Revised Agenda (PDF) — Santa Maria City Council, April 18, 2023 (part 2 of 2)

Unit of Service

10. What is the total number of unduplicated persons OR households to be served OVERALL by the proposed SANTA MARIA program / project?
Please enter only for persons OR households (not both).

11. A.) Define the unit of service, other than persons or households, to be provided by the proposed program. A unit of service is the service that is being provided to the client under CDBG. B.) Provide the estimated units of service each person OR household will receive.

Example: A.) The unit of service can be defined as a bed night, meal, counseling session, etc.; B.) 1 person OR household equals (X amount) units of service; 1 person equals approx. 30 shelter bed nights. 1 person served equals approximately 5 units of service. The unit of service is the number of times we engage with an individual to reach their desired service outcome. We provide a wide variety of services, so service topics will vary.

Outcomes

12. Describe your short- and long-term goals and performance targets.

A.) Describe the intended outcomes for the program participants / beneficiaries; B.) What measures, tools and / or indicators will be used to demonstrate the outcomes?
A) ILRC seeks to serve 100 individuals with disabilities in Santa Maria to further their independence goals through service provision related to diversion or Transition.

B) ILRC uses a documentation database called CILSuite, where all service records, progress, and outcomes are maintained.

Of the total number of consumers served, 36% will request personal assistance services and/or assistive technology/adaptive equipment and acquire caregiving services and/or acquire or receive training on the devices needed to live independently in their homes.

Of the total number of consumers served, 50% will request housing-related services and acquire skills and support in housing searches, application for housing subsidies, home maintenance skills, locating housing, and/or transitioning out of an institutional setting or homelessness back into community-based living.

Of the total number of consumers served, 50% will request Independent Living Services, including support in applying for the needed benefits, ‘return to work incentives, money management skills, and emergency preparedness services.

100% of all requests for information on disability-related services, resources, legislation, and adaptive equipment/modifications will be provided, furthering their independence through informed choice.

Collaboration

13. Will you collaborate with other partners in implementing the proposed program / project? If so, identify the collaborative partners and describe how the proposed program / project will be designed and implemented.

How will funding be distributed to each collaborative partner and what percentage of the requested CDBG funding will be provided to each partner?
ILRC has a successful working and collaborative relationship with the local Department of Rehabilitation (DOR), America’s Job and Career Centers, CenCal Health, Central Coast Commission for Senior Citizens, United Way, and the local community colleges, among others. We have contracts with both PG&E and SoCal Edison to support our Emergency Preparedness and Disaster Response services as it relates to Public Safety Power Shut Offs and ensuring our consumers who rely on life-saving medical equipment are prepared should one occur in their area. We will collaborate/refer to these partners and more, as needed, based on the individualized needs of our consumers.

We do not charge our consumers for any of our services or to connect them to partners. However, we do enter into vendor agreements when applicable. Currently, we have a vendor contract with the Central Coast Assistive Technology Center to evaluate the technology needs of our consumers with vision loss or that are Blind. Reimbursement to this vendor is paid for 100Persons
0 Households
100.00100.00TOTAL

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through a specific grant. CDBG funding will not be distributed to other partners as the funding is what will allow ILRC to continue to provide these services full-time to the community in Santa Maria.

14. How do you cooperate or network with other existing related programs, organizations or community resources?
In our 46 years of serving Santa Barbara County/Santa Maria community, ILRC has established an expansive network of stakeholders with whom we partner and collaborate. These include, but are not limited to:

Department of Rehabilitation
Tri-Counties Regional Center
United Way of Santa Barbara County
Pathpoint
SB County Behavioral Wellness
SB County Department of Aging
SB County OEM
North County Transition Collaborative
Special Education Local Plan Area
United Domestic Workers
Community Solutions Institute
Department of Social Services
Social Security Administration
Latino Elder Outreach Council
Good Samaritan Services
Catholic Charities of Santa Maria
Area Agency on Aging
Community Partners in Caring
Santa Maria and Santa Barbara County Housing Authorities Central Coast Commission for Senior Citizens

ILRC collaborates both in person and virtually with these organizations, and we have established cross-referral relationships with them and many other organizational stakeholders. We communicate directly with individuals at these organizations, with the permission of our consumers, to access resources or advocate where consumers might be having difficulty advocating for themselves, especially with government systems such as CalFresh, Housing Authorities, Social Services, etc.

We are supportive of our community partners and provide information and education to our consumers on the resources offered by other organizations, both to avoid duplication of services and to encourage mutually beneficial, no-wrong-door relationships between ILRC and other organizations.

In addition, through the exchange of print materials and social media, we can share information with the public about events and resources offered by other stakeholders and information about impending issues that might affect persons with disabilities in Santa Maria.

15. Does the proposed program require parental participation or family involvement? If so, please describe in detail.

As a consumer-driven organization, ILRC does not require parental participation or family involvement except where it's appropriate for a parent to represent the interests of a minor child. ILRC welcomes parental involvement and family support on those occasions where consumers have and want that support. Many consumers do not have family in the area or wish not to involve them. When parents/families are involved they are usually seeking assistance for their children with disabilities.

Children with disabilities are provided all the same services as adults, through service coordination with their parents.

Transition Aged Youth are encouraged to lead their own independence plans. Support and advocacy are provided when parents and youth face the daunting Individualized Education Plan (IEP) process. In all cases, the voice of the individual receiving or benefiting from ILRC's services is heard in the process of planning and implementing goals with ILRC.

With Latino/Hispanic families, where values may differ from other cultural approaches, there is typically more family involvement with day-to-day issues and we work with any member of the family allowed and approved by the person with the disability (consumer).

16. Do you utilize volunteers for direct services?

17. If answered "yes" to previous question, explain and indicate the total number of hours of volunteer labor used

Yes

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per year and for what purpose.

If you do not utilize volunteers for direct services because the circumstances do not allow for them or the situation is not appropriate, you may wish to make a comment to clarify your reasoning or answer "N/A".

N/A

Description of Agency Services

18. Describe in detail the services your agency provides and how they are unique from the services provided by other agencies.

The uniquely important element of our program design is that services are provided to consumers who self-identify as having a disability by specially trained staff with disabilities. The nature of the assistance consumers receive supports progress toward their continued or increased independence. Consumers receive individualized training from staff to learn adaptive skills and practice essential life activities. We provide (among other services): peer role modeling and support with adapting to a newly acquired disability or lifelong disability experience, benefits counseling, assistive technology, housing navigation services, becoming prepared for emergencies/natural disasters by the creation of disaster plans, deaf services, services that facilitate transitions out of a hospital or skilled nursing facility back home, advocacy, and personal assistance training & referral. All of these services support individuals in maintaining their homes and independent living status.

We maintain an interpreter registry for consumers with hearing and speech disabilities who require communication access to education, employment, and services in the community.

ILRC maintains the following full-time staff with full benefits to serve Santa Maria residents:

Independent Living Advocate (ILA) to provide needed diversion services for individuals with all disabilities.

Emergency Preparedness Services Manager to provide needed emergency preparedness services for individuals with all disabilities.

Transition Advocate to provide Transition Related services for individuals with all disabilities.

Assistive Technology Coordinator to provide assistive technology services to individuals with all disabilities.

Blind/Low Vision Coordinator to provide services to individuals 55+ with vision loss-related services.

Independent Living Advocate - Deaf to provide services to individuals who are hard of hearing and/or deaf.

Since opening our Santa Maria office 41 years ago, ILRC has not duplicated other services but is dedicated to ensuring that existing services in this community are accessible and equally available to our consumers. The independent living model of service delivery, which is consumer-driven and person-centered, is provided on a peer basis, focuses on the consumer’s attainment of goals through their participation, and is unique to Santa Maria and the entire Tri-County region.

ILRC is the only cross-disability organization providing these services in the City of Santa Maria.

19. How long have you been in existence and provided services to the community? ILRC is in our 46th year of providing services; we have had an office in Santa Maria for 41 years.

CDBG Experience

20. Has your agency received CDBG funding in the past from the City of Santa Maria?

If NO, explain how your agency is prepared to manage these additional CDBG funds and confirm that you are aware of the various reporting requirements imposed by this federal funding.

We have received CBDG funding from the City of Santa Maria for more than 15 years. We have included details of the last 6 years below.

CDBG FY 2022-2023 - $15,000

Yes

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CDBG FY 2021-2022 - $15,000
CDBG FY 2020-2021 - $15,000
CDBG FY 2019-2020 - $10,212
CDBG FY 2018-2019 - $11,609
CDBG FY 2017-2018 - $10,418

We are diligent stewards of these funds and have continuously passed our monitoring reviews by the Special Projects team with no findings. We have been audited by HUD for our City of Santa Maria and City of Simi Valley CDBG grants and passed with no findings.

Funding Sources

22. List the annual funding sources and amounts for the entire Agency or organization in the table below.

These figures should agree with the figures in the financial statements for your most recent prior fiscal year.

23. How do you offer a service that is both cost-efficient and effective? Every effort is made to maintain cost-efficient and effective service provision. Rather than duplicate services, we collaborate with other agencies to ensure that their programs and services are accessible to our community members with disabilities.

ILRC uses a person-centered approach that involves consumers participating in their services and plan developments; this leads to higher goal attainment and increases the capacity of each individual to live as independently as possible.

The organization's office, administrative, and fundraising costs are under 20% of our total net assets.

Timeline

24. What is the proposed start date of construction / project? -answer not presented because of the answer to #1-

25. Phasing
-answer not presented because of the answer to #1-

1110742.07Federal Government
0 State Government
0 County Government
28,016.16Local Government
0 United Way
8,752.59Contributions
40,719Fundraising
827,086.32Program Service Fees
24,923.02Private Foundations
6,806.29Other
2,047,045.452,047,045.45TOTAL

Program Budget top
Revenue
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for Proposed SM
Program
CDBG Portion of
Budget for Proposed
SM Program
Percent of
CDBG
Investment
CDBG Grant/City of Santa Maria (same
as amount requested)) USD$ 15,000.00 USD$ 19,500.00 USD$ 19,500.00 USD$ 1.00 CDBG Funding from another subsidiary USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Grants from other Gov't Agencies USD$ 164,643.00 USD$ 76,259.00 USD$ 0.00 USD$ 0.00 United Way USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00
Contributions USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00
Special Events/Fundraising USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Page 139 of 220 Legacies & Bequests (Unrestricted) USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Membership Dues USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Program Service Fees USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Other (Specify in Narrative) USD$ 0.00 USD$ 39,000.00 USD$ 0.00 USD$ 0.00 Total USD$ 179,643.00USD$ 134,759.00USD$ 19,500.00USD$ 0.14 Expenses
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for SM Program
CDBG Portion of
Budget for SM
Program
Direct Assistance to Individuals USD$ 0.00 USD$ 0.00 USD$ 0.00 Salaries USD$ 144,320.00 USD$ 97,717.00 USD$ 0.00
Professional Fees USD$ 6,151.00 USD$ 6,151.00 USD$ 0.00 Supplies/Publication/Printing USD$ 3,989.00 USD$ 3,206.00 USD$ 0.00 Occupancy/Utilities USD$ 18,500.00 USD$ 19,500.00 USD$ 19,500.00 Travel/Mileage USD$ 3,000.00 USD$ 3,600.00 USD$ 0.00
Other (Specify in Narrative) USD$ 3,683.00 USD$ 4,585.00 USD$ 0.00 Capital - Design & Engineering USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Property Acquisition USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Construction USD$ 0.00 USD$ 0.00 USD$ 0.00
Capital - Financing/Legal USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Relocation USD$ 0.00 USD$ 0.00 USD$ 0.00
Capital - Demolition/Clearance USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Site Improvements USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Admin/Activity Delivery USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Off site Improvements USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Other (Specify in Narrative) USD$ 0.00 USD$ 0.00 USD$ 0.00 Total USD$ 179,643.00USD$ 134,759.00USD$ 19,500.00

Program Budget Narrative
We are requesting these funds to cover a portion of our occupancy expenses per the recommendations of the City of Santa Maria staff. Using these funds towards our occupancy costs is critical to service continuation as it allows us to utilize other funding sources to cover staff salaries. Local support is vital to ensuring ILRC can continue to provide services in Santa Maria; without local financial support, our State funds are in jeopardy. Our State funders require community buy-in via financial support from City, County, and/or foundation grant sources. CDBG funds will ensure that Santa Maria residents with disabilities get the services and advocacy they need to increase or maintain their independence and prevent or recover from institutionalization or homelessness.

Under our proposed budget, "Other" for $39,000 is for our Disability Disaster Access and Resources grant.

Under our proposed budget, "Other" for $4,585 is for Insurance and Dues.

Under our prior year's budget, "Other" for $3,683 is for Insurance and Dues.

Tables top

Required Documents top Page 140 of 220

Application ID: 417894
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Documents Requested * Required?Attached Documents *
List of board of directors and local advisory board, if applicable. If N/A, please submit a written statement
in lieu of the required attachments.

Board of Directors
Copy of board authorization to apply for this grant.

Board Minutes
Agency's organizational chart
ILRC Org Chart
Certificates of insurance covering Worker's
Compensation and General Liability (it is not
necessary to name City of Santa Maria as additional
insured at this time)

Insurance
Current and prior year's financial statements
Current and Prior Yr Financials
Most recent annual audit report (if your agency does
not perform an annual audit because it is not required
to, please submit a written statement in lieu of the
required attachments.)

2021 Audit
Most recent Form 990 and Schedule A Federal Tax
Return

2021 - 990
Budget information for the current fiscal year and
next fiscal year (if budget for next fiscal year is not yet available, please submit a written statement in
lieu of the required attachments.)

ILRC Budget
Capital Projects ONLY: Three (3) bids required, with
at least one (1) bid coming from a local contractor.

Failure to submit may result in an incomplete
application.

Organizational structure: List the total number of
employees for your agency by job title/classification
and salary/wage range for each job/classification.
download template

Organizational Structure

Page 141 of 220 ends

Email This Preview Save as PDF Print Close Window A▲▼ City of Santa Maria
Community Development - Community Programs
CDBG FY 2023-2024
Deadline: 12/7/2022
Mixteco/Indigena Community Organizing Project (MICOP)
Puente a la Comunidad (Bridge to the Community)

Jump to: Pre-Application Application Questions Program Budget Tables Required Documents

USD$ 20,000.00 Requested

Submitted: 12/7/2022 12:38:54 PM (Pacific)

Project Contact
Genevieve Flores-Haro
[email protected]
Tel: 805-483-1166

Additional Contacts
none entered

Mixteco/Indigena Community
Organizing Project (MICOP)
PO Box 20543
Oxnard, CA 93034
United States

Executive Director
Arcenio Lopez
[email protected]

Telephone805-483-1166
Fax
Web www.mixteco.org

Pre-Application top

1. What type of proposal is this?
Public service programs must answer this question and submit. Capital projects must continue.

2. What priority does this Capital project fall under?
-answer not presented because of the answer to #1-

3. Proposed Project Goal:
-answer not presented because of the answer to #1-

4. Project Description (Program Narrative):
-answer not presented because of the answer to #1-

5. Statement of Need: Provide a summary of the established need for the proposed project and the problems that will be solved as a result of the project.
-answer not presented because of the answer to #1-

Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Capital

Public Service

Page 142 of 220 ends

6. Proposed date of construction or project start:
-answer not presented because of the answer to #1-

7. Schedule:
-answer not presented because of the answer to #1-

8. Phasing:
-answer not presented because of the answer to #1-

9. Do Federal Labor Standards and Davis-Bacon prevailing wages apply? -answer not presented because of the answer to #1-

10. As a Public Service Applicant, indicate that you are aware that your Application deadline is not until Wednesday, December 7, 2022.

Yes

No
Documents Requested * Required?Attached Documents *
Budget for Proposed Capital Development Project
(Required for Capital project proposals)
download template
Agency Evaluation Worksheet (Required for Capital
project proposals)
download template

Application Questions top

Project Information

1. Please state the type of CDBG program / project you are applying for:

THIS IS A BRANCHING QUESTION. Different questions will apply based on your answer to this question. Please disregard any incorrect number sequencing.

2. Name of proposed program / project:

Puente a la Comunidad (Bridge to the Community)

3. Location of proposed program / project:
(Street address, if applicable of proposed program / project):
110 South Lincoln St. Suite 201 Sant Maria, CA 93458

Problem / Need Statement

4. Proposed Program / Project Description: Describe in detail the services that will be provided to Santa Maria residents with the requested CDBG funding and explain the established need for this program/project. What problems will this program/project solve or alleviate?
Include quantitative data to support your position.

Mixteco/Indígena Community Organizing Project (MICOP) seeks funds to support Puente a la Comunidad, which will provide culturally and linguistically-competent case management services to underserved indigenous migrants from the Mexican states of Oaxaca, Guerrero, and Michoacán (including Mixtecs, Zapotecs, and Triquis) living in the City of Santa Maria. The proposed project will result in increased access to and utilization of services that are already available in the community designed to meet the critical needs and improve the well-being of these historically marginalized populations. While official data is scarce, the California Rural Legal Assistance’s 2010 Indigenous Farmworker Study provides an in-depth analysis of the demography and culture of indigenous migrants. The study estimates that about half of California’s 120,000 indigenous Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Public Services

Capital Project

Page 143 of 220 ends

farmworkers live in the Central Coast, including an estimated 29,000 who live in Santa Barbara County, primarily in the City of Santa Maria. Mixtecs and other Indigenous migrants from Mexico living in Santa Maria live in extreme poverty, employed primarily in agriculture. They face myriad barriers that prevent them from being able to access even the most basic of services to meet their daily needs, including food, housing, healthcare, education, and safety services. For instance, while many speak some Spanish, a majority only speak their native indigenous languages, which are oral pre-Hispanic languages including Mixteco, Zapoteco, and Triqui, that can vary significantly depending on the region in Mexico from which they originate. They have very limited literacy/writing skills, making it practically impossible for them to complete the required forms and application to receive sorely needed assistance on their own. Indigenous migrants also have deep rooted and unique cultural practices and beliefs, which often set them apart and create barriers that isolate them even from other Spanish-speaking immigrants. MICOP is uniquely positioned to help these highly underserved populations access the basic services that they need to survive and improve their well-being and quality of life. Namely, MICOP has an established track record and reputation, a culturally and linguistically competent staff that is reflective of and has similar lived experiences as the target population, and has established collaborative partnerships in place with city, county, and local nonprofit agencies that provide assistance. As such, MICOP seeks funds to support a trilingual case manager (English, Spanish and Mixteco/Zapoteco) who will provide direct assistance and case management services to help indigenous migrants apply for SNAP, Medi-Cal, rental assistance, IDs, drivers' licenses, and other essential programs and services. The Puente a la Comunidad case manager will also ensure that clients can fully utilize programs in which they are already enrolled, including completing renewals, and advocating for clients denied services if needed.

5. Based on the City of Santa Maria's Community Development Block Grant priorities for Fiscal Year 2023-24, which PRIMARY priority do you feel your program / project falls under? The priorities are not listed in order of importance. They are numbered for referencing purposes only. Priorities #1 and #2 will only be considered for CDBG public services funding.

6. Explain why you believe your program / project best fits the PRIMARY priority selected.

Refer to NOFA packet for the detailed description of each priority and choose only one subcategory under one of the four priorities.

The proposed Puente a la Comunidad, (Bridge to the Community in Spanish) is in perfect alignment with the CDBG's priority to address the critical needs of highly underserved populations. Through the proposed project, low-income Indigenous migrants facing hardships will be able to meet with the case manager regularly at MICOP's centrally located and accessible office. The case manager will assess the unique situation and needs of each client/family and will provide direct assistance as needed filling out and submitting required forms and applications, compiling required documentation, making follow-up phone calls, scheduling and confirming appointments, and advocating on behalf of clients to ensure that they gain access to and can fully utilize all available services to meet their critical, daily living needs. The case manager will literally serve as a "bridge" that will connect extremely low-income individuals and families to the assistance that they need for their basic survival. The case manager will assess client eligibility to apply for food assistance programs, housing/rental assistance programs, health, prevention, and mental health services, and transportation. The case manager will also help clients access other critical services, including assistance obtaining Department of Motor Vehicle services, such as IDs, Driver's Licenses, vehicle registration renewals, etc. Parents with school-age children who need help completing school forms or interacting with school teachers or school administrators will also be able to get help through Puente a la Comunidad.

The Puente a la Comunidad case manager will actively maintain a comprehensive data base of local services and programs available in the community through the City of Santa Maria, the County of Santa Barbara, and through other local partnering nonprofits and agencies. S/he will keep abreast of all eligibility requirements, application guidelines and procedures to be able to help clients effectively. S/he will attend community meetings, conferences and presentations as needed to learn about available programs that can benefit clients.

In addition, the case manager will also be able to cross-refer clients to other MICOP programs offered within the organization.

For instance, the MICOP Santa Maria office has other case management programs in place working with special needs populations, including victims of domestic violence, children with disabilities, and unaccompanied immigrant youth. When appropriate, the case manager will be able to cross refer clients to these other programs available within MICOP as needed.

Furthermore, the Puente a la Comunidad case manager will have access to the full scope of programs, information, resources, trainings and expertise available within MICOP and will ensure that Santa Maria's indigenous migrants can avail themselves of these services. S/he will also keep track of all clients served, as well as the type of services to which they were connected.

Target Population

7. At least 70 percent of the CDBG funding used must serve low- to moderate-income persons. How does your

Prevent homelessness and address critical emergency, at-risk youth, elderly and underserved populations

Expand educational and development opportunities

Provide affordable housing

Revitalize existing neighborhoods

Page 144 of 220 ends

program / project benefit low- to moderate-income Santa Maria residents? Provide the income guidelines and requirements used to qualify participants for the proposed program/project.

Note: CDBG income limits can found on the City's webpage under General Subrecipient Resources www.cityofsantamaria.org/city-government/departments/community-development/special-projects-division/community- development-block-grant-cdbg-program
Puente a la Comunidad targets low-income Indigenous migrants from the southwestern states of Mexico, including Mixtecs, Zapotecs, and Triquis living in the City of Santa Maria. These indigenous groups began migrating to the US in the 1970s, in search of economic opportunity. Indigenous migrants are a more recently-arrived newcomer group than the more established non-indigenous Mexican immigrants, which helps explain their higher rates of poverty. With low literacy levels and a limited formal education, most indigenous migrants are employed in low-paying, labor-intensive seasonal agricultural jobs. They earn low wages with few, if any, employer benefits. On average, families earn less than $20,000, per year for a family of five, and fall well below the HUD designation of very low to extremely low income. Indigenous migrants tend to be younger (20-40 years old) and have large families with young children. Multi-generational families often live in substandard, overcrowded dwellings due to the lack of affordable housing. They face transportation barriers, as few own a car. There is also much fear and mistrust of the "system" among indigenous communities, creating an additional barrier to the utilization of available public critical services.

Puente a la Comunidad will help overcome these barriers by offering a case management program staffed by an indigenous migrant with shared lived experiences, offering assistance in native indigenous languages, in a safe and trusted environment.

Indigenous migrants will benefit directly from this program by gaining access to a full realm of critical, essential programs and services seamlessly through a single point of entry. Through Puente a la Comunidad, clients will be able to gain access to multiple social services including food, rental assistance, health services, and other critical services tailored to their unique needs and circumstances.

As the majority of the targeted indigenous migrant populations reside within the Santa Maria city limits, it is easy for MICOP to focus its services to Santa Maria residents. MICOP will draw in clients through outreach activities conducted in community settings including markets, churches, and laundromats, as well as through existing partnerships with the school district, community care clinics, and other agencies in the city that work with low-income populations. Clients will also be referred to Puente a la Comunidad internally through other MICOP programs as needed.

MICOP will conduct intake for each person/family seeking services through Puente a la Comunidad. The case manager will be able to verify the place of residence of all clients. MICOP will follow HUD guidelines to qualify participants for CDBG-funded programs and will use a variety of means to document income, such as pay stubs, school records, Medi-Cal enrollments, etc. to qualify participants and all of these are inputted in a centralized database where we can pull demographic reports as needed.

8. Check box or boxes of population category to be served by the proposed program / project:

9. Out of all the boxes checked above, which population category will primarily be served by the proposed program / project?
MICOP's targeted population of indigenous migrants from Mexico present multiple intersectional vulnerabilities including ethnicity, indigeneity, income, education, language, nationality and class. It is difficult to choose a single category to define

Homeless

At Risk of Homelessness

Homeless Youth, 18-24 Years Old

Elderly

Victims of Crime

Persons with Mental Illness

Physically Disabled

Developmentally Disabled

Persons with AIDS/HIV

Unemployed

Language Barriers

Youth, 0-5 Year Olds

Youth, 6-12 Year Olds

Youth, 13-17 Year Olds

Families Living in Poverty

Families w/ Housing Burden

Substance Abuse Problems

At-Risk Youth

Other:

Page 145 of 220 ends

them, as many of these categories symbiotically reinforce one another to produce marginalization that places their overall well-being at risk.

Having said that, MICOP's Puente a la Comunidad will serve primarily families with young children living in dire poverty, facing severe language and cultural barriers that place them at high risk for food and housing insecurity, and for additional educational, social and income inequities that negatively impact their wellbeing.

Unit of Service

10. What is the total number of unduplicated persons OR households to be served OVERALL by the proposed SANTA MARIA program / project?
Please enter only for persons OR households (not both).

A.) The unit of service will be defined as one-hour of case management (may include completing/submitting an application, reviewing required documentation, etc.). B.) 1 person equals approximately 3 hours of case management.

Outcomes

12. Describe your short- and long-term goals and performance targets.

A.) Describe the intended outcomes for the program participants / beneficiaries; B.) What measures, tools and / or indicators will be used to demonstrate the outcomes?
A) As a result of the Puente a la Comunidad, 250 indigenous migrants in the City of Santa Maria will have greater access to critical services available in the community that have otherwise been difficult for them to access - including food and housing assistance, health, prevention and mental health services, safety, and educational supports.

B) MICOP will track the total number of referrals made, the number of applications completed and successfully submitted, and the amount of point of service benefit received by participants to demonstrate the outcome. A centralized database will be used to collect and track outcomes.

Collaboration

How will funding be distributed to each collaborative partner and what percentage of the requested CDBG funding will be provided to each partner?
MICOP will collaborate with Santa Maria and Santa Barbara County public agencies and other organizations that provide services to low-income populations to ensure that Mixteco/Indigenous residents of Santa Maria can access and fully benefit from their programming and services. However, no funding will be distributed to these partnering agencies as part of this effort.

14. How do you cooperate or network with other existing related programs, organizations or community resources?
Public and nonprofit agencies across the Central Coast's tri-county area recognize MICOP as a trusted partner and as the preeminent organization in the region with the capacity to effectively reach indigenous migrant populations in a culturally and linguistically competent manner. During recent public health emergencies, including wild fires, mudslides, and the COVID pandemic, MICOP was sought out by local, county, and state agencies to serve as a bridge for public agencies to deliver accurate and timely information, as well as emergency services (e.g., cash assistance, masks, food, COVID vaccines and tests, etc.) to this hard-to reach population.

These partnerships have continued to grow in Santa Barbara County, where MICOP currently collaborates with the Santa 250Persons
Households
250.00250.00TOTAL

Page 146 of 220 ends

Barbara County Behavioral Wellness Department, the Public Health Department, and the District Attorney’s office for interpretation services and referrals. We also partner with United Way of Santa Barbara to support our community members with rental assistance, and have worked previously with Santa Maria-Bonita School District to ensure parent and youth engagement.

MICOP also partners by providing language interpretation services in Mixteco, Zapoteco and other indigenous languages to numerous agencies in the City of Santa Maria, including schools and health agencies. We also are frequently invited to provide cultural competency trainings to these agencies to help them and their staff gain a better understanding of the unique needs and idiosyncrasies of these groups, thus helping them build their own internal capacity to reach and serve this population.

MICOP does not seek to duplicate existing services in Santa Barbara County or Santa Maria; rather, we are seeking the opportunity to make existing programs and services accessible to a highly linguistically isolated and vulnerable population.

15. Does the proposed program require parental participation or family involvement? If so, please describe in detail.

Only if it is necessary. For assistance to access services, especially health services, some parental and family involvement may be necessary, but the case manager will determine how much parental/family involvement is necessary to access a community service they need.

16. Do you utilize volunteers for direct services?

17. If answered "yes" to previous question, explain and indicate the total number of hours of volunteer labor used per year and for what purpose.

MICOP is fortunate to have volunteers who provide assistance for certain activities, including data entry, some fundraising activities, and some program delivery, including our Monthly Community Meetings, during which up to 10 community volunteers help us distribute free food, diapers and other basic necessities to community members. MICOP's Community Meetings are held every month or so and are attended by over 300 families. These monthly meetings are a great opportunity to inform our target population about available services and programs, such as the proposed Puente a la Comunidad. In addition, interns and other students often also fulfill capstone project requirements and volunteer hours at MICOP. Volunteers typically gift the organization 250-300 volunteer hours per year.

Description of Agency Services

18. Describe in detail the services your agency provides and how they are unique from the services provided by other agencies.

Established in 2001, MICOP's mission is to support, organize and empower the indigenous migrant communities in California’s Central Coast. MICOP is widely recognized across the region and California as the preeminent organization addressing the unique needs of indigenous migrants, while simultaneously elevating their voices and building power to advance social justice, equity, and inclusion. MICOP offers a full spectrum of programs that integrate ensuring access to basic needs for its target population, while at the same time advocating for equity and inclusion for this population. On an annual basis, MICOP delivers its multifaceted programming to 15,000+ individuals through its main offices located in Oxnard, the agricultural heartland of Ventura County, and since 2017, in northern Santa Barbara County, serving indigenous migrants living in Santa Maria, Lompoc and Guadalupe. MICOP’s core programs available in our Santa Maria office include:

1. Indigenous Language Interpretation Services, which trains and deploys bilingual (Mixteco/Zapoteco-Spanish) and trilingual (Mixteco/Zapoteco-Spanish-English) interpreters throughout the region to support organizations serving this population;

2. Tequio Youth Group: mobilizing Mixteco/Indigenous Youth to combat discrimination and bullying, promote academic advancement, and develop leadership skills;

3. Opportunities for Youth: provides support to Unaccompanied Minors who have been detained at the US Border; 4: MICOP Immigration Legal Assistance (MILA): provides access to free/low-cost immigration legal advice and representation for citizenship, legal permanent residency, DACA, U Visa, VAWA, asylum, family petitions, and adjustments of status; 5: COVID-19 Rapid Response & Labor Workforce Development Agency organizers: supports community engagement, and provides public health education on COVID-19 vaccines and other health topics; 7: Community Organizing/Wage Theft: advocacy for fair employment practices for farmworkers and to build leadership skills and collaborates with the CA Labor Commissioner’s office to identify unpaid wage cases to be investigated and prosecuted by the Labor Commissioner;
8: Basic Needs, which provides safety net services for indigenous families.

Yes

Page 147 of 220 ends

9. Case management services, including Puente a la Comunidad, for which funds are requested, which links underserved indigenous migrants, including special needs populations to available services available in the community.

10. Acceso, created to connect indigenous families who have children aged 0-5 years with intellectual and developmental disabilities to needed services.

MICOP has a unique capacity to reach indigenous migrants. Its staff and board are reflective of the target population, speak multiple indigenous languages, and are from the communities served. MICOP has extensive experience providing case management as a key strategy to maximize access to the services most needed by its target population.

19. How long have you been in existence and provided services to the community? MICOP was founded in 2001 and has been providing services in Ventura County for over 20 years. In 2016, the Santa Maria office began to do outreach and formulated an indigenous advisory committee to learn about the needs of the local Mixteco/Indigenous community. By 2017, MICOP hired our first staff person and from 2017-2020, focused on immigration outreach and education. As MICOP became better known and gained the trust of local indigenous migrants in the City of Santa Maria, the need to expand services became evident. In 2020, during the COVID-19 pandemic, MICOP saw a substantial increase in need in the Santa Barbara area and doubled its staff, providing a variety of programs and services for the Indigenous migrant population. A full time Program Director has since been hired to oversee programs in Santa Maria, which include a team of 20 full-time and 2 part-time staff.

More broadly speaking, as an organization, we have contracted with the County of Santa Barbara for interpretation services as well as provided cultural competency trainings for the last 5+ years. In 2022 MICOP has provided services to over 2,446 people in Santa Maria.

CDBG Experience

20. Has your agency received CDBG funding in the past from the City of Santa Maria?

If NO, explain how your agency is prepared to manage these additional CDBG funds and confirm that you are aware of the various reporting requirements imposed by this federal funding.

MICOP received 2020-2021 CDBG funds from the City of Santa Maria to support the Puente a la Comunidad project. Through this project, we served almost double our original goal, with 428 individuals served during the FY 2020-2021 year.

Correspondence dated September 27, 2021 from the City of Santa Maria Community Development department indicated that after the Special Projects team completed their desk review monitoring that they had “no findings to report and commend [our] agency and staff for the great work that you do in providing valuable services in our community.”

MICOP has the capacity and infrastructure in place to manage the requested CDBG funds. MICOP currently manages over 22 unique programs funded through foundation, county, and state government grants and has a track record of meeting its grants objectives, timelines and deliverables on a timely and efficient manner. Since its founding in 2001, MICOP has gained credibility among a variety of funders for its program/financial management capacity. MICOP’s Executive Director Arcenio Lopez, and Associate Director Genevieve Flores-Haro have a combined total of over 18 years of program management experience. MICOP has an annual operating budget of over $8 million dollars. Recent administrative experience includes the management of over $250,000 of State of California census outreach funds, and a $1 million-dollar, 3-year Elevate Youth grant from the State of California. MICOP is also the recipient of County of Ventura and City of Oxnard CDBG funds.

Funding Sources

22. List the annual funding sources and amounts for the entire Agency or organization in the table below.

These figures should agree with the figures in the financial statements for your most recent prior fiscal year.

Yes

No
0 Federal Government
1824154.16State Government
1254956.64County Government
0 Local Government
11114.51United Way
103028.83Contributions

Page 148 of 220 ends

23. How do you offer a service that is both cost-efficient and effective? We are trusted stewards of the donations, foundation funds and government contracts that we receive. Our support comes from foundations such as The California Wellness Foundation, Weingart Foundation, The Women’s Foundation, the James Irvine Foundation and the McCune Foundation, to name a few- all of which have meticulously reviewed our financial statements in the process of application, as well as while monitored our expenditure reports.

Numerous government grants and contracts have also supported our work, including the California Complete Count Office, California Reducing Disparities Project-Office of Health Equity, California Office of Emergency Services, California Department of Social Services, Ventura County Behavioral Health, Ventura County Human Services Agency, City of Oxnard's Community Development Block Grants Programs (CDBG), Edison International, Southern California Gas Company, and the Employment Development Department Farmworker Communications, to name a few.

We also receive income from fee-for-service contracts, individual donors and earned revenue. We undergo an annual, independent financial audit. All program expenditures go through a two-manager approval system, with the Executive Director providing final review. MICOP is a lean organization that prides itself on the efficient use of income from a variety of sources.

As our attached organizational chart shows, we have a lean but efficient administrative staff with most of our costs dedicated to programming.

Timeline

24. What is the proposed start date of construction / project? -answer not presented because of the answer to #1-

25. Phasing
-answer not presented because of the answer to #1-

109339.30Fundraising
546043.37Program Service Fees
2976543.76Private Foundations
1963.23Other
6,827,143.806,827,143.80TOTAL

Program Budget top
Revenue
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for Proposed SM
Program
CDBG Portion of
Budget for Proposed
SM Program
Percent of
CDBG
Investment
CDBG Grant/City of Santa Maria
(same as amount requested)) USD$ 0.00 USD$ 20,000.00 USD$ 20,000.00 USD$ 1.00 CDBG Funding from another
subsidiary USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00
Grants from other Gov't Agencies USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 United Way USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00
Contributions USD$ 0.00 USD$ 15,000.00 USD$ 0.00 USD$ 0.00 Special Events/Fundraising USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Legacies & Bequests (Unrestricted) USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Membership Dues USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Program Service Fees USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Other (Specify in Narrative) USD$ 80,000.00 USD$ 45,000.00 USD$ 0.00 USD$ 0.00 Total USD$ 80,000.00USD$ 80,000.00USD$ 20,000.00USD$ 0.25 Expenses
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for SM Program
CDBG Portion of
Budget for SM
Program
Direct Assistance to Individuals USD$ 1,500.00 USD$ 1,500.00 USD$ 0.00 Salaries USD$ 73,000.00 USD$ 73,000.00 USD$ 20,000.00 Page 149 of 220 Professional Fees USD$ 0.00 USD$ 0.00 USD$ 0.00
Supplies/Publication/Printing USD$ 0.00 USD$ 0.00 USD$ 0.00 Occupancy/Utilities USD$ 4,500.00 USD$ 4,500.00 USD$ 0.00 Travel/Mileage USD$ 1,000.00 USD$ 1,000.00 USD$ 0.00
Other (Specify in Narrative) USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Design & Engineering USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Property Acquisition USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Construction USD$ 0.00 USD$ 0.00 USD$ 0.00
Capital - Financing/Legal USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Relocation USD$ 0.00 USD$ 0.00 USD$ 0.00
Capital - Demolition/Clearance USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Site Improvements USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Admin/Activity Delivery USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Off site Improvements USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Other (Specify in Narrative) USD$ 0.00 USD$ 0.00 USD$ 0.00 Total USD$ 80,000.00USD$ 80,000.00USD$ 20,000.00

Program Budget Narrative
Other: Funding for program under Other is from General Operating Support from foundations.

Request to CDBG: Salaries: 0.44 FTE Case worker at $22/hour = $18497.97 Taxes : FICA 7.65% = $ 1415.09
Workers Comp 0.47% + $ 86.94

Tables top

Required Documents top
Documents Requested * Required?Attached Documents *
List of board of directors and local advisory board, if applicable. If N/A, please submit a written statement
in lieu of the required attachments.

MICOP Board of Directors
Copy of board authorization to apply for this grant.

Board Authorization to Apply for this funding
Agency's organizational chart
MICOP Org. Chart
Certificates of insurance covering Worker's
Compensation and General Liability (it is not
necessary to name City of Santa Maria as additional
insured at this time)

MICOP Certificate of Insurance
Current and prior year's financial statements
MICOP Final 2021 Audited Financial Statements
MICOP Statement of Financial Activity FY 21-22
MICOP Statement of Financial Activity FY 22-23
MICOP Statement of Financial Position FY 21-22
MICOP Statement of Financial Position FY 22-23
Most recent annual audit report (if your agency does
MICOP Final 2021 Audited Financial Statements Page 150 of 220

Application ID: 422594
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* ZoomGrants™ is not responsible for the content of uploaded documents. not perform an annual audit because it is not required
to, please submit a written statement in lieu of the
required attachments.)
Most recent Form 990 and Schedule A Federal Tax
Return

MICOP 2021 Form 990 with Schedule A
Budget information for the current fiscal year and
next fiscal year (if budget for next fiscal year is not yet available, please submit a written statement in
lieu of the required attachments.)

MICOP 2023-2024 Budget
MICOP 2022-2023 Budget
Capital Projects ONLY: Three (3) bids required, with
at least one (1) bid coming from a local contractor.

Failure to submit may result in an incomplete
application.

Organizational structure: List the total number of
employees for your agency by job title/classification
and salary/wage range for each job/classification.
download template

MICOP 2022 Organizational Structure

Page 151 of 220 ends

Email This Preview Save as PDF Print Close Window A▲▼ City of Santa Maria
Community Development - Community Programs
CDBG FY 2023-2024
Deadline: 12/7/2022
NBCC, dba New Beginnings
Safe Parking Shelter and Rapid Rehousing Program

Jump to: Pre-Application Application Questions Program Budget Tables Required Documents

USD$ 20,000.00 Requested

Submitted: 12/7/2022 1:43:12 PM (Pacific)

Project Contact
Kristine Schwarz
[email protected]
Tel: 805-963-7777 x144

Additional Contacts
[email protected]

NBCC, dba New Beginnings
324 E. Carrillo Street
Suite C
Santa Barbara, CA 93101

Executive Director
Kristine Schwarz
[email protected]

Telephone805-963-7777
Fax 805-963-8135
Web www.sbnbcc.org

Pre-Application top

1. What type of proposal is this?
Public service programs must answer this question and submit. Capital projects must continue.

2. What priority does this Capital project fall under?
-answer not presented because of the answer to #1-

3. Proposed Project Goal:
-answer not presented because of the answer to #1-

4. Project Description (Program Narrative):
-answer not presented because of the answer to #1-

Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Capital

Public Service

Page 152 of 220 ends

6. Proposed date of construction or project start:
-answer not presented because of the answer to #1-

7. Schedule:
-answer not presented because of the answer to #1-

8. Phasing:
-answer not presented because of the answer to #1-

9. Do Federal Labor Standards and Davis-Bacon prevailing wages apply? -answer not presented because of the answer to #1-

10. As a Public Service Applicant, indicate that you are aware that your Application deadline is not until Wednesday, December 7, 2022.

Yes

Application Questions top

Project Information

1. Please state the type of CDBG program / project you are applying for:

THIS IS A BRANCHING QUESTION. Different questions will apply based on your answer to this question. Please disregard any incorrect number sequencing.

2. Name of proposed program / project:

Safe Parking Shelter and Rapid Rehousing Program

3. Location of proposed program / project:
(Street address, if applicable of proposed program / project):
3769 Constellation Road, Suite B, Lompoc, CA 93436

Problem / Need Statement

The Safe Parking Shelter and Rapid Re-Housing Program provides safe overnight shelter for vehicular homeless persons county-wide. Safe Parking also provides case management, street outreach, housing navigation and retention services, and financial assistance to program clients and homeless individuals referred to our agency through the Coordinated Entry System, to help them transition into and maintain permanent secure housing. The program operates year-round as a no- barrier shelter and rapid re-housing program, and there is no cost for clients to participate. We remain the only agency in Santa Barbara County dedicated to serving the vehicular homeless and continue to increase the area and scope of our services yearly to effectively serve our clients and our community.

Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Public Services

Capital Project

Page 153 of 220 ends

Our program addresses the need for a safe location for vehicular homeless individuals and families to safely shelter by providing monitored overnight parking spaces county-wide, and this critical need continues to grow each year. In the 2022 Santa Barbara County Point in Time Count, 35% of all individuals counted were sleeping in vehicles (686 individuals in total), representing a 10% increase from the previous year. The size of this population was the same as the number of individuals living unsheltered on the street – representing more than 50% of the unsheltered population - and exceeded the number of individuals residing in a shelter during the count. There was also a 12% overall increase in the number of homeless individuals compared to 2020, and unsheltered homeless individuals accounted for 70% of the county's total homeless population, and 65% of Santa Maria's homeless population. This data indicates a significant community need to serve this population that is uniquely met by our program. Last FY, New Beginnings housed 47 people in north county, and another 25 people since July 1, 2022.

The services provided to Santa Maria residents with the requested CDBG funding would include comprehensive rapid rehousing services provided by our program, and vehicular shelter services as available to Santa Maria residents, with the ultimate goal of helping Santa Maria residents to transition back into permanent and traditional housing. Rapid rehousing services would include all aspects of housing navigation to help Santa Maria residents find and successfully gain access to housing, as well as housing retention services to assist them in maintaining their housing. Specific shelter services would include shelter case management, lot monitoring and lot management. Additionally, financial assistance would be available through matching funds, to assist Santa Maria residents with their security deposits, short-term rental assistance, and other housing stability financial needs such as utility deposits. Staff would work with Santa Maria residents from a progressive engagement perspective to help clients become self-sustaining in their housing so that they do not return to homelessness.

6. Explain why you believe your program / project best fits the PRIMARY priority selected.

Refer to NOFA packet for the detailed description of each priority and choose only one subcategory under one of the four priorities.

All of the activities performed through the Safe Parking Program directly fall under the City of Santa Maria's funding priority #1:

Prevent homelessness and address critical emergency, at-risk youth, elderly and under-served populations. The shelter aspect of the program provides shelter to the vehicular homeless population, with the goal of providing stable and long term housing for clients through the rapid re-housing portion of the program. In addition, the program provides other critical needs such as connection to employment, benefits, referrals to mental health services, clothing, food, and hygiene products that help people to remain stable in their housing, preventing their return to homelessness. All clients are low to no income, with 98% of clients served in the last fiscal year falling under the 50% AMI.

Currently, our program maintains 146 spaces in 26 parking lots in South County area churches, business, and city and county offices, sheltering over 150 families and individuals nightly. Additionally, we maintain a North County lot in Lompoc, which provides an additional 10 spaces for our clients.

Our program has an excellent track record of addressing the housing, accessibility, and service needs of the homeless, elderly, and persons with mental and physical illness and disability. Of the 564 unduplicated clients we served last fiscal year through the Safe Parking program, 20% were seniors over 63, 57% of clients were over 55, 20% had three or more disabling conditions, and 34% were chronically homeless.

Target Population

7. At least 70 percent of the CDBG funding used must serve low- to moderate-income persons. How does your program / project benefit low- to moderate-income Santa Maria residents? Provide the income guidelines and requirements used to qualify participants for the proposed program/project.

Prevent homelessness and address critical emergency, at-risk youth, elderly and underserved populations

Expand educational and development opportunities

Provide affordable housing

Revitalize existing neighborhoods

Page 154 of 220 ends

2% fell under the moderate 80% AMI category.

Rapid re-housing financial assistance is provided to those who meet the income eligibility requirements for each source of funding, e.g., CDBG, ESG, CoC, etc. Unrestricted private income is utilized to help those who need financial assistance and fall above the 50% AMI category.

In order to document income at intake, clients are required to provide income documentation in the form of payroll stubs, benefit determination letters, and bank statements, etc. Income is re-certified according to the required funding re-certification intervals.

Homelessness is determined by outside agency certification, e.g., Coordinated Entry, United Way/Home For Good, Be Well, Public Health, City Net and other street outreach efforts, etc., client self-certification, and/or actual observation by program staff.

The Safe Parking Program will benefit low and moderate-income persons by providing them with no-cost safe overnight shelter and rapid rehousing case management and financial assistance to help them transition back into and maintain stable and traditional housing.

8. Check box or boxes of population category to be served by the proposed program / project:

9. Out of all the boxes checked above, which population category will primarily be served by the proposed program / project?
The Safe Parking Program primarily serves vehicular homeless individuals through our shelter and rapid re-housing program and homeless individuals referred to us through Coordinated Entry. Our population is proportionate in terms of the ethnic background of our community’s homeless population. We are a low-barrier, Housing First model and and work with many of the most vulnerable families and individuals in our county.

If awarded, the population category served through this grant will include homeless individuals and families from the City of Santa Maria, inclusive of the the other checked populations, i.e., elderly, victims of crime, unemployed, families living in poverty, etc.

Unit of Service

10. What is the total number of unduplicated persons OR households to be served OVERALL by the proposed SANTA MARIA program / project?
Please enter only for persons OR households (not both).

Homeless

At Risk of Homelessness

Homeless Youth, 18-24 Years Old

Elderly

Victims of Crime

Persons with Mental Illness

Physically Disabled

Developmentally Disabled

Persons with AIDS/HIV

Unemployed

Language Barriers

Youth, 0-5 Year Olds

Youth, 6-12 Year Olds

Youth, 13-17 Year Olds

Families Living in Poverty

Families w/ Housing Burden

Substance Abuse Problems

At-Risk Youth

Other: Vehicular Homeless
30Persons
Households

30.0030.00TOTAL Page 155 of 220

With the $20,000 requested, the Safe Parking Program will be able to serve each unduplicated individual with 48 units each of rapid rehousing case management services. One individual = 48 units of service.

Outcomes

12. Describe your short- and long-term goals and performance targets.

A.) Describe the intended outcomes for the program participants / beneficiaries; B.) What measures, tools and / or indicators will be used to demonstrate the outcomes?
If awarded CDBG funding, we project that an additional 20 unduplicated individuals will be provided with rapid rehousing case management services in Santa Maria through the Safe Parking Program. Of these individuals, 15 will exit the program and obtain housing, 10 people will exit and obtain/retain non-cash benefits/other income, e.g., SSI, TANF, SNAP, and 5 individuals will obtain/retain employment.

Currently, we provide rapid rehousing services to 15 households in Santa Maria with the use of County funding. Our North County Case Manager reports consistent interest in the program through phone calls, and street outreach efforts made in collaboration with our Client Liaison, Salvation Army, BeWell, and Public health at local hotspots in Santa Maria where we continue to identify possible clients in the area.

All client information and instances of service will be tracked by Safe Parking staff in the Homeless Management Information System (HMIS) operated by the Continuum of Care's Coordinated Entry System. All reports and data are reviewed and submitted quarterly to ensure that we remain on track to achieve our outcomes by the end of the grant term.

Our main short-term goal for our program includes successfully housing as many Santa Maria residents as possible through our rapid rehousing program. Secondarily, our short term goal is to continue to build partnerships in the City of Santa Maria that enable us to open and operate Safe Parking shelter lots to serve the residents of the City of Santa Maria. Our success here will be measured by the number of lots and spaces we are able to secure in Santa Maria and/or in the adjacent County of Santa Barbara. Success with this goal will also include the safe and effective operation of these lots as demonstrated by client compliance with program guidelines and continued community support for the program. Our long-term goal will be to be able to provide safe overnight shelter for every family and individual living on the street in their vehicles in the City of Santa Maria. We have successfully run a program lot in Lompoc since the beginning of last year, and have been able to beautify the lot with plants, gravel, and privacy fencing to better integrate the lot into the area. We believe that with city cooperation we would also be able to open successful lots in Santa Maria.

All programs at New Beginnings are also evaluated using the CSQ-8, a normed and validated client satisfaction survey.This tool is administered twice annually and upon program exit. Survey results are reviewed by executive leadership quarterly, and improvements to program performance are integrated and reviewed annually in an agency-wide Performance Analysis by the Board of Directors. Additionally, New Beginnings distributes an annual stakeholder survey to community partners, funders, and other community leadership to determine stakeholder's understanding of our services and to identify areas for overall improvement.

Collaboration

How will funding be distributed to each collaborative partner and what percentage of the requested CDBG funding will be provided to each partner?
While New Beginnings is grateful to collaborate with countless government, non-profit, for-profit, law enforcement, and faith- based partners county-wide, this grant will go directly to fund the Safe Parking Program's staffing for services provided to residents of the City of Santa Maria. No collaborative partners are included in this application.

14. How do you cooperate or network with other existing related programs, organizations or community resources?
Our Program’s top priority in North County in the last year has been to establish collaborations with other service providers and community resources in the area. Connections we maintain and have newly formed include: Micah's Mission, Trinity Church of the Nazarene, North County Coordinated Outreach Team, AmeriCorps, Good Samaritan, Coordinated Entry, United Way North County, North County Be Well, the Housing Authority of the County of Santa Barbara, Domestic Violence Solutions, Partners in Housing Solutions, Bridge House, CityNet, Public Health, the Lompoc Valley Medical Center, and Echo Page 156 of 220 Group Band of Brothers ran by our Board of Director’s member Steve Baird. We have also begun the process of reaching out to local North County businesses, churches, and local government entities to discuss the establishment of safe parking lots for the shelter aspect of our program. Our North County Case Manager participates in North County Collaborative meetings with other local providers. We prioritize collaboration, cooperation, and coordination with other existing programs and community resources to ensure that all of our clients' needs are met as completely and cost-efficiently as possible.

Ways that we collaborate with partners include: maximizing resources in order to effectively utilize both human and financial resources; participate in outreach efforts with community partners to identify the newly homeless and connect the homeless to targeted services; combining efforts to assure landlords feel secure in renting to the formerly homeless by matching available mitigation funds with our rental assistance funds; sharing landlord relationships and information regarding available affordable housing units; and working with County BeWell to triage mental health crises.

Additionally, Safe Parking often coordinates intra-agency with our Supportive Services for Veteran Families Program in order to ensure that all veterans are provided with all of the resources made available to them via the Veterans Administration and other veteran-serving organizations. Our veterans program is a leading provider of homeless prevention and rapid rehousing services in north county, including and especially in the City of Santa Maria.

15. Does the proposed program require parental participation or family involvement? If so, please describe in detail.

The nature of the Safe Parking Program overall attracts families, couples, and individuals but we do not serve unaccompanied youth. The program requires a valid driver’s license, vehicle registration, and insurance in order to participate in the shelter aspect of the program, all of which are rarely secured by minors living alone. Our program is family-focused, and many youth under 18 participate in the Safe Parking Program rapid rehousing services along with their parents, and all receive case management services as appropriate.

16. Do you utilize volunteers for direct services?

17. If answered "yes" to previous question, explain and indicate the total number of hours of volunteer labor used per year and for what purpose.

We have previously utilized Americorps volunteers in both North and South County to assist with case management services, administration of the VI-SPDAT, getting clients document-ready so they are prepared to be referred for housing assistance, and street outreach activities. In the past, volunteers have worked up to 40 hours per week for an annual total of 4,160 hours.

Currently, our South County Safe Parking office has one volunteer that provides office and administrative support for the program. This volunteer has been assisting the program since September of this year and provides eight hours of support each week for an annual total of 128 hours by the end of this calendar year.

In addition to these volunteers, board members and former clients regularly volunteer their time to assist with community events, the PIT Count, and other activities that serve the homeless population.

Description of Agency Services

18. Describe in detail the services your agency provides and how they are unique from the services provided by other agencies.

Our four core agency programs provide essential services to the most vulnerable Santa Barbara populations. ----The Donald J. Willfong Community Counseling Clinic provides low-cost counseling and psychological assessments by 25 masters and doctoral-level volunteer counselors supervised by 7 volunteer masters and doctoral-level licensed clinicians. This program serves 225 low- income, English and Spanish-speaking individuals, groups, couples, families and youth monthly and provides over 4,000 counseling hours each year. We are a Medi-Cal provider and have a sliding scale, with our average fee being $13 per counseling hour. The clinic also provides HIPAA-compliant telehealth services and contracts mental health services to community partners.
--The Safe Parking Shelter and Rapid Rehousing Program provides safe overnight shelter for vehicular homeless persons countywide. New Beginnings has run the program since 2004 and has grown it to become the leading vehicular homeless program in the country. The program provides rapid rehousing, case management, housing navigation, housing retention services and financial assistance to Safe Parking clients and people referred through Coordinated Entry to transition them into and help them to maintain secure housing.
--The Life Skills Parenting Education Program provides a series of psychoeducational classes and hands-on parenting skills, mindfulness strategies, and overall life skills to low- income families and individuals, veterans, and disadvantaged youth.

These classes are provided at no cost to both clients and sponsoring agencies. --The Supportive Services for Veteran Families (SSVF) Program provides short-term case management and temporary

Yes

Page 157 of 220 ends

financial assistance to low-income veteran individuals and families living in or transitioning to permanent housing in both North and South counties. Our veteran program is CARF accredited, a prestigious accreditation demonstrating our program's adherence to best practices. Our goal is to end veteran homelessness, and we have grown to become the leading housing assistance service provider for veterans in Santa Barbara County. --We also provide contracted supportive housing retention services for the Housing Authority of the City of Santa Barbara at Johnson Court- the newly developed veteran-only permanent supportive housing development.

Our agency and programs are unique in that we are able to offer wraparound services to our clients through our mental health and homeless supportive services programs. We are a community leader in both areas and are often the only option for clients struggling with unique and challenging circumstances. In addition, we remain the only organization in the county working directly to serve the needs of the vehicular homeless through our Safe Parking Program.

19. How long have you been in existence and provided services to the community? New Beginnings Counseling Center’s mission is to provide quality, affordable counseling, shelter, case management, and education that strengthens our community and provides our clients with the ability to lead healthy and productive lives. The wraparound services offered through our four core programs allow our clients to receive multi-faceted and tailored care, enabling them to make meaningful changes in their own lives and in the lives of those around them.

New Beginnings was founded as a community mental health night clinic in the late 1960's and was reincorporated as New Beginnings in October of 2000. Since our reorganization in 2000, New Beginnings has grown to be a leading provider of mental health counseling and homeless assistance services countywide for low-income and homeless individuals and families. Our program services are available to all residents of Santa Barbara County. In fiscal year ended June 30, 2022, our agency served a total of 1,451 unduplicated individuals.

CDBG Experience

20. Has your agency received CDBG funding in the past from the City of Santa Maria?

If NO, explain how your agency is prepared to manage these additional CDBG funds and confirm that you are aware of the various reporting requirements imposed by this federal funding.

For many years, the Safe Parking Program has been funded by the City of Santa Barbara, County of Santa Barbara, and City of Goleta CDBG funds. CDBG funding has been
integral to our operation of the Program and our ability to effectively serve our clients. As a result of this extensive experience with other CDBG funds, we feel that we would be prepared to handle additional funds from the City of Santa Maria and are prepared for the additional reporting requirements that would be required by the funding.

Funding Sources

22. List the annual funding sources and amounts for the entire Agency or organization in the table below.

These figures should agree with the figures in the financial statements for your most recent prior fiscal year.

Yes

No
1324002Federal Government
545982State Government
0 County Government
59875Local Government
0 United Way
348801Contributions
29538Fundraising
96203Program Service Fees
424770Private Foundations
71846Other
2,901,017.002,901,017.00TOTAL

Page 158 of 220 ends

23. How do you offer a service that is both cost-efficient and effective? The Safe Parking Program is incredibly cost-effective in structure. The parking lots utilized to run the shelter aspect of the program are provided at no cost through partnerships with local government, businesses, and churches. Unlike traditional shelters that incur costs such as rent and utilities, the lots only require the cost of porta-potties to operate the actual lots. In addition, rather than employing full time security guards at each lot, New Beginnings employs lot monitors with set routes and schedules who monitor each lot multiple times per night to ensure safety and promote cost efficiency. Our relationships with local government entities have been fruitful for both groups since oftentimes city and county operated parking lots are unused or underused at night, and the presence of our program provides security for them, as well as serving as a much more cost- effective shelter option than a more traditional shelter so that we can efficiently serve an under-served segment of the homeless population.

Our program employs a very small and specialized staff that is experienced in program operations and client interactions. Our agency has a long record of strategically utilizing grant funding to make the most of each dollar in order to provide temporary financial assistance to clients as advantageously as possible. We have experience with complex grant requirements and regulations on a federal level while maintaining all compliance. Our agency seeks out funding from a variety of sources including government funding, foundations, individual donors, and corporate sponsorships to ensure our programs remain financially stable and sustainable. If funded, our agency is prepared to immediately begin to expend grant funds to provide our critically needed program in Santa Maria.

The Safe Parking Program has long been lauded as the most effective program in the country serving the vehicular homeless, so much so, that communities across the country replicate our program. Our effectiveness is documented by the more than 1,000 individuals who have been housed through Safe Parking since its inception, and by the tremendous community support the program has maintained in South County throughout the years.

Timeline

24. What is the proposed start date of construction / project? -answer not presented because of the answer to #1-

25. Phasing
-answer not presented because of the answer to #1-

Program Budget top
Revenue
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for Proposed SM
Program
CDBG Portion of
Budget for Proposed
SM Program
Percent of
CDBG
Investment
CDBG Grant/City of Santa Maria (same
as amount requested)) USD$ 0.00 USD$ 0.00 USD$ 20,000.00 USD$ 0.00 CDBG Funding from another subsidiary USD$ 7,050.00 USD$ 5,504.00 USD$ 0.00 Grants from other Gov't Agencies USD$ 101,395.00 USD$ 142,280.00 USD$ 0.00 United Way USD$ 0.00 USD$ 0.00 USD$ 0.00
Contributions USD$ 16,350.00 USD$ 7,300.00 USD$ 0.00
Special Events/Fundraising USD$ 805.00 USD$ 100.00 USD$ 0.00 Legacies & Bequests (Unrestricted) USD$ 0.00 USD$ 0.00 USD$ 0.00 Membership Dues USD$ 0.00 USD$ 0.00 USD$ 0.00
Program Service Fees USD$ 300.00 USD$ 400.00 USD$ 0.00
Other (Specify in Narrative) USD$ 6,550.00 USD$ 6,986.00 USD$ 0.00 Total USD$ 132,450.00USD$ 162,570.00USD$ 20,000.00USD$ 0.12 Expenses
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for SM Program
CDBG Portion of
Budget for SM
Program
Direct Assistance to Individuals USD$ 24,765.00 USD$ 38,433.00 Salaries USD$ 83,495.00 USD$ 96,385.00 USD$ 20,000.00
Professional Fees USD$ 7,843.00 USD$ 7,141.00
Supplies/Publication/Printing USD$ 1,200.00 USD$ 800.00 Occupancy/Utilities USD$ 8,507.00 USD$ 10,598.00
Travel/Mileage USD$ 4,900.00 USD$ 6,940.00
Other (Specify in Narrative) USD$ 1,699.00 USD$ 2,270.00 Page 159 of 220 Capital - Design & Engineering
Capital - Property Acquisition
Capital - Construction
Capital - Financing/Legal
Capital - Relocation
Capital - Demolition/Clearance
Capital - Site Improvements
Capital - Admin/Activity Delivery
Capital - Off site Improvements
Capital - Other (Specify in Narrative)
Total USD$ 132,409.00USD$ 162,567.00USD$ 20,000.00

Program Budget Narrative
Per instruction from City of Santa Maria grant contact, we are only including an estimate of the percentage of program budget that is spent on City of Santa Maria clients as our program and agency budget is not broken down by city, but rather by program and project. For example, our annual program budget for this year for Safe Parking is $1,625,657. 10% of that total amount is estimated to be spent on serving City of Santa Maria residents for our Safe Parking RRH Program. Therefore, the amount shown is only $162,567.

The "other" category under revenue includes our daytime and nighttime contracts with the City of Santa Barbara for contract services. The "other" category under expenses includes our directors and officers, professional, and general liability insurance.

City of Santa Maria CDBG funding will cover a portion of the salary for our North County Case Manager position to specifically serve Santa Maria residents.

Tables top

NBCC_Board of Directors Roster
Copy of board authorization to apply for this grant.

NBCC_Board Meeting Minutes 10.20.22
Agency's organizational chart
NBCC_Organizational Chart Safe Parking
Highlighted
Certificates of insurance covering Worker's
Compensation and General Liability (it is not
necessary to name City of Santa Maria as additional
insured at this time)

NBCC_Workers Comp & General Liability
Certificates
Current and prior year's financial statements
NBCC_Current and Prior Year Draft Financial
Statements
Most recent annual audit report (if your agency does
not perform an annual audit because it is not required
to, please submit a written statement in lieu of the

NBCC_Most Recent Audit & Letter

Page 160 of 220 ends

Application ID: 425025
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* ZoomGrants™ is not responsible for the content of uploaded documents. required attachments.)
Most recent Form 990 and Schedule A Federal Tax
Return

NBCC_2021 Form 990 Extension & 2020 Form 990
Budget information for the current fiscal year and
next fiscal year (if budget for next fiscal year is not yet available, please submit a written statement in
lieu of the required attachments.)

NBCC_Current FY22-23 & Next FY23-24 Agency
Budgets
Capital Projects ONLY: Three (3) bids required, with
at least one (1) bid coming from a local contractor.

Failure to submit may result in an incomplete
application.

Organizational structure: List the total number of
employees for your agency by job title/classification
and salary/wage range for each job/classification.
download template

NBCC_Organizational Structure

Page 161 of 220 ends

Powered by ZoomGrants™ and
Email This Preview Save as PDF Print Close Window A▲▼ City of Santa Maria
Community Development - Community Programs
CDBG FY 2023-2024
Deadline: 12/7/2022
Partners in Housing Solutions, Inc.

Partners in Housing Solutions Santa Maria Program

Jump to: Pre-Application Application Questions Program Budget Tables Required Documents

USD$ 22,000.00 Requested

Submitted: 12/7/2022 6:21:32 PM
(Pacific)

Project Contact
Alma Harmsen
[email protected]
Tel: 805-714-0389

Additional Contacts
none entered

Partners in Housing Solutions,
Inc.
210 E Clark Ave.

Suite B
Santa Maria, CA 93455
United States

Executive Director
Alma Harmsen
[email protected]

Telephone805-714-0389
Fax
Web https://partnersinhousingsolutions.org/
Pre-Application top

1. What type of proposal is this?
Public service programs must answer this question and submit. Capital projects must continue.

2. What priority does this Capital project fall under?
-answer not presented because of the answer to #1-

3. Proposed Project Goal:
-answer not presented because of the answer to #1-

4. Project Description (Program Narrative):
-answer not presented because of the answer to #1-

6. Proposed date of construction or project start:

Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Capital

Public Service

Page 162 of 220 ends

-answer not presented because of the answer to #1-

7. Schedule:
-answer not presented because of the answer to #1-

8. Phasing:
-answer not presented because of the answer to #1-

9. Do Federal Labor Standards and Davis-Bacon prevailing wages apply? -answer not presented because of the answer to #1-

10. As a Public Service Applicant, indicate that you are aware that your Application deadline is not until Wednesday, December 7, 2022.

Yes

Project Information

1. Please state the type of CDBG program / project you are applying for:

THIS IS A BRANCHING QUESTION. Different questions will apply based on your answer to this question. Please disregard any incorrect number sequencing.

2. Name of proposed program / project:

Partners in Housing Solutions Santa Maria Program

3. Location of proposed program / project:
(Street address, if applicable of proposed program / project):
210 E Clark Ave. Suite B, Santa Maria, CA 93455

Problem / Need Statement

Partners in Housing Solutions (PHS) was established to tackle the persistent issue of homelessness in Santa Barbara County by housing homeless individuals and families through our ever-expanding network of private landlords. Our name includes “partners” because our model only works in partnership with landlords and social service agencies.

We receive homeless client referrals from social service agency partners, such as CalWORKs, Domestic Violence Solutions, and New Beginnings. We then match each homeless client with a market-rate rental unit from our network of 193 property owners. Throughout the housing process, clients receive case management from the referring agency. PHS also provides clients with money management support, tenant responsibility training, regular checkins, and rental assistance. On the landlord side, we provide financial safety nets of up to $3,000 in addition to the security deposit, incentives to encourage them to rent to our clients, and a 24-hour turnaround landlord helpline. We emphasize serving homeless families with children and veteran families, as these populations are particularly vulnerable to the adverse effects of homelessness. In the five years since our inception, we have assisted more than 1,000 disadvantaged individuals in finding their permanent homes.

Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Public Services

Capital Project

Page 163 of 220 ends

CDBG funding will allow us to expand our housing support services to our clients in Santa Maria by supplementing service costs while we secure other funding sources. About 26% of the clients we house are in the City of Santa Maria. Service costs provided to over half of those clients were not covered through our CalWORKS contract, so we relied on other funding sources. Currently, we are seeking to provide housing support services for 11 households (28 individuals) in Santa Maria.

The need for our services has dramatically increased in the last few years. At the beginning of the pandemic, PHS began receiving four times the number of referrals and housing nearly twice as many clients per month than pre-pandemic— while also ensuring that those clients then remained housed. We were able to meet the demands of increased services with increased housing protections. As many of these are now ending, we are seeing an upward trend in referrals and homelessness once again, resulting in an increased need for our services.

While agency partners focus on case management, our resources are solely dedicated to housing, which relieves pressure off of partners and the system as a whole. Our program helps people with barriers to obtain housing who would otherwise be screened out of most landlords’ criteria. Oftentimes, people go through the entire process of receiving services and getting connected to financial resources, yet cannot secure housing due to other barriers. This is a very defeating outcome, and one that we are trying to remedy. Our services help ensure that our clients cross the finish line and meet their end goal of becoming housed long-term.

6. Explain why you believe your program / project best fits the PRIMARY priority selected.

Refer to NOFA packet for the detailed description of each priority and choose only one subcategory under one of the four priorities.

Partners in Housing Solutions works with people experiencing homelessness and assists them in finding and securing permanent housing through our network of private landlords. We are one of few, if not the only, homeless service providers that offer housing support that is not limited to a specific demographic. Our clients have different levels of need and include at-risk youth, elderly, and underserved populations.

We are housing specialists and therefore able to devote all our resources to ensuring clients find housing and remain housed.

PHS has a unique approach and offers services to clients and the landlords who house them, which bridges the gap between the private and public sector. Pre-housing, we provide clients with housing search and placement services, including budgeting, navigation, communicating with landlords, and advocacy while they receive case management from our partners. Once housed, we offer them housing-related support services (i.e. tenant responsibility training and mediation), while they continue to receive support from our partners. PHS also offers services to the landlords who house our clients including a financial safety net, access to a 24-hour turnaround helpline, and incentives for eligible households. Both clients and landlords know that they can reach out to us any time for assistance, which is one of the reasons that our retention rates are so high.

As a whole, our services not only help people exit homelessness, but they also break the cycle by preventing future occurrences.

PHS houses people, but we also ensure they remain housed through the services we provide. Our housing retention has gone up in the last year. Currently, 92% of clients are still housed after one year, up from 85% last year. Recent data also shows that in Santa Barbara County, 14–22% of those housed fall back into homelessness within two years. However, for PHS clients this number is only 12.5%, which speaks to our quality and unique approach.

Target Population

8. Check box or boxes of population category to be served by the proposed program / project:

Prevent homelessness and address critical emergency, at-risk youth, elderly and underserved populations

Expand educational and development opportunities

Provide affordable housing

Revitalize existing neighborhoods

Homeless Page 164 of 220

9. Out of all the boxes checked above, which population category will primarily be served by the proposed program / project?
Partners in Housing Solutions only works with people experiencing homelessness. Our clients include people from all the categories marked above.

Unit of Service

10. What is the total number of unduplicated persons OR households to be served OVERALL by the proposed SANTA MARIA program / project?
Please enter only for persons OR households (not both).

Example: A.) The unit of service can be defined as a bed night, meal, counseling session, etc.; B.) 1 person OR household equals (X amount) units of service; 1 person equals approx. 30 shelter bed nights. 1 household equals at least 5 units of service: initial intake interview, client budgeting process, housing search, landlord-client advocacy, and occupancy assistance.

Outcomes

12. Describe your short- and long-term goals and performance targets.

A.) Describe the intended outcomes for the program participants / beneficiaries; B.) What measures, tools and / or indicators will be used to demonstrate the outcomes?
PHS measures our organization’s success by the number of people we house and how many remain housed. In 2023, 110 homeless individuals countywide and 28 individuals in Santa Maria will receive our housing support services, which include housing placement through our network of private landlords as well as ongoing support to ensure that they remain housed (money management support, tenant responsibility training, etc). We will continue to focus on homeless families with children and veteran families. Out of those individuals housed, at least 92% county-wide and 92% in Santa Maria will remain housed for at least one year. Additionally, we will increase our Santa Maria landlord network from 57 to 67 individuals.

Our long-term goal is to continue the Santa Maria program and further expand it. There is a growing need for our services in North County, and our goal is to further expand our program to meet the increased need. Approximately 70% of our clients reside in North County. Using our successful existing process, we plan to grow the scope of the program, with an emphasis on direct costs of services that will help us expand our reach in Santa Maria. CDBG funding would help us do this.

At Risk of Homelessness

Homeless Youth, 18-24 Years Old

Elderly

Victims of Crime

Persons with Mental Illness

Physically Disabled

Developmentally Disabled

Persons with AIDS/HIV

Unemployed

Language Barriers

Youth, 0-5 Year Olds

Youth, 6-12 Year Olds

Youth, 13-17 Year Olds

Families Living in Poverty

Families w/ Housing Burden

Substance Abuse Problems

At-Risk Youth

Other:
28Persons
Households

28.0028.00TOTAL

Page 165 of 220 ends

Collaboration

How will funding be distributed to each collaborative partner and what percentage of the requested CDBG funding will be provided to each partner?
One of our strengths as an organization is that we already have partnerships with other organizations, and we have systems in place that work. As mentioned previously, the first step in our process of matching individuals with rental units is receiving homeless client referrals from social service agency partners. Throughout the housing process, clients receive case management from the referring social service agency. We meet with partners regularly and address each client's progress and housing barriers.

In Santa Maria, we receive referrals from Fighting Back Santa Maria Valley, CalWORKs, Domestic Violence Solutions, CityNet and New Beginnings. We plan to continue working with these partners to implement our housing services, and we are always open to new partnerships with other providers who may benefit from our services. This program will not include any subrecipients.

14. How do you cooperate or network with other existing related programs, organizations or community resources? Our organization was designed to be integrated in a network of partners. We understand that it is overwhelming to have multiple services under one roof. Even though we are solely dedicated to every aspect of housing, we understand that issues surrounding it are multifaceted. Therefore, partnering is key to our clients’ long-term success in stabilization and retention.

Communication is key and we stay in touch regularly for situations requiring immediate attention. Additionally, we meet with our partners weekly, biweekly or monthly (depending on the agency) to go over both housed and unhoused clients regarding their progress, and we modify our plan when necessary. We keep a weekly client list to keep track of progress and follow up on items, including referrals to other services and resources. This also helps us ensure we are not duplicating efforts and streamlines services.

Our strong relationships with landlords contribute to our success in housing people and helping them stay housed. We ensure that our landlords feel supported enough to take a chance on housing homeless clients with multiple barriers, and in return, our landlords trust working with us. In this way, we provide a bridge between the private and public sectors to find new solutions to the housing crisis. Our landlords often express their appreciation for our communication and professionalism. Feedback like this from our landlords reflects our mutually beneficial relationships:

“I have been a real estate agent for over 43 years and have rented countless properties. Working with Partners in Housing Solutions has been the easiest and most beneficial process I have ever experienced. Sylvia (case manager for CalWORKs clients) is awesome— she followed up with me at every step. She sent me a great tenant, one of the best I've ever had, and it's been a great success. Great service, great tenant— I would recommend Partners in Housing Solutions.”

15. Does the proposed program require parental participation or family involvement? If so, please describe in detail.

N/A

16. Do you utilize volunteers for direct services?

17. If answered "yes" to previous question, explain and indicate the total number of hours of volunteer labor used per year and for what purpose.

N/A

Description of Agency Services

18. Describe in detail the services your agency provides and how they are unique from the services provided by other agencies.

PHS is unique in that we are housing specialists. While our partnering social service agencies focus on case management, we are able to devote all our resources to ensuring clients not only find housing but also remain housed. Both clients and landlords know that they can reach out to us any time for assistance, which is one of the reasons that our retention rates are so high.

Moreover, we have access to an extensive network of private landlords, while other social service agencies mainly partner with public housing agencies. In this way, we provide a bridge between the private and public sectors to find new solutions to the housing crisis.

Yes

Page 166 of 220 ends

We are also one of if not the only program that provides housing support services to people experiencing homelessness countywide that is not limited to a specific demographic. For example, CalWORKs serves families with children, Domestic Violence Solutions works with people fleeing from domestic violence or trafficking, and New Beginnings serves veterans and veteran families as well as people experiencing vehicular homelessness. In the past five years, our landlords’ trust in PHS has grown, and they have become willing to house more vulnerable, chronically homeless clients. We take referrals from partners who serve diverse populations, including CityNet and PATH, who primarily work with chronically homeless individuals.

19. How long have you been in existence and provided services to the community? Partners in Housing Solutions was founded in 2015 to tackle the persistent issue of homelessness in Santa Barbara County by housing homeless individuals and families through our ever-expanding network of private landlords.

We have a strong team dedicated to our mission and we have a track record of success in housing clients and ensuring they maintain their housing. As mentioned above, we have housed more than 1,000 people since our inception in 2015. Our strength lies in our ability to maintain and build relationships with private landlords and clients. We ensure that our landlords feel supported enough to take a chance on housing homeless clients with multiple barriers. We provide a 24-hour turnaround landlord hotline for assistance with tenant issues. We also ensure that our clients have the support they need to retain their housing. We create a housing plan that is largely determined by their budget and ability to maintain housing after their assistance ends.

The clients we house have case management for six to 12 months after they are placed in housing. As mentioned above, despite the housing crisis that the pandemic has heightened, our latest data shows that our retention rate is 92% after one year.

CDBG Experience

20. Has your agency received CDBG funding in the past from the City of Santa Maria?

21. If YES, explain when your agency received funding and how your agency did in managing these funds. This includes providing information obtained during your most recent monitoring review by the Special Projects Team. If NO, explain how your agency is prepared to manage these additional CDBG funds and confirm that you are aware of the various reporting requirements imposed by this federal funding.

While PHS has not received City of Santa Maria CDBG funding before, we have received City of Santa Barbara CBDG and County of Santa Barbara Human Services/Basic Services funding in the past. We have a contract manager who has extensive experience with reporting requirements, including managing government grants that require additional reporting, such as the two mentioned here as well as California Emergency Solutions and Housing (CESH) and Homeless Housing, Assistance and Prevention (HHAP). We are aware of all the requirements for grants such as Santa Maria CDBG.

Funding Sources

22. List the annual funding sources and amounts for the entire Agency or organization in the table below.

These figures should agree with the figures in the financial statements for your most recent prior fiscal year.

23. How do you offer a service that is both cost-efficient and effective? The average homeless person in Santa Barbara county is homeless for five and a half years. PHS houses the homeless, on average, in two to six months after they join our program. The annual cost of services (which includes medical expenses, shelter, food, and law enforcement costs) for a homeless person can be between $35,000 and $150,000 (“End Homelessness,” American Academy of Social Work and Welfare, 2015). In contrast, the cost to PHS to house one client is a fraction of this cost. We are a serviced-based program and the percentage of our budget allocated to service costs.

Yes

No
Federal Government
203,651.60State Government
249,831.52County Government
11,072.50Local Government
United Way
Contributions
16,500Fundraising
Program Service Fees
213,000Private Foundations
653.95Other
694,709.57694,709.57TOTAL

Page 167 of 220 ends

Not only are our services cost-efficient— they are effective. PHS serves as a liason and fills housing gaps that are not covered by other providers. In six years, we have placed more than 1,000 people in permanent housing and 92% of our clients remain housed for a year or more, which speaks to the quality of our work.

Timeline

24. What is the proposed start date of construction / project? -answer not presented because of the answer to #1-

25. Phasing
-answer not presented because of the answer to #1-

Program Budget top
Revenue
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for Proposed SM
Program
CDBG Portion of
Budget for Proposed
SM Program
Percent of
CDBG
Investment
CDBG Grant/City of Santa Maria
(same as amount requested)) USD$ 22,000.00 USD$ 22,000.00 USD$ 1.00 CDBG Funding from another subsidiary USD$ 8,172.00 USD$ 12,799.00 USD$ 0.00 Grants from other Gov't Agencies USD$ 81,183.00 USD$ 70,914.00 USD$ 0.00 United Way USD$ 0.00
Contributions USD$ 3,520.00 USD$ 3,875.00 USD$ 0.00
Special Events/Fundraising USD$ 0.00
Legacies & Bequests (Unrestricted) USD$ 33,870.00 USD$ 13,568.00 USD$ 0.00 Membership Dues USD$ 0.00
Program Service Fees USD$ 0.00
Other (Specify in Narrative) USD$ 34.00 USD$ 39.00 USD$ 0.00 Total USD$ 126,779.00USD$ 123,195.00USD$ 22,000.00USD$ 0.18 Expenses
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for SM Program
CDBG Portion of
Budget for SM
Program
Direct Assistance to Individuals USD$ 13,079.00 USD$ 3,750.00 Salaries USD$ 73,437.00 USD$ 80,523.00 USD$ 14,800.00
Professional Fees USD$ 6,189.00 USD$ 7,033.00
Supplies/Publication/Printing USD$ 2,706.00 USD$ 2,825.00 Occupancy/Utilities USD$ 6,923.00 USD$ 9,830.00 USD$ 7,200.00 Travel/Mileage USD$ 1,320.00 USD$ 1,500.00
Other (Specify in Narrative) USD$ 23,126.00 USD$ 17,734.00 Capital - Design & Engineering
Capital - Property Acquisition
Capital - Construction
Capital - Financing/Legal
Capital - Relocation
Capital - Demolition/Clearance
Capital - Site Improvements
Capital - Admin/Activity Delivery
Capital - Off site Improvements
Capital - Other (Specify in Narrative)
Total USD$ 126,780.00USD$ 123,195.00USD$ 22,000.00
Program Budget Narrative
Other Revenue: This revenue stream is our unrestricted revenue from interest income that is used for the PHS City of Santa Maria housed clients.

Salaries: This line item includes service costs for housing support services. Salary items include total wage, taxes, and benefits.

Page 168 of 220 ends

Application ID: 424008
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Occupancy/Utilities: This item includes a portion of our rent for our Santa Maria office, which we recently expanded in order to better serve our clients in Santa Maria.

Other Expenses: This includes bank fees, insurance, program costs, HHAP grant expenses, marketing, and risk reduction (landlord safety net).

Tables top

% of Annual budget
Households or
Individuals
(Indicate one)
CDBG
Portion of
Budget
Annual Budget for
Santa Maria
Program (must
match the budget
tab)
Percent of
CDBG
Investment
OVERALL Annual
Number of Persons /
Households served by
Santa Maria Program
REQUIRED Minimum
number of CDBG
Persons/Households
served
Individuals $ 22,000 $ 123,195 18 % 28 5
Total $ 22,000 $ 123,195 18 % 28 5
Required Documents top
Documents Requested * Required?Attached Documents *
List of board of directors and local advisory board, if applicable. If N/A, please submit a written statement in lieu of the required attachments.

PHS Board of Directors
Copy of board authorization to apply for this grant.

PHS Board Authorization
Agency's organizational chart
PHS Organization Chart
Certificates of insurance covering Worker's
Compensation and General Liability (it is not
necessary to name City of Santa Maria as additional
insured at this time)

PHS Certificate of Insurance
Current and prior year's financial statements
PHS Financials 10.2022
Most recent annual audit report (if your agency does
not perform an annual audit because it is not required
to, please submit a written statement in lieu of the
required attachments.)

PHS 2021 Reviewed Financials
Most recent Form 990 and Schedule A Federal Tax
Return

PHS 2021 Form 990
Budget information for the current fiscal year and next fiscal year (if budget for next fiscal year is not yet
available, please submit a written statement in lieu of the required attachments.)

PHS 2022 Budget
PHS 2023 Budget
Capital Projects ONLY: Three (3) bids required, with at least one (1) bid coming from a local contractor.

Failure to submit may result in an incomplete
application.

Organizational structure: List the total number of
employees for your agency by job title/classification
and salary/wage range for each job/classification.
download template

PHS Organizational Structure

Page 169 of 220 ends

Email This Preview Save as PDF Print Close Window A▲▼ City of Santa Maria
Community Development - Community Programs
CDBG FY 2023-2024
Deadline: 12/7/2022
People's Self-Help Housing Corporation
Supportive Housing Program for Low-Income USDA Farmworker Households

Jump to: Pre-Application Application Questions Program Budget Tables Required Documents

USD$ 20,000.00 Requested

Submitted: 12/7/2022 3:22:46 PM (Pacific)

Project Contact
Forrest Eastham
[email protected]
Tel: 8055482345

Additional Contacts
none entered

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

Pre-Application top

1. What type of proposal is this?
Public service programs must answer this question and submit. Capital projects must continue.

2. What priority does this Capital project fall under?
-answer not presented because of the answer to #1-

3. Proposed Project Goal:
-answer not presented because of the answer to #1-

4. Project Description (Program Narrative):
-answer not presented because of the answer to #1-

5. Statement of Need: Provide a summary of the established need for the proposed project and the problems that will be solved as a result of the project.

Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Capital

Public Service

Page 170 of 220 ends

-answer not presented because of the answer to #1-

6. Proposed date of construction or project start:
-answer not presented because of the answer to #1-

7. Schedule:
-answer not presented because of the answer to #1-

8. Phasing:
-answer not presented because of the answer to #1-

9. Do Federal Labor Standards and Davis-Bacon prevailing wages apply? -answer not presented because of the answer to #1-

10. As a Public Service Applicant, indicate that you are aware that your Application deadline is not until Wednesday, December 7, 2022.

Yes

Application Questions top

Project Information

1. Please state the type of CDBG program / project you are applying for:

THIS IS A BRANCHING QUESTION. Different questions will apply based on your answer to this question. Please disregard any incorrect number sequencing.

2. Name of proposed program / project:

Supportive Housing Program for Low-Income USDA Farmworker Households

3. Location of proposed program / project:
(Street address, if applicable of proposed program / project):
1026 W. Boone Street Santa Maria, 93458; 1148 W. Boone Street Santa Maria, 93458; 525 South Russell Avenue Santa Maria, 93458

Problem / Need Statement

PSHH is requesting funding for the Supportive Housing Program (SHP) at our three affordable, supportive properties for farmworker households, Los Adobes de Maria I, II, and III (the LADMs), which house 151 families with over 600 Santa Maria residents. Clinical case management services are provided by licensed and associate clinical social workers and marriage and family therapists (LCSWs, ACSWs, LMFTs, and AMFTs). Last year, SHP helped prevent homelessness for 70 families at the LADMs. This proposal addresses critical emergency, at-risk youth, elderly, and other underserved populations with Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Public Services

Capital Project

Page 171 of 220 ends

services that preserve housing and health care, preventing evictions and homelessness.

Services are provided onsite, at the properties where residents live, at a social worker’s office or in resident’s homes. Virtual services are also available as needed.

Our organization also owns four additional affordable rental properties for seniors and those living with disabilities. While similar services are provided at the 102 units at these four other properties, these other properties are not included in the program for which CDBG funding is sought.

Through SHP, in-house, Spanish/English bilingual/bicultural clinical social workers prevent homelessness by co-developing case management plans with clients and developing wrap-around services that stabilize LADM’s farmworker households and residents and help them build personal resiliency. Most SHP efforts enhance health and financial well-being by connecting residents to crisis intervention, health insurance, health care, emergency financial assistance, nutritional security, education services, financial literacy, translation and interpretation, critical transportation, and homelessness prevention. Clients also have access to unique resources, such as the Resident Assistance Fund, which provides emergency financial assistance paid on behalf SHP clients when no other resources are available to address a unique need.

Outreach is provided at time of move-in to all new tenants via on-site property managers who are responsible for new resident intake, rent collection, and processing maintenance requests. Property managers also provide outreach when residents communicate about household challenges. Word of mouth among tenants also spreads awareness of the program, as evidenced by the 47% utilization rate of SHP services by LADMI I, II, and III residents during the last fiscal year.

SHP’s social workers act as advocates for residents who must interact with property management, whether due to lease violations, non-payment of rent, or any other tenant-landlord disagreement. In instances where non-SHP households are in danger of eviction, SHP social workers provide outreach to offer services. Acceptance of services is always optional and never required to maintain tenancy. There are no fees charged or donations solicited from SHP clients.

6. Explain why you believe your program / project best fits the PRIMARY priority selected.

Refer to NOFA packet for the detailed description of each priority and choose only one subcategory under one of the four priorities.

This proposal fits the first subcategory of Priority 1: "Assist low to moderate income persons in need of food, shelter, clothing, health care and/or safety."

While this program does address the needs of the elderly and persons with mental, physical, emotional and development disabilities and/or diseases, the program primarily serves a larger population that includes low to moderate income persons, as outlined in subcategory 1. This program is primarily designed to provide access to housing stability and household resiliency among underserved populations facing challenges that threated home and security.

Target Population

During the last fiscal year, 95% of SHP clients at the LADMs were classified as moderate-income or lower.

Prevent homelessness and address critical emergency, at-risk youth, elderly and underserved populations

Expand educational and development opportunities

Provide affordable housing

Revitalize existing neighborhoods

Page 172 of 220 ends

Upon move-in, most households must be earning 50% or less AMI, as established by HUD for Santa Barbara County. Income is recertified annually after move-in. The LADMs are USDA-funded housing, and per USDA guidelines, households whose annual earning exceed 100% AMI at recertification must find new housing. Income is verified using USDA-mandated processes and procedures. Households with earnings exceeding 100% AMI are eligible to receive services until they move out, reducing the burden as households transition back to market-rate housing.

This program helps low- and moderate-income persons by assisting their households as they establish housing security and personal resiliency, remaining housed in sliding-scale homes. Because instability in any of a number of other parts of life, such as health, employment, transportation, or finances, can threaten housing security, SHP is designed to help households stabilize all of these things.

8. Check box or boxes of population category to be served by the proposed program / project:

9. Out of all the boxes checked above, which population category will primarily be served by the proposed program / project?
Families living in poverty

Unit of Service

10. What is the total number of unduplicated persons OR households to be served OVERALL by the proposed SANTA MARIA program / project?
Please enter only for persons OR households (not both).

The unit of service is hours of clinical social services provided. Each household will receive an average of 14 units of service.

Outcomes

12. Describe your short- and long-term goals and performance targets.

A.) Describe the intended outcomes for the program participants / beneficiaries; B.) What measures, tools and / or indicators

Homeless

At Risk of Homelessness

Homeless Youth, 18-24 Years Old

Elderly

Victims of Crime

Persons with Mental Illness

Physically Disabled

Developmentally Disabled

Persons with AIDS/HIV

Unemployed

Language Barriers

Youth, 0-5 Year Olds

Youth, 6-12 Year Olds

Youth, 13-17 Year Olds

Families Living in Poverty

Families w/ Housing Burden

Substance Abuse Problems

At-Risk Youth

Other: USDA Farmworker Households
Persons
71Households

71.0071.00TOTAL

Page 173 of 220 ends

will be used to demonstrate the outcomes?
The long-term goal is for SHP to assist farmworker households at the LADMs in obtaining housing security, as defined by HUD, which is remaining stably housed for six months after the initiation of services. While this short time period is necessary for reporting on a 12-month grant, in reality, over 99% of SHP clients remain stably housed for years after initiating services.

SHP’s short term goal is to assist farmworker households in enhancing financial and housing stability and improved health outcomes and family stability.

1) Indicators for helping families enhance financial stability include instances of connection with direct financial assistance such as:

Assisting with cost savings including:

Housing choice vouchers
MediCal
HEAP
And more
Enhancing financial management
Assistance in increasing household income through:

Job assistance
Unemployment benefits
Disability benefits
SNAP
DSS
Or other means.

2) Indicators for helping families enhance housing stability include:

Assistance in resolution of:

Rental issues
Lease violations
Securing rental subsidies
Locating other stable housing

3) Indicators for improved health outcomes include securing or providing:

Health insurance
Food and nutrition
Health care
Medical transportation
Financial assistance
Reasonable accommodations
A caregiver
Mental health interventions

4) Indicators for improved family stability include:

Crisis intervention
Family counselling
Education services

Collaboration

How will funding be distributed to each collaborative partner and what percentage of the requested CDBG funding will be provided to each partner?
While SHP clinical social workers do provide referrals to outside service providers, PSHH will provide all grant-funded service through in-house clinical bilingual social workers.

14. How do you cooperate or network with other existing related programs, organizations or community resources?
SHP does assist clients in securing social services from other public and private social welfare and safety net programs, such as MediCal, SNAP, housing vouchers, and more, although this is not typically accomplished through formal partnerships.

SHP social workers have an in-depth understanding of qualifying and disqualifying criteria and assist residents in benefit selection and application., streamlining the process for clients and other service providers. While SHP enhances access to these programs, no formal partnerships are in place and no funds are paid to external organizations.

15. Does the proposed program require parental participation or family involvement? Page 174 of 220 If so, please describe in detail.

If so, please describe in detail.

While SHP enhances health and financial outcomes for families and households and connects families to educational resources and childcare, the program doesnot require that clients participate in the parental role, nor is the involvement of the entire family required.

16. Do you utilize volunteers for direct services?

17. If answered "yes" to previous question, explain and indicate the total number of hours of volunteer labor used per year and for what purpose.

N/A

Description of Agency Services

18. Describe in detail the services your agency provides and how they are unique from the services provided by other agencies.

Serving the central coast for over 50 years, PSHH owns 52 affordable supportive housing properties throughout Santa Barbara, Ventura, and San Luis Obispo counties. PSHH developed and manages each of these properties, and provides supportive, onsite services, without charge to residents.

With a mission to “build affordable homes with site-based services that offer opportunities to change lives and strengthen communities on the Central Coast of California,” PSHH provides a number of services to residents, onsite where they live, designed to help residents enhance housing and home stability and improve student outcomes. These include the Supportive Housing Program, which provides in-house social workers who serve residents through clinical case management, and it includes the Community Building and Engagement Program, which promotes community ties, provides health education and screenings, and administers adult educational services that grow employment attainment and retention skills and financial literacy. Onsite services also include the Education Program, which has been in operation for over 20 years, providing 220 days of math, literacy, and socio-emotional education to students from kindergarten to eighth grade and college prep and retention services to students from the high school level until they complete their time in higher education.

In all, we own or operate 2,100 rental units with 5,670 residents. Residents of our properties are 80% Hispanic, and 12% were homeless prior to living in PSHH housing. Median household income is $37,168. PSHH provides housing specially designed for families, farmworker

19. How long have you been in existence and provided services to the community? PSHH has been providing services in the region for just over fifty years. SHP has been in operation for twenty years. We have provided housing and services in Santa Maria for thirty years. The three LADMs, the locations where grant-funded SHP services will be provided, opened in 1995, 2004, and 2018.

CDBG Experience

20. Has your agency received CDBG funding in the past from the City of Santa Maria?

If NO, explain how your agency is prepared to manage these additional CDBG funds and confirm that you are aware of the various reporting requirements imposed by this federal funding.

PSHH received Capital CDBG funds in 2021 for the rehab of the Educational Learning Center located at the LADMII property.

Funds were effectively managed and the project was completed within the grant period.

Funding Sources

22. List the annual funding sources and amounts for the entire Agency or organization in the table below.

These figures should agree with the figures in the financial statements for your most recent prior fiscal year.

Yes

No
828436Federal Government Page 175 of 220

23. How do you offer a service that is both cost-efficient and effective? PSHH operates a cost-efficient service through an organizational and departmental structure that ensures employees within each position are operating at the top of their ability, providing the greatest level of services and administration of which they are capable. We also maintain a fiscal department that manages finances throughout the organization, lowering the overall expense of fiscal management. These strategies help the Education Department to maintain a staffing structure with only as many levels as are necessary.

Timeline

24. What is the proposed start date of construction / project? -answer not presented because of the answer to #1-

25. Phasing
-answer not presented because of the answer to #1-

1 State Government
167164County Government
5850Local Government
1 United Way
1 Contributions
613000Fundraising
10795447Program Service Fees
786457Private Foundations
624379Other
13,820,736.0013,820,736.00TOTAL

Program Budget top
Revenue
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for Proposed SM
Program
CDBG Portion of
Budget for Proposed
SM Program
Percent of
CDBG
Investment
CDBG Grant/City of Santa Maria
(same as amount requested)) USD$ 0.00 USD$ 20,000.00 USD$ 0.00 CDBG Funding from another
subsidiary USD$ 4,673.00 USD$ 4,640.00 USD$ 0.00
Grants from other Gov't Agencies USD$ 0.00
United Way USD$ 0.00
Contributions USD$ 39,426.00 USD$ 20,341.00 USD$ 0.00
Special Events/Fundraising USD$ 0.00
Legacies & Bequests (Unrestricted) USD$ 0.00
Membership Dues USD$ 0.00
Program Service Fees USD$ 0.00
Other (Specify in Narrative) USD$ 53,217.00 USD$ 58,385.00 USD$ 0.00 Total USD$ 97,316.00USD$ 103,366.00 USD$ 0.00USD$ 0.00
Expenses
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for SM Program
CDBG Portion of
Budget for SM
Program
Direct Assistance to Individuals
Salaries USD$ 68,244.00 USD$ 70,652.00 USD$ 20,000.00
Professional Fees USD$ 206.00 USD$ 1,554.00
Supplies/Publication/Printing USD$ 1,694.00 USD$ 1,362.00 Occupancy/Utilities USD$ 1,977.00 USD$ 3,255.00
Travel/Mileage USD$ 1,107.00 USD$ 1,125.00
Other (Specify in Narrative) USD$ 24,088.00 USD$ 25,418.00 Page 176 of 220 Capital - Design & Engineering
Capital - Property Acquisition
Capital - Construction
Capital - Financing/Legal
Capital - Relocation
Capital - Demolition/Clearance
Capital - Site Improvements
Capital - Admin/Activity Delivery
Capital - Off site Improvements
Capital - Other (Specify in Narrative)
Total USD$ 97,316.00USD$ 103,366.00USD$ 20,000.00

Program Budget Narrative
All CDBG funds will be allocated toward program staff salaries. The staff salary line includes staff salaries, associated taxes, and benefits.

The "other" line item in the Revenue section consists entirely of PSHH's funding of the program.

The "other" line item in the Expenses section consists entirely of indirect costs assigned to the program.

Tables top

Board of Directors roster
Copy of board authorization to apply for this grant.

PSHH Board Authorization
Agency's organizational chart
PSHH Org Chart
Certificates of insurance covering Worker's
Compensation and General Liability (it is not
necessary to name City of Santa Maria as additional
insured at this time)

Insurance certificates
Current and prior year's financial statements
Previous year financial statement
Most recent financial statement
Most recent annual audit report (if your agency does
not perform an annual audit because it is not required
to, please submit a written statement in lieu of the
required attachments.)

Audit
Most recent Form 990 and Schedule A Federal Tax
Return

990
Budget information for the current fiscal year and
next fiscal year (if budget for next fiscal year is not yet available, please submit a written statement in

Operating budget

Page 177 of 220 ends

Application ID: 425385
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Email This Preview Save as PDF Print Close Window A▲▼ City of Santa Maria
Community Development - Community Programs
CDBG FY 2023-2024
Deadline: 12/7/2022
Savie Health Corp.

Free Health Care for Uninsured Santa Maria Residents

Jump to: Pre-Application Application Questions Program Budget Tables Required Documents

USD$ 20,000.00 Requested

Submitted: 12/6/2022 11:38:23 AM (Pacific)

Project Contact
Eryn Shugart
[email protected]
Tel: 805.455.0165

Additional Contacts
[email protected]

Savie Health Corp.
1111 E Ocean Ave Ste 2
Lompoc, CA 93436
United States

Executive Director
Eryn Shugart
[email protected]

Telephone(805) 743-4776
Fax (805) 735-8540
Web saviehealth.org

Pre-Application top

1. What type of proposal is this?
Public service programs must answer this question and submit. Capital projects must continue.

2. What priority does this Capital project fall under?
-answer not presented because of the answer to #1-

3. Proposed Project Goal:
-answer not presented because of the answer to #1-

4. Project Description (Program Narrative):
-answer not presented because of the answer to #1-

Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Capital

Public Service

Page 179 of 220 ends

6. Proposed date of construction or project start:
-answer not presented because of the answer to #1-

7. Schedule:
-answer not presented because of the answer to #1-

8. Phasing:
-answer not presented because of the answer to #1-

9. Do Federal Labor Standards and Davis-Bacon prevailing wages apply? -answer not presented because of the answer to #1-

10. As a Public Service Applicant, indicate that you are aware that your Application deadline is not until Wednesday, December 7, 2022.

Yes

Application Questions top

Project Information

1. Please state the type of CDBG program / project you are applying for:

THIS IS A BRANCHING QUESTION. Different questions will apply based on your answer to this question. Please disregard any incorrect number sequencing.

2. Name of proposed program / project:

Free Health Care for Uninsured Santa Maria Residents

3. Location of proposed program / project:
(Street address, if applicable of proposed program / project):
1111 East Ocean Aven., #2, Lompoc, CA 93436

Problem / Need Statement

Savie Health free clinic already provides free medical services to residents of Santa Maria (SM) who are uninsured. We will also be enrolling residents who may not be aware that they are eligible into Medi-Cal, and will soon be contracted with the SB County Education Office to do so. We will be receiving funding in the next month to add telehealth to our services.

For this project, staff will attend community health fairs and work with the Santa Barbara County Promotores on specific outreach to Santa Maria residents. We will also inform other nonprofits in SM (that may be unaware of Savie) about our work, and advertise on Spanish language radio to best get the word out about our services.

Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Public Services

Capital Project

Page 180 of 220 ends

We will provide primary, preventive, and behavioral healthcare, health education, and care coordination to uninsured SM residents. We will pay for the cost of patients’ lab and imaging expenses and provide discounted medication cards so that usually patients will not be paying more than $4 per prescription. With telehealth, residents of Santa Maria will be able to have follow-up medical visits, care coordination visits, and initial and ongoing behavioral healthcare without needing to drive back to our Lompoc clinic.

Savie’s services address the healthcare provider shortage that exists in the City of Santa Maria per HRSA (in zip codes 93454,93455, and 93458). Furthermore, the 93454-zip code region in Santa Maria has been designated as medically underserved. In addition to these communities being both medically underserved and healthcare provider shortage areas, there is a substantial population of Santa Maria residents who are uninsured (approximately 10,000 individuals, per the Santa Barbara Foundation website). According to the National Immigration Law Center, access to health care coverage improves well-being and saves lives. Compared to people with health insurance, people who are uninsured are more likely to: receive an initial diagnosis in the advanced stages of a disease, die or suffer permanent impairment after a sudden-onset condition, and to live with a chronic condition that could be managed if diagnosed.

Savie Health addresses patient’s social determinants of health, which are conditions in the environments where people are born, live, learn, work, play, worship, and age that affect a wide variety of health, functioning, and quality of life outcomes and risks. We do this through the administration of a SDOH survey, and our bilingual, bicultural, Promotore Clinic Manager provides care consultations with patients based upon their outcomes on these measures to provide appropriate community referrals.

Finally, Savie Health will be enrolling individuals who are eligible into Medi-Cal. Our Promotore is certified to do so, and many of those that we serve are unaware that they are eligible, due to recent changes in California law such that immigrants who are under 26 and over 49 are automatically eligible, regardless of their immigration statu

6. Explain why you believe your program / project best fits the PRIMARY priority selected.

Refer to NOFA packet for the detailed description of each priority and choose only one subcategory under one of the four priorities.

Savie Health’s work assists low income persons in need of food, shelter, clothing, health care and/or safety. We specifically assist individuals in this population who do not have health insurance by providing them with preventative and behavioral healthcare, medication management, nutrition counseling and care coordination. The majority of residents who come from Santa Maria are farmworkers or other individuals who have recently arrived from Mexico. Nearly all of our patients speak only Spanish.

We have patients complete an intake form that asks their income, and whether the patient is an agricultural worker. What is unique about Savie Health is that patients are willing to come to our clinic regardless of their immigration status because we do not require documentation including pay stubs, which deters these patients from seeking care elsewhere, as other health centers do require this documentation. Our bilingual, bicultural, Promotore (who is also our Clinic Manager), Medical Assistant, and office volunteers are able to communicate with and translate for these patients when needed. In reviewing the stated income of our Santa Maria patients, all fall in the low-income category, with many individuals reporting income levels of $20,000 or less for their family, and some reporting no income at all.

Furthermore, by enrolling eligible SM patients who seek care at Savie into Medi-Cal, these individuals (many of whom are not aware they are eligible due to being newly eligible on account of the recent Medi-Cal expansion to those aged 50 and over and 26 and under regardless of immigration status, and those who have recently come to this country from Mexico) these individuals will have access to full scope healthcare and well as dental care. These individuals will be able to receive healthcare from specialists such as cardiologists, endocrinologists, urologists, and others that will best be able to care for acute or chronic healthcare conditions that these individuals may have.

Prevent homelessness and address critical emergency, at-risk youth, elderly and underserved populations

Expand educational and development opportunities

Provide affordable housing

Revitalize existing neighborhoods

Page 181 of 220 ends

Target Population

We have patients complete an intake form that asks their income, and whether the patient is an agricultural worker. What is unique about Savie Health is that patients are willing to come to our clinic regardless of their immigration status because we do not require documentation including pay stubs, which deters these patients from seeking care elsewhere, as other health centers do require this documentation. We are filling a previously unmet need in doing this, and our clinic has been incredibly busy treating patients from this population since the day we opened. In reviewing the stated income of our Santa Maria patients, almost every patient falls in the low-income category, with many individuals reporting income levels of $20,000 or less for their family, and some reporting no income at all.

Furthermore, by enrolling eligible patients who seek care at Savie into Medi-Cal, these individuals (many of whom are not aware they are eligible due to being newly eligible on account of the recent Medi-Cal expansion to those aged 50 and over and 26 and under regardless of immigration status, and those who have recently come to this country from Mexico) these individuals will have access to full scope healthcare and well as dental care. These individuals will be able to receive healthcare from specialists such as cardiologists, endocrinologists, urologists, and others that will best be able to care for acute or chronic healthcare conditions that these individuals may have.

Without access to healthcare, individuals who are uninsured are more likely to experience chronic conditions such as diabetes, and acute conditions such as a stroke, resulting in these individuals having a decreased likelihood of being able to maintain their jobs, purchasing food, and maintaining their housing. Our work is helping to ensure a healthier Santa Maria community through filling this previously unmet need, and addresses health equity.

8. Check box or boxes of population category to be served by the proposed program / project:

9. Out of all the boxes checked above, which population category will primarily be served by the proposed program / project?
The primary population that Savie Health serves is families living in poverty. We inquire about patient’s household size on our

Homeless

At Risk of Homelessness

Homeless Youth, 18-24 Years Old

Elderly

Victims of Crime

Persons with Mental Illness

Physically Disabled

Developmentally Disabled

Persons with AIDS/HIV

Unemployed

Language Barriers

Youth, 0-5 Year Olds

Youth, 6-12 Year Olds

Youth, 13-17 Year Olds

Families Living in Poverty

Families w/ Housing Burden

Substance Abuse Problems

At-Risk Youth

Other: Youth who do not have health insurance, primarily because their parents are not aware that they qualify for Medi- Cal

Page 182 of 220 ends

intake form, and nearly every person that we have thus far provided services for who is a Santa Maria resident lives with family.

Frequently, adult children bring their older parent to our clinic to receive care. As previously stated, in reviewing the reported income of our Santa Maria patients, just about all fall in the low-income category. Many patients individuals report income levels of $20,000 or less for their family, and some reporting no income at all. Savie serves many individuals who come to the clinic with their partner, and often, children are brought along to the visit. Savie is able to, but has not as of yet, served residents of Santa Maria who are children. We are able to provide healthcare services to children who do not have health insurance. Our comprehensive health, behavioral health, and care coordination services all benefit entire families.

Unit of Service

10. What is the total number of unduplicated persons OR households to be served OVERALL by the proposed SANTA MARIA program / project?
Please enter only for persons OR households (not both).

A. Units of service: healthcare visit, care coordination, labs/imaging, Medi-Cal enrollment. B. Units of services that each person will receive is estimated to be 3: a visit, care coordination & labs, or a visit, care coordination & Medi-Cal enrollment.

Outcomes

12. Describe your short- and long-term goals and performance targets.

A.) Describe the intended outcomes for the program participants / beneficiaries; B.) What measures, tools and / or indicators will be used to demonstrate the outcomes?
The intended outcomes (and outcome measures) will be as follows:

Short Term:

First, The Promotores will provide outreach in the Santa Maria community at a variety of locations and provide Savie with intake documents for individuals interested in being seen for a healthcare visit at our clinic. Based upon this outreach, 25 residents will receive an in-person healthcare visit/ and a care plan at the conclusion of their visit, and 25 more will receive a telehealth behavioral healthcare visit or care coordination with a corresponding care or action plan. This number will be tracked through our electronic health record.

Second, Savie Health will continue to provide healthcare services to residents of Santa Maria at our clinic and soon, by telehealth.

Long Term (entire grant period and beyond):

100 additional Santa Maria residents without health insurance (who learned about us via the radio, community partners, word of mouth, etc.) will receive an initial in person healthcare/behavioral health visit at Savie Health, including a plan of care. We will track this number through our electronic health record.

Of the 125 residents receiving an initial visit at Savie, 100 will also receive lab and/or imaging tests and have a follow-up appointment in person or by telehealth to learn the outcomes of these tests and the corresponding care/medication management plan. We will track this number through our electronic health record as well.

Of the 150 Santa Maria residents served through items 1-3 above, 80% will report feeling healthier and better overall 6 months after their initial visit at Savie Health. We will track this through our electronic health record, and our bilingual office staff will make these calls or inquire of these residents as they make a return visit to Savie or via a telehealth visit.

We will enroll 30 Santa Maria residents who are eligible into Med-Cal during the grant period. These individuals most likely will have received a healthcare visit prior to enrollment, given that the Medi-Cal approval process takes time. This number will be tracked through our electronic health record as well as on reports that we provide to the Santa Barbara County Education Office.

150Persons
Households
150.00150.00TOTAL

Page 183 of 220 ends

Collaboration

How will funding be distributed to each collaborative partner and what percentage of the requested CDBG funding will be provided to each partner?
Savie will continue to collaborate with other organizations on this project, and our funding partner will be the Promotores (through the Santa Barbara County Education Office). Lompoc Valley Medical Center (LVMC) is a collaborative partner, as the hospital provides our clinic space to us free of charge and provides highly discounted rates on labs and imaging. We refer female patients in need of women’s healthcare (cervical and breast cancer screening) to the Santa Barbara County Public Health Department to participate in their Every Woman Counts project. We will be collaborating with Family Services Agency through a separate grant, and consequently their therapists will likely provide some behavioral healthcare services to Santa Maria patients. We refer patients to CALM, CADA, Good Samaritan, and other nonprofits depending upon their circumstances and needs. We are collaborating with the Santa Barbara County Education Office through a contract in which will receive reimbursement for enrolling eligible individuals into Medi-Cal.

Savie collaborated with the Promotores prior to opening our clinic in the beginning of 2022. They were highly effective in Spanish language outreach and in getting the word out about the new clinic to those likely to be uninsured. We will once again collaborate with them for this project. Promotores (who will be trusted members of the Latina community in Santa Maria) will go to multiple locations throughout the city where those likely to utilize Savie’s services would likely go, including food distribution sites, churches, money transfer stations, outdoor markets, etc. The Promotores will receive $5,000, or 25% of grant funds for this outreach. For this sum of funds, they will perform the following work:

Promotora Coordinator and Lead Promotoras – will assist in developing a community needs assessment, create an outreach plan, assist in developing material for outreach. Recruit additional promotores to conduct surveys (regarding whether residents are insured, eligible for Medi-Cal, whether they would be interested in receiving behavioral healthcare services, etc.) in the community. The Promotores will also plan an open house type of event to introduce these Santa Maria residents to the clinic.

Second Scope of Work: The Lead Promotoras and promotores will begin conducting community surveys and begin distribution of outreach material. They will assist in promoting the open house event and assist at the event.

14. How do you cooperate or network with other existing related programs, organizations or community resources?
Savie works closely with community partners. Lompoc Valley Medical Center (LVMC) is a collaborative partner, as the hospital provides our clinic space to us free of charge and provides highly discounted rates on labs and imaging. We refer female patients in need of women’s healthcare (cervical and breast cancer screening) to the Santa Barbara County Public Health Department (in this case, to the Santa Maria location) to participate in their Every Woman Counts project. We will be collaborating with Family Services Agency through a separate grant starting in January, and consequently their therapists will likely provide some behavioral healthcare services to Santa Maria patients. We refer patients to CALM, CADA, Good Samaritan, Catholic Charities, the Food Bank, and Route 1 Farmer's Market for food, Servicios de Immigracion, and other nonprofit and governmental agencies depending upon their needs.

Individuals who come to Savie seeking healthcare who have Medi-Cal are referred to Community Health Centers of the Central Coast. People who have emergency needs are referred to the hospital, and we inform them that emergency Medi-Cal will cover the cost of their visit.

15. Does the proposed program require parental participation or family involvement? If so, please describe in detail.

We require parental consent to treat anyone under the age of 18 years.

16. Do you utilize volunteers for direct services?

17. If answered "yes" to previous question, explain and indicate the total number of hours of volunteer labor used per year and for what purpose.

Several of Savie Health’s medical providers are volunteers and they provide primary, preventive healthcare. Our volunteer medical providers include our Medical Director, Dr. Ahmad Nooristani, who is an Internist, Dr. Lee Silkman, Dr. Lawrence Li, and Dr. Hafez Nasr, all of whom are whom are Family Practice Physicians, and Dr. James Trettin, who is an Emergency Room Physician. Our physicians average a total of 40 hours monthly, or 480 hours annually of donated direct medical care.

Yes

Page 184 of 220 ends

Our Medical Assistant volunteer is Kim Garcia, who averages 30 hours monthly, or 360 hours annually of direct medical assisting care including taking patient’s health history, vitals, and assisting with minor medical procedures. Our Licensed Clinical Social Workers are volunteers Michael Dixon and Art Dossey, who average 9 hours monthly or 108 hours annually of donated behavioral healthcare services. These hours total to 948 annual hours of direct medical or behavioral healthcare services.

Non-medical office volunteer includes scribes and bilingual individuals who can help patients with paperwork and scheduling for a total of approximately 480 hours of donated services. We have interns who work remotely and help with marketing, development, and volunteer recruitment for a total of approximately 480 hours of donated services as well.

Total hours of donated volunteer labor per year averages 1908 hours.

Description of Agency Services

18. Describe in detail the services your agency provides and how they are unique from the services provided by other agencies.

Savie provides primary, preventive, and urgent care, as well as behavioral healthcare to people without health insurance When patients arrive at our clinic, they are given an intake form to complete that requests that they self-certify that they do not have health insurance and that asks other questions. They are also given the Social Determinants of Health form which asks questions about environmental factors which are related to health, and the Patient Health Questionnaire (PHQ) which assesses depression and anxiety. Most patients come to our clinic to receive primary care, and many have not seen a physician for years. Patients are asked questions related to their health history and given a physical exam after having their vitals taken. Most patients are ordered labs, ultrasounds, or X-rays as part of their health screening. We pay for these tests, and patients go to LVMC (which is one quarter of a mile away) to receive them. We provide patients with medication discount cards so that patients are not paying more than $4 per prescription. We are able to treat patients for urgent care visits when they are ill and need to be tested for strep throat, a urinary infection, need stitches out after an ER visit, or other reasons. All patients are informed of their care plan after their visit and provided with health education should their health concern warrant (for instance, information on a healthy diet for those with hypertension or high blood sugar). Based upon a patient’s PHQ score, self-reports or reported history of any depression or anxiety, those patients are referred to our Licensed Clinical Social Worker for an assessment and referral to appropriate community resources. We will soon be working with Family Services Agency (FSA), and by the time that this grant period begins, we will have FSA therapists to provide ongoing counseling to those patients who desire this.

All patients receive a follow up call by our Clinic Manager after visiting our clinic. She discusses with those patients whose scores on the Social Determinants measure indicate that they are experiencing challenges these concerns, and works with them to find appropriate resources that could help to alleviate these issues.

Patients who are 26 & under and 50 & over will be contacted by our Clinic Manager or Medical Assistant after the first of 2023 to be told they are eligible for Medi-Cal. These patients will be invited back to Savie Health or enrolled via telehealth.

Savie is the only clinic in this county that does not require patients to provide documentation at visits. The Community Health Centers are a non-profit, but they serve patients who have Medi-Cal and have a sliding fee scale for others. The public health department charges a fee for patients. SLO NOOR is also free but is located 20 miles further away (in another county) for residents of Southern Santa Maria. They do not address social determinants, do care consultation, and they do not do Medi- Cal enrollment

19. How long have you been in existence and provided services to the community? Savie has been open for close to one year. We received our 501c3 in September of 2021 and provided some limited services in early 2022. We opened two days weekly in June of 2022 and added a third day in early November. We are adding a 4th day at the first of 2023.

It is important to note that Savie was founded by the founder of the SLO NOOR Foundation, and consequently our clinic model has a proven history of success.

CDBG Experience

20. Has your agency received CDBG funding in the past from the City of Santa Maria?

21. If YES, explain when your agency received funding and how your agency did in managing these funds. This

Yes

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includes providing information obtained during your most recent monitoring review by the Special Projects Team.

If NO, explain how your agency is prepared to manage these additional CDBG funds and confirm that you are aware of the various reporting requirements imposed by this federal funding.

Not applicable.

Funding Sources

22. List the annual funding sources and amounts for the entire Agency or organization in the table below.

These figures should agree with the figures in the financial statements for your most recent prior fiscal year.

23. How do you offer a service that is both cost-efficient and effective? Savie Health relies heavily upon volunteers to reduce our costs. Our volunteer physicians donate approximately 480 hours annually of their services, valued at close to $100,000 (at an hourly rate of $200/hour). Our social workers donate approximately 108 hours annually, valued at $5,400 (based upon a rate of $50/hour). Our Medical Assistant volunteers approximately 360 hours annually, which is valued at $8,640 (based upon an hourly rate of $24/hourly). Our scribed and other officer volunteers likely save us thousands of dollars per year annually as well. Furthermore, we receive a 90% discount on the cost of labs and imaging. These in-kind services and highly discounted rate result in Savie being able to provide services to our patients that are cost-efficient to our grantors and donors, and of course, free of charge for our patients. Our preventative healthcare services to those who would otherwise go without healthcare will result in fewer premature deaths and hospitalizations from chronic conditions from individuals in this population residing in our community, and will result in a healthier, and more productive community overall.

Timeline

24. What is the proposed start date of construction / project? -answer not presented because of the answer to #1-

25. Phasing
-answer not presented because of the answer to #1-

0 Federal Government
0 State Government
0 County Government
0 Local Government
0 United Way
195479.64Contributions
Fundraising
0 Program Service Fees
113573Private Foundations
Other
309,052.64309,052.64TOTAL

Program Budget top
Revenue
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for Proposed SM
Program
CDBG Portion of
Budget for Proposed
SM Program
Percent of
CDBG
Investment
CDBG Grant/City of Santa Maria
(same as amount requested)) USD$ 0.00 USD$ 20,000.00 USD$ 20,000.00 USD$ 1.00 CDBG Funding from another subsidiary USD$ 0.00 USD$ 0.00 USD$ 0.00 Grants from other Gov't Agencies USD$ 0.00 USD$ 2,000.00 USD$ 0.00 United Way USD$ 0.00 USD$ 0.00 USD$ 0.00
Contributions USD$ 0.00 USD$ 43,000.00 USD$ 0.00
Special Events/Fundraising USD$ 0.00 USD$ 2,000.00 USD$ 0.00 Legacies & Bequests (Unrestricted) USD$ 0.00 USD$ 0.00
Membership Dues USD$ 0.00 USD$ 0.00 Page 186 of 220
Program Service Fees USD$ 0.00 USD$ 0.00
Other (Specify in Narrative) USD$ 0.00 USD$ 0.00 USD$ 0.00 Total USD$ 0.00USD$ 67,000.00USD$ 20,000.00USD$ 0.30
Expenses
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for SM Program
CDBG Portion of
Budget for SM Program
Direct Assistance to Individuals USD$ 0.00 USD$ 0.00
Salaries USD$ 45,833.00 USD$ 13,000.00
Professional Fees USD$ 5,000.00 USD$ 5,000.00
Supplies/Publication/Printing USD$ 3,000.00 USD$ 0.00
Occupancy/Utilities USD$ 3,000.00 USD$ 0.00
Travel/Mileage USD$ 500.00 USD$ 0.00
Other (Specify in Narrative) USD$ 9,667.00 USD$ 2,000.00 Capital - Design & Engineering
Capital - Property Acquisition
Capital - Construction
Capital - Financing/Legal
Capital - Relocation
Capital - Demolition/Clearance
Capital - Site Improvements
Capital - Admin/Activity Delivery
Capital - Off site Improvements
Capital - Other (Specify in Narrative)
Total USD$ 0.00USD$ 67,000.00USD$ 20,000.00

Program Budget Narrative
Salaries are for all 4 of our staff, executive director, clinic manager, medical assistant, and nurse practitioner.

Professional services are for funds that will be paid to the Promotores for outreach.

Other fees are for costs of lab and imaging tests.

Tables top

Board List
Copy of board authorization to apply for this grant.

Board Authorization-City of SM
Agency's organizational chart
Organizational Chart
Certificates of insurance covering Worker's
Compensation and General Liability (it is not
necessary to name City of Santa Maria as additional
insured at this time)

Certificate of Insurance

Page 187 of 220 ends

Application ID: 423248
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Current and prior year's financial statements
Savie Health Balance Sheet 2021
Profit and Loss 2021
Most recent annual audit report (if your agency does
not perform an annual audit because it is not required
to, please submit a written statement in lieu of the
required attachments.)

Statement in lieu of audit
Most recent Form 990 and Schedule A Federal Tax
Return

Statement in lieu of tax return
Budget information for the current fiscal year and
next fiscal year (if budget for next fiscal year is not yet available, please submit a written statement in
lieu of the required attachments.)

Statement in lieu of 2023-2024 budget
Savie Health Budget 2022-2023
Capital Projects ONLY: Three (3) bids required, with
at least one (1) bid coming from a local contractor.

Failure to submit may result in an incomplete
application.

Organizational structure: List the total number of
employees for your agency by job title/classification
and salary/wage range for each job/classification.
download template

Organizational Structure

Page 188 of 220 ends

Email This Preview Save as PDF Print Close Window A▲▼ City of Santa Maria
Community Development - Community Programs
CDBG FY 2023-2024
Deadline: 12/7/2022
SLO Noor Foundation
SLO Noor Foundation Mobile Healthcare

Jump to: Pre-Application Application Questions Program Budget Tables Required Documents

USD$ 15,000.00 Requested

Submitted: 12/7/2022 8:41:14 PM (Pacific)

Project Contact
David Parro
[email protected]
Tel: 805-439-1797

Additional Contacts
[email protected],
[email protected]

SLO Noor Foundation
1428 Phillips Ln Ste 203
San Luis Obispo, CA 93401
United States

Executive Director
David Parro
[email protected]

Telephone805-439-1797
Fax 805-439-1799
Web www.slonoorfoundation.org

Pre-Application top

1. What type of proposal is this?
Public service programs must answer this question and submit. Capital projects must continue.

2. What priority does this Capital project fall under?
-answer not presented because of the answer to #1-

3. Proposed Project Goal:
-answer not presented because of the answer to #1-

4. Project Description (Program Narrative):
-answer not presented because of the answer to #1-

5. Statement of Need: Provide a summary of the established need for the proposed project and the problems that will be solved as a result of the project.

Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Capital

Public Service

Page 189 of 220 ends

-answer not presented because of the answer to #1-

6. Proposed date of construction or project start:
-answer not presented because of the answer to #1-

7. Schedule:
-answer not presented because of the answer to #1-

8. Phasing:
-answer not presented because of the answer to #1-

9. Do Federal Labor Standards and Davis-Bacon prevailing wages apply? -answer not presented because of the answer to #1-

10. As a Public Service Applicant, indicate that you are aware that your Application deadline is not until Wednesday, December 7, 2022.

Yes

Application Questions top

Project Information

1. Please state the type of CDBG program / project you are applying for:

THIS IS A BRANCHING QUESTION. Different questions will apply based on your answer to this question. Please disregard any incorrect number sequencing.

2. Name of proposed program / project:

Noor Mobile Health

3. Location of proposed program / project:
(Street address, if applicable of proposed program / project):

Santa Maria City - location TBD

Problem / Need Statement

The Mobile Health project is a partnership between Noor Clinics and Cal Poly Health Research. Mobile Clinics will provide primary care to underserved populations, deliver preventative health exams directly to uninsured adults, screen for chronic health risks, enroll new patients, and create wellness plans for continued primary and specialty care at Noor Health Clinics, and telehealth. Services will be delivered several times a week over the course of a year. The project will improve access to care for low-income, farm workers, immigrants, and other low income populations.

Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Public Services

Capital Project

Page 190 of 220 ends

The California Healthy Places Index (HPI), conducts research that provides data about community conditions which predict life expectancy and health. HPI reports that over one-third of Santa Maria residents ages 18 to 64 do not have health insurance.

The Santa Maria Valley has the lowest health ranking by HPI. Disparities for vulnerable populations are due to language barriers, lack of transportation, and health insurance. As a result, individuals go without vital medical treatment. Lack of health coverage leads to decreased workforce productivity, increased hospitalization rates, and higher mortality which are costly for communities. The United States Health Resources and Services Administration (HRSA) designated the migrant farmworker population in Santa Maria and Guadalupe as a health professional shortage area. The highest uninsured rates are undocumented Californians, 65% do not have health coverage.

Mobile Clinics will deliver bilingual preventative and primary health exams, pelvic and breast exams, pap smears, blood pressure, blood sugar, and cholesterol testing. Family planning, pregnancy, menopause, heart health, mental health, enroll new patients, and create wellness plans for continued primary and specialty care at Noor Health Clinics, and telehealth. The Cal Poly Center for Health Research is a partner in this project. Host sites for the mobile services are: the MINAMI Community Center, Los Adobes de Maria II, Salvation Army, Veterans Hall in Santa Maria, and Guadalupe Family Services Center.

The mobile health unit is a customized motor vehicle that has two rooms for exams, refrigeration, an area for referrals as well as space to conduct research.

Noor Health will continue providing no-cost primary and specialty care for patients from Northern Santa Barbara County residents, which make up 21.4% of the total clients served annually at SLONF. Comprehensive care includes: dental, vision, dermatology, podiatry, gynecology, neurology, cardiology, and physical rehabilitation services, laboratory and radiology diagnostics, affordable prescriptions, nutrition and lifestyle consultations, chronic condition management, mental health screenings, and health education.

6. Explain why you believe your program / project best fits the PRIMARY priority selected.

Refer to NOFA packet for the detailed description of each priority and choose only one subcategory under one of the four priorities.

It is the mission of SLO Noor Clinics to provide the underserved and disadvantaged with free access to quality acute, non- emergent care they need regardless of race, ethnicity, religion, immigration, or socioeconomic status. Most of our patients are at poverty level or below and unable to afford or qualify for health care services. Our free clinic provides high quality and episodic primary care services and a medical "home" to uninsured adult members of the community who often skip or postpone treatment because they cannot afford insurance premiums or out-of-pocket costs charged at private practices or sliding-scale clinics. The clinic also serves as an alternative for uninsured who previously sought care for non-emergencies at local hospital emergency rooms. We are a safety net clinic for the uninsured.

Providing on-site health care access to the residents of Santa Maria will address critical needs of underserved populations - namely those without health insurance. Limited access to women’s healthcare remains a significant public health issue. In 2018, an estimated 38% of women went without recommended health care, did not see a doctor when sick, or failed to fill prescriptions. During pregnancy, an estimated 26% of women received inadequate prenatal care (either too late or not at all), increasing their and their infants’ risk of major short and long-term adverse health outcomes. The COVID pandemic has exacerbated social disparities in access to healthcare, especially in Santa Maria where 12.8% of the population have an income below the poverty level (http://www.city-data.com/poverty/poverty-Santa-Maria-California.html). Providing this care may allay costs, both financial and health-related, that could lead to the loss of ability to pay for housing. Our services reach all ethnicities, with 98% of care delivered to Spanish speaking patients, many of whom are undocumented.

Target Population

Prevent homelessness and address critical emergency, at-risk youth, elderly and underserved populations

Expand educational and development opportunities

Provide affordable housing

Revitalize existing neighborhoods

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According to the U.S. Census Bureau’s American Community 2016-2020 Survey, Santa Maria ranks eighth on the list of small cities with the highest rate of those without health insurance at 21.1%. In Guadalupe 24.0%; Santa Maria, 29.2% of the population live in poverty. The 2022 Dignity Health community health needs assessment found that residents in the Santa Maria Valley suffer disproportionately from chronic conditions, including obesity, diabetes, cancer, and stroke.

Noor Health has seen an increased representation of these at-risk populations. 83% of the patient base is Spanish-speaking. 91% are very low-income (at or below 200% of the Federal Poverty Level). In 2022, over half of new patients were diagnosed with one or more high-risk chronic conditions. Preventative health screenings for chronic diseases are vital, and save lives. 100% of SLO Noor's patients are uninsured adults.

80+% of Santa Maria patients who will be served in this program fall within CDBG income limits described by the City of Santa Maria. Patients fall into these categories: employed (43%); unemployed (44%); homeless 3%); disabled/retired (8%); and students (2%). SLO Noor Clinics collects patient data, related to social determinants of health, income, and measures health outcomes through Practice Fusion, the most widely used Electronic Health Records software of healthcare providers. It is a comprehensive system that organizes clinical workflow and patient records. The final project report will provide the needed data as needed for the City of Santa Maria, documenting income information in addition to health indicators, and outcomes

8. Check box or boxes of population category to be served by the proposed program / project:

9. Out of all the boxes checked above, which population category will primarily be served by the proposed program / project?
Families living in Poverty

Unit of Service

10. What is the total number of unduplicated persons OR households to be served OVERALL by the proposed SANTA MARIA program / project?
Please enter only for persons OR households (not both).

Initial patient encounters; triage; lab panels; advanced lab work/tests; specialist referrals; well-woman exams; imaging

Homeless

At Risk of Homelessness

Homeless Youth, 18-24 Years Old

Elderly

Victims of Crime

Persons with Mental Illness

Physically Disabled

Developmentally Disabled

Persons with AIDS/HIV

Unemployed

Language Barriers

Youth, 0-5 Year Olds

Youth, 6-12 Year Olds

Youth, 13-17 Year Olds

Families Living in Poverty

Families w/ Housing Burden

Substance Abuse Problems

At-Risk Youth

Other:
1000Persons
Households
1,000.001,000.00TOTAL

Page 192 of 220 ends

services. The estimated unit of service per patient is 1.7.

Outcomes

12. Describe your short- and long-term goals and performance targets.

A.) Describe the intended outcomes for the program participants / beneficiaries; B.) What measures, tools and / or indicators will be used to demonstrate the outcomes?
The Mobile Health program (MHP), will help meet the needs of underserved and at-risk populations in Santa Maria; by extending services for those who are without health care. It will increase the health and wellness within marginalized neighborhoods of the Santa Maria Valley.

(MHP) will empower communities and provide greater health access to short term and long term care. Outcomes: (1) increase new patient base by 20%; (2) increase new patient preventative screenings for chronic health risks by 30%; (3) increase patient specialty care at Noor Health Clinics (ie: laboratory diagnostics, gynecology, cardiology, nutrition, and mental health screenings) by 20%; (4) increase positive health outcomes (ie: an increase in positive lifestyle and physical activities. decrease in HbA1c or BMI levels). (5) sustain free healthcare delivery for 100% of patients from Northern Santa Barbara County at Noor Health Clinics. (6) program evaluation to assess staff effectiveness, access, timeliness, safety, and quality of services. (ie: analysis of project data and completion of outcomes.) (7) Services will ensure cultural and linguistic appropriateness, and engagement with the community. (8) Collect and maintain accurate and reliable demographic data to monitor, evaluate the impact, and measure outcomes.

Long Term Goals: Increase awareness about Health Equity, build authentic relationships, provide information about resources that are available. Improve collaboration by sharing data, technology, and resources between organizations, public agencies, patients, and volunteers. Uninsured residents of Santa Maria will benefit from knowing how to address their health conditions.

Collaboration between Cal Poly, NOOR, Dignity Health, and other community groups, will build a foundation for success. The project will seek opportunities to train the next generation of leaders in health care, providing undergraduate students, medical residents, and other learners with opportunities to discover the specific cultural, biological, behavioral, and environmental factors that shape health, as well as hands-on opportunities to work to improve the health of diverse, disadvantaged patient populations in Santa Maria.

Collaboration

How will funding be distributed to each collaborative partner and what percentage of the requested CDBG funding will be provided to each partner?
SLO Noor and Cal Poly Center for Health Research have established a network of community non-profits, Public Health agencies, and individual providers, who support and strengthen direct patient services. Many partners provide additional services at the reduced fee levels as a way to support this outreach. A portion of our collaborators include: Marian Regional Medical Center, Santa Maria provides clinic experience for residents who participate in the mobile medical health unit. Marian also provides free lab testing for Noor MHP patients. Dignity Health Medical Center assists in outreach and with community education. Radiology Associates, Central Coast Pathology, Sierra Vista Regional Medical Center Labs provide discounted diagnostic and lab tests. A portion of the CDBG program funds will be used to support lab tests for Santa Maria patients.

The Mobile Health program currently provides mobile access to care for Santa Maria City residents three-four days per week at four different locations in the community (MINAMI Community Center, Los Adobes de Maria II at Peoples’ Self-Help Housing, Salvation Army, and the Veterans Hall). The project will provide funds to pay for additional staffing; medical assistant, nurse practitioner/phlebotomist and interpreter services working on the MHP, that will expand the capacity to serve more patients.

14. How do you cooperate or network with other existing related programs, organizations or community resources?
Care Coordination is important for the success of the program and our patients. In addition to the partnerships mentioned, Noor Health maintains and grows an extensive network of services, programs, and relationships. Patients are screened for social determinants of health, and referred to other local agencies for services as needed to access health, housing, employment, and education programs. Noor staff participate in multiple community collaborative networks and participate with the Latino Health Coalition in community health fairs held at low-rent housing developments. As the program expands to provide care in the Santa Maria community, continued partnerships are vital for positive health and equity outcomes.

Page 193 of 220 ends

15. Does the proposed program require parental participation or family involvement? If so, please describe in detail.

Parental participation is not required for the program. We serve adults, 18 years of age and older. Family involvement is not required, however, many families arrive at the clinic together. Families are welcome to participate in the Lifestyle education sessions which help patients change eating and behavioral habits to control diabetes, weight, or heart issues.

16. Do you utilize volunteers for direct services?

17. If answered "yes" to previous question, explain and indicate the total number of hours of volunteer labor used per year and for what purpose.

Since first opening in 2010, the Noor Health has evolved from a single, part-time medical clinic to a multidisciplinary healthcare organization that unites its volunteers, staff, advocates, and supporters in the mission to provide free and vital health and support services to those who would otherwise go without. By operating as a network of health and support services, the SNF employs the time and expertise of 70 professional and administrative volunteers in addition to staffing its clinic with 12 programmatic and administrative employees. 2022, Noor Health Clinics were supported by 35 active volunteer providers who delivered 72% of clinical care

As a 501(c)3 nonprofit, the SNF is governed by a Board of Directors, which hosts 12 volunteer members and also follows the direction of three volunteer Clinic Directors. Please refer to the following description for additional details:

70 administrative and professional volunteers who collectively donated 1,689 hours of service in 2022.

3.0 FTE medical clinic support staff, including a Medical Clinic Manager, Nurse Practitioner, and Medical Assistants.

1.9 FTE dental clinic support staff, including a Dental Clinic Manager, Dentist, and Dental Assistant.

3.2 FTE administrative support staff, including an Executive Director, Grants Manager, Grants Coordinator, Data Coordinator, and Administrative Assistant.

Description of Agency Services

18. Describe in detail the services your agency provides and how they are unique from the services provided by other agencies.

Beginning as a single part-time medical clinic, the SLONF has evolved into a multidisciplinary healthcare organization that operates two clinic sites in San Luis Obispo in addition to managing a full-time Telehealth Care and Virtual Support Program and the part-time Women and Infants Mobile Health Unit, which serves women in northern Santa Barbara County through a partnership with the Cal Poly Health Research Center.

In 2021, the SLONF was successful in serving 1,641 patients over 3,852 encounters and 14,597 diagnostics, offering the following health and support services in both English and Spanish: primary and specialty care, including dermatology, podiatry, cardiology, neurology, women's’ health, and physical rehab services; transdisciplinary screenings and referrals (ie:
ophthalmology care for type-2 diabetics); laboratory and radiology diagnostics; medication prescription and refills; chronic condition health management; COVID-19 risk and vaccine education; telehealthcare and virtual support; lifestyle and nutrition consultations; mental health screenings, and counseling referrals; preventive and restorative dental care; oral surgery and rehabilitation; comprehensive eye exams and eyeglass prescription; affordable prescription assistance, and; social support and community referrals.

In response to the late impacts of the COVID-19 pandemic, the SLONF also formed the following new or expanded programs in 2021: (1) expanded, full-time telehealthcare and virtual support services, including certain specialty care (ie: nutrition) meant to expand access within rural communities and individuals without transportation, childcare, workplace accommodations, etc.; (2) mental health screenings, and counseling referrals, integrating mental healthcare into a primary care setting to reduce stigmatization and improve awareness and access to mental health resources; (3) COVID-19 vaccine health education and single-day vaccine administration clinics, focusing on hard-to-reach populations, such as Spanish-speaking communities, and; (4) Medi-Cal enrollment support and Medi-Cal provider referrals, which are offered in order to ensure Medi-Cal-eligible community members can receive coverage and to help ensure that SLO Noor Health Clinics services are provided to uninsured community members who are ineligible for Medi-Cal.

19. How long have you been in existence and provided services to the community?

Yes

Page 194 of 220 ends

Gaining 501(c)3 status in 2010, the SLO Noor Foundation (SLONF) is the only HRSA-recognized free clinic and safety-net organization in San Luis Obispo and Santa Barbara Counties; with a mission to provide free medical, dental, and vision care to uninsured adults. Noor Health supports community-led ideas to create health equity, greater access to care and services.The SLO Noor Foundation medical clinic has been open for over ten years and has been an active collaborator with the Cal Poly mobile health unit (MHU) since March 2018. Since both the SLO Noor Foundation and the Cal Poly MHU utilize both paid and volunteer staff, we are able to bring these much-needed services to the uninsured population in Santa Maria at a lower cost than many brick-and-mortar establishments. Studies by the Harvard and Stanford Medical Schools show that Mobile Health Clinics benefit communities by making health care more affordable and accessible, which improves patient outcomes. Mobile Clinics provide quality care at a lower cost than traditional health clinics. According to Mobile Health Map, for every $1 spent on mobile health, $12 is saved, resulting in a return on investment of 12:1. Studies by CDC find that each mobile clinic results in an average of 600 fewer emergency room visits each year. MHC cost-effective prevention services reduce the amount of care an individual needs over their lifetime. Mobile Health Clinics extend healthcare access to vulnerable populations at a fraction of the cost of running a traditional hospital or care facility.

CDBG Experience

20. Has your agency received CDBG funding in the past from the City of Santa Maria?

If NO, explain how your agency is prepared to manage these additional CDBG funds and confirm that you are aware of the various reporting requirements imposed by this federal funding.

Funding Sources

22. List the annual funding sources and amounts for the entire Agency or organization in the table below.

These figures should agree with the figures in the financial statements for your most recent prior fiscal year.

23. How do you offer a service that is both cost-efficient and effective? In addition to the MHU, the SLO Noor Foundation operates three clinics (medical, dental and eye) in two locations with only 11 paid full-time employees and 3 paid part-time employees. We can accomplish this high level of free health services only with the help of approximately 75 licensed medical professionals and almost 100 community volunteers who work at varying times throughout the year in each of the clinics. We have negotiated discounted rates for lab services at speciality clinics and labs throughout Santa Barbara and San Luis Obispo counties. The patients served through the MHU benefit from the SLO Noor Foundation's clinicians and connections and services. The SLO Noor Foundation has been effective in obtaining grants and donor support so that these services may remain free to the uninsured who cannot afford health care.

According to Mobile Health Map, for every $1 spent on mobile health, $12 is saved, resulting in a return on investment of 12:1.

Studies by CDC find that each mobile clinic results in an average of 600 fewer emergency room visits each year. MHU cost- effective prevention services reduce the amount of care an individual needs over their lifetime. Mobile Health Clinics extend healthcare access to vulnerable populations at a fraction of the cost of running a traditional hospital or care facility.

Yes

No
Federal Government
State Government
County Government
Local Government
United Way
331,723Contributions
Fundraising
Program Service Fees
Private Foundations
402,556Other
734,279.00734,279.00TOTAL

Page 195 of 220 ends

Timeline

24. What is the proposed start date of construction / project? -answer not presented because of the answer to #1-

25. Phasing
-answer not presented because of the answer to #1-

Program Budget top
Revenue
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for Proposed SM
Program
CDBG Portion of
Budget for Proposed
SM Program
Percent of
CDBG
Investment
CDBG Grant/City of Santa Maria (same
as amount requested)) USD$ 0.00 USD$ 15,000.00 USD$ 0.00 CDBG Funding from another subsidiary USD$ 0.00
Grants from other Gov't Agencies USD$ 0.00
United Way USD$ 0.00
Contributions USD$ 28,500.00 USD$ 28,500.00 USD$ 0.00
Special Events/Fundraising USD$ 0.00
Legacies & Bequests (Unrestricted) USD$ 0.00
Membership Dues USD$ 0.00
Program Service Fees USD$ 0.00
Other (Specify in Narrative) USD$ 123,737.00 USD$ 138,737.00 USD$ 0.00 USD$ 0.00 Total USD$ 152,237.00USD$ 167,237.00USD$ 15,000.00USD$ 0.09 Expenses
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for SM Program
CDBG Portion of
Budget for SM
Program
Direct Assistance to Individuals
Salaries USD$ 108,291.00 USD$ 121,755.00 USD$ 13,464.00 Professional Fees USD$ 536.00 USD$ 536.00
Supplies/Publication/Printing USD$ 19,394.00 USD$ 23,000.00 Occupancy/Utilities USD$ 495.00 USD$ 495.00
Travel/Mileage USD$ 1,516.00 USD$ 1,600.00
Other (Specify in Narrative) USD$ 6,085.00 USD$ 8,900.00 USD$ 1,000.00 Capital - Design & Engineering
Capital - Property Acquisition
Capital - Construction
Capital - Financing/Legal
Capital - Relocation
Capital - Demolition/Clearance
Capital - Site Improvements
Capital - Admin/Activity Delivery
Capital - Off site Improvements
Capital - Other (Specify in Narrative)
Total USD$ 135,781.00USD$ 156,286.00USD$ 15,000.00

Program Budget Narrative
The CDBG funds will be used to pay for an additional 10 -12 hours/month of a SLO Noor Nurse Practitioner (NP @ $65hr x 12 hours per mo x 12 months x 1.1 PR tax = 10,296), medical assistant/phlebotomist (MA @ $20hr x 12 hours per mo x 12 months x1.1 PR tax = $3,168) and interpreter services to augment the volunteer support provided through the SLO Noor Foundation and Cal Poly. In addition, any remaining funding will be used to provide imaging/testing for patients that the SLO Noor Foundation is able to procure at discounted costs.

Tables top Page 196 of 220

Application ID: 423133
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SLO Noor Foundation Board of Directors
Copy of board authorization to apply for this grant.

Board Letter
Agency's organizational chart
Organizational Chart
Certificates of insurance covering Worker's
Compensation and General Liability (it is not
necessary to name City of Santa Maria as additional
insured at this time)

General Liability
Workers Comp 2022-23
Workers Comp 2021-22
Current and prior year's financial statements
Financials
Most recent annual audit report (if your agency does
not perform an annual audit because it is not required
to, please submit a written statement in lieu of the
required attachments.)

Audit
Most recent Form 990 and Schedule A Federal Tax
Return

990
Budget information for the current fiscal year and
next fiscal year (if budget for next fiscal year is not yet available, please submit a written statement in
lieu of the required attachments.)

Financials
Budget
Capital Projects ONLY: Three (3) bids required, with
at least one (1) bid coming from a local contractor.

Failure to submit may result in an incomplete
application.

Organizational structure: List the total number of
employees for your agency by job title/classification
and salary/wage range for each job/classification.
download template

Organizational Structure

Page 197 of 220 ends

Email This Preview Save as PDF Print Close Window A▲▼ City of Santa Maria
Community Development - Community Programs
CDBG FY 2023-2024
Deadline: 12/7/2022
SMOOTH, Inc.

SMOOTH, Inc.

Jump to: Pre-Application Application Questions Program Budget Tables Required Documents

USD$ 22,000.00 Requested

Submitted: 12/6/2022 1:48:50 PM (Pacific)

Project Contact
Pearl Garza
[email protected]
Tel: 8059228476

Additional Contacts
[email protected]

SMOOTH, Inc.
240 Roemer Way
Santa Maria, CA 93454
United States

Executive Director
Filomeno Simas
[email protected]

Telephone(805)922-8476
Fax (805)928-3846
Web www.smoothinc.org

Pre-Application top

1. What type of proposal is this?
Public service programs must answer this question and submit. Capital projects must continue.

2. What priority does this Capital project fall under?
-answer not presented because of the answer to #1-

3. Proposed Project Goal:
-answer not presented because of the answer to #1-

4. Project Description (Program Narrative):
-answer not presented because of the answer to #1-

Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Capital

Public Service

Page 198 of 220 ends

6. Proposed date of construction or project start:
-answer not presented because of the answer to #1-

7. Schedule:
-answer not presented because of the answer to #1-

8. Phasing:
-answer not presented because of the answer to #1-

9. Do Federal Labor Standards and Davis-Bacon prevailing wages apply? -answer not presented because of the answer to #1-

10. As a Public Service Applicant, indicate that you are aware that your Application deadline is not until Wednesday, December 7, 2022.

Yes

Application Questions top

Project Information

1. Please state the type of CDBG program / project you are applying for:

THIS IS A BRANCHING QUESTION. Different questions will apply based on your answer to this question. Please disregard any incorrect number sequencing.

2. Name of proposed program / project:

Senior Dial A Ride (SDAR)

3. Location of proposed program / project:
(Street address, if applicable of proposed program / project):
240 East Roemer Way, Santa Maria, CA

Problem / Need Statement

The Senior Dial A Ride program provides origin to destination transportation for seniors. Our wheelchair accessible vans are available to take Seniors to medical appointments, grocery shopping, to the beauty parlor, to visit a friend, or for any reason.

Many of our clients do not have alternate transportation available and often do not qualify for services such as ADA and cannot afford other private options such as a taxi. We allow our clients the independence of being able to schedule the transportation on their own.

5. Based on the City of Santa Maria's Community Development Block Grant priorities for Fiscal Year 2023-24, which Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1.

Public Services

Capital Project

Page 199 of 220 ends

PRIMARY priority do you feel your program / project falls under? The priorities are not listed in order of importance. They are numbered for referencing purposes only. Priorities #1 and #2 will only be considered for CDBG public services funding.

6. Explain why you believe your program / project best fits the PRIMARY priority selected.

Refer to NOFA packet for the detailed description of each priority and choose only one subcategory under one of the four priorities.

SMOOTH has recognized the growing number of seniors who were "falling through the cracks" with traditional transportation.

Other services provided locally are based on clients insurance, if they meet the ADA requirements or paying an astronomical fee for private transport. Only requirement for SMOOTH, Senior Dial A Ride is to be a Senior who lives locally. In speaking to our clientele we know that many of them are on fixed incomes and fall below the low to moderate income guidelines.

SMOOTH provides safe, dependable and accessible transportation, which fosters independence, community access, and quality of life for residents of the Santa Maria, especially for those requiring medical, physical, and social assistance.

Target Population

8. Check box or boxes of population category to be served by the proposed program / project:

9. Out of all the boxes checked above, which population category will primarily be served by the proposed program / project?
Elderly.

Unit of Service

Prevent homelessness and address critical emergency, at-risk youth, elderly and underserved populations

Expand educational and development opportunities

Provide affordable housing

Revitalize existing neighborhoods

Homeless

At Risk of Homelessness

Homeless Youth, 18-24 Years Old

Elderly

Victims of Crime

Persons with Mental Illness

Physically Disabled

Developmentally Disabled

Persons with AIDS/HIV

Unemployed

Language Barriers

Youth, 0-5 Year Olds

Youth, 6-12 Year Olds

Youth, 13-17 Year Olds

Families Living in Poverty

Families w/ Housing Burden

Substance Abuse Problems

At-Risk Youth

Other: low to moderate income seniors

Page 200 of 220 ends

10. What is the total number of unduplicated persons OR households to be served OVERALL by the proposed SANTA MARIA program / project?
Please enter only for persons OR households (not both).

Outcomes

12. Describe your short- and long-term goals and performance targets.

A.) Describe the intended outcomes for the program participants / beneficiaries; B.) What measures, tools and / or indicators will be used to demonstrate the outcomes?
The Senior Dial A Ride program has been in continuous operations, and as such, will commence operations July 1, 2023 and operate through the Fiscal Year. The program is monitored monthly by management staff but due to the natural fluctuations beyond staff control, there are no quarterly milestones or deadlines for the projects. SMOOTH staff will report program progress as required through Quarterly Reports.

Collaboration

How will funding be distributed to each collaborative partner and what percentage of the requested CDBG funding will be provided to each partner?
N/A

14. How do you cooperate or network with other existing related programs, organizations or community resources?
We try to work with other Non-Profits when available. We try our best to accommodate when they call asking us to transport one of their clients.

15. Does the proposed program require parental participation or family involvement? If so, please describe in detail.

No.

16. Do you utilize volunteers for direct services?

17. If answered "yes" to previous question, explain and indicate the total number of hours of volunteer labor used per year and for what purpose.

N/A

Description of Agency Services

18. Describe in detail the services your agency provides and how they are unique from the services provided by other agencies.

SMOOTH maintains and operates various contracts with local groups, organizations, and social service agencies including the City of Guadalupe, Tri-Counties Regional Center, Santa Maria Recreation and Parks Department, Vocational Training Center and others. We have been serving the the community since 1974, with our Senior Dial A Ride starting in 2003. We have built a relationship with our clientele. They know they can expect to get to their destinations safely, on time, while not having to break the bank. We have not had a price increase in many years, as we understand many of our Seniors are on a 3380Persons
Households
3,380.003,380.00TOTAL

Yes

Page 201 of 220 ends

fixed income.

19. How long have you been in existence and provided services to the community? SMOOTH, Inc. has been serving the the community since 1974, with our Senior Dial A Ride starting in 2003.

CDBG Experience

20. Has your agency received CDBG funding in the past from the City of Santa Maria?

If NO, explain how your agency is prepared to manage these additional CDBG funds and confirm that you are aware of the various reporting requirements imposed by this federal funding.

SMOOTH was a recipient of CDBG funds from 2005 - 2016. We did not have monitoring review by the Special Projects Team.

We would submit our data on ridership, but did not receive feedback.

Funding Sources

22. List the annual funding sources and amounts for the entire Agency or organization in the table below.

These figures should agree with the figures in the financial statements for your most recent prior fiscal year.

23. How do you offer a service that is both cost-efficient and effective? Our Senior Dial A Ride is our service to the community, so we do not do it to make a profit. With that being said the service is supported by excess SMOOTH funds, donations, grants and public funds(when we are able to secure them).

Timeline

24. What is the proposed start date of construction / project? -answer not presented because of the answer to #1-

25. Phasing
-answer not presented because of the answer to #1-

Yes

No
0 Federal Government
60,074.00State Government
859,024.21County Government
0 Local Government
0 United Way
3,618.00Contributions
0 Fundraising
34,529.70Program Service Fees
Private Foundations
1092452.24Other
2,049,698.152,049,698.15TOTAL

Program Budget top
Revenue
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for Proposed SM
Program
CDBG Portion of
Budget for Proposed
SM Program
Percent of
CDBG
Investment
CDBG Grant/City of Santa Maria
(same as amount requested)) USD$ 0.00 USD$ 22,000.00 USD$ 22,000.00 USD$ 1.00 CDBG Funding from another subsidiary USD$ 0.00 USD$ 20,000.00 USD$ 20,000.00 USD$ 1.00 Page 202 of 220 Grants from other Gov't Agencies USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 United Way USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00
Contributions USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00
Special Events/Fundraising USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Legacies & Bequests (Unrestricted) USD$ 5,000.00 USD$ 3,500.00 USD$ 0.00 USD$ 0.00 Membership Dues USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Program Service Fees USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Other (Specify in Narrative) USD$ 18,000.00 USD$ 21,000.00 USD$ 0.00 USD$ 0.00 Total USD$ 23,000.00USD$ 66,500.00USD$ 42,000.00USD$ 0.63 Expenses
Total Prior Year's
Budget for SM
Program
Total Annual Budget
for SM Program
CDBG Portion of
Budget for SM
Program
Direct Assistance to Individuals USD$ 0.00 USD$ 0.00 USD$ 0.00 Salaries USD$ 0.00 USD$ 0.00 USD$ 0.00
Professional Fees USD$ 0.00 USD$ 0.00
Supplies/Publication/Printing USD$ 0.00 USD$ 0.00 USD$ 0.00 Occupancy/Utilities USD$ 0.00 USD$ 0.00 USD$ 0.00
Travel/Mileage USD$ 117,285.75 USD$ 130,000.00 USD$ 20,000.00 Other (Specify in Narrative) USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Design & Engineering USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Property Acquisition USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Construction USD$ 0.00 USD$ 0.00 USD$ 0.00
Capital - Financing/Legal USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Relocation USD$ 0.00 USD$ 0.00 USD$ 0.00
Capital - Demolition/Clearance USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Site Improvements USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Admin/Activity Delivery USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Off site Improvements USD$ 0.00 USD$ 0.00 USD$ 0.00 Capital - Other (Specify in Narrative) USD$ 0.00 USD$ 0.00 USD$ 0.00 Total USD$ 117,285.75USD$ 130,000.00USD$ 20,000.00

Program Budget Narrative
SMOOTH will utilize the CDBG Grant to assist us in handling the impact that the ever increasing fuel prices have had.

SMOOTH is not eligible for much of the funding that larger City transit company's have access to. The CDBG will allow us to provide more rides, by freeing up the funds that would have to go to pay the fuel bill.

Tables top

Board of Directors
Copy of board authorization to apply for this grant.

Board Authorization Page 203 of 220

Application ID: 423175
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Logout | Browser
* ZoomGrants™ is not responsible for the content of uploaded documents.

Agency's organizational chart
Organizational Chart
Certificates of insurance covering Worker's
Compensation and General Liability (it is not
necessary to name City of Santa Maria as additional
insured at this time)

General Liability Insurance
WC Insurance
Current and prior year's financial statements
Financial Statements
Most recent annual audit report (if your agency does
not perform an annual audit because it is not required
to, please submit a written statement in lieu of the
required attachments.)

SMOOTH 2021-2021 audit
Most recent Form 990 and Schedule A Federal Tax
Return

Form 990 and Schedule A Federal Tax Return
Budget information for the current fiscal year and
next fiscal year (if budget for next fiscal year is not yet available, please submit a written statement in
lieu of the required attachments.)

2022-2023 Budget - Board Approved
SMOOTH 2023-24 Written Statement
Capital Projects ONLY: Three (3) bids required, with
at least one (1) bid coming from a local contractor.

Failure to submit may result in an incomplete
application.

Organizational structure: List the total number of
employees for your agency by job title/classification
and salary/wage range for each job/classification.
download template

Organizational Structure

Page 204 of 220 ends

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Santa Maria City CouncilApril 18, 2023

Santa Maria City Council
April 18, 2023