent Audit ✔ 5CHC Audit 2020
Commitment Letters for funds (if available)
Timeline of Expenditures ✔ Expenditure Timeline

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County of San Luis Obispo
2022 Public Services and Economic Development (CDBG, ESG, HOME, General Fund, PLHA) Deadline: 11/1/2021
People's Self-Help Housing Corporation
Supportive Housing Services to Residents in Danger of Homelessness Jump to: Eligibility Application Questions Budget Tables Documents $ 149,821.00 Requested
Submitted: 10/29/2021 12:08:16 PM (Pacific)
Project Contact
Forrest Eastham
[email protected]
Tel: 8055482345
Additional Contacts
[email protected]
People's Self-Help Housing
Corporation
1060 Kendall Road
San Luis Obispo, CA 93401
United States
CEO & President
Kenneth Trigueiro
[email protected]
Telephone(805) 781-3088
Fax (805) 544-1901
Web www.pshhc.org
Eligibility top

1. Please identify all funding sources being requested:

This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers.

National Objectives

2. CDBG ONLY - Please select the national objective that best applies to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.
✔ CDBG only
gfedc ESG only
gfedc ESG-CV only
gfedc HOME only
gfedc General Funds only
gfedc PLHA only
gfedc Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, PLHA, and General Funds)

information regarding CDBG national objectives.

3. CDBG ONLY - IF LOW/MODERATE INCOME WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding the Low/Moderate Income national objective.

4. CDBG ONLY - IF SLUM OR BLIGHT WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Slums or Blight objective
Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective.

5. CDBG ONLY - Please explain how the proposed project meets the selected National Objective.

Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab.

This project qualifies as a low/moderate income limited clientele activity. Among program clientele, 96% are low/moderate income persons from low/moderate income households, and all are residents at PSHH’s affordable, supportive rental properties throughout San Luis Obispo County. The rate of low/moderate income persons served is well above the 51% threshold established in the “CDBG Guide to National Objectives and Eligible Activities.”

6. ESG/ESG-CV ONLY - Please select all objectives applicable to the proposed project, as established in “Opening Doors: Federal Strategic Plan to Prevent and End Homelessness” or the CARE Act. -answer not presented because of the answer to #1-

7. ESG/ESG-CV ONLY - Please explain how the proposed project supports the selected objective(s). -answer not presented because of the answer to #1-
Beneficiary Documentation

8. How will you document and maintain income status or presumed benefit status for CDBG? Please provide a sample of your Client Intake Form under the Documents Requested section below. Income verification for CDBG beneficiaries must be provided in accordance with 24 CFR Part 5; a link is provided in the Library.

Receiving HUD and USDA funds to build housing for low-income households, PSHH collects and verifies information on family size, income, disability, and senior status in accordance with federal HUD and USDA regulations as part of a household’s application process prior to move in at a PSHH property. Once residing at a PSHH rental property, every household’s income and size is recertified annually. PSHH retains data on the size and annual income of all families and households living at our properties, including those receiving services through Supportive Housing Program (SHP), for which grant funding is sought. In most cases, household income may not exceed 50% of the Area Median Income (AMI) at move-in. Household size, income, disability, and senior status information is stored in PSHH’s resident database, which is easily cross referenced with the client database maintained by the Supportive Housing Program, the program for which funds are sought.

9. How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? (General Fund requests are exempt from this requirement) Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of Fenderal and State funds, the agency must collect race and ethnicity information from all clients.

Race and ethnicity data is reported by residents during the tenant application process and is stored in PSHH’s resident database, in accordance with HUD and USDA regulations. Application forms for potential residents of rental properties as well as the intake form for new SHP clients are attached.

Eligible Activities
✔ Low/Moderate Income
gfedc Slums or Blight
gfedc Urgent Need
gfedc Area Benefit
✔ Clientele
gfedc Housing
gfedc Jobs
gfedc N/A - Low/Moderate Income NOT selected
gfedc Area Basis
gfedc Spot Basis
✔ N/A - Slums or Blight NOT selected

10. CDBG ONLY - Identify all eligible activities that apply to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities.

11. ESG ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1-

12. GENERAL FUND ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1-

13. ESG-CV ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1-

14. HOME ONLY - The only activity under the public service application for HOME is Tenant Based Rental Assistance (TBRA)
-answer not presented because of the answer to #1-

15. PLHA ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1-
gfedc Public Services (General)
gfedc Operating Costs of Homeless/AIDS patients programs ✔ Senior Services
✔ Handicapped Services
gfedc Legal Services
✔ Youth Services
✔ Transportation Services
✔ Substance Abuse Services
✔ Services for Battered and Abused Spouses
gfedc Crime Awareness or Neighborhood Cleanups
gfedc Fair Housing Activities
✔ Tenant/Landlord/Housing Counseling
gfedc Child Care Services
✔ Health Services
gfedc Services for Abused and Neglected Children
✔ Mental Health Services
✔ Subsistence Payments, Homeless Assistance, Rental Housing Subsidies or Security Deposits ✔ Job training and job placement services
gfedc Assistance to microenterprises (technical assistance, business support services, and other similar services to owners of microenterprises or persons developing microenterprises) Documents Requested * Required? Attached Documents *
Client Intake Form(s) for Limited Clientele (if
applicable)
FYE23 SHP new client intake form
FYE23 Tenant Application
Map for Area Benefit (if applicable)
CDBG Requirements and Acknowledgements
(Please download the template below and upload an
initialed document here)
download template
PSHH FYE23 Subrecipient Agreement
General Liability Insurance FYE23 PSHH SLO Co Insurance Application Questions top
Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

1. Please identify the funding sources being requested:

This question will be used to branch only those questions related to the funding sources requested in this application - so don't worry if your application has skipped question numbers.

Project Summary

2. Project Address(es):

If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab Arroyo Grande:
163 S Elm St.
351 S Elm St.
119 Juniper St.
150 S Courtland St.

Atascadero:
7480 Santa Ysabel
Avila Beach:
240 Ocean Oaks Ln.

Cambria:
2835 Schoolhouse Ln.

Los Osos:
1251 Los Olivos Ave.
1351 Los Olivos Ave.

Morro Bay:
2612 Elm St.
495 Main St.
456 Elena St.
375 Sequoia St.

Oceano:
1261 Belridge St
1720 17th St.

Paso Robles:
400 Oak Hill Rd.
401 Oak Hill Rd.
1255 Creston Rd.
2940 Spring St.

Pismo Beach:
360 Park Ave.
211 to 251 Addie St.

San Luis Obispo:
537 Brizzolara St.
3071 S Higuera St.

Templeton:
999 Las Tablas Rd. (Rolling Hills I)
999 Las Tablas Road (Rolling Hills II)
1009 Petersen Ranch Rd.
✔ CDBG only
gfedc ESG only
gfedc HOME only
gfedc General Funds only
gfedc PLHA only
gfedc Select this for any combination of grant funding requests (CDBG, ESG, HOME, General Funds, PLHA)

3. Jurisdiction(s)/Area(s) Served:

Select all that apply

4. Brief Project Description:

You will have the chance to expand on your project description further in the application. Please upload any maps, photos, drawings or plans under the Documents tab
PSHH will provide clinical social services and case management of the Supportive Housing Program (SHP) to residents of PSHH’s 26 affordable rental properties in San Luis Obispo County. The vast majority of households are classified as very-lowincome, earning 50% or less AMI. Services are being held virtually and onsite at the properties where residents live, weekdays between 9 am and 6 pm. Services are free, confidential, and always optional, and are provided by licensed and associate clinical social workers (LCSWs and ACSWs) with a master’s degree in counseling or social services. Services prevent homelessness among some of the region’s most vulnerable residents while enhancing housing stability and resiliency.

5. Please answer the following:

Please write N/A for any questions that are not applicable.

6. Type of agency:

Agency Details, Capacity, and Experience

7. Is the organization faith-based?

8. Please answer the following:

If this is your first time applying to the County for funds, please upload your organizations’ incorporation documents in the Documents tab.

9. Agency Mission Statement:
✔ Arroyo Grande
✔ Atascadero
✔ Morro Bay
✔ Paso Robles
✔ Pismo Beach
✔ City of San Luis Obispo
✔ County of San Luis Obispo
149,821 CDBG funding requested
ESG funding requested
HOME funding requested
General Funds requested
PLHA funding requested ''
149,821.00 SUBTOTAL
Anticipated start date
Anticipated end date
149,821.00 TOTAL
✔ 501(c)(3)
gfedc For Profit
gfedc Gov't/Public
gfedc Other:
gfedc Yes
✔ No
1971 Date of incorporation
10,029,919 Annual operating budget
202 Number of paid staff
53 Number of volunteers
10,032,145.00 TOTAL

The mission of People's Self-Help Housing is to build affordable homes with site-base services that offer opportunities to change lives and strengthen communities on the Central Coast of California.

10. Please describe the services your organization is CURRENTLY providing (regardless of funding source).

The Central Coast's longest-serving nonprofit affordable housing developer, PSHH builds, owns, rents and manages sliding scale, affordable, permanent supportive housing throughout San Luis Obispo, Santa Barbara, and Ventura counties. A natural extension of our mission to create opportunities and change the lives of the residents we serve, each of the 53 affordable housing properties we compassionately maintain is enriched with onsite supportive health, education, and housing retention services designed to promote long-term resiliency.

Primarily serving low-income families, veterans, seniors, persons living with disabilities, farmworkers, and those transitioning out of homelessness, PSHH has, to date, assisted over 1,200 households in becoming first-time homeowners through its “sweat equity” path to homeownership program, in which low-income families build their own homes over an 18-month period.

In addition to its onsite education program, Camino Scholars, which advances equity in education for under-resourced and low-income students, and its attentive onsite property management division, PSHH's Supportive Housing Program (SHP) provides clinical case management and social services onsite where residents live. As with all services PSHH provides, these are provided at no cost to residents, and without restriction or barrier.

Through SHP, the program for which funding is being requested, residents gain access to PSHH's staff of ten onsite licensed clinical social workers and case managers, who provide service coordination to connect residents to a broad network of organizational and community resources. Services provided include: preventive health screenings, mobile vaccination clinics, behavioral health counseling and referrals, food assistance, wellness checks for seniors and housebound residents, medical transportation, eviction prevention, financial literacy coaching, and administrative assistance, such as securing disability accommodations, medical insurance, or adaptive technology support. SHP also helps residents experiencing temporary challenges in accessing emergency rental, utility, and critical transportation assistance when no other resources are available.

PSHH social workers work with residents of PSHH's 26 San Luis Obispo County properties at intake to complete a needs assessment and co-develop ongoing case management plans to establish and maintain household stability. Most program staff are bilingual and all are trained in trauma-informed care frameworks. Services are inclusive, culturally relevant, and tailored to meet individual needs. PSHH works directly with each household from the outset to identify unique challenges faced, developing comprehensive services and crisis intervention strategies designed to prevent common threats to household security. Clinical staff establish contact early in the timeline, helping secure resources and intervening wherever families are experiencing temporary difficulties.

11. Please describe the services your organization PROPOSES to provide (regardless of funding source).

PSHH will provide clinical social services and case management through the San Luis Obispo County SHP, developing personalized wraparound services for those living at PSHH’s 26 affordable, sliding-scale rental properties in the County.

Households are certified as very-low-income at time of move-in, which typically means they earn 50% or less of Area Median Income. Most services are provided weekdays between 9 am and 6 pm, and always by a licensed or associate clinical social worker.

Services are provided in English and Spanish to any of the 733 households and 1,656 individuals in residence at PSHH properties in the County. SHP services are free, confidential, completely optional, and available to all PSHH residents.

Residents are never placed on a waiting list, and are provided immediate assistance to ensure that those at risk of homelessness remain stably housed. Social workers provide free and confidential assistance with coordinating medical appointments and mobility, linking residents to community resources, enhancing budgeting skills, assisting with job placement and retention, providing crisis intervention, addressing mental health issues, accessing emergency financial assistance for basic needs, and more. SHP helps residents maintain critical transportation, enhance financial and family stability, and access PSHH’s resident emergency assistance fund when no other resources are available. Social workers maintain records of all client services, outcomes, and resources utilized in the HIPPA-compliant SHP client database.

SHP staff is certified in trauma-informed care, a treatment framework that allows providers to understand, recognize, and respond to the effects of all types of trauma while emphasizing physical, psychological and emotional safety for both patients and providers. These practices assist survivors in rebuilding control and empowerment. After 18 months of living under the effects of the pandemic, residents’ need for our behavioral health support services is at an all-time high, and the scope of our social workers’ role has broadened vastly in response.

Municipalities:
• 70 of 98 households in Arroyo Grande, including all 28 households at properties for seniors & disabled • 18 of 18 households in Atascadero
• 99 of 99 households in Morro Bay, including all 61 households at properties for seniors & disabled • 133 of 197 households in Paso Robles, including all 69 households at properties for seniors & disabled • 20 of 26 households in Pismo Beach
• 33 of 33 households in San Luis Obispo
Unincorporated areas: Page 345 of 381
• 83 of 104 households in Los Osos
• 19 of 28 households in Oceano
• 29 of 29 households in Avila Beach
• 10 of 24 households in Cambria
• 95 of 112 in Templeton, including all 29 households at properties for seniors & disabled • 236 of 297 total households in unincorporated SLO County.

12. How does the project complement and collaborate with existing efforts? Does your organization partner with other organizations?
SHP complements and collaborates with existing efforts by connecting PSHH residents with community partnerships and programs that augment onsite services and promote health and housing stability. We continually strive to forge new partnerships and deepen existing relationships with public agencies, such as SLO County Public Health, the Department of Social Services, and the Housing Authority of SLO. Our clinical case managers and social workers routinely coordinate appointments for our residents, assist them with intake processes, and accompany them at appointments as necessary, providing mediation, language support, and service navigation assistance to ensure more equitable and seamless service provision. SHP staff remain apprised of emerging regulations, updates to income restrictions, and eligibility requirements at these public agencies. Our program also complements DHHS services by helping PSHH residents anticipate and mitigate challenges before they occur, thereby reducing staff time and program resources invested by DHHS.

An integral component of our service provision is establishing partnerships with a diverse range of public and private agencies to ensure that residents have access to a range of community resources that improve their health, safety, and resiliency.

Within San Luis Obispo County, some of the agencies we work with include:
• 5 Cities Homeless Coalition for rental and deposit assistance • SLO County public health for mobile vaccination clinics • Cuesta Community College for English as a Second Language classes • Housing Authority of the City of San Luis Obispo for Housing Choice Vouchers and Rental and Security Deposit Assistance • The Department of Housing and Urban Development’s Veterans Affairs Supportive Housing for vouchers for homeless veterans, who in turn are prioritized on our waiting lists and receive a waived background check fee • Noor Clinic SLO for senior dental care and preventive health screenings • SLO County Social Service Administration enhancing access to benefits such as Cal Fresh, Cash Assistance and In-Home Supportive Services
• SLO Food Bank and the Salvation Army for food distribution • Catholic Charities for emergency assistance with rental and utility payments • CAPSLO for utility assistance and the Supportive Services for Veteran Families to provide access to financial and legal assistance and employment counseling
• SLO Safe Ride for medical transportation
• Transitions Mental Health and County Behavioral Health for behavioral health support • Community Health Centers for resident health care
• Ride-On for senior shuttle, veterans express, and access shuttle for low-income residents • SLO County Community Garden Network for community garden spaces at properties for seniors and those living with disabilities
While this list provides some of the most significant examples of PSHH’s cooperative relationships with outside agencies in San Luis Obispo County, it is by no mea

13. If the proposed project will serve homeless households, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources.

If this question is not applicable, write N/A in the box below.

In Ventura and Santa Barbara Counties, PSHH manages three permanent, supportive housing, Single Room Occupancy properties primarily dedicated to serving those who transitioned out of homelessness upon moving into a PSHH home, where residents have access to SHP services. Residents of these three properties have an exceptional rate of moving on to other stable housing, which led to PSHH's decision, in alignment with a focus of its 5-year strategic plan, to dedicate 10% of units at all new properties we develop to housing those who are transitioning out of homelessness.

Today, 14% of households who live at PSHH properties transitioned out of homelessness upon moving into a PSHH home.

While this transition to permanent supportive housing means that our residents are no longer served by homelessness service providers, we recognize that that the unique needs and challenges faced by this population means these households tend to require a higher level of service and assistance to prevent recidivism. We draw on nearly 20 years of providing SHP services to the recently homeless to ensure their transition is successful and permanent.

SHP administers a needs assessment to new clients and then works with residents to co-develop a case management plan to meet their personal resiliency goals. Residents stabilize by meeting their immediate needs, such as personal care items, food, health screenings, prescriptions, and a telephone. Next, they are assisted in obtaining resources that will sustain these, such as employment, nutritional security, health insurance, and critical transportation. When they are ready, SHP helps Page 346 of 381 these residents with more personalized needs, such as seeking legal aid, physical and mental health care, education, personal finance coaching, and help reconnecting with family, friends and support networks.

While SHP provides these services whenever possible, coordination with outside agencies is required to stabilize these households and help them reach a point at which they can thrive independently. Residents are connected to local food banks, SNAP and MediCal offices, GED testing at the California Department of Education, college counselors, medical practices accepting new MediCal patients, legal clinics, and to many other service providers. With 98% of formerly homeless households continuing on to other stable housing, SHP’s connecting residents to these resources helps them to reach a point where they are thriving and able to contribute to their community in ways that are personally meaningful.

14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed.

SHP has been an ongoing program at PSHH for 20 years. Agency-wide 98% of SHP clients maintain stable housing for six months after initiating program services, meeting the requirement for housing stability as established by HUD, which provides CDBG funding. SHP is open to each of the 5,500+ resident of our 53 affordable rental properties in San Luis Obispo, Santa Barbara and Ventura counties, ensuring that every household is given the opportunity to create a safe, healthy, and secure home. Last year, SHP served 1,239 households, 63% of all PSHH households, across three counties through nearly 20,000 hours of service, with 676 referrals to partnering agencies. Case managers also helped distribute emergency assistance funds to over 100 families with pressing rental and utility relief needs.

SHP is housed in the Department of Neighborhood Development and Resident Services, headed by Rick Gulino, a Licensed Clinical Social Worker, and is staffed by two Clinical Supervisors, six Bilingual Social Workers, and two Social Workers, all licensed or associate clinical social workers. PSHH also partners with regional universities and colleges to provide internships to social work graduate students.

15. Briefly describe your agency’s record keeping system with relevance to the proposed project.

Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG.

PSHH uses two databases that are relevant to the project. The first is the organization’s resident database, which stores information on every PSHH household, including household members, ages, race and ethnicity, income at move-in, and income at the most recent recertification. This database is maintained by the Property Management Department.

The second database is the SHP program database, which is used to store case management records, and is maintained by PSHH clinical social workers. This database includes case files and notes, which are tagged for specific services provided during instances of service, and it is easily cross referenced with the resident database. These tags are relevant to various outcomes, outputs, and funder reports. Examples of service tags include crisis intervention, healthcare services, food assistance, transportation, counseling services, and legal issues.

16. CDBG/ESG ONLY - Will the services offered by your organization increase or expand as a result of CDBG/ESG assistance?

17. CDBG/ESG ONLY - IF YES TO ABOVE - What new programs or services will be provided? If this question is not applicable, write N/A in the box below.

N/A

18. CDBG/ESG ONLY - IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected.

If this question is not applicable, write N/A in the box below.

During the grant period, PSHH is bringing on two ACSW interns who are completing intern hours toward becoming LCSWs.

These two interns will add an additional 30 hours per week of capacity to the program. This represents an increase in personhours of 22%.

19. Please describe the proposed project in detail (i.e. What activities are to be undertaken? What are the projects' goals?).

Please attach a timeline of the project milestones under the Documents tab.

PSHH proposes the continuation of SHP services at PSHH properties throughout San Luis Obispo County. SHP will serve approximately 500 households through over 3,500 hours of clinical social work and case management. Services are provided in English and Spanish to any members of any of the households residing at PSHH’s affordable supportive housing properties in the County. These include:
• 98 households in Arroyo Grande, including 28 for seniors and disabled • 18 in Atascadero
✔ Yes
gfedc No

• 99 in Morro Bay, including 61 for seniors and disabled • 197 in Paso Robles, including 69 for seniors and disabled • 26 in Pismo Beach
• 33 in San Luis Obispo
• 104 in Los Osos
• 28 in Oceano
• 29 in Avila Beach
• 24 in Cambria
• 112 in Templeton, including 29 for seniors and disabled Based on SHP services provided over the previous year and the expectation that low-income households will continue to experience devastating secondary effects from the pandemic, we estimate that we will assist the following number of households in jurisdictions throughout San Luis Obispo County:
• 52 households (114 individuals) in Arroyo Grande
• 18 households (39 individuals) in Atascadero
• 97 households (213 individuals) in Morro Bay
• 109 households (239 individuals) Paso Robles
• 13 households (28 individuals) in Pismo Beach
• 22 households (48 individuals) in the City of San Luis Obispo • 182 households (400 individuals) in unincorporated San Luis Obispo During the grant period, 98% of SHP clients will maintain stable housing for six months after initiating program services, meeting the requirement for reaching housing stability as established by HUD, which provides CDBG funding.

Our approach recognizes that just providing affordable housing is not enough. It must be healthy housing which includes easy access to transportation hubs, good paying jobs, healthy activities, and food systems, all of which support a life full of opportunity for vulnerable populations. Our priority is to assist residents in meeting their most basic needs of food, housing, income security, and health. To help residents achieve stability, our social workers provide free and confidential assistance with coordinating medical appointments and mobility, linking residents to community resources, enhancing budgeting skills, assisting with job searches, providing crisis intervention, addressing mental health issues, accessing emergency financial assistance for basic needs, and more.

During the grant period, SHP will continue to evaluate emerging resident needs, including those stemming from the economic impact of COVID-19 on low-income households, in order to better assist residents in addressing household challenges.

Evaluation of emerging needs not only guides SHP services, but provides insight for PSHH as a whole, guiding organizational policy development and the establishment of new services.

Project Details

20. Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households.

Please refer to the Library for HUD Income Limits and information on CDBG Presumed Low/Mod Income populations. Please enter any presumed benefit persons as low-income.

21. CDBG ONLY - If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified.

If this question is not applicable, write N/A in the box below.

PSHH's Supportive Housing Program primarily serves households classified as low- to very-low income, with residents being certified upon move-in as earning between 50% and 80% of Area Median Income. This project will directly benefit the aforementioned population through provision of free onsite supportive health and homelessness prevention services designed to enhance health outcomes and foster long-term resiliency.

22. ESG ONLY - FOR EMERGENCY SHELTER ONLY: Please identify the following projected accomplishments and 500 TOTAL number of persons (p) or households (hh) regardless of income 69 Of the total number of persons (p) or households (hh) entered above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(HUD funding only) 406 Of the total number of persons (p) or households (hh) entered above, how many will be VERY LOWINCOME (earning 50% or less of the County median-income)(HUD funding only) Of the total number of persons (p) or households (hh) entered above, how many will be earning 60% or less of County median-income(PLHA only)
975.00 TOTAL

portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1-

23. ESG ONLY - FOR STREET OUTREACH ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1-

24. ESG ONLY - RAPID RE-HOUSING ONLY - Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1-

25. ESG ONLY - FOR HOMELESSNESS PREVENTION ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period.
-answer not presented because of the answer to #1-

26. ESG ONLY - FOR HMIS ONLY: Please identify the portion of funding requested to go towards each service type for the 12-month contract period.
-answer not presented because of the answer to #1-

27. GENERAL FUND ONLY - OVERNIGHT SHELTERS ONLY - Please answer the following:
-answer not presented because of the answer to #1-

28. GENERAL FUND ONLY - Please identify the following projected accomplishments:
-answer not presented because of the answer to #1-

29. Identify the projected target population(s) your proposed project and activities will serve (including age, race, residency, handicap status, income level or other unit characteristics or subgroup information) and how those populations will benefit
The project and activities will serve seniors, veterans, persons living with disabilities, farmworker families, those transitioning out of homelessness, and individuals from historically under-resourced racial and ethnic demographics, all of whom are lowincome. Within the County's geographic footprint, over 80% of our residents are Latino, 17% of heads of household are living with a disability, 11% are veterans, 57% are female, over one-third are seniors, and 17% were previously homeless. Many of our households are also classified as English Language Learners.

These populations will benefit from access to onsite clinical social services and preventive health care. Seniors will benefit from services that enable them to age in place and with dignity, and will receive regular wellness checks, health screenings, assistance with medical appointment coordination and transportation, and nutrition assistance. Veterans and those living with disabilities will benefit from access to onsite clinical case management, assistance securing accommodations and adaptive technology, and safe, thoughtfully-designed ADA-accessible housing which promotes dignified, independent living. Residents making the transition out of homelessness will benefit from financial coaching, career access services, behavioral health counseling and homelessness prevention programming. English Language Learners also benefit from culturally-relevant social services, mediation and language support provided by social workers, and access to PSHH's Camino Scholars Education Program, which provides free afterschool support in literacy and math to families of students residing at PSHH properties.

As the socio-emotional effects of the pandemic have deepened, and many of our residents are facing disproportionate impacts as a result, demand for our behavioral health services has been on the incline, and addressing the pandemic’s lingering impacts on mental health will be a focus of recovery efforts.

30. Has environmental review been completed (CEQA and/or NEPA)?

31. Please answer yes or no to the following:

If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab. gfedc Yes - CEQA review completed
gfedc No - CEQA review not completed
✔ N/A - CEQA not required
gfedc Yes - NEPA review completed
gfedc No - NEPA review not completed
gfedc N/A - NEPA not required
no Has a Phase I or Phase II environmental assessment been conducted for the property? no List and describe any known hazards (e.g. asbestos, storage tanks – underground, aboveground) no Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site? Page 349 of 381

32. Identify all permits necessary for the project (local, state or federal).

No permits are necessary for this project.

33. State whether or not the necessary permits have been issued. If a permit has not yet been issued, indicate when the permit(s) will be applied for or issued.

Please provide proof of permit issuance under the Documents tab.

PSHH is required to have an independent financial audit referred to as a “Single Audit.” The annual financials are audited by a third party CPA firm according to OMB uniform practice. The independent Auditor reports annually to the Executive Management Team and the Board’s four member Audit Committee on the results of their audit. With a licensed CPA serving as CEO and President, and as a steward of HUD, USDA, and VA funds, PSHH has built a comprehensive and robust fiscal oversight system. The PSHH accounting manual governs the policies and procedures of our accounting department to ensure appropriate segregation of duties and handling of the organization’s accounting transactions.

34. Briefly describe your agency’s auditing requirements, including those for the proposed project.

Please upload a copy of your most recent audit under the Documents tab.

PSHH is required to have an independent financial audit referred to as a “Single Audit.” The annual financials are audited by a third party CPA firm according to OMB uniform practice. The independent Auditor reports annually to the Executive Management Team and the Board’s four member Audit Committee on the results of their audit. With a licensed CPA serving as CEO and President, and as a steward of HUD, USDA, and VA funds, PSHH has built a comprehensive and robust fiscal oversight system. The PSHH accounting manual governs the policies and procedures of our accounting department to ensure appropriate segregation of duties and handling of the organization’s accounting transactions.

Financial

35. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? PSHH funds our programming through various revenue streams, which include rental fees, development and construction fees, individual donations, and grants from public and private grantors. A portion of funds from each of these categories is currently available. The remaining funds will become available on a case-by-case basis throughout the remainder of the current fiscal year as well as the grant period.

36. Do you have any grant funds remaining from prior Fiscal Year allocations?

37. IF YES TO ABOVE, please answer the following:

If this question is not applicable, write N/A in the boxes below.

38. CDBG ONLY - Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction.

Write N/A for jurisdictions not being applied to for CDBG funds. Note: Any project/program being recommended less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County.
no Are the building(s)/structure(s) located on a Historic Site or within a Historic District? no Is the project located within a 100-year flood plain? no IF YES TO ABOVE, does your agency have flood insurance? no Will there be demolition required?

0.00 TOTAL
gfedc Yes
✔ No
N/A What fiscal year(s) did you receive the funding?
N/A What project did you receive the funding for?
N/A How much is remaining?

0.00 TOTAL
City of Arroyo Grande
21383 City of Atascadero
34911 City of Morro Bay
10590 City of Paso Robles Page 350 of 381

39. GENERAL FUND ONLY - Please indicate the estimated portion of funding to go towards the following activities:
-answer not presented because of the answer to #1-

40. HOME Only - TBRA Only - Please indicate the amounts to be spent for rental assistance, deposit assistance, and project administration?
-answer not presented because of the answer to #1-
8925 City of Pismo Beach
28362 City of San Luis Obispo
45650 County of San Luis Obispo
149,821.00 TOTAL
Budget top
Funding Sources/Revenues Committed Conditional Proposed CDBG Funding (this request) $ 0.00 $ 149,821.00
HUD $ 0.00 $ 0.00 $ 86,257.00
NeighborWorks $ 0.00 $ 16,071.00
City of Pismo Beach $ 0.00 $ 5,000.00
City of San Luis Obispo $ 0.00 $ 5,850.00
County of San Luis Obispo (PHG) $ 0.00 $ 21,739.00
Avila Beach Community Foundation $ 0.00 $ 2,000.00
Wells Fargo Foundation $ 0.00 $ 7,143.00
Other Grants $ 0.00 $ 79,948.00
Property Service and Program Revenue $ 0.00 $ 175,390.00 Total $ 0.00 $ 0.00 $ 549,219.00
Funding Uses/Expenses CDBG ESG & ESG-CV General Fund HOME PLHA Personnel Costs, County Unincorporated Areas $ 113,623.00 Personnel Costs, Atascadero $ 31,827.00
Personnel Costs, Morro Bay $ 92,796.00
Personnel Costs, Paso Robles $ 81,208.00
Personnel Costs, Pismo Beach $ 28,273.00
Personnel Costs, City of San Luis Obispo $ 37,418.00
Professional Services $ 1,161.00
Travel/Training/Meals $ 6,335.00
Office Expenses $ 14,495.00
Indirect $ 135,947.00
Depreciation $ 6,136.00
Total $ 549,219.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00
Budget Narrative
PSHH is requesting funding exclusively for salary expenses from each jurisdiction.

UNINCORPORATED SAN LUIS OBISPO COUNTY
INCOME
NeighborWorks, $2,679
County of SLO Preventative Health Grant, $6,413
SLO Community Foundation, $1,277
Avila Beach Community Foundation, $2,000
Other grants, $13,669
Property Service Revenue, $90,595
TOTAL INCOME (less CDBG): $116,376

UNINCORPORATED SAN LUIS OBISPO COUNTY

EXPENSES
Program Salaries and Benefits: $113,623
Non-Salary Operating Expenses: $6,487
Indirect Costs: $40,016
Depreciation: $1,810
TOTAL EXPENSES: $162,026
COUNTY OF SAN LUIS OBISPO CDBG REQUEST: $45,650

ATASCADERO
INCOME
NeighborWorks, $2,679
County of SLO Preventative Health Grant, $1,796
SLO Community Foundation, $1,437
Other Private Grants, $9,558
Property Service Revenue, $8,532
TOTAL INCOME (less CDBG): $ 24,003

ATASCADERO

EXPENSES
Program Salaries and Benefits: $31,827
Non-Salary Operating Expenses: $1,815
Indirect Costs: $11,234
Depreciation: $507
TOTAL EXPENSES: $45,386
ATASCADERO CDBG REQUEST: $21,383

MORRO BAY
INCOME
HUD Service Coordinator Grant, $43,128
NeighborWorks, $2,679
County of SLO Preventative Health Grant, $5,238
SLO Community Foundation, $4,190
Other grants, $18,195
Property Service Revenue, $23,985
TOTAL INCOME (less CDBG): $ 97,416

MORRO BAY

EXPENSES
Program Salaries and Benefits: $92,796
Non-Salary Operating Expenses: $5,300
Indirect Costs: $32,754
Depreciation: $1,478
TOTAL EXPENSES: $132,326
MORRO BAY CDBG REQUEST: $34,911

PASO ROBLES
INCOME
HUD, $43,128
NeighborWorks, $2,679
Count of SLO Preventative Health Grant, $4,584
SLO Community Foundation, $3,667
Other grants, $13,265
Property Service Revenue, $37,890
TOTAL INCOME (less CDBG): $ 105,213
PASO ROBLES Page 352 of 381

EXPENSES
Program Salaries and Benefits: $81,208
Non-Salary Operating Expenses: $4,637
Indirect Costs: $28,664
Depreciation: $1,294
TOTAL EXPENSES: $115,803
PASO ROBLES CDBG REQUEST: $10,590

PISMO BEACH
INCOME
NeighborWorks, $2,679
City of Pismo Beach, $5,000
County of SLO Preventative Health Grant, $1,596
SLO Community Foundation, $1,277
Other grants, $9,558
Property Service Revenue, $ 11,282
TOTAL INCOME (less CDBG): $ 31,392

PISMO BEACH

EXPENSES
Program Salaries and Benefits: $28,273
Non-Salary Operating Expenses: $
Indirect Costs: $9,980
Depreciation: $450
TOTAL EXPENSES: $40,317
PISMO BEACH CDBG REQUEST: $8,925

CITY OF SAN LUIS OBISPO
INCOME
NeighborWorks, $2,679
City of San Luis Obispo GIA, $5,850
County of SLO Preventative Health Grant, $2,112
SLO Community Foundation, $1,690
Wells Fargo Foundation, $1,020
Other grants, $11,654
TOTAL INCOME (less CDBG): $ 24,996

CITY OF SAN LUIS OBISPO

EXPENSES
Program Salaries and Benefits: $37,418
Non-Salary Operating Expenses: $2,134
Indirect Costs: $13,208
Depreciation: $596
TOTAL EXPENSES: $53,358
CITY OF SAN LUIS OBISPO CDBG REQUEST: $28,362
Tables top
ESG Matching Funds
Sources Amount
$
$
$

Application ID: 373799
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* ZoomGrants™ is not responsible for the content of uploaded documents. $
$
$
Total $ 0
Documents top
Documents Requested * Required? Attached Documents *
Incorporation Documents (if applicable) PSHH Articles of Incorporation & Bylaws Certificate of Good Standing
501(c)3 letter
CA State Determination Letter
Timeline of Project Milestones ✔ FYE23 Pub Svcs Project Milestones Proof of Permit Issuance (if applicable)
Map of Multiple Project Locations (if applicable) FYE23 Map of SLO Co SHP project locations Most Recent Audit ✔ PSHH FYE20 Completed Audit Statement Commitment Letters for funds (if available)
Timeline of Expenditures ✔ PSHH Pub Svcs FYE23 Timeline of Expenditures

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County of San Luis Obispo
2022 Public Facilities and Improvements (CDBG, PLHA)
Deadline: 11/1/2021
Print Preview Prop
Jump to: Eligibility Application Questions Budget Documents [email protected]
Tel: 888-867-5309
Eligibility top
CDBG National Objectives

1. Please select the CDBG national objective that best applies to the proposed project. (Skip question for PLHA) Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding CDBG national objectives.

 
Low/Moderate Income
Slums or Blight
 Urgent Need

2. IF LOW/MODERATE INCOME WAS SELECTED - Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective. (Skip question for PLHA) Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding CDBG national objectives.



Area Benefit
Limited Clientele
N/A - Low/Moderate Income NOT selected

3. IF SLUM OR BLIGHT WAS SELECTED - Select which criteria the proposed project intends to qualify under to meet the Slums or Blight objective. (Skip question for PLHA) Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective.  Area Basis
 Spot Basis
 N/A - Slums or Blight NOT selected
$ 400,000.00 Requested
Additional Contacts
none entered
Ꭓ
Ꭓ
Ꭓ

4. Please explain how the proposed project meets the selected National Objective. (Skip question for PLHA) Under federal rules, the removal of barriers is considered to meet national objectives for low and moderate income persons since it benefits elderly and disabled persons, “limited clientele” groups generally presumed to meet income standards.

Beneficiary Documentation

5. How will you document and maintain income status or presumed benefit status of each beneficiary in compliance with regulations?
Under federal rules, the removal of barriers is considered to meet national objectives for low- and moderate-income persons, since it benefits elderly and disabled persons, “limited clientele” groups generally presumed to meet income standards.

6. How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)?
Under federal rules, the removal of barriers is considered to meet national objectives for low an moderate income persons, since it benefits elderly and disabled persons, “limited clientele” groups generally presumed to meet income standards.

Eligible Activities

7. Identify all eligible activities that apply to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities. Please refer to "PLHA Guidelines and Regulations" in the Library tab.  Public Facilities and Improvements
 Privately-Owned Utilities
 Shelter
Documents Requested * Required? Attached Documents *
Client Intake Form(s) for Limited Clientele (if
applicable)
Map for Area Benefit (if applicable)
CDBG Requirements and Acknowledgements
(Please download the template below and upload an
initialed document here)
download template
General Liability Insurance
Application Questions top
Project Summary

1. Project Address(es):

Citywide

2. Jurisdiction(s)/Area(s) Served:

Select all that apply
 Arroyo Grande
 Atascadero
 Morro Bay
 Paso Robles
 Pismo Beach
 City of San Luis Obispo
 County of San Luis Obispo

3. What is the project structure type?
 Residential
Ꭓ
Ꭓ

 Commercial
 Public Facility or Shelter
 Public right-of-way

4. Brief Project Description:

The City of San Luis Obispo has an established system of streets with curb, gutter, and sidewalks. The originally constructed network impedes access to those who have a physical disability. Installation of curb ramps provide the needed transition between the street and sidewalk.

5. Please answer the following:

CDBG funding requested
PLHA funding requested
TOTAL
Agency Details, Capacity, and Experience

6. Type of agency:

7. Is the organization
faith-based?

8. Please answer the
following:

If this is your first time applying to the County for funds, please upload your organizations’ incorporation documents in the Documents tab
Date of incorporation
Annual operating budget
Number of paid staff
Number of volunteers
TOTAL

9. Agency Mission Statement
$400,000
$400,000
0 Ꭓ
1/1/1856
400
$142,000,000
400
0 Yes
X No
501(c)(3)
For Profit
X Gov’t/Public
Quality With Vision
WHO ARE WE? People Serving People, A Team that put high value on each citizen it serves, Providers of programs that meet the basic service needs of each citizen; Enhancers of the quality of life for the community as a whole.

WHAT DO WE STAND FOR? Quality in all endeavors – Pride in Results, Service to the community - the best – at all times, Respect – for each other and for those we serve, Value – enduring delivery of service with value cost.

Community involvement – the opportunity to participate in the attaining the goals of the city.

WHERE ARE WE GOING? Into the Future with a Design, Planning and managing for levels of service consistent with the needs of the citizens. Offering skill development and organizational direction for employees in order to improve the delivery of municipal services.

10. Please describe the services your organization is CURRENTLY providing (regarding public facilities and improvements).

The City has installed various curb ramps as well as updated crosswalks to maintain accessibility to other users.

11. Please describe the services your organization PROPOSES to provide (regarding public facilities and improvements).

Areas where curb ramps will be installed, currently do not meet all users needs. Sole purpose is to install ADA compliant curb ramps at as many locations as possible to serve the community.

12. How does the project complement and collaborate with existing efforts? Does your organization partner with other organizations?
The City typically receives CDBG funding from curb ramps installations. This funding will allow the city to continue to install curb ramps expeditiously.

13. If the proposed project will serve homeless persons, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources.

No Answer

14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed.

The City of San Luis Obispo’s Capital Improvement Plan Engineering Program will deliver project. The team is comprised of seven agencies and two engineering technicians that will manage, design and inspect the project. The project will be publicly bid and awarded to a responsible and licensed contractor that submits the lowest cost proposal.

15. Briefly describe your agency’s record keeping system with relevance to the proposed project.

The City uses numerous software solutions to trach funding and project delivery. Software such as Oracle, CIPAce, Microsoft Project, and Office will be used during the project-cycle.

16. Will the services offered by your organization increase or expand as a result of CDBG and/or PLHA assistance?  Yes 
No

17. IF YES TO ABOVE - What new programs or services will be provided? No Answer

18. IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected.

No Answer
Project Details

19. Please describe the proposed project in detail. What activities are to be undertaken? Please attach a timeline of the project milestones under the Documents tab.

Curb ramps are small but important part of making sidewalks, street crossings, and the other pedestrian routes accessible to people with disabilities. Curb ramps provide an accessible route that people with disability can use to safely transition from a roadway to a sidewalk and vice versa. It is often difficult or impossible for a person using a wheelchair to cross a street if the sidewalk on either side of the street ends without a curb ramp. If curb ramps are not provided, these individuals ae forced to take a difficult choice.

They can either stay at home and not go to their chosen destinations, or use their wheelchairs on the roadway with vehicles.

20. Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households.

Please refer to the Library for HUD Income Limits and information on Presumed Benefit populations. Please enter any presumed benefit persons as low-income.

TOTAL number of persons (p) or households (hh), regardless of income Of the total number of persons (p) or households (hh) above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(CDBG Only) Of the total number of persons (p) or households (hh) above, how many will be VERY LOW-INCOME (earning 50% or less of the County median-income)(CDBG Only) Of the total number of persons (p) or households (hh) above, how many will be earning 60% or less of the County median-income (PLHA Only)

0.00 TOTAL
Ꭓ
N/A
N/A
N/A
N/A

21. If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified.(Skip question for PLHA) No Answer

22. Identify the projected target population your proposed project will serve (including age, race, residency, handicap status, income level or other unit characteristics or subgroup information) and how that population will benefit from the project.

Under federal rules, the removal of barriers is considered to meet national objectives for low and moderate income persons since it benefits elderly and disabled persons, “limited clientele” groups generally presumed to meet income standards.

23. Has environmental review been completed (CEQA and/or NEPA)?  Yes - CEQA review completed
 No - CEQA review not completed
 N/A - CEQA not required
 Yes - NEPA review completed

 
No - NEPA review not completed
N/A - NEPA not required

24. Please answer yes or no to the following:

If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab.

Has a Phase I or Phase II environmental assessment been conducted for the property? Are there any known hazards on or around the site (e.g. asbestos, storage tanks – underground, aboveground)?
Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site?
Are the building(s)/structure(s) located on a Historic Site or within a Historic District? Is the project located within a 100-year flood plain? IF YES TO ABOVE, does your agency have flood
insurance? Will there be demolition required?
TOTAL
Ꭓ

0.00 N/A
N/A
N/A
N/A
NO
N/A
NO

25. Are there any existing buildings on the project property that were constructed prior to 1978? 
 
Yes
No

26. IF YES TO ABOVE, please answer the following questions:

If this question is not applicable, write N/A in the boxes below. Please upload a copy of the asbestos risk assessment report (s) and/or lead hazard risk assessment report(s) under the Documents tab, if applicable.

Have asbestos risk assessment reports been prepared for the building(s)? Have the building(s) been abated for asbestos?
Have lead hazard risk assessment reports been prepared for the building(s)? Have the building(s) been abated for lead paint?
Will children occupy the building(s)?
IF CHILDREN WILL OCCUPY THE BUILDING, indicate the age range of the children TOTAL

27. Identify all permits necessary for the project (local, state or federal).

The City of San Luis Obispo Public Works Department Encroachment Permit

28. State whether or not the necessary permits have been issued. If permits are required but not yet obtained, when will the permits be applied for or issued?
The necessary permits have not been issued. The City of San Luis Obispo Public Works Department will issue the ramp installation Contractor an Encroachment Permit after the sidewalk ramp installation conduction contract is awarded.

Financial

29. Briefly describe your agency’s auditing requirements, including those for the proposed project.

Please upload a copy of your most recent audit under the Documents tab.

The City maintains accounting records in accordance with Governmental Accounting Standards Board (GASB) and Generally Accepted Accounting Principles (GAPP). The City completes a Comprehensive Annual Financial Report (CAFR) which may be found on the City’s web site as well as interim financial reports on the City’s Fiscal and budgetary status.

30. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? Operational costs of curb ramps are considered negligible. The curb ramp asset lifespan is approximately 75 years. Maintenance work and cost will be absorbed within the City’s Street and Sidewalk Maintenance program which is funded annually to complete this type of work. This project is required to pay prevailing wage. The US Department of Labor requires that contractors performing work on federally funded or assisted in excess of $2,000 for the construction alteration, or repair if public work adhere to prevailing wage requirements.

31. Identify whether or not the project is required to pay a prevailing wage. If not, briefly explain.

This project is required to pay prevailing wage

32. Do you have any CDBG/HOME/ESG funds remaining from prior Fiscal Year allocations?  
Yes
 No

33. IF YES TO ABOVE, please answer the following:

If this question is not applicable, write N/A in the boxes below.

What fiscal year(s) did you receive the funding?
What project did you receive the funding for?
How much is remaining?

0.00 Ꭓ
NO
NO
NO
NO
NO
NO
Ꭓ

34. Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction
Write N/A for any jurisdiction not applied to for CDBG funding. Note: Any project being recommended less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County.

City of ArroyoGrande
City of Atascadero
City of Morro Bay
City of Paso Robles
City of Pismo Beach
City of San Luis Obispo
County of San Luis Obispo
TOTAL
Budget top
FundingSources/Revenues Committed Conditional Proposed
-none- $ 0.00 $ 0.00 $ 0.00
FundingUses/Expenses CDBG Amount
-none- $ 0.00
Documents top
Documents Requested * Required? Attached Documents *
* ZoomGrants™ is not responsible for the content of uploaded documents.

Application ID: 124545
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Incorporation Documents (if applicable)
Timeline of Project Milestones ✔
Proof of Permit Issuance (if applicable)
Asbestos Risk Assessment (if applicable)
Lead Hazard Risk Assessment (if applicable)
Phase I or II Environmental Assessment (if
applicable)
Map of Multiple Project Locations (if applicable)
Project Photos/Plans/Drawings (if applicable)
Most Recent Audit ✔
Commitment Letters for funds (if available)
Timeline of Expenditures ✔
$400,000
N/A
N/A
N/A
N/A
N/A
N/A
$400,000

Wednesday, December 1, 2021

CALL TO ORDER
A Regular Meeting of the San Luis Obispo Human Relations Commission was called to order on Wednesday, December 1, 2021 at 5:00 p.m. via teleconference by Chair Dusty Colyer-Worth.

ROLL CALL

Present: Commissioners Stephanie Carlotti, Jesse Grothaus, Emily Rosten, Megan Souza, Taryn Warrecker, Vice Chair Angie Kasprzak, and Chair Dusty Colyer-Worth

Absent: Commissioner Taryn Warrecker
Staff and Guests: Teresa McClish, Housing Policy and Programs Manager, Owen Goode, Assistant Planner, Megan Wilbanks, Deputy City Clerk, Olivia Bergin, Planning Intern

PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
None
End of Public Comment--

APPROVAL OF MINUTES

1. Consideration of Minutes of the Regular Meeting of the Human Relations Commission of November 3, 2021
ACTION: MOTION BY COMMISSIONER CARLOTTI, SECOND BY COMMISSIONER SOUZA, 6-0-1 ( Commissioner Warrecker absent) to approve the minutes of the Regular Meeting of the Human Relations Commission of November 3, 2021.

Minutes
Human Relations Commission Meeting of December 1, 2021

BUSINESS ITEMS

2. Community Development Block Grant (CDBG) Application Review (Goode) Recommendation: Review 2022-23 CDBG applications and develop preliminary funding recommendations to forward to City Council for consideration.

Assistant Planner Owen Goode presented the staff report and responded to Commissioner questions.

Public Comments:

Janna Nichols, 5 Cities Homeless Coalition
End of Public Comment--
ACTION: MOTION BY COMMISSIONER ROSTEN, SECOND BY COMMISSIONER GROTHAUS, 6-0-1 (Commissioner Warrecker absent) to forward the following preliminary funding recommendations to the City Council for consideration:

Public Services and Economic Development
CAPSLO – 40 Prado Homeless Service Center $ 74,132
Peoples’ Self-Help Housing $ 0
5Cities Housing Coalition $ 0
Housing and Public Facilities
City of San Luis Obispo – Public Works Department $ 321,236.50 Administration
City of San Luis Obispo – CDBG Administration $ 17,297. 50 City of San Luis Obispo – Capacity Building $ 17,297.50

STAFF & COMMISSIONER COMMUNICATIONS

3. Staff Updates
Assistant Planner Owen Goode informed that the Grants- in Aid Application period has begun and is assessable on the City’ s website in a fillable PDF. The application can be found on the City’ s website at https:// www. slocity. org/how- do-i/apply- for/hrc- grants- in-aid. The Grants- inAid Application Period will close on January 19, 2021.

Minutes
Human Relations Commission Meeting of December 1, 2021

4. Commissioner Updates
Chair Colyer- Worth reported that the city has narrowed down Diversity, Equity, and Inclusivity Manager candidates and will hold the next interview round on December 16, 2021.

Chair Colyer-Worth also announced that the SLO Chamber of Commerce, in partnership with the SLO Sheriff’s Department Unity Committee, the Diversity Coalition, and Race Matters SLO, will hold an event titled, “Advancing Diversity & Inclusion” on Thursday, December 9, 2021, 4:00-6:00 p.m., Cuesta Collage – Room 5401.

ADJOURNMENT
Chair Colyer- Worth adjourned the meeting at 5:49 p.m. The next Regular Human Relations Commission meeting is scheduled for Wednesday, February 2, 2022 at 5:00 p.m., via teleconference. There will be no Human Relations Commission meeting in January.

APPROVED BY THE HUMAN RELATIONS COMMISSION: 02/02/2022