Santa Maria City Council
April 18, 2023

REVISED

CITY COUNCIL AGENDA

CITY OF SANTA MARIA, CALIFORNIA

Tuesday, April 18, 2023, 5:30 p.m.

How to observe the Meeting: Watch an instructional Video on Participating using Zoom. Members of the public may observe the meeting: 1) in person, 2) by registering with Zoom below, 3) on the meeting portal page for this agenda; 4) on Comcast Channel 23, or 5) by visiting the City's You Tube Live Streaming link which is typically available within 15 minutes of the start of the meeting.

How to submit Public Comment: If you wish to submit a public comment, as opposed to a specific written communication to the City Council, please email [email protected], with the subject line to include “For Public Comment,” by 2:00 p.m. on the day of the meeting. Submissions received after that time may not be timely viewed by the City Council. Submissions for public comment will be provided to the City Council, summarized into the record at the meeting, and posted on the agenda with only your name and comments.

To participate by phone, dial 1-669-900-9128 and use Webinar ID:828 4864 6181. Press *6 to un- mute your phone. Press *9 to raise your hand to speak. If you are watching the Live Stream of the City Council meeting, and wish to make either a general public comment or to comment on a specific agenda item, register to speak here. You will receive an email with instructions on how to access the meeting.

American Disability Act Accommodations:

Any member of the public who needs accommodations should email the City Clerk’s Office at [email protected] or call 805-925-0951 x2306. The City Clerk’s Office will use its best efforts to provide reasonable accommodation by request at least 48 hours ahead of the meeting.

Pages

1. INVOCATION

2. PLEDGE OF ALLEGIANCE

3. CALL TO ORDER
ROLL CALL: Councilmember Aguilera-Hernandez, Councilmember Cordero, Councilmember Escobedo, Councilmember Soto, and Mayor Patino

4. PROCLAMATIONS

4.a PROCLAMATION - "NATIONAL LIBRARY WEEK" 9
Present a Proclamation recognizing April 23 - 29, 2023, as "National Library Week" in the City of Santa Maria and encourage all residents and businesses to connect with fellow community members at the Santa Maria Public Library or one of its branch libraries for curated programming, technology, early literacy skills, and continuing education support services.

4.b PROCLAMATION - "MEDICAL LABORATORY PROFESSIONALS
WEEK"
10 Present a Proclamation recognizing the week of April 23-29, 2023, as "Medical Laboratory Professionals Week" in the City of Santa Maria and encourage residents and businesses to recognize the vital contributions of the local chapter of the California Association of Medical Technology.

4.c PROCLAMATION - "NATIONAL DAY OF PRAYER" 11
Present a Proclamation recognizing May 4, 2023, as National Day of Prayer and encourage people of all faiths to participate Day of Prayer and attend the observance at the Santa Maria Fairpark from 5:30 p.m. to 7:30 p.m.

4.d BUSINESSES OF THE MONTH 12
The City Council will present a certificate of recognition to the Featured Businesses for April 2023 - Melby's Jewelers and Arensdorf Chiropractic.

5. PUBLIC COMMENT PERIOD
The City Council values your input. Written comments will be accepted until 2:00 p.m. the day of the meeting via email to [email protected]. To address the City Council via the online Zoom application, please click here to register to speak. To join the open meeting by phone, dial 1-669-900-9128, and use Webinar ID: 828 4864 6181. Individual speakers are limited to three minutes or as directed by the Mayor.

6. PRESENTATIONS

6.a Hope Village 13
The City Council will receive an update on Hope Village, a temporary interim supportive housing community specifically for people experiencing homelessness in the Santa Maria Valley, to be located on a County-owned property at 2131 Southside Parkway.

6.b Central Coast Community Energy (3CE) Annual Update 16 The City Council will receive a presentation from Central Coast Community Energy to provide its annual member agency update.

7. CONSENT CALENDAR
The following routine items are presented for City Council approval without discussion as a single agenda item in order to expedite the meeting. The Consent Calendar is approved by roll call vote with one motion. These items are discussed only on request of Councilmembers. Members of the public may speak on Consent Calendar items during the Public Comment Period.

SHOULD A COUNCILMEMBER WISH TO DISCUSS OR DISAPPROVE ANY ITEM, it must be dropped from the blanket motion of approval and considered as a separate item.

RECOMMENDATION:

Adopt the Consent Calendar as submitted.

7.a CITY MANAGER/CITY CLERK DEPARTMENT

1. Ordinances and Resolutions
RECOMMENDATION:

Waive the reading in full of all Ordinances and Resolutions.

Ordinances on the Consent Agenda will be adopted by the same vote cast at the first meeting, unless City Council indicates otherwise.

2. Approval of Minutes 17
RECOMMENDATION:

Approve the Minutes of the regular City Council meeting of April 4, 2023.

3. Audio-Visual System Upgrade to the City Hall Council Chambers and Control Room
27 Environmental Notice: The Project qualifies for an Exemption pursuant to Section 15061(b)(3) (common-sense exemption) of the California Environmental Quality Act State Guidelines.

RECOMMENDATION:

Adopt a Resolution approving a Professional Services Agreement with Key Code Media for the acquisition and installation of audio- visual equipment in the City Hall Council Chambers and tower control room and to provide staff training.

7.b FINANCE DEPARTMENT

1. Payment of Warrants
RECOMMENDATION:

Order ratified subject to having been certified as being in conformity with the budget and having been approved for payment by the Director of Finance.

2. Payment of Payroll
RECOMMENDATION:

Order ratified subject to having been certified by the proper Department Directors, as shown on records on file in the Department of Finance, and having been approved for payment by the Director of Finance.

7.c POLICE DEPARTMENT

1. Donation of Surplus Police Patrol Vehicle 31

RECOMMENDATION:

Adopt a Resolution declaring a 2006 Ford Crown Victoria Vehicle, Asset Number F3314-06 (License 1190053), as surplus property and approving its donation to the Huron Police Department.

7.d PUBLIC WORKS DEPARTMENT

1. Agreement - Programming and Tenant Improvement Services 33 Environmental Notice: The Project qualifies for a Class 1 Categorical Exemption pursuant to Section 15302- replacement or reconstruction of existing structures and facilities of the California Environmental Quality Act State Guidelines. The scope of work for the Programming and Tenant Improvement services would not create new environmental review under the California Environmental Quality Act. All projects to be inspected under this agreement would have had environmental review occur as
necessary, separate from this agreement, prior to beginning construction and inspection.

RECOMMENDATION:

Adopt a Resolution approving a Professional Services Agreement with Roesling Nakamura Terada Architects to perform Programming and Tenant Improvement services for the future City of Santa Maria Public Works Engineering Division and Community Development Department offices.

8. REGULAR BUSINESS
ORDER OF PROCEEDINGS FOR REGULAR BUSINESS ITEMS:

Council Agenda Report to be given.

Questions from the City Council.

Written communications/Public input.

City Council discussion and action.
*8.a City Council Allocations to Community Development Block Grants 51 The City Council will consider its allocations totaling $37,500 to Public Service Programs under the Community Development Block Grants funding and receive information on American Rescue Plan Act funding for organizations that provide overnight shelter to the homeless. (Community Programs Manager)
Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.

RECOMMENDATION:

Allocate its $37,500 in Community Development Block Grant funding to Public Services programs initially not recommended for funding by the Block Grants Advisory Committee.

RECOMMENDATION:

Receive information on American Rescue Plan Act funding for the possibility of using $40,000 for organizations that provide overnight shelter to the homeless.

8.b April 2023 Technical Amendments 205
The City Council will consider technical amendments that will amend

various sections of and add a new Chapter to the Santa Maria Municipal Code. (Senior Assistant City Attorney)
Environmental Notice: The City’s environmental officer has determined, in accordance with California Environmental Quality Act Guidelines Section 15061(b)(3), that the amendments are a project, and there is no possibility the proposed changes will cause adverse environmental impacts.

RECOMMENDATION:

Introduce for the first reading, and continue to a future meeting for second reading and adoption, an Ordinance amending various sections of the Santa Maria Municipal Code relating to Obstruction of Ways and Paths, Sound Amplifying Systems, Mandatory Organic Waste Disposal Reduction, Appeals of Revoked or Denied Business Licenses, Criminal Convictions and Business License Eligibility, Bingo Games Licenses, Taxicab Licenses, Noise Regulations, Urban Forestry, Wastewater Collection, Treatment, and Disposal, and Electronic Filing of Campaign Finance Disclosure Statements and Statements of Economic Interest.

9. REPORT BY CITY MANAGER

10. ORAL REPORTS OF COUNCILMEMBERS AND OFFICERS (INCLUDING AB1234 REPORTS)

11. ADJOURNMENT

PLEASE NOTE:

The next regular meeting of the City Council will be held on May 2, 2023, at 5:30 p.m. The deadline for submitting items for the May 2nd meeting is April 19th.

City Council Meetings are televised live on Comcast cable television channel 23 and are rebroadcast at 9:00 a.m. on the next Thursday and on the following Tuesday at 5:30 p.m. Council Meeting videos are also available for viewing on the City’s website. Your attendance at this public meeting may result in the recording and broadcast of your image and/or voice.

If you challenge a determination made on a matter on this agenda in court, you may be limited to raising only those issues you or someone else raised at the public hearing described on this agenda, or in written correspondence to the city council at, or prior to, the public hearing.

CITY COUNCIL MEETING INFORMATION AND PROCESS:

This agenda is prepared and posted pursuant to Government Code Section 54954.2. By listing a topic on this agenda, the City Council has expressed its intent to discuss and act on each item. In addition to any action identified in the summary description of each item, the action that may be taken by the City Council shall include: a referral to staff with specific requests for information; continuance; specific direction to staff concerning the policy or mission of the item; discontinuance of consideration; authorization to enter into negotiations

and execute agreements pertaining to the item; adoption or approval; and disapproval. Items not on the agenda may not be discussed or acted upon except under emergency circumstances. (Government Code Section 54954.2).

Copies of the staff reports or other documentation relating to each item of business referred to on the agenda are on file in the Office of the City Clerk and available for public inspection during City Hall business hours the Friday before the meeting. Any written correspondence or documents provided to a majority of the City Council after distribution of the Agenda will also be available for public inspection in the Office of the City Clerk. If requested, the agenda and supporting documents shall be made available in alternative formats to persons with a disability. The City Clerk’s Office will answer any questions regarding the agenda.

Materials related to an item on this agenda submitted after distribution of the agenda packet will also be available with the agenda material for public inspection during normal business hours in the City Clerk’s Office, 110 E. Cook Street, Santa Maria. Subject to the ability to post the documents prior to the meeting, such documents will also be available on the City’s meetings website portal for the current City Council meeting at
https://cityofsantamaria.org/meetings.

The City of Santa Maria welcomes orderly participation at its meetings from all members of the public. Orderly participation means speaking only on items of City business or on subjects within the City’s control. Though the City Council wants to hear your concerns and values your input, it is inappropriate to defame, yell, use profane language, interrupt, or disrupt the meeting. All cellular telephones are to be turned off or set to vibrate, and signs are not to be displayed in a manner that violates the rights of others or prevents others from watching or fully participating in the Council meeting. Pursuant to Government Code Section 36813, the Mayor is authorized to prohibit such conduct, up to and including ordering anyone that disrupts the meeting to be removed from the City Council Chambers.

To receive reasonable accommodation under the Americans with Disabilities Act during the meeting, please notify the City Clerk’s office of your needs during business hours at least 48 hours in advance of the meeting (typically before 3 p.m. on the Thursday before the meeting). The Office of the City Clerk is located at 110 East Cook Street in Santa Maria; telephone (805) 925-0951, extension 2307. The City will give primary consideration to your request in providing assistance. Examples of assistance may include exhibits in large-sized format, use of assisted listening equipment, use of the California Relay Service, texting by cellular phone, or the services of a live interpreter.

Assisted listening equipment can also be used for interpretation by Spanish-only speaking persons. To allow the City to coordinate and request a Spanish interpreter from the volunteer corps, contact the Office of the City Clerk by 1:00 p.m. on Monday before the meeting. Equipo también puede ser utilizado para la asistencia de interpretación para esas personas que solamente hablan español.

Para permitirle a la Ciudad que coordine y solicite un interprete de un grupo de voluntarios, llame al (805) 925-0951 extensión 2307 a la 1:00 de la tarde el

lunes antes de la junta.

1 CITY COUNCIL MEETING MINUTES CITY OF SANTA MARIA, CALIFORNIA

April 4, 2023, 5:30 p.m.

City Hall Council Chambers
110 East Cook Street
Santa Maria

Roll Call: Mayor Alice Patino, Councilmember Maribel Aguilera-Hernandez, Councilmember Mike Cordero, Councilmember Carlos Escobedo, Councilmember Gloria Soto

Staff Present: City Manager Jason Stilwell, City Attorney Thomas Watson, Interim Fire Chief Bradley Dandridge, Director of Public Works Brett Fulgoni, Assistant City Manager Andrew Hackleman, Director of Finance Mary Harvey, Library Director Dawn Jackson, Chief Human Resources Officer Linda Le, Chief Information Officer Jeffrey Marecic, Director of Community Development Chuen Wu, Chief of Police Marc Schneider, Director of Utilities Shad Springer, Chief Deputy City Clerk Rhonda White, Business Program Leader Alexandra Valadez
_____________________________________________________________________

CLOSED SESSION

1. CALL TO ORDER
Mayor Patino called the meeting to order at 5:00 p.m.

ROLL CALL:

MEMBERS PRESENT:

Councilmembers Maribel Aguilera-Hernandez, Mike Cordero, Carlos Escobedo, Gloria Soto, and Mayor Alice Patino

STAFF MEMBERS PRESENT:

City Manager Stilwell, City Attorney Watson, Director of Utilities Springer, and Chief Deputy City Clerk White (for roll call only).

2 2. PUBLIC COMMENT PERIOD
Jose Rivera spoke about issues his business has been experiencing as a result of food distribution at neighboring Catholic Charities.

3. RECESS-CLOSED SESSION

3.a CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION Mayor Patino recessed to a Closed Session at 5:08 p.m. for Conference with Legal Counsel pursuant to Section 54956.9 Subdivision (d)(1) of the Government Code. San Luis Obispo Coastkeeper and Los Padres Forest Watch v. Santa Maria Valley Water Conservation District.

4. RECONVENE TO OPEN SESSION
OPEN SESSION - 5:30 P.M.

5. INVOCATION
Pastor Mark Wright of Heritage Church gave the Invocation.

6. PLEDGE OF ALLEGIANCE
Councilmember Escobedo led the Pledge of Allegiance.

7. CALL TO ORDER
Mayor Patino convened the meeting and called the meeting to order at 5:30 p.m.

8. CLOSED SESSION REPORT - CITY ATTORNEY
Instructions were provided to Legal Counsel for the upcoming Settlement Conference.

9. PROCLAMATIONS

9.a PROCLAMATION - "NATIONAL COMMUNITY DEVELOPMENT WEEK" Councilmember Soto presented a Proclamation recognizing the week of April 10 -14, 2023, as “National Community Development Week” to celebrate and showcase the programs and projects which are funded by federal grant programs like Community Development Block Grants and HOME Investment Partnership. City of Santa Maria Community Programs Manager Rosie Rojo accepted the Proclamation.

9.b PROCLAMATION - "NATIONAL DONATE LIFE MONTH"
Councilmember Cordero presented a Proclamation recognizing April 2023 as "National Donate Life Month" in the City of Santa Maria and encouraging everyone to check "YES!" when applying for or renewing their driver's license or ID card, or by signing up at donateLIFEcalifornia.org or doneVIDAcalifornia.org. Scott Burns accepted the Proclamation.

9.c PROCLAMATION - "FAIR HOUSING MONTH"
Councilmember Escobedo presented a Proclamation recognizing the month of April 2023 as “Fair Housing Month” in the City of Santa Maria and encouraging the continued celebration of equal housing

3 opportunities and the progress made in opening the doors to housing opportunities for all residents of Santa Maria. Juancarlos Reyes of the Legal Aid Foundation accepted the Proclamation.

9.d PROCLAMATION - "NATIONAL SEXUAL ASSAULT AWARENESS MONTH" Councilmember Aguiler a-Hernandez presented a Proclamation recognizing April 2023 as "National Sexual Assault Awareness Month" in the City of Santa Maria and encouraging all residents and businesses to participate in a month full of recognition and activities promoted by the North County Rape Crisis and Child Protection Center to increase awareness of sexual assault and to create solutions in an effort to eliminate sexual violence from this City. Karin Powers accepted the Proclamation.

9.e PROCLAMATION - "NATIONAL CHILD ABUSE AWARENESS MONTH" Mayor Patino presented a Proclamation recognizing April 2023 as "National Child Abuse Awareness Month" in the City of Santa Maria and calling upon all residents, community agencies, religious organizations, businesses, and medical facilitie s to increase their participation in the effort to prevent child abuse. Karin Powers accepted the Proclamation.

10. PUBLIC COMMENT PERIOD
Gary Hall, representing the North Santa Barbara County Mobile Homeowners Team, spoke about the stakeholders' meetings and his hope that the discussions will continue despite the hope for AB 1035.

11. CONSENT CALENDAR
Consent Calendar Items 11.a. through 11.j. were approved as presented, including the adoption of Resolution Nos. 2023-53, 2023-54, 2023-55, 2023-56, and 2023-57. The recorded vote appears with each item below.

Moved by: Councilmember Cordero
Seconded by: Councilmember Escobedo
To adopt the Consent Calendar as submitted.

Motion carried unanimously

CITY MANAGER/CLERK DEPARTMENT

11.a Ordinances and Resolutions
Moved by: Councilmember Cordero
Seconded by: Councilmember Escobedo
Waive the reading in full of all Ordinances and Resolutions. Ordinances on the Consent Agenda will be adopted by the same vote cast at the first meeting, unless City Council indicates otherwise.

Motion carried unanimously

4 11.b Approval of Minutes
Moved by: Councilmember Cordero
Seconded by: Councilmember Escobedo
Approve the Minutes of the regular City Council meeting of March 7, 2023.

Motion carried unanimously

FINANCE DEPARTMENT

11.c Payment of Warrants.

Moved by: Councilmember Cordero
Seconded by: Councilmember Escobedo
Order ratified subject to having been certified as being in conformity with the budget and having been approved for payment by the Director of Finance.

Motion carried unanimously

11.d Payment of Payroll.

Moved by: Councilmember Cordero
Seconded by: Councilmember Escobedo
Order ratified subject to having been certified by the proper Department Directors, as shown on records on file in the Department of Finance, and having been approved for payment by the Director of Finance.

Motion carried unanimously

FIRE

11.e 2023 Hazard Mitigation Plan
Action: Adopted as Resolution No. 2023-53
Moved by: Councilmember Cordero
Seconded by: Councilmember Escobedo
Adopt a Resolution adopting the 2023 City of Santa Maria Hazard Mitigation Plan as an annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan; and directing staff to incorporate the 2023 City of Santa Maria Haz ard Mitigation Plan into the Safety Element of the General Plan when it is next revised.

Motion carried unanimously

POLICE DEPARTMENT

5 11.f Officer Wellness and Mental Health Grant
Moved by: Councilmember Cordero
Seconded by: Councilmember Escobedo
By motion, accept the Officer Wellness and Mental Health Grant Award of $83,547.84 from the California Board of State and Community Corrections.

Motion carried unanimously

PUBLIC WORKS DEPARTMENT

11.g Reimbursement Agreement with Pacific West Communities, Inc.

Action: Adopted as Resolution No. 2023-54
Moved by: Councilmember Cordero
Seconded by: Councilmember Escobedo
Adopt a Resolution approving a reimbursement agreement with Pacific West Communities, Inc. for the construction upgrade of sanitary sewer Segment D-9.

Motion carried unanimously

11.h Agreement for Facility Condition Assessment Services Action: Adopted as Resolution No. 2023-55
Moved by: Councilmember Cordero
Seconded by: Councilmember Escobedo
Adopt a Resolution approving a Professional Services Agreement with Faithful+Gould to conduct Facility Condition Assessment services.

Motion carried unanimously

11.i Limited Time Parking Zone
Action: Adopted as Resolution No. 2023-56
Moved by: Councilmember Cordero
Seconded by: Councilmember Escobedo
Adopt a Resolution approving the establishment of a limited time parking zone on the easterly right of way of Payton Way and the southerly right of way of Frederick Street.

Motion carried unanimously

UTILITIES DEPARTMENT

6 11.j PG&E Sustainable Solutions Turnkey Program Implementation Project 3 Action: Adopted as Resolution No. 2023-57
Moved by: Councilmember Cordero
Seconded by: Councilmember Escobedo
Adopt a Resolution approving Modification #1 to the Work Order with Pacific Gas and Electric Company for Sustainable Solutions Turnkey Program Implementation Project 3, Phase II (ECM-02 & ECM-03), and an increase of $265,129 in appropriations for FY 2022/23.

Motion carried unanimously

12. PUBLIC HEARING

12.a BLOCK GRANTS ADVISORY COMMITTEE RECOMMENDATIONS FOR 2023-24 CDBG PROGRAM ACTION PLAN
Councilmember Escobedo declared a conflict on this item. (Councilmember Escobedo recused himself due to potential financial conflict.)

The City Council considered the Block Grants Advisory Committee's (BGAC) recommendations for the allocation of Fiscal Year 2023 -24 Community Development Block Grant Program funds, as well as the allocation of $37,500 to public service programs. Community Programs Manager Rojo gave the presentation as detailed in the Council Agenda Report.

Public Hearing
Mayor Patino opened the public hearing at 6:16 p.m.

Chief Deputy City Clerk White indicated that written comments were received from 1) Edwin Weaver, a Santa Maria resident, and Executive Director of Fighting Back Santa Maria Valley (FBSMV), thanking the Block Grants Advisory Committee for supporting funding for FBSMV and requesting funding support for Good Samaritan Shelter and Freedom Warming Center as an essential service; 2) Brendon Smith, Anna Williams, Jacob Lesner-Buxton, and Jennifer Griffin, Executive Director of Independent Living Resource Center, wrote in support of funding Independent Living Resource Center (ILRC); and 3) Pearl Garza, Operations Manager for SMOOTH, wrote in support of providing funding for SMOOTH.

Andrea Diaz and Lisa Brabo spoke in support of Family Service Agency.

Kirsten Cahoon, Sylvia Barnard, and Edwin Weaver spoke in support of Good Samaritan's Emergency Shelter and Warming Center.

Jason Bumpus and Jason Telander spoke in support of Vocational Training Center (VTC).

Andrea Mobley spoke in support of the Council on Alcoholism and Drug Abuse (CADA).

Karin Powers spoke in support of the North County Rape Crisis and Child Protection Center.

7 Jacob Lesner-Buxton, Chelsea Cradle, Alexa Martin, Michelle Ward, Howard Rudnick, and Brandon Smith spoke in support of the ILRC.

Mayor Patino closed the public hearing at 6:49 p.m.

Upon commencing the discussion, Councilmember Escobedo recused himself from the proceedings due to a potential financial conflict and left the Chambers at 6:50 p.m. His allocation of $7,500 was dispersed amongst the other four Councilmembers equally, making their allocations $9,375.

Mayor Patino requested that staff review the ability to use ARPA funding to potentially use for the unfunded CDBG housing projects. Councilmembers deferred their opportunity to make their individual public services allocations until the review of ARPA funding availability was determined.

Overall allocations and contingencies which make up the draft Fiscal Year 2023-2024 CDBG draft Action Plan were approved as presented.

Councilmember Escobedo re-entered the Chambers at 7:08 p.m.

Moved by: Councilmember Soto
Seconded by: Councilmember Aguilera-Hernandez
The Block Grants Advisory Committee's recommendations and contingency plan for the allocation of Fiscal Year 2023-2024 CDBG Program Capital funds were approved as presented: CommUnify - Safe at Home ($95,000), Community Partnership of San Luis Obispo County, Inc. - Minor Home Repair Program ($190,000), Good Samaritan Shelter - Family Shelter Rehabilitation ($237,500), TBRA Administration ($15,000), VTC Enterprises - Accessibility Improvements Project ($237,500), and City of Santa Maria - ADA Sidewalk Improvements Project ($117,534).

For (4): Mayor Patino, Councilmember Aguilera-Hernandez, Councilmember Cordero, and Councilmember Soto
Conflict (1): Councilmember Escobedo
Motion carried by a recorded vote (4 to 0)

Moved by: Councilmember Aguilera-Hernandez
Seconded by: Councilmember Soto
The Block Grants Advisory Committee's recommendations and contingency plan for the allocation of Fiscal Year 2023 -2024 CDBG Program Public Service funds were approved as presented: Foodbank - Warehouse Distribution Program ($20,424), Domestic Violence Solutions - Emergency Shelter ($20,424), Alliance for Pharmaceutical Access - Patient Advocacy for Affordable or No Cost Medications ($18,424), Fighting Back Santa Maria Valley - Youth and Young Adult Homeless Services ($18,424), Salvation Army - Hot Lunch Program ($18,424), Catholic Charities - Santa Maria Community Services ($18,424), Santa Maria Valley "FISH" Meals on Wheels ($20,424), North County Rape Crisis & Child Protection Center - Santa Maria Program ($18,350), and Community Partners in Caring - Volunteer Caregiving Program ($18,424).

8 For (4): Mayor Patino, Councilmember Aguilera-Hernandez, Councilmember Cordero, and Councilmember Soto
Conflict (1): Councilmember Escobedo
Motion carried by a recorded vote (4 to 0)

Moved by: Councilmember Aguilera-Hernandez
Seconded by: Councilmember Soto
Councilmembers deferred their opportunity to make the $37,500 allocations to Public Services Programs until the review of ARPA funding availability was determined.

For (4): Mayor Patino, Councilmember Aguilera-Hernandez, Councilmember Cordero, and Councilmember Soto
Conflict (1): Councilmember Escobedo
Motion carried by a recorded vote (4 to 0)

12.b USER FEE UPDATE
The City Council considered the annual User Fee Update and the proposed User Fee Schedule. Director of Finance Harvey gave the presentation as detailed in the Council Agenda Report. Director Harvey mentioned that staff recommended that the City Council app rove the full cost-recovery fees; however, an alternative was to approve a phase-in approach at 75 percent of the full cost-recovery fee amounts.

Mayor Patino opened the public hearing at 7:27 p.m.

Laurie Tamura spoke in opposition of the full cost recover y option in the proposed User Fee Schedule.

She requested that the Council adopt the Phase-in Cost Recovery option.

Mayor Patino closed the public hearing at 7:34 p.m.

Direction was provided to staff to bring the User Fees item back during the budget process to give Council the opportunity to look at the possibility of increasing or decreasing specific fees. Giving the direction to staff, the City Council discussed adopting the Phase-In Cost Recovery alternative for increasing the User Fees.

Action: Adopted as Resolution No. 2023-58.

Moved by: Councilmember Aguilera-Hernandez
Seconded by: Councilmember Cordero
Adopt a Resolution approving the addition and update of User Fees identified in the Annual User Fee Update and Proposed User Fee Schedule at the Phase-In Cost Recovery Alternative.

9 For (3): Mayor Patino, Councilmember Aguilera-Hernandez, and Councilmember Cordero Noes (2): Councilmember Escobedo, and Councilmember Soto Motion carried by a recorded vote (3 to 2)

13. REPORT BY CITY MANAGER
City Manager Stilwell reported that there would be outreach opportunities for the public's input on the City's General Plan update that include the Land Use Alternatives Presentation, workshops, surveys, and open office hours. Information on the General Plan Update is available online at www.imaginesantamaria.com.

The next regular City Council meeting would be held on April 18, 2023. Items on the agenda would include two presentations: 1) the annual Central Coast Community Energy presentation; and 2) Hope Village, Dignity Moves homeless housing project. Also on the agenda would be a regular business item regarding the funding of the Japanese Community Center at the Smith-Enos Ranch House Site.

14. ORAL REPORTS OF COUNCILMEMBERS AND OFFICERS (INCLUDING AB1234 REPORTS) Councilmember Cordero reported that he attended the Central Coast Water Authority meeting, Santa Barbara Foundation meeting, Home Builders Association Santa Maria Valley Housing Summit, the Santa Maria Police Department Promotional and Annual Awards Ceremonies, and Ribbon Cutting at Montecito Bank and Trust.

Councilmember Escobedo reported that he attended the Santa Maria Police Department's Annual Awards Luncheon, Chamber of Commerce Hispanic Business Mixer, and The Teal Journey Ovarian Cancer Foundation Memorial Luncheon for Valentina Martins.

Councilmember Aguilera-Hernandez reported that she attended the Santa Maria Police Department's Annual Awards Luncheon, spoke on the Ben Heighes Show, attended The Teal Journey Ovarian Cancer Foundation Memorial Lun cheon for Valentina Martins, and a Princess Party and Easter Event at Santa Maria Town Center Mall.

Councilmember Soto reported that she attended the Santa Barbara Foundation Housing meeting and Santa Maria Police Department's Annual Awards Luncheon.

Mayor Patino reported that she spoke on the Ben Heighes Show, attended the Marian Foundation Board of Dir ectors meeting, Altrusa Annual Junior High Awards, Performing Arts and Convention Center Feasibility Study, Home Builders Association Santa Maria Valley Housing Summit, Alliance of Local Electeds, Vandenberg Space Force Base Economic Development Meeting, S anta Maria Police Department's Annual Award Luncheon, Econalliance Infrastructure Forum, and Ribbon Cutting at Montecito Bank and Trust.

15. ADJOURNMENT
There being no further business before the City Council, Mayor Patino declared the City Council meeting adjourned in memory of Phyllis Chiado at 8:21 p.m.

10 _________________________
Rhonda M. White, Chief Deputy City Clerk

_________________________
Alice M. Patino, Mayor

ATTACHMENT H

City of Santa Maria
Community Development Block Grant Program
Fiscal Year 2023-24 Funding
Public Service Summary / Staff Analysis / Agency Performance

Rating Scale

1 – Unacceptable Agency did not submit any required documents (reports / invoices) in timely manner and did not fully expend its allocation in previous years.
2 Agency did not submit more than three of the required documents (reports / invoices) in a timely manner; requires extensive follow-up and/or did not fully expend its allocation in previous years. Agency’s projects have not been “shovel-ready” in the past.
3 – Needs Improvement
Agency has difficulties submitting required documents (reports and/or invoices) in a timely manner, requires follow up and/or did not fully expend its full allocation. Agency has entered into executed contract amendments due to the inability to expend its full allocation during the contract period. 4 Agency has submitted an invoice and/or report late. Agency is responsive when revisions need to be made. 5 – Satisfactory Agency does a great job submitting its required documents in a timely manner; expends allocation in a timely manner; and is responsive when revisions need to be made.

NEW – The agency has not received CDBG funding in the last five years

NOTE: Agency monitoring review letters mentioned in the staff analysis are available for review upon request. Please contact City staff.

1. Application Name Alliance for Pharmaceutical Access
Patient Advocacy for Affordable or No Cost Medications
Activity Description Alliance for Pharmaceutical Access (APA) provides a vital service to Santa Maria residents who have chronic or other serious health conditions which require compliance with medication treatments. Through patient advocacy, APA helps provide people with the medications they need, at a nominal or no cost. The program is designed to help those who most often encounter barriers to accessing healthcare services such as the uninsured or underinsured and other individuals who are at risk of not receiving access to medications due to language, financial, or other barriers. The program plans on serving 84 unduplicated Santa Maria residents with CDBG funding by securing approximately 252 prescription medications.

Performance Rating 5
Notes Regarding
Application / CDBG
Performance
 Agency submits invoices and quarterly reports in a timely manner.

 Agency is responsive when revisions need to be made.

ATTACHMENT H

2. Application Name
NEW
Boys & Girls Clubs of Mid Central Coast
Opportunity to Thrive
Activity Description They provide area youth with a safe place for out of school time programming as well as mentors to interact with.

Guidance from a mentor creates a lasting positive impact on our participants. It is also a way for youth and teens to meet other young people outside of their normal circles. This teaches them how to interact with kids from different age groups with different skill sets who all share similar interests. BGCMCC operates thirteen (13) clubs in Santa Maria. The program plans to serve 18 unduplicated households with CDBG funding with 1,800 units of service. Service units are the number of hours provided for mentoring and guiding youth members.

Performance Rating N/A
Notes Regarding
Application / CDBG
Performance
 The Boys and Girls Club has received CDBG funding for capital projects, but not for public service activities.

3. Application Name Catholic Charities
Community Services' Program
Activity Description The Community Services Program provides food, clothing, rent/utility assistance, case management and referrals.

The funds will be used exclusively for the Santa Maria program, providing emergency services to qualifying, low- income clients to allow them to become more stable and self-sufficient. The program will provide 452 units of service to at least 226 clients with the use of CDBG funds.

Performance Rating 4
Notes Regarding
Application / CDBG
Performance
 City staff is concerned about the inconsistencies with proposed goals and reporting.

 During FY 2021-22, the agency submitted its final report (Exhibit C) late.

 In previous monitoring reviews, concerns regarding the agency’s timeliness and grant administration were addressed. However, the agency has implemented procedures to ensure that operations are managed in an effective and efficient manner.

4. Application Name Child Abuse Listening Mediation (CALM) Childhood Trauma Prevention and Treatment
Activity Description CALM provides a variety of trauma -informed, evidence-based programs and services that effectively treat child abuse and promote healing, as well as programs successful in preventing abuse through family strengthening and support. CALM will provide approximately 56 units of service through case management, individual therapy, group support series, or referral and advocacy to approximately 3 residents with the use of CDBG funds.

Performance Rating 5
Notes Regarding
Application / CDBG
Performance
 Agency submits invoices and quarterly reports in a timely manner.

 Agency is responsive when revisions need to be made.

ATTACHMENT H

5. Application Name
NEW
City of Santa Maria Recreation and Parks Department
Tutoring Services at the Abel Maldonado Community Youth Center Activity Description The City of Santa Maria Recreation and Parks Department will provide tutoring for community teens in grades 7 through 12. The tutor(s) will be stationed at the Abel Maldonado Community Youth Center from 3:30 p.m. to 7:30 p.m. on weekdays and from noon to 5:00 p.m. on Saturdays. The program plans to serve 92 unduplicated teens with approximately 920 hours of tutoring services with CDBG funding.

Performance Rating N/A
Notes Regarding
Application / CDBG
Performance
 The Rec & Parks Dept. has received CDBG funding for capital projects, but not for public service activities.

 The program does not have other funding sources committed. The agency must demonstrate it has sought funding from a variety of sources. The budget states that Recreation and Parks will request $1,500 from PLAY for an overall program budget of $22,000 ($20,500 from CDBG; $1,500 from PLAY).

6. Application Name Community Partners in Caring
Volunteer Caregiving Program
Activity Description Through community volunteers, Community Partners in Caring provides door-through-door transportation to medical appointments, grocery shopping, and other health/wellness appointments; friendly visits; reassurance calls; shopping/errands for those that can’t leave their home; and help with yard work. With the use of CDBG funds, this program will provide 240 units of service to 16 seniors. Services include prescription and grocery shopping, friendly visits/calls, and food delivery.

Performance Rating 4
Notes Regarding
Application / CDBG
Performance
 During FY 2021-22, the agency submitted its second quarter report late.

 Note: The agency experienced unexpected staffing changes at the beginning of FY 2021-22.

 Agency is responsive when revisions need to be made.

7. Application Name
NEW
Council on Alcoholism and Drug Abuse
Santa Maria Mentor Program
Activity Description The Santa Maria Mentor Program will recruit, train, and supervise adult volunteer mentors who will be matched with students in grades 3 – 8 to provide one -to-one mentoring services that support students' improved academic performance and social and emotional health. Mentors meet with their Mentees for at l east one hour weekly at school or community -based locations, talking about the student’s issues and concerns, working on school assignments, setting goals, and building a supportive relationship. With CDBG funds, this program will provide approximately 333 units of service (minimum of 37 hours of service) to nine (9) unduplicated persons.

Performance Rating N/A
Notes Regarding
Application / CDBG
Performance
 The City has not provided CDBG funding in the past for the proposed program; however, the agency has received funding for its Teen Court program.

ATTACHMENT H

8. Application Name Domestic Violence Solutions
Emergency Shelter
Activity Description The Santa Maria Emergency Shelter provides 60 days or more of safe, confidential housing along with necessities (food, clothing, and household goods) and wrap -around services that support clients in their goals to heal from trauma, go forward to establish independent households and enjoy a life free from violence. The program is built on a client advocat e and case management model supplemented with professional psychological counseling. This program will serve 2 households with 48 safety bed nights with the use of CDBG funds.

Performance Rating 4
Notes Regarding
Application / CDBG
Performance
 During FY 2021-22, the agency sent its second quarter report late.

 Agency is responsive when revisions need to be made.

9. Application Name Family Service Agency / SMV Youth & Family Center Family Resource Center
Activity Description Santa Maria Family Resource Center (FRC) will provide intensive support to help underserved families stabilize during times of crisis and move towards long -term self-sufficiency. The program provides an array of services to disadvantaged families, helping them to navigate crisis and move toward self -sufficiency, including basic needs assistance and parent support/education. This includes helping families apply for health insurance, unemployment, CalFresh, utility assistance, distribution of food/supplies, referrals, and case management. This program will serve 74 unduplicated individuals with at least 74 units of intensive service completed with the use of CDBG funds.

Performance Rating 3
Notes Regarding
Application / CDBG
Performance
 During FY 2018-19, the agency did not spend $329.44 of its grant allocation. (Safe Child Program)

 During FY 2019-20, the agency did not expend $720.45 of its grant allocation. (Safe Child Program)

 The agency did not receive public service funding in FY 2020 -21. However, during FY 2020 -21 the agency received capital funding and did not expend $2,197.60 of its allocation.

 City staff have addressed these issues in the agency’s monitoring letters.

ATTACHMENT H

10. Application Name Fighting Back Santa Maria Valley (FBSMV) Youth and Young-Adult Homeless Services (YHS)
Activity Description FBSMV is requesting funds to support its Homeless Transitional Youth Services program. This program will provide outreach to the homeless youth (age 16 -24) in the community and connect t hem to necessary resources and services to get them into permanent housing and in improved health. The program will serve 5 unduplicated individuals with 250 units of service with the use of CDBG funds.

Performance Rating 5
Notes Regarding
Application / CDBG
Performance
 Agency submits invoices and quarterly reports in a timely manner.

 Agency is responsive when revisions need to be made.

11. Application Name Foodbank of Santa Barbara County
Warehouse Food Distribution Program
Activity Description The Foodbank’s Food Distribution Program works with a variety of sources to acquire, store, distribute food from a large warehouse in Santa Maria. It provides food distributions through its network in the City of Santa Maria as well as through Foodbank’s “Direct -to-Client” programs that will address clients’ nutritional needs. This program will provide approximately 17,746 meals to 467 unduplicated individuals with the use of CDBG funding.

Performance Rating 5
Notes Regarding
Application / CDBG
Performance
 Agency submits invoices and quarterly reports in a timely manner and agency is responsive when revisions need to be made.

12. Application Name Good Samaritan Shelter
Freedom Warming Center
Activity Description Freedom Warming Center (FWC) provide s overnight shelter to homeless and chronically homeless individuals.

Guests are provided a hot meal, a warm place to sleep, and access to resources designed to meet their immediate needs. FWC operates low -barrier services in Sa nta Maria when life -threatening weather conditions exist. The organization is expecting to serve 12 unduplicated individuals with 120 shelter bed nights.

Performance Rating 3
Notes Regarding
Application / CDBG
Performance
 The Freedom Warming Center program was formerly administered by Unitarian Society of Santa Barbara. FY 2021-22 was the first year the program was managed by Good Samaritan Shelter.

 During FY 2021 -22, the agency was unable to expend $7,288.53, approximately 49 percent of its alloca tion.

The agency reported that it received a significant amount of funding through the Emergency Solutions Grants – CARES Act (ESG-CV). The agency informed staff that HUD was adamant about expending these funds first, therefore most of the costs associated with this program was billed to ESG-CV. Per Good Sam, this would not occur again.
 During FY 2021-22, the agency submitted its second quarter report late; however, agency is responsive when revisions need to be made.

ATTACHMENT H

13. Application Name Good Samaritan Shelter
Homeless Shelter Programs
Activity Description The emergency shelter provides shelter, food, mental/physical health care and clothing for homeless persons and families on a year-round basis. The Emergency Shelter facility serves up to 90 clients per night, and residents have an extended length of stay of up to 90 days per year. This program will provide 990 shelter bed -nights to approximately 11 unduplicated persons with the use of CDBG funds.

Performance Rating 5
Notes Regarding
Application / CDBG
Performance
 Agency submits invoices and quarterly reports in a timely manner.

 Agency is responsive when revisions need to be made.

14. Application Name Independent Living Resource Center (ILRC) Community Living and Transition Services for Older Adults and People with Disabilities Activity Description Diversion services prevent homelessness and institutionalization amongst individuals with disabilities and older adults. Transition services facilitate the transition from an institutional setting, such as a skilled nursing facility (SNF) or hospital, or h omelessness to community-based living for the same demographic. Clients receive individualized training from staff to learn adaptive skills and practice essential life activities. The agency provides (among other services): peer role modeling and support w ith adapting to a newly acquired disability or lifelong disability experience, applying for benefits, locating affordable/accessible housing, and personal assistance training & referral so that consumers may maintain their home and independent living statu s. This program will serve 14 unduplicated individuals with 70 units of service with the use of CDBG funds.

Performance Rating 5
Notes Regarding
Application / CDBG
Performance
 Agency submits invoices and quarterly reports in a timely manner.

 Agency is responsive when revisions need to be made.

15. Application Name Mixteco/Indigena Community Organizing Project (MICOP) Puente a la Comunidad (Bridge to the Community)
Activity Description MICOP’s case management, literacy, health education and language interpretation programs eliminate the language and literacy barriers that hinder Indigenous immigrants from fully accessing and effectively utilizing available health, mental health, and social programs. The program will serve 63 unduplicated persons with 189 hours of case management with the use of CDBG funds.

Performance Rating 5
Notes Regarding
Application / CDBG
Performance
 Agency has not received CDBG public service funding since FY 2020-21.

 Agency submits invoices and quarterly reports in a timely manner.

 Agency is responsive when revisions need to be made.

ATTACHMENT H

16. Application Name
NEW
New Beginnings Counseling Center (NBCC)
Safe Parking Shelter and Rapid Rehousing Program
Activity Description The Safe Parking Shelter and Rapid Re -Housing Program provides safe overnight shelter for vehicular homeless persons. Safe Parking also provides rapid rehousing, case management, street outreach, housing navigation and housing retention services, and finan cial assistance to program shelter clients and the homeless referred through Coordinated Entry, to transition them into, and help them to maintain, secure housing. This program will serve 4 unduplicated individuals with 960 units of service with the use of CDBG funds.

Performance Rating N/A
Notes Regarding
Application / CDBG
Performance
 Agency has not received CDBG funding from the City of Santa Maria in the past. The agency has been consistently funded by the City of Santa Barbara, County of Santa Barbara, and City of Goleta CDBG funds.

 There is currently an ordinance in place that does not allow for safe parking in the city limits. As a result, New Beginnings would need to use the funding in other ways to assist the unhoused besides using it for safe parking.

17. Application Name North County Rape Crisis and Child Protection Activity Description The Santa Maria Program provides education, prevention, and intervention services to victims of sexual assault and child abuse. This includes 24 -hour Hotline assistance, emotional support, and case management, ChildSAFE education programs, individual and s upport group counseling services, and accompaniment to hospital, law enforcement, Sexual Assault Response Team (SART) facilities, and court. This program will serve 417 unduplicated individuals with 784 units of service with the use of CDBG funds.

Performance Rating 5
Notes Regarding
Application / CDBG
Performance
 Agency submits invoices and quarterly reports in a timely manner.

 Agency is responsive when revisions need to be made.

18. Application Name
NEW Partners in Housing Solutions, Inc.

Activity Description Partners in Housing Solutions works with people experiencing homelessness and assists them in finding and securing permanent housing through its network of private property owners. PHS offers services to clients and the property owner s who house them. The agency helps with housing search and placement services, including budgeting, navigation, communicating with property owners, and advocacy while clients receive case management from PHS’ partners. Once housed, PHS offers housing -related support services while clients continue to receive support from social service agency partners. PHS also offers services to the property owners who house our clients including a financial safety net, access to a 24-hour turnaround helpline, and incentives for eligible households. This program will serve 5 unduplicated individuals with 25 units of service with the use of CDBG funds.

Performance Rating N/A
Notes Regarding
Application / CDBG
Performance
 Agency has not received CDBG funding from the City of Santa Maria in the past. However, the agency has been previously funded by the City of Santa Barbara.

ATTACHMENT H

19. Application Name
NEW
People's Self-Help Housing
Supportive Housing Program for Low-Income USDA Farmworker Households Activity Description The Supportive Housing Program (SHP) is located at 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). With the use of CDBG funding, this program will serve 14 unduplicated households with approximately 196 hours of clinical services provided.

Performance Rating N/A
Notes Regarding
Application / CDBG
Performance
 Agency has not received CDBG public service funding since FY 2015-16.

 The agency has received CDBG funding for several capital projects.

20. Application Name Santa Maria Valley FISH Meals on Wheels Santa Maria Valley Activity Description Meals on Wheels Santa Maria Valley provides home delivery of nutritious, hot meals to low -income elderly and disabled community members with special dietary needs. Home delivered meals drastically reduces the need for an assisted living placement. The serv ice goes well beyond the delivery of a meal, the agency provides informal health & welfare check. This program will serve 22 unduplicated seniors with 5,808 meals and visits for a full year with the use of CDBG funds.

Performance Rating 5
Notes Regarding
Application / CDBG
Performance
 Agency submits invoices and quarterly reports in a timely manner.

 Agency is responsive when revisions need to be made.

21. Application Name
NEW
Savie Health Corporation
Free Health Care for Uninsured Santa Maria Residents
Activity Description Savie Health will provide primary, preventive, and behavioral healthcare, health education, and care coordination to uninsured SM residents. The agency will cover 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 b ehavioral healthcare without needing to drive back to the Lompoc clinic. With the use of CDBG funding, this program will serve 45 unduplicated households with approximately 135 units of service which includes healthcare visits, care coordination, labs, imaging, and/or Medi-Cal enrollment.

Performance Rating N/A
Notes Regarding
Application / CDBG
Performance
 Agency has not received CDBG funding from the City of Santa Maria in the past.

ATTACHMENT H

22. Application Name
NEW
SLO Noor Foundation
Mobile Healthcare
Activity Description 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. Host sites for the mobile services include the Mi nami Community Center, Los Adobes de Maria II, Salvation Army, and the Veterans Hall in Santa Maria. With the use of CDBG funding, this program will serve approximately 90 unduplicated persons with approximately 153 units of service.

Performance Rating N/A
Notes Regarding
Application / CDBG
Performance
 Agency has not received CDBG funding from the City of Santa Maria in the past.

23. Application Name
NEW
SMOOTH, Inc.

Senior Dial A Ride
Activity Description The Senior Dial A Ride program provides origin to destination transportation for seniors. 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 the clients do not have alternate transportation available, often do not qualify for services such as ADA and cannot afford other private options such as a taxi. This program will serve approximately 1,118 unduplicated seniors with an estimated 6,708 rides with the use of CDBG funds.

Performance Rating N/A
Notes Regarding
Application / CDBG
Performance
 Agency has not received CDBG public service funding since FY 2015-16.

24. Application Name The Salvation Army
Hot Lunch Program
Activity Description The program helps decrease and prevent food insecurity and helps provide a means to help them achieve economic stability. The Hot Lunch Program will provide hot and nutritious lunches, free of charge, Monday through Friday, from 11:30 AM to 12:30 PM, at The Salvation Army's Santa Maria Corps Community Center. The program is offered and served to all persons in Santa Maria facing hunger or lack consistent access to a food source to address food insecurity. As such, program beneficiaries are primarily low-income and homeless households. This program will serve 8,250 individuals with 33,000 meals with the use of CDBG funds.

Performance Rating 3
Notes Regarding
Application / CDBG
Performance
 During FY 202 0-21, the agency submitted its first quarter report late In addition, the agency did not expend $208.47 of its grant allocation.

 In the agency’s FY 2020 -21 monitoring letter, City staff addressed issues regarding the agency’s timeliness, administrative capacity, and file retention.

ATTACHMENT H

City of Santa Maria
Community Development Block Grant Program
Fiscal Year 2023-24 Funding
Capital Project Summary / Staff Analysis / Agency Performance

Rating Scale

1 – Unacceptable Agency did not submit any required documents (reports / invoices) in timely manner and did not fully expend its allocation in previous years.
2 Agency did not submit more than three of the required documents (reports / invoices) in a timely manner; requires extensive follow-up and/or did not fully expend its allocation in previous years. Agency’s projects have not been “shovel-ready” in the past.
3 – Needs Improvement
Agency has difficulties submitting required documents (reports and/or invoices) in a timely manner, requires follow up and/or did not fully expend its full allocation. Agency has entered into executed contract amendments due to the inability to expend its full allocation during the contract period. 4 Agency has submitted an invoice and/or report late. Agency is responsive when revisions need to be made. 5 – Satisfactory Agency does an excellent job submitting its required documents in a timely manner; expends allocation in a timely manner; and is responsive when revisions need to be made.

NEW – The agency has not received CDBG funding in the last five years

NOTE: Agency monitoring review letters mentioned in the staff analysis are available for review upon request. Please contact City staff.

1. Application Name City of Santa Maria / Community Programs Division Tenant Based Rental Assistance (TBRA) Program Administration Activity Description This funding is set aside to assist the Community Programs Division in covering the administrative costs associated with managing the Tenant Based Rental Assistance (TBRA) Program. TBRA provides up to $2,500 to income qualifying individuals that need assistance covering their rental deposit in Santa Maria. It is funded through HOME, but since the City obtains its funding through the County of Santa Barbara's HOME Consortium, the City cannot use any of that funding to cover the administration of the grant. CDBG Capital funding can be used to help cover the administrative costs associated with a HOME program.

Performance Rating 5
Notes Regarding
Application / CDBG
Performance
 This funding is necessary to cover the cost of City staff’s administration of the program. Without the funding, general fund dollars will need to be used to cover Staff's time.

ATTACHMENT H

2. Application Name Community Action Commission of Santa Barbara County dba CommUnify Safe at Home

Activity Description
The agency will provide minor repairs, structural repair services (such as improved exterior lighting for security, extended exterior rails, handicap toilet installations, exterior ramps), installation of slip-and-fall prevention measures to seniors aged 62 and above. In addition, CommUnify proposes to offer non -emergency maintenance services to approximately 41 clients to assist with upkeep of current senior occupied housing stock. The agency will also install slip-and-fall prevention and other measures for disabled adults age 21 to 61. *Prevailing wage and Section 3 do not apply*
Performance Rating 1.5
Notes Regarding
Application / CDBG
Performance
 During FY 2019-20 the agency was unable to expend its full allocation and left a remaining balance of $55,612, approximately 70 percent of its original grant allocation.

 In the agency’s monitoring letter and visit for FY 2020-21, City staff addressed the agency’s timeliness and goal outcomes regarding the Minor Home Repair program. The agency was unable to expend its FY 2020 -21 allocation due to unforeseen obstacles related to the COVID-19 pandemic. The contract was extended into FY 21-22.

 Several meetings took place during FY 2021 -22 to address performance concerns related to invoicing, timeliness, project implementation and record keeping. Discrepancies were found within the agency’s invoices along with the final demographic reports.

 The agency was given two fiscal years to expend $71,250 it was unable to expend its full allocation and left a remaining balance of $6,559

 The agency is currently funded for FY 2022-23. CommUnify has been responsive when additional information is needed; however, City staff continues to address concerns regarding the agency’s administrative performance.

ATTACHMENT H

3. Application Name Community Action Partnership of San Luis Obispo County, Inc. (CAPSLO) Minor Home Repair
Activity Description The agency will provide essential home repair services including handicapped access improvements, plumbing, heating, drywall, flooring and other general repairs for low-income residents of the City of Santa Maria. The agency estimates that it will serve ap proximately 25 Santa Maria residents. The minor home repair is significantly more intense than what can be offered by CommUnify, hence why the number of people served, and the amount requested is different than CommUnify's. These repairs include wheelchair ramps, accessible showers, accessible sinks and widened doorways. CAPSLO crews have extensive experience completing these kinds of repairs and improvements. *Prevailing wage and Section 3 do not apply* Performance Rating 3.5
Notes Regarding
Application / CDBG
Performance
 During FY 2019-20 the agency was unable to expend the allocated funding for the Minor Home Repair program.

City staff allowed the remaining funding to be carried over to FY 2020-21.

 In the agency’s FY 2020 -21 monitoring letter and visit, City staff addressed the agency’s timeliness and goal outcomes regarding the Minor Home Repair program.

 In the agency’s FY 2021-22 monitoring letter, City staff addressed the agency’s timeliness. During the reporting period, the agency’s second quarter progress report and final annual report were submitted late.

 The agency’s overall performance has improved; however, the rating is based upon past performance.

4. Application Name Good Samaritan Shelter
Family Shelter Rehabilitation
Activity Description Good Samaritan Shelter is proposing to rehabilitate the Family Shelter facility located at 401 -A West Morrison Avenue. The project will include the purchase and installation of new retrofit windows for energy efficiency, replacing all flooring throughout the facility, painting the entire inside of the building, upgrade laundry room, and rehabilitate the restrooms to include new toilets, sinks, panels, floors. *Prevailing wage and Section 3 WILL apply* Performance Rating 5
Notes Regarding
Application / CDBG
Performance
 City Staff has not experienced issues with Good Samaritan, reports and invoices are submitted in a timely manner.

 The facility received funding during FY 2015-16 for rehabilitation on the men's bathroom and laundry room. The agency stated that the primary work would include the windows, floors, and painting of the buildings. The proposed project includes the rehabilitation of previously upgraded restrooms due to “wear and tear” - primarily surface items, nothing structural.

 Agency is open to phasing alternatives.

ATTACHMENT H

5. Application Name Los Adobes de Maria I, L.P. (LADMI) Relocation Expenses for Residents of LADMI
Activity Description Los Adobes de Maria I was built in 1995 to serve farmworker households and consists of 65 units of deed-restricted affordable housing. The townhome -style units consist of 12 two -bedroom units, 33 three -bedroom units, 14 four - bedroom units, and 2 five -bedroom units in 12 separate residential buildings. Accessibility upgrades and improvements and parking reconfiguration will also be included in the scope. The upgrades include converting 6 townhouses to flat style apartments which are ADA accessible. This will allow the current tenants the opportunity to move into first story, one floor units as they age and can no longer use the stairs. As this is a renovation project, it is necessary to relocate the residents either temporarily or perm anently under State Relocation Assistance Law regarding displacement of residents. The CDBG funds will be utilized to help offset the difference in rent being charged to the residents housed in temporary housing as well as down -payment assistance provided to residents who are choosing permanent displacement from the property. *Prevailing wage and Section 3 MAY apply* Performance Rating 1
Notes Regarding
Application / CDBG
Performance
 The agency has received CDBG funding in the past for several capital project.

 The agency originally submitted a proposal for renovation costs to assist with the expenses associated with LADMI. This is what was submitted to the City Council in October. However, the agency changed the use of the funds to relocation costs af ter that and even with Staff’s suggestions, moved forward with applying for relocation costs.

 Relocation is an eligible CDBG expense. However, based on guidance from the City’s HUD representative, this activity is administratively burdensome and difficult to manage.

 The liability to ensure that this project complies with the guidance from the City’s HUD representative, this activity is administratively burdensome and difficult to manage.

 The costs associated with relocation of one household is substantial and the number of households served with this funding source would be minimal.

 The rating for this project is based on Staff’s analysis of the type of activity and use of CDBG funds, not based on past performance.

 City Staff and the Block Grants Advisory Committee do not support using CDBG funds for this project. This is based on analysis of the regulations and consultation with the City’s HUD representative. It is too much of a liability for the City to take on based on the information collected.

ATTACHMENT H

6. Application Name
NEW
Vocational Training Center (VTC) Enterprises
Accessibility Improvements Project
Activity Description The proposed goal of the project is to increase the safety, access, comfort, and service experience for persons served (individuals with physical and developmental disabilities) by VTC Enterprises at 2445 ‘A’ Street. The funding will be used to replace or make improvements to walkways, ramps, and patio areas. Impro vements will include widening of walkways and ramps, reengineering of walkways to prevent flooding and promote drainage, and construction of a weatherproof patio/waiting area cover. *Prevailing wage and Section 3 WILL apply* Performance Rating N/A
Notes Regarding
Application / CDBG
Performance
 The agency has not received CDBG funding since FY 2011-12.

 The agency reported that this project could be phased into two distinctive projects, in needed.

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
Boys & Girls Clubs of Mid Central Coast
Opportunity to Thrive

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

USD$ 20,000.00 Requested

Submitted: 12/7/2022 1:02:06 PM (Pacific)

Project Contact
Emily Reneau
[email protected]
Tel: 8056020435

Additional Contacts
[email protected]

Boys & Girls Clubs of Mid Central
Coast
901 N Railroad Ave
Santa Maria, CA 93458
United States

CEO
Michael Boyer
[email protected]

Telephone901 N Railroad, Santa
Maria, CA 93458
Fax
Web www.centralcoastkids.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

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:

Opportunity to Thrive

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

Santa Maria

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.

The Boys & Girls Clubs of Mid Central Coast (BGCMCC) provide area youth with a safe place for out of school time programming as well as mentors to interact with. This is vital, now more than ever, with schools cutting programs and services and children finding themselves more and more left alone without meaningful and productive leadership or supervision.

Research from Boys & Girls Clubs of America has shown, time and time again, out of school time programs play a direct and critical role in fostering the growth and development of young children playing a role in good mental health. Out of school time programs are linked to improved academic success, with exposure programs offered by BGCMCC such as STEAM programs helps with homework. Out of school time programs provide a safe and structured environment for young minds and have 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

demonstrated a proven reduction in risky behaviors by youth and teens who participate in them.

We operate thirteen (13) clubs in Santa Maria. Another important aspect of our programming is mentorship. Guidance from a mentor creates a lasting positive impact on our participants. It is also a way for youth and teens to meet other young people outside of their normal circles. This teaches them how to interact with kids from different age groups with different skill sets who all share similar interests. For children struggling with classroom relationships, the opportunity to find a place where they feel accepted is essential. Our Youth Development Specialists who work with youth at our sites are trained not just in BGCA programming but also to act as first reporters. They are trained to recognize signs of abuse or self-harm and more. We are still uncertain what the future may hold in terms of the long-term impact on our youth and we believe we must begin now to tackle those challenges. We cannot abandon the children of our community when they need us the most.

The 2000+ young people we serve annually at our 16 club sites— 13 of which are in Santa Maria, are among the most at-risk of not completing high school, juvenile delinquency, not attending college, and more. A majority, nearly 100%, of our population served lives below the poverty line. We serve youth from all races and ethnicity with over 75% of our Club Members identifying as Hispanic/Latino. Over 50% of our members live in single-parent households. While we do not track homelessness, per se, since so many of our members come from poverty-reporting households we know that correlates with a likelihood of housing insecurity. Children and teens who have access to our out-of-school programs and our caring professional staff report better mental and emotional health, demonstrate improved outcomes at school and other extra- curricular activities, and develop leadership skills and practices, they would not otherwise have access to.

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.

Statistics confirm the risk of low achievement for students from high-poverty families that make up the majority of the families served by the Club. At the moment, plans to help students catch up are largely evolving, thin, or nonexistent. The consequences [after the pandemic] are most dire for low-income and minority children, who are more likely to be learning remotely and less likely to have appropriate technology and home environments for independent study compared with their wealthier peers. Children with disabilities and those learning English have particularly struggled in the absence of in-class instruction. Many of those students were already lagging academically before the pandemic. Now, they're even further behind - with time running out to meet
key academic benchmarks.

The benefits of youth attending our Clubs is exponential and last a lifetime. All of our youth who attend the Club are exceeding distance learning expectations, they attend e-learning regularly and are positive contributors to their classes. This will be crucial for their success as schools return back on campus. 92% of youth are expected to graduate High School and 59% are expected to attend post-secondary education. These percentages are well beyond the national average.

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.

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
Boys & Girls Clubs of Mid Central Coast supports all youth and teens – of every race, ethnicity, gender, gender expression, sexual orientation, ability, socio-economic status, and religion – in reaching their full potential. A majority, nearly 100%, of our population served, lives below the poverty line. We serve youth from all races and ethnicity with over 75% of our Club members identifying as Hispanic/Latino. Over 50% of our members live in single-parent households. While we do not track homelessness, per se, since so many of our members come from poverty-reporting households we know that correlates with a
likelihood of housing insecurity. 85% of members are Hispanic where Spanish is the predominant language spoken in the home. 70% of our members qualify for English Learner support in school, approximately 33% come from single-parent homes, and approximately 90% qualify for free or reduced meal programs during the school year based on state and federal

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

Expand educational and development opportunities

Provide affordable housing

Revitalize existing neighborhoods

guidelines. To help those kids, we provide healthy daily snacks. Agriculture and hospitality are the dominant employer groups in a large part of the region and many of our members come from homes where one or more family members work in one of those industries.

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?
At-Risk Youth ages 6-12 years old.

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.

Service units are the amount of hours we provide mentoring and guiding our youth members. 1 unit equals 100 service hours for a total of 1800.

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 for the program is first and foremost to be able to serve more youth in our area and to decrease our waiting lists. The goal for youth in our program is to have a higher perception of key positive youth development elements than the national average.

The National Youth Outcomes initiative is used to measure youth perception. These results show that Club Members at Boys & Girls Clubs of Mid Central Coast have a higher perception of key positive youth development elements than the national

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:

Persons
1829Households
1,829.001,829.00TOTAL

average. As an organization, we use this information to continually improve program areas in an effort to provide local youth with the highest-quality Club Experience possible (as defined below).In 2004-05, Boys & Girls Clubs of America (BGCA) partnered with the Search Institute to undertake a comprehensive study to identify core Club practices that foster positive youth development. The research yielded strategies and practices that were synthesized into the Five Key Elements for Positive Youth Development that are at the center of our Movement’s Formula for Impact theory of change. When implemented together and with consistency, the Club meets the developmental needs of youth by providing:

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?
Since our founding year in 1966, the success of our clubs has been dependent on educators, parents, youth advocates, city and county officials and other stakeholders that can help advocate for the needs of their communities. We make sure we are addressing what is actually needed based on community leader feedback. During the pandemic when resources were scarce, we increased our engagement with our community partners including local hospitals, food banks, and other youth service organizations. The Clubs acted as a resource of information to our parents and the community at large.

We work alongside school administration in the Santa Maria school districts and fill in the gaps for afterschool programming where schools can not. Recently, working with the Bonita School District we implemented a much needed TK and Kindergarten program. We also partner with local food banks so that our Club Members and their families receive all food- based services available in addition to collaborating with healthy nutrition programming. Additionally, most children in the foster care program or who are under any court managed oversight utilize BGCMCC programming and services. Finally, service organizations, civic groups, local businesses, and other youth development specialists partner with us to help present programs, share specialty information with our Club Members, and help our members develop leadership skills and community service opportunities.

14. How do you cooperate or network with other existing related programs, organizations or community resources?
In May of 2019, the Boys & Girls Clubs North San Luis Obispo County and the Boys & Girls Clubs of Santa Maria Valley merged to be one organization. Today the Boys & Girls Club Mid Central Coast operates 22 clubs, 13 of which are in Santa Maria. With this merger and expansion, we still have children on a waiting list who need to be served. It is our goal to never have a waiting list so we are continually striving to expand our programs and services.

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

The Opportunity to Thrive for all youth is not dependent on parental participation or family involvement. It is recommended that there be an involvement. The purpose of our program is to provide a safe and nurturing out of school environment for area youth so that parents and caregivers can continue to work. Homework and tutoring help is given for an hour each day so that when children return home, there is less of a burden on parents and caregivers thus increasing quality family time. That being said, our clubs pride themselves with our communication with the parents, caregivers and school districts to insure youth members stay developmentally on track.

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.

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".

Volunteers are utilized in many of our programs including power hour (homework study hall), mentoring programs, money smart and sports activities to name a few. Volunteers are screened and supervised using the same guidelines for safety as our school districts. The total number of hours varies from year to year depending on the amount of volunteer support we are able to receive. Volunteers include individual community members, parents and corporate sponsors.

Description of Agency Services

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

Yes

No

other agencies.

Component I, Homework Help: It is proven that stress in the home is reduced, and student achievement rises significantly when homework is completed regularly. To foster good habits, Power Hour includes daily homework assistance at the Club so the students do not have to do it when they get home with their families. Homework Helpers provide sustained
encouragement and teach Club Members how to use reference materials and conduct research, check assignments for completion, and accuracy, and most importantly, promote self-directed learning. Additionally, cooperative homework combines individuals working on the same homework concept as an opportunity to collaborate with each other.

Cooperative groups help members to interact socially, build self-esteem, and develop a positive attitude toward school.

Component II, Tutoring: The objectives of the Power Hour tutoring program are to help members perform better in selected subject areas and become self-directed learners. Tutoring is maintained at not more than a 1 to 3 ratio.

Component III, Educational Enhancement: Clubs provide educational enhancement materials designed to take advantage of the innate curiosity of young people and to help them become self-directed learners. These materials provide age-appropriate "challenges" in math, reading, research, social issues, current affairs, and geography. Incentives are provided to youth for completing the challenges. Programming provides the framework for a unique partnership between the Club, the school, and parents to support young people in school. School Partners: BGCMCC's trained Youth Development Professionals (YDP's) work with school professionals to develop Power Pages, individualize homework, monitor performance, identify problems affecting performance, and target students who can benefit most from our programming. For example, our new partnership with the Creston School District has shown us that Creston students need to have an extra focus on math proficiency and our YDP’s are utilizing the math curriculum the school currently uses to ensure that students meet math proficiency by the end of the year. The Family as Partners: Parents are often unaware of the positive impact they can have on their children's education even if they are not well-educated themselves and have limited proficiency in English. Parents will be encouraged to participate via the following:
* Guidance on how they can support the educational efforts of their children
* Opportunities to help out at the Club
* Participation in social events involving families
Families overall are strengthened when there is less stress in the home. Stress often derives from outside sources.

Oftentimes that source can be school. The Power Hour program offers an opportunity to eliminate stress, help young people succeed, and strengthen families and the community at large.

19. How long have you been in existence and provided services to the community? Since the first doors opened in 1966 Boys & Girls Clubs of Mid Central Coast has a strong reputation for providing safe, educational, and fun programs for local youth between the ages of 6-18. What started as one building— the flagship Railroad site in Santa Maria— has now expanded to two counties and 16 sites, with more than 2,700 registered youth members.

Through outreach, including sponsored arts and sports programs, Boys & Girls Clubs of Mid Central Coast benefits an additional 4,000 local children each year. We believe every kid has what it takes. The mission and core values of Boys & Girls Clubs fuel our commitment to promoting safe, positive, and inclusive environments for all. Boys & Girls Clubs of Mid Central Coast supports all youth and teens – of every race, ethnicity, gender, gender expression, sexual orientation, ability, socio- economic status, and religion – in reaching their full potential.

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.

The Boys & Girls Clubs of Mid Central Coast received funding for an outdoor basketball court in 2021. This was for a capital project. The outdoor basketball court was completed on time and funds were managed properly. Our agency's self score was 48 out of 55.

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

23. How do you offer a service that is both cost-efficient and effective? Fundraising is an on-going process for the BGCMCC to keep expanding our programs and to be able to serve more children in our communities. Funding comes through a combination of private donations from individuals, contracted fees with local school districts when applicable, sponsorships from local, regional and national businesses, and grant funding from foundations or governmental organizations. We fundraise continually throughout the year. Our resource development department has expanded to include fundraising professionals to sustain and increase our fundraising efforts.

Given the county-wide services we can provide--and are being asked to provide for school districts and municipalities who do not have the after-school or youth development services in place that we do--and our proven ability to meet the demands of serving youth during the Covid crisis, it is critical that we have funding partnerships from governmental organizations. Since this funding is in response to the Covid crisis, BGCMCC not only responded to the Covid crisis with increased services to a population that would not have had any other resources available to them, we did it in a time when our ability to raise funds was severely limited. We used reserves and funding from
donors that would have typically been earmarked for Club development to expand to all-day programming while not being able to produce our expected fundraisers and events to fund our operating budget.

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-

518,876Federal Government
809,579State Government
County Government
257,362Local Government
167,007United Way
1,462,928Contributions
268,756Fundraising
94,403Program Service Fees
1,506,544Private Foundations
23,334Other
5,108,789.005,108,789.00TOTAL

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$ 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$ 600,000.00 USD$ 750,000.00 USD$ 750,000.00 USD$ 1.00 United Way USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00
Contributions USD$ 700,000.00 USD$ 1,000,000.00 USD$ 1,000,000.00 USD$ 1.00 Special Events/Fundraising USD$ 90,000.00 USD$ 250,000.00 USD$ 250,000.00 USD$ 1.00 Legacies & Bequests (Unrestricted) USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Membership Dues USD$ 5,000.00 USD$ 5,000.00 USD$ 5,000.00 USD$ 1.00 Program Service Fees USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Other (Specify in Narrative) USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Total USD$
1,395,000.00
USD$ 2,025,000.00USD$ 2,025,000.00USD$ 1.00

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 USD$ 300,000.00 USD$ 500,000.00 USD$ 15,000.00 Salaries USD$ 1,000,000.00 USD$ 1,430,000.00 USD$ 5,000.00 Professional Fees USD$ 0.00 USD$ 0.00
Supplies/Publication/Printing USD$ 15,000.00 USD$ 15,000.00 Occupancy/Utilities USD$ 80,000.00 USD$ 80,000.00
Travel/Mileage USD$ 0.00
Other (Specify in Narrative)
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$
1,395,000.00
USD$ 2,025,000.00USD$ 20,000.00

Program Budget Narrative
Direct Assistance to individuals is the estimated cost of the service our Youth Development Professionals provide to our club members. This would include their training, mentoring, safety etc. Our program is service centered which is why the majority of funds needed falls into this category. High cost of personnel expense is due to the face that we are a people centered business. We cannot operate without hiring the best people. Also, following CDC requirements for safety has limited our staff to child ratio. Our program is primarily a direct service program. The CDBG funds will assist in the overall cost for the program. Although it is just a portion of our overall budget, a partnership with the City of Santa Maria is imperative to the success of our program. Having the City of Santa Maria as a partner showing support of our programs gives other organizations in Santa Maria the confidence to support us further and at a higher level.

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
Households $  20,000 $  2,025,000 1 % 1,829   18
Total $ 20,000 $ 2,025,000 1 % 1,829  18

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.

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

Board Authorization
Agency's organizational chart
Org Chart
Certificates of insurance covering Worker's
Compensation and General Liability (it is not

Certificate of Insurance  Page 76 of 220

Application ID: 424054
Become a fan of ZoomGrants™ on Facebook
Problems? Contact us at [email protected]
©2002-2023 GrantAnalyst.com. All rights reserved.
"ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC.

Logout | Browser
* ZoomGrants™ is not responsible for the content of uploaded documents. necessary to name City of Santa Maria as additional
insured at this time)
Current and prior year's financial statements
2021 Financial Statement
2020 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.)

Annual 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.)

2022 Budget
2023 Budget 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

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
Child Abuse Listening Mediation (CALM)
Childhood Trauma Prevention and Treatment

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

USD$ 20,000.00 Requested

Submitted: 12/7/2022 8:30:47 AM (Pacific)

Project Contact
Kylee Chimal
[email protected]
Tel: (805) 965-2376

Additional Contacts
[email protected]

Child Abuse Listening Mediation
(CALM)
1236 Chapala St.

Santa Barbara, CA 93101
United States

Chief Executive Officer
Alana Walczak
[email protected]

Telephone(805) 965-2376
Fax (805) 963-6707
Web calm4kids.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

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:

Childhood Trauma Prevention and Treatment

3. Location of proposed program / project:
(Street address, if applicable of proposed program / project):
210 E. Enos Dr. #A Santa Maria CA 93454

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.

Research on Adverse Childhood Experiences (ACEs) has shown that experiences of neglect, abuse, or household dysfunction reliably predict negative physical, mental health, socioeconomic and academic outcomes later in life. Compared to those with no ACEs, adults who had 4 or more ACEs were 3.5 times more likely to report frequent mental distress, 2 times more likely to report fair or poor health, and 3 times more likely to report 14 or more unhealthy days in the past month (Kidsdata). ACEs include 10 types of abuse, neglect, and household challenges which are correlated with negative outcomes later in life. The average CALM client has 5 ACEs (experiences of physical and emotional abuse and neglect or types of household dysfunction, including domestic violence or substance abuse within the family). This is an increase from an average 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

of 3 ACEs reported among clients in 2019.

The prevalence of ACEs in Santa Barbara County is no better than the state average, in part because the risk is heightened among minority populations, in low-income households, and is especially affected by the lack of access to regular healthcare (ACEs Aware). CALM’s expansion into north County was motivated by the acute need for trauma prevention and intervention north of Gaviota. This was informed by a number of sociocultural and economic features in the Santa Maria region which are indicative of risk for suboptimal outcomes for children/families. The demographics of Santa Maria, in particular, reflect ACEs risk factors: 76% of the population identifies as Hispanic or Latino and 17% of the population lives below the poverty threshold (US Census Data, 2018). The challenges faced by the Santa Maria community have also been disproportionately impacted by the COVID-19 health crisis. During the pandemic, the city became known as a COVID-19 hotspot, accounting for 32% of the county's cases and 35% of the deaths while only comprising 24% of the population (Santa Maria Times) and the need for trauma support will be substantial in the coming years.

CALM’s services in Santa Maria emphasize preventing trauma by strengthening families and reducing the impact of trauma after abuse has occurred. We provide a continuum of care that addresses the whole person and the context in which they live.

Individual, family, and group treatment is provided by 3 clinical teams in our offices, at clients’ homes, and via telehealth. Each team specializes in different stages of development and levels of intervention: Great Beginnings provides early prevention and family strengthening, Childhood Trauma Treatment promotes healing and recovery from abuse, family violence, and other traumas, and Whatever It Takes provides wrap-around support for children and youth with the greatest behavioral health needs. Therapists also provide case management and support in accessing basic needs to promote well-being and effective family functioning in all domains of life.

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 program is in service of Priority 1 and specifically addresses critical needs among at-risk youth and underserved populations. ACEs have been recognized by the medical field as a predictor of negative physical and mental health outcomes, as well as negative outcomes on socio-economic and academic indicators of success. ACEs are categorized under 3 headings: abuse, neglect, and household challenges (such as substance abuse or mental illness in a caregiver, or a relative being incarcerated). These types of trauma are too often experienced by the target populations included in Priority 1.

CALM has served Santa Barbara County residents for more than 50 years and is the only local agency dedicated to preventing and treating childhood trauma. Its mission is to prevent childhood trauma, heal children and families, and build resilient communities throughout Santa Barbara County envisions safe communities where every family is supported, and every child thrives. This mission and vision inform CALM's efforts and Child Trauma and Prevention Treatment Program which is especially effective at supporting low- and moderate-income children and families and those affected by family violence and substance abuse or mental illness, which have been further exacerbated since the beginning of the COVID-19 pandemic.

ACEs can have lifelong health outcomes if left untreated. It can impact a child’s ability to form healthy relationships and grow in an environment that is safe and nurturing. In contrast, Positive Childhood Experience (PCEs) are made through building interpersonal relationships. CALM helps families heal and process their trauma histories. Through individual and family therapy, clients strengthen relationships, overcome serious emotional and behavioral problems, and buffer the impacts of trauma.

CALM also fosters social change and helps to reduce the strain of childhood trauma by partnering with other systems that serve children and families. By embedding services in natural settings where children learn and grow, we collaborate with other County organizations to increase access to mental health services, overcome stigma, and establish trauma-informed communities with a focus on non-duplication of services.

CALM prioritizes excellent countywide care by focusing resources, cultivating expertise, and building relationships in Santa Maria and Lompoc where children and families need us most. We invest in competent, mission-driven team members who are supported by a healthy organizational culture that emphasizes staff wellness, and growth.

CALM provides pioneering, trauma-informed services that are centered on the strengths of our clients and the expertise of our staff while exploring new approaches that transform lives. We work tirelessly to mobilize partnerships, foster equity and inclusion, and elevate impact. We are committed to continuing to build a more vibrant future for all who need us, no matter

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

Expand educational and development opportunities

Provide affordable housing

Revitalize existing neighborhoods

what.

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.

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
CALM serves primarily low-income children, youth, and families in crisis who often lack the experience or the resources to access essential community services. Many clients have historically been prevented from seeking services due to language barriers or lack of insurance. Approximately 57.16% of our clients are Latino, 33.66% are Caucasian, 1.09% are African American, and the remaining 8.09% include those with multiple or other ethnicities. Approximately 40% of clients’ preferred family language is Spanish and 10% of clients’ preferred family language is Mixteco, 34% are single-parent families, and 12% have less than 12 years of education.

No client is ever turned away due to their inability to pay. CALM categorizes clients according to the HUD income limits and asks clients to self-report their income at intake. Approximately 80% of CALM’s clients are low and moderate-income persons.

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?
CALM works with children from zero to 18 years with treatment that targets the developmental, emotional, and behavioral challenges that stem from trauma and create risk factors for other negative outcomes. We also work with parents, caregivers, and kinship families. These services provide parent education and support focused on strengthening families and increasing protective factors to prevent trauma and heal families who have been touched by abuse.

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:
300Persons
Households
300.00300.00TOTAL Page 81 of 220

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.

A unit of service is one (1) hour of case management, individual therapy, group support services, or referral and advocacy provided to a client. The person to unit ratio is 1 person:18.5 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?
CALM’S long-term goal is to root out the impacts of childhood trauma in our community. One of the most critical factors in preventing childhood trauma and promoting resilience is adults’ capacity to appropriately respond to children’s behaviors and manage their own stress and mental health. The intended outcomes of our prevention and treatment program and the full array of services CALM provides, are to improve the health, well-being, and safety of children and to build resilient communities.

This long-term outcome is predicted by short-term improvements to parents’ stress, mental health, and parenting skills to create a buffer against the negative impacts of trauma and cultivate more nurturing relationships and safer households.

Parental involvement in treatment (discussed in question 15), is critical to the success of our clients. As such, CALM conducts a range of clinical assessments to evaluate client families who receive treatment in our office, through clinics and other community-based services, or via telehealth. To inform the trajectory of treatment plans and measure treatment effectiveness, CALM will gather assessment data on three indicators: parent stress, parenting skills/risk of child maltreatment, and parental depression. The tools used in these assessments are clinically validated batteries for measuring the relevant indicators.

Every client receives a custom treatment plan with unique goals related to the individual’s or family’s challenges. CALM gathers assessment data at intake and at six-month intervals on two primary indicators which demonstrate changes in parenting stress and depression.

The intended outcomes for our Santa Maria services are as follows:

65% of parents will show a reduction in symptoms of parenting stress as measured by the Parenting Stress Index (PSI-4-SF) from Intake to Follow-Up.

65% of parents will show a reduction in symptoms of depression as measured by the Center for Epidemiological Studies Depression Scale (CES-D) from Intake to Follow-Up.

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?
To build resilient communities CALM collaborates with organizations, institutions, and service providers beyond the walls of our clinics and outside of the homes of our clients. No CDBG funding will be distributed to partner organizations for our Santa Maria programs, but the funding will enable CALM to effectively coordinate and deliver services that best meet clients’ and the community’s needs.

CALM embeds therapists at 60 unique sites throughout the county to provide trauma-informed expertise in the places where children and families are. We maintain partnerships with the Santa Barbara County Department of Public Health, Child Welfare Services, and the District Attorney/Victim Witness Assistance Program, which includes work across our continuum of care from prevention-focused programs to intensive in-home services with youth in the care of the county. We also have close relationships with local agencies that provide services beyond our scope, such as Good Samaritan Shelter, Domestic Violence Solutions, The Santa Maria Valley YMCA, the Council on Alcohol and Drug Abuse, local law enforcement, school districts, and others. CALM's collaboration with community partners allows us to work in a streamlined system of care for case management and referrals, as needed.

14. How do you cooperate or network with other existing related programs, organizations or community resources?
While CALM is the only local agency dedicated to preventing and treating childhood trauma, we routinely interact with, receive referrals from, and refer clients to other service providers. Healing from trauma requires that basic needs are met – our Page 82 of 220 therapists work to address the whole person and the context in which they live, which often includes helping clients solve problems related to housing, food, childcare, legal support, medical care, and more generally navigating community services.

As described above, our close relationships with complementary service providers ensure that CALM clients get wrap-around support to ensure their healing journey is effective and sustained after the end of treatment.

CALM is a member of several more formal networks, which address different pillars of our mission. To prevent childhood trauma, we work as partners in the Child Abuse Prevention Collaborative, which includes the network of Family Resource Centers, to deliver targeted child abuse and neglect prevention services to low-income families at risk throughout the county.

This work includes parent education, trainings to other community agencies, and home visitation to families.

To help children and families heal, we contract with the Department of Social Services to provide intensive family services in Santa Maria and beyond to prevent the removal of children from their homes or successfully reunify families who have been involved with Child Welfare Services and the foster care system. These efforts often involve further collaboration with agencies such as the Department of Behavioral Wellness, Tri-Counties Regional Center, Victim Witness Assistance, and the county Probation Office, as well as participation in the countywide, interdisciplinary Sexual Assault Response Team for which CALM provides forensic interviews with children in cases of alleged sexual abuse.

To build resilient communities, our Community Strengthening Collaborations program through which we embed our trauma- expertise in the community reaches nearly 10,000 individuals countywide. One example of a community-strengthening collaboration is our work as the trauma-informed care provider in the countywide Pediatric Resiliency Collaborative. In partnership with a network of pediatric doctors and the Family Service Agency of Santa Barbara County, CALM connects with families who have a high-risk ACEs score through a wellness navigator situated in pediatric clinics. This work has significantly expanded in North County since 2021 and we are proud to be reaching families in need of mental health support in this destigmatized and accessible context.

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

Recovery from trauma is complex and often requires wrap-around support. Depending on the nature of a child’s trauma history and family members’ role in any abuse, every effort is made to involve parents and caregivers in the promotion of healing and resilience. When it is safe to have volunteers in our office to provide this support, childcare is provided for siblings of clients so that parents can participate in therapy with the client child.

Our early prevention and intervention programs within the Great Beginnings department are focused on supporting parents so that they can build healthy relationships with their young children and promote optimal outcomes. Services include home visitation and parenting groups which focus on providing tools and skills to cultivate a healthy family system. Adults served by Great Beginnings also receive individual and family treatment to manage postpartum depression or to address past histories of trauma that might affect their approach to parenting a young child.

The Childhood Trauma Treatment and Whatever It Takes department provides therapy and interventions to children who have already experienced abuse or neglect. Both teams take a contextualized approach to address factors in the client's environment and family system to reduce vulnerabilities and promote optimal outcomes. Non-offending parents and adults in the child’s life are encouraged to participate in treatment and can receive individual counseling as well to reinforce healing and build better environments for the child’s recovery. In some cases, multiple members of the family receive treatment from different therapists at CALM, who then coordinate care at the level of the family.

Community Strengthening Collaborations also involves parents by delivering parent education resources through preschools, out-of-school programs, and in medical settings. With plans to expand our Pediatric Resiliency Collaborative to Santa Maria clinics, infants will be screened for ACES and parents will be directed to educational resources and additional supports, depending on their family’s risk factors.

CALM has a vision of safe communities where every family is supported, and every child thrives. Our philosophy emphasizes a strengths-based approach with families and a belief that parents are the experts on their own children. Our culturally responsive therapeutic interventions effectively address the unique needs of each family. We provide wrap-around support within CALM and across agencies that support children and families in other critical ways. While the child is the primary focus in CALM’s treatment services, the parents and family are the backdrop to reinforce the treatment necessary for long- term success.

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.

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".

Yes

No

CALM has historically recruited volunteers from the community, including students from local college campuses, to receive training to provide childcare for siblings of clients. For non-offending parents to participate in their child’s treatment, accommodations are needed for other children in the family. Since the majority of therapy has been hosted via telehealth since March 2020, we have not maintained an active volunteer program in support of direct services. As we continue to invite clients and staff back into our clinics and offices, we will assess the need for volunteers to reimplement this support.

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.

As the county-wide specialist in the prevention and treatment of childhood trauma, CALM has demonstrated success in promoting positive outcomes through ongoing research and evaluation. From early intervention to intensive family services, our programs create a continuum of care that reduces the impact of abuse, neglect, and other mental health risk factors on children, families, and the community at large. Over 50% of our services are prevention-focused and we’ve also built community-based partnerships to integrate mental and behavioral health into environments like schools and pediatric clinics.

In concert, these programs allow us to activate the social change and systems change necessary to address childhood trauma.

At the center of our work, CALM’s clinic-based services prevent trauma by strengthening families and reducing the impact of trauma after abuse has occurred. To address the needs of each family we serve, CALM provides a range of services that account for the whole person and the context in which they live. Clinical staff based in Santa Barbara, Carpinteria, Santa Maria, and Lompoc provide individual, family, and group therapy in our offices, at clients’ homes, and via telehealth. Therapists also provide case management and coaching in accessing basic needs to promote well-being and effective family functioning in all domains of life.

In addition to our clinic- and community-based continuum of care, CALM believes that we must affect the systems that serve and treat children and families to truly address the mental health needs throughout Santa Barbara County. Our fourth core department, Community Strengthening Collaborations, builds the foundation of a trauma-informed community where teachers, parents, pediatricians, and service providers work together to provide universal and targeted supports to all children, thereby reducing the strain that childhood trauma puts on our schools, healthcare system, and communities.

CALM’s staff is exceptionally qualified to do this work. Half of our associate and licensed Marriage and Family Therapists (MFT) and Clinical Social Workers (CSW) are bilingual and/or bicultural, and all our clinicians are trained in evidence-based therapy modalities. Staff receive continuous training, supervision, and support from our Quality Assurance and Continuous Quality Improvement departments. With a focus on excellence and adherence to best practices, we ensure that our clients receive the best treatment possible to guide them toward safety, healing, and healthy family functioning.

19. How long have you been in existence and provided services to the community? Rooted in research and grounded in more than 50 years of impactful work, CALM is a beacon of light for children and families across Santa Barbara County. Our founder, Claire Miles, began CALM as a single phone line in 1970 that stressed-out parents could call before they hurt their children. Within the first month of providing this preventative measure, Claire received over 40 phone calls. From that original lifeline, the organization has expanded to serve thousands of clients across the county with an array of programs in our clinics and in the community. We began to deepen our work in Santa Maria in 2010 with a single contract through the Department of Social Services, and we now provide a full suite of essential services to over 1,000 individuals each year plus many more through our partnerships and trainings in the community.

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.

CALM has received CDBG funds in Santa Maria annually since 2014 and has consistently managed this funding source to best serve clients in the region. Given the sensitive nature of our work, we do not collect formal income documentation from clients. Since we do not collect this information from individual beneficiaries, we have opted to allocate CDBG funds toward the cost of rent at our Santa Maria office. This budgetary choice has reduced the administrative burden of this fund source and allowed other unrestricted contracts and grants to go towards essential therapeutic services and programs. Our most recent monitoring review resulted in no findings, and we are grateful to the staff of the Community Development Department for their

Yes

No

consistent technical support in implementing our recent grant awards.

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? CALM is committed to providing high-quality treatment and services that are accessible to all. Fees for services are based on a sliding scale and no one is turned away due to an inability to pay. An array of government contracts, including our certification as a Medi-Cal provider, ensures that we secure funding from all viable sources. CALM supports a pipeline of professional staff by working with MFT, CSW, and Psychology interns to serve more clients at a lower cost. These interns receive supervision from Program Managers and the Senior Manager of CQI and Doctoral Training. Where appropriate, we utilize group therapy strategies which can support more clients with less cost to the agency.

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
3276168State Government
1712882County Government
881691Local Government
0 United Way
1311666Contributions
308657Fundraising
105093Program Service Fees
706,250Private Foundations
94500Other
8,396,907.008,396,907.00TOTAL

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$ 20,000.00 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$ 1,720,000.00 USD$ 1,793,886.00 USD$ 0.00 USD$ 0.00 United Way USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00
Contributions USD$ 100,000.00 USD$ 100,000.00 USD$ 0.00 USD$ 0.00 Special Events/Fundraising USD$ 50,000.00 USD$ 50,000.00 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$ 16,500.00 USD$ 0.00 USD$ 0.00 Other (Specify in Narrative) USD$ 0.00 USD$ 0.00 USD$ 0.00 USD$ 0.00 Total USD$
1,890,000.00
USD$ 1,980,386.00USD$ 20,000.00USD$ 0.01

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$ 1,440,000.00 USD$ 1,501,568.00 USD$ 0.00
Professional Fees USD$ 0.00 USD$ 0.00 USD$ 0.00
Supplies/Publication/Printing USD$ 16,300.00 USD$ 0.00 USD$ 0.00 Occupancy/Utilities USD$ 112,250.00 USD$ 74,997.00 USD$ 20,000.00 Travel/Mileage USD$ 30,300.00 USD$ 10,034.00 USD$ 0.00
Other (Specify in Narrative) USD$ 450,900.00 USD$ 586,505.00 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)
Total USD$
2,049,750.00
USD$ 2,173,104.00USD$ 20,000.00

Program Budget Narrative
CALM is requesting renewed support of a $20,000 grant to help with occupancy expenses to deliver trauma-informed care to residents who live in Santa Maria.

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 $  20,000 $  2,173,104 1 % 300   3
Total $ 20,000 $ 2,173,104 1 % 300  3

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.

Board of Directors
Board of Directors 2
Copy of board authorization to apply for this grant.

Board Authorization
Agency's organizational chart
CALM 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 1
Certificate of Insurance 2
Certificate of Insurance 3
Current and prior year's financial statements
CALM 2021_2022 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

FY2022 Annual Audit-CALM

Application ID: 423261
Become a fan of ZoomGrants™ on Facebook
Problems? Contact us at [email protected]
©2002-2023 GrantAnalyst.com. All rights reserved.
"ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC.

Logout | Browser
* ZoomGrants™ is not responsible for the content of uploaded documents. required attachments.)
Most recent Form 990 and Schedule A Federal Tax
Return

CALM FY2021 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.)

2023_2024 Org Budget CALM
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 CALM

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
City of Santa Maria Recreation and Parks
Tutoring Services at the Abel Maldonado Community Youth Center

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

USD$ 20,500.00 Requested

Submitted: 12/6/2022 4:36:51 PM (Pacific)

Project Contact
Dennis Smitherman
[email protected]
Tel: 8059250951

Additional Contacts
[email protected],[email protected]

City of Santa Maria
Recreation and Parks
615 S McClelland St
Santa Maria, CA 93454
United States

Director
Alex Posada
[email protected]

Telephone8059250951
Fax
Web

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

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:

Tutoring Services at the Abel Maldonado Community Youth Center

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

Abel Maldonado Community Youth Center, 600 South McClelland Street, Santa Maria, CA 93454

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.

The City of Santa Maria Recreation and Parks Department is requesting $20,500 to hire a tutor for community teens in grades 7 through 12. The tutor(s) will be stationed at the Abel Maldonado Community Youth Center from 3:30 p.m. to 7:30 p.m. on weekdays and from noon to 5:00 p.m. on Saturdays. The requested CDBG monies will fund 1,000 hours of tutoring services for community teens during the school year. To exceed the California student-educator ratio standard, the goal will be to assist 100 community teens during the school year. Additionally, each teen receiving a minimum of 10 hours of tutoring will receive school supplies and tutoring aids purchased with CDBG monies.

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

The effects of the COVID-19 on educational systems were significantly impactful. The National Assessment of Educational Progress found that only 26% of 8th grade students were proficient in math compared to a pre-pandemic statistic of 34%.

Similarly, reading proficiency declined from 36% to 34% in the same demographic. In California, the assessment found that Hispanic students scored 19 points lower than their white counterparts. According to the National Center for Education and the California Department of Education, the student body of both high schools within city limits is about 95% Hispanic, and less than 30% the students rank proficient in math scores.

Although both Santa Maria High School and Pioneer Valley High School offer tutoring services to their students, the student enrollment at both schools totals over 6,100. Additionally, there is close to 2,900 public junior high school students that are offered tutoring at their campuses during a period of less than one hour per day. Offering a third tutoring site off-campus through the evening will expand accessibility, improve academic scores, and provide safe place for teens to develop their skills in contrast to engaging in misconduct.

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 City of Santa Maria’s proposed CDBG priorities list includes “encouraging programs to improve the academic performance and educational outcomes for youngsters aged preschool through post K-12.” Funding a tutor for community teens not only encourages the aforementioned priority— it implements it. The tutor(s) will be recruited from collegiate institutions and recommendations from their professors will be required. Their entire focus will be on improving the academic performance of the community teens by helping them with their assignments and projects and teaching them the best practices for studying.

An incentive program will be developed to encourage students to share documentation of their academic improvement.

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.

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
According to the United States Census Bureau, the average median household income in the City of Santa Maria is about $67,000 and 12.7% of the population is living in poverty. This grant program grants eligibility to two-person households making up to $89,550 and that limit increases as the number of members per household do. The guidelines suggest that a significant portion of the population already automatically qualifies for the services. To ensure compliance, the Santa Maria Recreation and Parks Department will create a permission slip for the tutoring program where heads of households will need to declare their household income and attach copies of documentation supporting the claim. Additionally, the program will work with guidance counselors and the migrant program in the school district to recruit referrals among teens struggling academically and the children of the agricultural migrant worker population residing in Santa Maria during the school year.

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

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 Page 90 of 220

9. Out of all the boxes checked above, which population category will primarily be served by the proposed program / project?
Although the tutoring program will serve many demographics, the main demographic served will be youth ages 13 through 17.

The focus of the program will be to improve the academic performance of community teens in grades 7 through 12.

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.

The City of Santa Maria will provide tutoring services to 100 teens measured at 10 hours of tutoring services per community teen and 1,000 hours of tutoring services total.

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 outcome of the tutoring program is for the academic performance of community teens to improve and result in their developmental success. The short-term goal will be to compare assignments and class grades throughout the school year to measure achievements. The long-term assessment will measure the standardized test scores, graduation rates, and collegiate enrollment of the participants. As the tutoring services progress, the participants grades should reflect an improvement. An incentive program will be created to encourage teens to submit their assignment grades and report cards to assess the effectiveness of the tutoring program. The incentives may include rewarding teens with gift cards or group experiences when they regularly submit evidence of their academic performance. The program will also seek parental consent to collaborate with the school district on evaluating the long-term goals, in case the participants are no longer receiving services by the time they are seniors in high school. The participants' long-term success will be attributed partially to the assignment-completion and studying strategies they learned in the tutoring program.

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?
The most significant partnerships that the City of Santa Maria Recreation and Parks Department can enter for the success of the tutoring program are with the public-school districts (i.e., Santa Maria-Bonita School District and the Santa Maria Joint Union High School District) and their social services subsidiaries. The collaboration will ensure referrals for the program from among community teens in households with low-to-moderate household incomes struggling academically. Additionally, with parental consent, the partnership will allow the program to monitor the long-term test scores and graduation rates

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:
100Persons
Households
100.00100.00TOTAL

assessments of past participants that no longer utilize the tutoring services. The management of CDBG funds will remain with the Santa Maria Recreation and Parks Department.

14. How do you cooperate or network with other existing related programs, organizations or community resources?
The Santa Maria-Bonita and Santa Maria Joint Union High school districts already refer community teens to the Santa Maria Recreation and Parks Department for enrichment, recreational, and professional development opportunities. Adding referrals for this academic performance improvement program is feasible for the school districts.

Additionally, the Santa Maria Recreation and Parks Department currently offers the same opportunities to clients of CADA, CommUnify, Fighting Back Santa Maria Valley, the Good Samaritan Shelter, and the local group homes. In return, CommUnify and Fighting Back Santa Maria Valley, along with Goodwill Industries, offer workshops for participants of the department's leadership and professional development programs for teens. All of these partners may easily refer their teen clients for tutoring services when the program is implemented.

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

Although the program does not require parental/familial involvement, the program does require parental consent.

Parents/guardians will be asked to sign a permission slip for their teens that declares their income requirements for the program, as well as their consent to information-sharing with the school districts. At any time, the youth, or their parents/guardians, may request necessities and resources from the program, including those not related to improving academic performance. The Santa Maria Recreation and Parks Department will refer them to the appropriate partner agency that can meet their 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.

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".

Due to the COVID-19 pandemic, the opportunities for community members to volunteer with the Santa Maria Recreation and Parks Department are limited to event support. For over a decade, Allan Hancock College students provided tutoring services at the Abel Maldonado Community Youth Center sponsored by the California Student Opportunity and Access Program, but that ended with the 2022 school year due to a post-pandemic change of the statewide program's funding priorities. Efforts to recruit volunteer tutors have not resulted in success.

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 Santa Maria Recreation and Parks Department's mission is to enrich the lives of the residents of Santa Maria through quality recreation programs and services; and to provide safe and well-maintained facilities and parks, while anticipating the changing needs of the community. The Santa Maria Recreation and Parks Department operates 236 acres of developed parkland in 27 neighborhood and community parks, as well as a portion of the 1,774 acres Los Flores Ranch property, the Abel Maldonado Community Youth Center, the Hagerman Sports Complex, the Paul Nelson Aquatic Center, the Elwin Mussell Senior Center, the Veterans' Memorial Community Center, and other community centers. The department provides programs in aquatics, youth/adult sports, therapeutic recreation, senior services, Special Olympics, community classes, and youth/teen programs. The department is also responsible for maintaining the City of Santa Maria's urban forest.

19. How long have you been in existence and provided services to the community? The City of Santa Maria was incorporated in 1905, and in 1938, the Santa Maria Recreation and Parks Department was established as an official City of Santa Maria department. The Santa Maria Recreation and Parks Department has grown to operate more than 27 parks, eight community centers, three gymnasiums, a lawn bowling green, lighted sports fields, an aquatics center, and more than 300 programs annually.

CDBG Experience

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

Yes

No

Yes

No Page 92 of 220

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.

Yes, the Santa Maria Recreation and Parks Department has received CDBG funding for a variety of projects. It has a positive track record in successfully completing past CDBG projects, including the Buena Vista (2016) and Russell (2018) parks renovation projects and the Paul Nelson Aquatic Center rehabilitation project in 2019.

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 best way to provide a service that is cost-efficient/effective is to be flexible so that the service or the way it is performed may be improved while maintaining/decreasing the cost to perform it. At some point, the tutor may be promoted to a training role where more tutors can be trained to provide services free of charge resulting in an exponential expansion of the program at a moderate price increase associated with the trainer's salary. The program may also be improved by seeking donations for academic equipment and supplies and tools for tutoring that will enhance the program without increasing expenditures.

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-

N/AFederal Government
N/AState Government
N/ACounty Government
N/ALocal Government
N/AUnited Way
N/AContributions
N/AFundraising
N/AProgram Service Fees
N/APrivate Foundations
N/AOther

0.000.00TOTAL

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$ 20,500.00 USD$ 20,500.00 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$ 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$ 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$ 1,500.00 USD$ 0.00 USD$ 0.00 Page 93 of 220 Total USD$ 0.00USD$ 22,000.00USD$ 20,500.00USD$ 0.93
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$ 5,000.00 USD$ 5,000.00 Salaries USD$ 0.00 USD$ 15,500.00 USD$ 15,500.00
Professional Fees USD$ 0.00 USD$ 0.00 USD$ 0.00
Supplies/Publication/Printing USD$ 0.00 USD$ 1,500.00 USD$ 0.00 Occupancy/Utilities USD$ 0.00 USD$ 0.00 USD$ 0.00
Travel/Mileage USD$ 0.00 USD$ 0.00 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$ 0.00USD$ 22,000.00USD$ 20,500.00

Program Budget Narrative
Direct Assistance - Includes the cost of providing school and study supplies ($50 value) to each teen completing a minimum of ten hours of tutoring. CDBG funds are requested to cover this assistance.

Salaries - Includes the cost of employing tutors ($15.50 hourly wage) for 1,000 hours of tutoring services during the school year. CDBG funds are requested to cover the salary.

Supplies/Publication/Printing – Up to $300 will be spent on books and materials to aid the tutor with their role. Up to $200 will be spent on marketing materials for the tutoring program. Up to $1,000 will be spent on incentives to encourage the teens to submit documentation on academic performance improvements. The Santa Maria Recreation and Parks Department will seek other funding to cover these materials.

Other Revenue - The Santa Maria Recreation and Parks Department will request $1,500 from PLAY, Inc. to cover the "Supplies/Publication/Printing" expenditures.

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 $  20,500 $  22,000 93 % 100   93
Total $ 20,500 $ 22,000 93 % 100  93

Required Documents top
Documents Requested * Required?Attached Documents *Page 94 of 220

Application ID: 423656
Become a fan of ZoomGrants™ on Facebook
Problems? Contact us at [email protected]
©2002-2023 GrantAnalyst.com. All rights reserved.
"ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC.

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

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.

City of Santa Maria City Council
Copy of board authorization to apply for this grant.

Letter of Authorization
Agency's organizational chart
City of Santa Maria 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 Statement
Current and prior year's financial statements
Financials 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 Statement
Most recent Form 990 and Schedule A Federal Tax
Return

990 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.)

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.

Not Applicable
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

Employee Salaries

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
Council on Alcoholism and Drug Abuse
Santa Maria Mentor Program

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

USD$ 20,000.00 Requested

Submitted: 12/7/2022 6:12:25 PM (Pacific)

Project Contact
Lynda Rae
[email protected]
Tel: 805-745-1703

Additional Contacts
none entered

Council on Alcoholism and Drug
Abuse
232 E. Canon Perdido Street
Santa Barbara, CA 93101
United States

Executive Director
Scott Whiteley
[email protected]

Telephone(805) 963-1433
Fax (805) 963-4099
Web www.cadasb.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

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:

Santa Maria Mentor Program

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

CADA's Daniel Bryant Youth and Family Center, 526 East Chapel Street, Santa Maria, CA 93454

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.

The Santa Maria Mentor Program will recruit, train and supervise adult volunteer mentors who will be matched with students in grades 3 – 8 to provide one-to-one mentoring services that support students' improved academic performance and social and emotional health. Mentors meet with their Mentees for at least one hour weekly at school or community-based locations, talking about the student’s issues and concerns, working on school assignments, setting goals, and building a supportive relationship.

Mentors must be at least 18 years of age, have completed high school, and undergo a thorough evaluation, including a 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

Department of Justice background check and LIVE Scan fingerprinting. They must have a TB test and COVID-19 vaccinations.

Mentors transporting students must have appropriate automobile insurance and a signed “Parent Consent/Medical Release” on file. Applicants are individually interviewed by the Program Manager and receive an orientation training. They complete two online training modules that prepares them for their role in the mentoring relationship and a 2-hour Mandated Reporter Training for Volunteers (a school district requirement). Mentors receive ongoing supervision and coaching from program staff and additional trainings on specific topics throughout the year.

Mentor and mentee pairs determine activities based on shared interests, which may include visiting museums, attending art shows and sporting events, gardening, crafting, and hiking. This regular interaction helps Mentees learn to understand and avoid risky behaviors, develop self-confidence and social skills, and increases their connectedness to school, teachers, peers, friends, and family. Program staff also organize group educational and cultural activities for the mentor matches.

Most students are referred to the mentoring program for a combination of factors, including academic difficulties, poor social skills, family issues, behavioral problems, and disengagement with school. The program also advances racial equality in education by providing additional support to a primarily Latino student population who often experience educational challenges, which has been increased by learning losses due to pandemic school closures. Three-fourths of the population of Santa Maria is Latino/Hispanic. More than half of the children in the Santa Maria Bonita Unified School District (SMBUSD) have at least one parent who is mono-lingual Spanish-speaking. The language barrier contributes to family stress and difficulty achieving academic success. One third of students in SMBUSD are homeless or living in other insecure housing situations. A Community Health Needs Assessment conducted by Marian Regional Medical Center found that 62% of adult survey respondents in Santa Maria have less than a 12th-grade education and 28% have less than a 7th-grade education. Mentoring can help ameliorate these learning challenges and provide the social and emotional support students need to succeed.

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 Santa Maria Mentor Program is an expansion of a 27-year-old successful mentoring program implemented in South Santa Barbara County schools that CADA is now replicating in the Santa Maria schools. The Santa Maria Mentor Program began in the 2022-2023 school year as a pilot program in one high-needs school (Jimenez Elementary) and in the second semester, it is now expanding to other schools in the district. The Santa Maria Mentor Program is designed to expand educational and youth development opportunities for students who may be struggling academically or experiencing social/emotional issues.

Students are referred to the mentoring program to address a variety of needs including academic issues, self-esteem, study habits, delinquency, family issues, social skills, behavioral issues, peer relations, attitudes towards school and authority, and special needs. Our mentors are also in a unique position to help mitigate the learning loss, social isolation, loss and grief, and other mental health stressors youth have experienced during the time schools were closed during the pandemic, and from which they continue to recover.

Through the use of an evidence-based mentoring model that combines both school- and community-based mentoring, CADA’s Santa Maria Mentoring Program will provide additional social, emotional, and academic support to students with multiple risk factors to help them succeed academically and support their mental health and overall wellbeing. Mentoring has long been recognized as a proven effective strategy for positive youth development and as a deterrent to risky youth behavior. CADA’s Mentoring Program will provide children with three of the five protective factors identified by the Center for the Study of Social Policy: social connections, concrete support in times of need, and building social and emotional competence of children.

Thus, our theory of change is that measurable positive change in the lives of mentees will result from their relationship with their mentor. Mentees will become more engaged in school, improve their academic achievement, feel more connected to their school and community, build resiliency, gain resistance skills for a clean and sober lifestyle, and benefit from social supports that improve communication skills and relationships.

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

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
The program began making mentor-mentee matches at the beginning of the 2022-2023 school year. Our initial target school, Jimenez Elementary, is a K-7 school in which 80% of students are socio-economically disadvantaged and 13% are homeless.

Over half of the students are English Language Learners. Many of the mentees currently in the program come from Mixtecan families, from the Oaxaca region of Mexico, and have parents who are farmworkers. Their parents speak Mixtec, a native, strictly oral language, and do not read or speak Spanish. The school supplies a translator when mentor program staff meet with the parents. (The Daniel Bryant Youth and Family Center in Santa Maria also has a Mixtec-speaking therapist on our counseling staff.)

We have now begun to expand the program to other schools in the Santa Maria-Bonita School District. Students are referred to the program by school administrators, school psychologists and counselors who understand that the program is intended to serve students who come from primarily low to moderate-income families. We utilize free and reduced lunch qualification as a measure of program eligibility.

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 program will serve at-risk youth in grades 3 – 8, however many of our matches will last through high school. Students are referred to the program based on a variety of risk factors including academic difficulties, poor social skills, family issues, grief and bereavement, behavioral problems, and disengagement with school.

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.

A. The unit of service is one hour of one-to-one mentoring activities with a mentee. Each mentee receives a minimum of 37

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:
40Persons
Households

40.0040.00TOTAL

hours of service and as many as 75 hours of service per year, as explained in more detail in question 17.

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?
CADA's evaluation of he mentor program includes 3 primary performance targets:

Goal 1. To support our mentors with training and staff support such that 75% of the mentor relationships last for 12 months or longer. (In our mentor program in Santa Barbara, 83% of matches have lasted 12 months or longer; 31% have been matched between 1 and 2 years; and 52% for three or more years.)

Goal 2. At least 75% of mentees who have participated in the program for one year will show improvement in at least four domains of the Hemingway Survey, which measures connectedness to school, peers, and family; social competence; and anti-social behaviors. CADA utilizes a 79-item self-report questionnaire, based on the Hemingway Survey, designed specifically for mentoring programs, to evaluate the impact of the program. The survey is administered when the mentee enters the program and again at the end of their first year of participation. The survey identifies changes in the following sub- scales: neighborhood connectedness; friends' connectedness; self-esteem/identity; connectedness to parents, siblings, peers, school, and teachers; future orientation/hope; and connectedness to reading. Additional items include indices for family relationships; antisocial behavior; social competence; gang resistance skills; substance use; and perception of the harmfulness of substance use.

In last year's evaluation of CADA's Santa Barbara Mentor Program, over 70% of mentees showed improvement in their connectedness to friends, parents, siblings, and teachers; social competence; gang resistance skills; and perceptions of the harmfulness of substance use. Over half showed improvements in school connectedness and family relationships.

We have also added five questions to the post-survey that ask mentees about their experience with their mentor, and these will be included in the evaluation report as a qualitative measure of mentee satisfaction. In last year's evaluation of CADA's Santa Barbara Mentor Program, 88% said their mentor enjoys spending time with them; 81% said their mentor cares about what's going on in their life; 78% said they can talk to their mentor about things that are important; and 75% said they would recommend the Mentor Program to a friend.

Goal 3. Mentors participating in the program for at least one year will demonstrate an increase in grade point averages in one or more core subjects. While the mentoring program is not primarily focused on tutoring or academic improvement, we do expect it to have an impact on students' academic performance over time. Program staff collect information on grades from the school district on each mentee at admission and at the end of the school year. We are also in discussion with participating schools about collecting attendance data. Administrators have told us they have seen significant improvement in attendance among students participating in the program, particularly those who were previously chronically truant.

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?
Our partnership with schools is fundamental to the implementation of the project. School psychologists, counselors and administrators identify and refer students who could most benefit from the program. They facilitate meetings with parents, provide data on grades, and allow mentor program staff to administer the surveys used to evaluate the program during school hours. CADA has had a long-standing relationship with the Santa Maria Bonita School District and is currently contracted to provide school-based mental health counseling services in the district, as well as Teen Court services. The district has wholeheartedly welcomed the implementation of the mentoring program on their campuses.

14. How do you cooperate or network with other existing related programs, organizations or community resources?
The Mentor Program Manager attends weekly meetings of the Santa Maria Valley Chamber of Commerce, which has provided many good leads for mentor recruitment. We have also advertised for volunteer mentors in the Santa Maria Valley Chamber Magazine. The Mentor Program Manager also belongs to the noontime Kiwanis Club, who have supplied mentors to the program. The Lions Club has also supported us with mentors. The City of Santa Maria has included advertising in their newsletters to help us recruit volunteer mentors. The Santa Maria Times published a feature story on the Santa Maria Mentor Program and the need for volunteers. We have also worked with the Dare to Dream Club for first generation Latino college students at Allan Hancock College who have supplied us with mentors.

We are working with local businesses and community organizations to help us provide discounted activities that our mentors and mentees can utilize. For example, Rancho Bowl donated shoes and rented lanes to us for half price for a recent bowling event for our mentors, mentees, and their parents. The City of Santa Maria Parks and Recreation Department has donated passes to the swimming pool. The Wilding Museum in Solvang and the Santa Maria Valley Discovery Museum have given us discounted entrance to their museums.

We also work with Family Service Agency who provides referrals of children to the program, which we then coordinate with the school staff on their campus.

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

The Santa Maria Mentor Program requires that parents attend an initial “match” meeting with Mentor Program staff and their child’s prospective adult mentor so that they can meet the mentor and sign paperwork providing their permission for the mentor to meet with their child on or off campus. The match meeting is held at the child’ school and facilitated by school staff.

Mentors coordinate with the parents when they meet their child off campus.

The Mentor Program is not trying to replace parents, we are trying to involve parents as much as possible. Parents are welcomed to participate in group outings and events. We recently held a Fall bowling event to help introduce new mentors, mentees and parents in the program to each other. This really helps create a sense of community among all of the participants. We plan to hold several events annually for all of our mentor and mentees, to which we will also invite parents, to celebrate our mentee’s successes.

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.

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".

Our adult volunteer mentors make a commitment to provide at least one hour of mentoring per week. For the first 2 – 3 months, they are required to meet their mentee on campus, usually during their lunch hour. Because lunch hours are short, some of our mentors meet with their mentee twice a week. After that, with the permission of the mentee’s parents, they are able to meet off-campus and on weekends. Mentors are encouraged to continue to meet with their mentees over the summer.

Based on a 37-week school year and a goal of matching 40 mentors with mentees, we estimate that our volunteer mentors will provide a minimum of 1,480 volunteer hours a year. When mentor-mentee meetings move off-campus, typically additional hours are spent. If mentoring continues over the summer, mentors would typically provide as many as 3,000 hours a 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.

CADA's programs are unique in that they focus on providing a "safety net" of interconnected school-based and community- based prevention, intervention and treatment programs for youth and families dealing with substance abuse and/or mental health problems. CADA provides mental health counselors in schools in Carpinteria, Santa Maria and Lompoc. We offer youth who have committed a first-time misdemeanor offense a second chance through our Teen Court and Youth Empowerment Services (YES) diversion programs that engage teens in positive youth development and behavioral health treatment as appropriate. Our Daniel Bryant Youth and Family Centers in Santa Barbara, Lompoc and Santa Maria provide substance abuse and mental health treatment for teens using research-based, trauma-informed practices. We provide family-focused treatment using Multidimensional Family Therapy, as well as parent education groups. All treatment and parenting services are available in Spanish.

Our Mentor Program provides at-risk youth with trained adult mentors who offer them academic, social, and emotional support. It has been operating for 27 years in Santa Barbara, and we decided to bring it to Santa Maria because we saw the need for it first-hand, as a result of our experience providing mental health counseling in the Santa Maria Schools. To our knowledge, this mentoring program is the only one of its kind in Santa Maria. Other organizations, like the Police Activities League, provide groups activities, but not one to one mentoring.

When Family Service Agency ended their Big Brothers Big Sisters mentoring program countywide, they approached CADA to transition many of their mentors to our program, which we were able to accommodate in Santa Barbara. However, our Santa Maria mentor program was not yet in place at that time. FSA continues to refer youth to our mentoring program who they determine could benefit from a mentor.

Yes

No

CADA brings a wealth of experience to the program. We are very pleased to have hired Andra Mobley as a Mentor Program Manager for North County. Andrea earned a Master of Education from Walden University, and a BA in liberal studies with a concentration in social services from California State University Bakersfield. She additionally holds certificates and licenses in early childhood development. She has focused her efforts on the recruitment of mentors by visiting service organizations, local businesses and churches. We have made a special effort to recruit bilingual mentors and 50% of the mentors already recruited are Spanish-speaking. We have been able to attract many mentors who are young professionals and are excellent role models for our mentees.

19. How long have you been in existence and provided services to the community? CADA opened an office in Santa Maria in 1984 and purchased our current office building in Santa Maria in 1999. In 2017, CADA opened the Daniel Bryant Youth and Family Center in that same location, with the intention of providing all of the same services available to youth and families at our Santa Barbara Center. The Center provides the Teen Court and YES youth diversion programs, school-based counseling in the Santa Maria-Bonita School District, outpatient substance abuse and mental health youth treatment services, and parent education and family-focused treatment. This past year we added the Mentor Program to our service continuum. The Santa Maria Mentor Program builds upon 27 years of experience that CADA has in operating a similar program in South County.

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.

CADA has received CDBG funding since 2007, primarily for our Teen Court program. Our last grant award was for FY 2019- 2020. We have not applied for Teen Court grants since that time as the program has been able to sustain itself from contracts with the Santa Maria-Bonita School District. CADA is very familiar with managing CDBG funds and with the reporting requirements imposed by this federal funding. We have submitted grant reports and financial documentation for past CDBG grants on time and as required.

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 Santa Maria Mentor Program leverages funding by having a single staff member who recruits, trains and manages volunteer mentors who provide their services at no cost to the program. Most of our mentor volunteers remain in the program for at least two years, if not more, so the cost of mentor recruitment and training involved in each mentor match is correspondingly reduced. Each year, as the program grows, we are able to serve a larger group of students with approximately the same budget.

The investment in a prevention programs like mentoring make sound financial sense in that these services are much less

Yes

No
393044Federal Government
State Government
2628523County Government
1105116Local Government
United Way
1148257Contributions
-133754Fundraising
596798Program Service Fees
Private Foundations
635298Other
6,373,282.006,373,282.00TOTAL

costly than the problems they prevent, like substance abuse and mental health treatment, and the costs of probation supervision and other expenses attributable to youth who become involved in the juvenile justice system.

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$ 20,000.00 USD$ 20,000.00 USD$ 1.00 CDBG Funding from another subsidiary USD$ 0.00
Grants from other Gov't Agencies USD$ 0.00
United Way USD$ 0.00
Contributions USD$ 61,764.00 USD$ 47,484.00 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$ 30,720.00 USD$ 26,502.00 USD$ 0.00 Total USD$ 92,484.00USD$ 93,986.00USD$ 20,000.00USD$ 0.21 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$ 79,442.00 USD$ 79,442.00 USD$ 20,000.00
Professional Fees USD$ 1,313.00 USD$ 1,313.00
Supplies/Publication/Printing USD$ 4,181.00 USD$ 4,181.00 Occupancy/Utilities USD$ 1,709.00 USD$ 1,709.00
Travel/Mileage USD$ 450.00 USD$ 450.00
Other (Specify in Narrative) USD$ 5,389.00 USD$ 6,891.00 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$ 92,484.00USD$ 93,986.00USD$ 20,000.00

Program Budget Narrative

REVENUE
We are requesting a CDBG grant award of $20,000 towards the cost of the total mentor program budget of $93,986. The funds will be applied to salary of the Program Manager. Other revenue includes donations and contributions in the Page 103 of 220 amount of $47,484 and foundation grant requests (listed as Other). We plan to submit grant applications the Towbes Foundation and the S.G. Foundation, both of whom gave us grants to launch the initial pilot program.

EXPENSES
Salaries. We have budgeted a total of $79,442 for this line item. This includes a full time Mentor Program Manager at an annual salary of $62,400 and one hour per week of CADA’s Contracts, Grants and Operations Manager ($31.25/hr x 52 weeks) at $1,625. Salaries total $64,025. Payroll taxes and benefits of $15,417 are included in this line item for these two positions at a rate of 24.08% of salaries.

Professional fees. Professional fees of $1,313 have been budgeted to cover the costs of the audit, outside services, and legal and accounting fees for the agency, allocated proportionately to this program.

Supplies. $4,181 has been budgeted for program brochures, office supplies, printing, program supplies, and group activities for mentors, mentees and parents, based on historical costs for these items.

Occupancy/Utilities. $1,709 has been budgeted for telephone and utilities at our Santa Maria office, allocated proportionately to each program housed in the facility, based on actual costs.

Travel. $450 has been budgeted for travel for the Program Manager to conduct mentor recruitment and attend match meetings at schools at a reimbursement rate of $0.625/mile x 720 miles per year.

Other. $6,891 has been budgeted for this line item. It includes $1,500 for communications and marketing such as mentor recruitment ads, $500 for mentor trainings, $2,148 for IT expenses allocated proportionately to this program, $2,015 for the insurance costs allocated to this program, and $728 for repairs and maintenance costs allocated to this program.

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
40 $  20,000 $  93,986 21 % 40   9
Total $ 20,000 $ 93,986 21 % 40  9

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.

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

CADA Board Authorization
Agency's organizational chart
CADA 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)

Certificates of Insurance
Current and prior year's financial statements
CADA Financial Statement ending June 30, 2022
CADA Financial Statement - 10/31/22
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.)

CADA Audited Financial Statement 2021-2022
Most recent Form 990 and Schedule A Federal Tax
Return

CADA Form 990

Application ID: 425090
Become a fan of ZoomGrants™ on Facebook
Problems? Contact us at [email protected]
©2002-2023 GrantAnalyst.com. All rights reserved.
"ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC.

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

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.)

CADA Organization 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

CADA Organizational Structure

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
Family Service Agency of Santa Barbara County
Family Resource Center

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

USD$ 22,000.00 Requested

Submitted: 12/7/2022 3:22:47 PM (Pacific)

Project Contact
Paul Katan
[email protected]
Tel: (805) 965-1001 EXT 1255

Additional Contacts
none entered

Family Service Agency of Santa
Barbara County
123 West Gutierrez St.

Santa Barbara, CA 93101
United States

Chief Executive Officer
Lisa Brabo
[email protected]

Telephone(805) 965-1001
Fax (805) 965-2178
Web www.fsacares.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

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:

Santa Maria Family Resource Center

3. Location of proposed program / project:
(Street address, if applicable of proposed program / project):
648 Enos Dr. Santa Maria, CA 93454

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.

Our Santa Maria Family Resource Center (FRC) helps underserved families stabilize during times of crisis and move towards long-term self-sufficiency. Our bilingual Family Advocates work alongside families to identify needs, build on family strengths, and to navigate the path to achieving their short and long-term goals. Families served learn how to overcome barriers, about resources and how to access them. Below are the services in detail:

1. Basic Needs Assistance
• Help with applications for resources including health insurance, unemployment, Calfresh, utility assistance 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

• Distribution of food and supplies
• Information and referral/linkages to services (including follow-up to ensure help was received) • Case management and subsequent follow up for more intensive situations

2. Parent Support
• Parenting and Healthy Relationships Education courses. • Parent coaching phone lines and social media to help families with the challenges of changing school and work situations, and anxieties about safety.

The continuing effects of the pandemic and ensuing economic downturn have disproportionately impacted those residents already living in poverty. These families struggle to meet their most basic needs and lack the knowhow to navigate complex systems of support. Without help, the impacts are dire— including documented increases in homelessness, child abuse, domestic violence, anxiety, and depression. The assistance our Family Resource Center (FRC) program provides is instrumental to helping families stabilize and connect to essential resources.

Increased demand for FRC services across the county continues— with more families now facing food, housing, and economic insecurity. Last year in in Santa Maria alone, 7,086 referrals were made through the FRC for 1,638 unduplicated individuals, including assistance with basic needs, information and more in-depth support such as referral linkage and follow up, case management (104 families), and parent/relationship education (23 individuals).

FRC programs use a family-centered approach and deliver evidence-based services that respond to the complex needs of the community’s underserved families. Our Family Advocates are bilingual (English and Spanish), with some who also speak Mixtec. Staff are qualified, trained, and practice cultural humility. The Santa Maria Family Resource Center is community- based, flexible, and family-focused location that provides services based on the specific needs of each family. We help connect families to critical resources, mental health care, and parent education. Our staff are embedded in the communities we serve, with members co-located at school sites so families can conveniently access help. Our program also works to improve access and alleviate barriers for people in need of help including special consideration for the experiences of underserved communities such as monolingual Spanish and Mixtec speakers, migrant peoples, Latinx, and BIPOC. .

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 following client story provides an example of how the continuum of services provided through the Family Resource Center (FRC) program aligns with all three of the criteria outlined under the City of Santa Maria’s CDBG Priority #1:

Carla’s heart sank every time she got the call at work— her daughter was being aggressive with other preschool students. In addition to worrying about her youngest child, Alma, Carla now worried that interruptions at work could lead to losing her job. “I want to help, but I don’t know what is wrong with my child,” the Santa Maria mother said tearfully.

A survivor of domestic violence, Carla is a single mom of two children, five-year-old Alma and eight-year-old Sophia. They were living in a recreational vehicle, scraping by on mom’s earnings from picking produce.

The COVID-19 pandemic made things even harder for their family. School closures meant the children were missing educational time. Also, specialists were not available to assess Alma’s behavioral needs. With no other family or childcare support, Carla struggled to get enough work to keep her family afloat.

FSA’s Family Support Services was that lifeline for Carla and her children. Our Family Advocate met with Carla and created a plan to meet the family’s immediate needs and provide for their long-term self-sufficiency.

We helped Carla:

Secure healthcare coverage for herself and her children; Connect Alma with a therapist and a professional to assess her behavior Complete a parenting class to better support Alma and Sophia’s needs

Our Family Advocate continues to work with Carla, helping her to achieve family goals and overall wellbeing. Carla shared at their most recent meeting, “I no longer feel helpless.” At a recent school meeting, Alma’s providers and school staff could not believe how much she had improved since last year.

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

Expand educational and development opportunities

Provide affordable housing

Revitalize existing neighborhoods

Alma has learned healthy ways to cope with her frustrations and fears. She is no longer hitting other children. School personnel attributed the family’s change to the great collaboration between Carla and our Family Advocate. We attribute the progress to mom’s commitment to doing what was needed and not giving up when things became difficult.

The family recently moved from their vehicle into an apartment. They also received clothing for the children and household items to furnish their home.

The past 12 months has been an incredibly difficult time for Carla and her children. But as they celebrate life in their new apartment, we are happy to report they are all in a better, healthier, and safer place.

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.

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
The proposed services will be provided free of charge to low-income persons, eliminating cost barriers for children, youth, and families living in poverty. Program staff collect income-verification documents from clients at intake. Eligible participants are individuals whose income is at or below 80% of area median income by household size as determined by HUD, mirroring the same standard used by the City of Santa Maria. Individual clients making up to $29,350 per year are considered extremely low-income. Those making between $29,351 and $48,900 are low-income, and those making between $48,901 and $79,350 are considered moderate-income (City of Santa Maria, Community Development Block Grant Program, Fiscal Year 2022-23).

Last fiscal year, 88% of agency clients were either low- or very low-income and 5 % qualified as moderate income. All clients who are not low-income are members of at-risk populations.

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, though all of the other selections are common among the families served by our Family Resource Center program

Unit of Service

10. What is the total number of unduplicated persons OR households to be served OVERALL by the proposed

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:

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 equals 1 intensive service completed (e.g. Case Management, Parent Education, or Information/referral and follow up)

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?
Will provide 80 families with basic needs assistance or parent support, resulting in the following outcomes:

• Case management: 75% of families receiving this service will have moved from being in-crisis/at risk to being stable or self- sufficient in at least one area. This is a high intensive service. (Evaluation tool: Family Development Matrix [FDM].)

• Evidence-based/informed parent education program: 75% of parents participating in this program will reduce their risk of child abuse and neglect. This is a high intensive service. (Evaluation tool: Adult Adolescent parenting Inventory [AAPI2])

• Information, referral, and follow up to essential services: of those receiving this assistance, 75% will successfully connect to services. This is a medium intensive service. (Evaluation tool: Referral Tracking Form [RTF])

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?
All services will be provided through the Family Resource Center program. The program provides clients with referrals and follow-up to help them connect with needed resources that are provided by other organizations. Collaborative partners are listed below.

During initial and follow-up case management, the FSA family advocate determines scope of need and evaluates the partner organization(s) to which the client should be referred. Warm hand-offs are made and follow-up is performed by the FSA advocate to ensure successful outcome for clients.

14. How do you cooperate or network with other existing related programs, organizations or community resources?
Family Service Agency–Santa Maria Valley Youth & Family Center’s (FSA-SMVFC) array of services and extensive network of partners makes the agency unique in Santa Maria. Our partners and collaborations include: Good Samaritan Shelter, Fighting Back Santa Maria Valley, Domestic Violence Solutions, the Santa Maria Bonita School District, Boys and Girls Club, YMCA, Marian Regional Medical Center, the Juvenile Justice Coordinating Council, Santa Barbara County Probation, the Department of Social Services, Child Welfare Services, the Child Abuse and Neglect Collaborative, the Child Abuse Prevention Council, Santa Barbara County KIDS Network, and THRIVE Santa Barbara County.

FSA-SMVYFC’s established network of referral providers allows the agency to form groups specific to key problem areas, such as child abuse, domestic violence, substance use, and anger management. SMVYFC and FSA’s combined reputations for sound fiscal and organizational management place FSA-SMVYFC in a position to best meet the needs of children and families in a comprehensive, effective, and efficient manner.

FSA-SMVYFC has also worked with our partners to provide additional assistance and address urgent community needs during the pandemic:

• Food, supply distribution and delivery (partnering with Food Bank, First 5, Catholic Charities) 1600Persons
Households
1,600.001,600.00TOTAL

• When funding was available, FSA helped community members to process their applications for cash and rental assistance, as well as to assist with their additional needs (partnering with United Way and COVID-19 Joint Response)

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

Yes, parental participation and family involvement is integral to the successful outcomes of the Family Resource Center program. The program uses a family-centered approach to provide a range of evidence-based/informed services that respond to the complex needs of the community’s most underserved families.

Our Family Advocates work with parents to build on their strengths and the strengths of the family unit. Working alongside parents in this manner allows the parents to identify the areas where they need support, such as extricating themselves from dire situations like unstable housing, domestic/community violence, untreated mental illness, and unhealthy family dynamics.

Parents are also supported in establishing what goals are important for the family’s short and long-term wellbeing— examples include family housing, educational and professional attainment. This approach empowers parents in helping the family to stabilize and move forward on the path of self-sufficiency.

Parenting classes (Connected Couples, Connected Families, Nurturing Skills for Families and Dedicated Dads) are held both in English and in Spanish.

The following story illustrates the importance of family involvement.

"Martha" is a single parent with four daughters. She came to FSA needing childcare for her two youngest children. Upon meeting with her, we realized she had a strong desire to find stability in her life. She had just been reunited with her children after Child Protective Services removed them due to neglect. She admitted she was struggling economically and was afraid of losing her children again. Working with our Family Advocate, Martha identified small goals that would help her achieve a larger goal of financial and emotional stability. FSA obtained gift cards so Martha could buy clothing, food, and other necessities for her and her children. The family was referred to community organizations so they could obtain school supplies and scholarships for her girls to participate in community field trips. One of her daughters needed hearing aids, but Martha was finding it difficult to attend doctor’s appointments with gas prices being so high. FSA was able to help eliminate that barrier by providing the family with gas gift cards. Once the holidays approached, our Advocate helped find ways for Martha to share holiday traditions with her family. Martha and her daughters received a Thanksgiving dinner prepared by local volunteers as well as gifts for the holidays from Unity Shoppe. Martha shared that she would have never imagined being able to give her family a nice holiday like she did, thanks to the generosity of the community.

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.

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 Santa Maria Family Resource Center is the only one of its kind in the community— providing basic needs assistance, case management, referral linkage/follow up, and parent education. Our Family Advocates and Parent Educators are resource specialists. They are experienced in working with families, in English, Spanish, and Mixtec. All staff hold at least a bachelor’s degree in psychology, social work, or related field. Staff also receive extensive training, including: mandated reporting, case management, cultural competency, domestic violence advocacy, motivational interviewing, among others. Parent Educators receive additional training in evidence-based parenting curricula, as well as in home visitation.

Family Service Agency – Santa Maria Valley Youth & Family Center (FSA-SMVFC) provides an array of early-intervention, family support, and mental-health services in the Santa Maria community. Our programs include: community-based Family Resource Center and mental health counseling programs for youth, families, and seniors; as well as our Outreach Mentor Program, Family Outreach Advocates, and mental health counseling for Migrant Ed. in Santa Maria schools. We have long- standing partnerships in the Santa Maria community that help to ensure the availability of our services. One example is our 30 year partnership with Santa Maria-Bonita School District, which provides financial support for services.

Yes

No

To provide efficient programming and avoid service duplication, FSA-SMVYFC works with an established referral network that includes the aforementioned partners. This network helps to alleviate barriers and provide direct referrals to people in need of assistance. We also actively collaborate with our partners to effectively and efficiently address community needs— including partnering in service design and coordination, and to secure funding opportunities.

While FSA-SMVYFC is not the only agency providing safety-net services in Santa Maria, FSA-SMVYFC’s programs are unique because they constitute a service continuum that spans basic-needs assistance and mental-health services. This allows us to help clients meet their immediate needs, as well as having resources to help them address the effects of underlying trauma. FSA-SMVYFC also makes assistance available to a broader range of community members, as we are not issue-focused like CADA (substance-use focus) or CALM (child-abuse focus). FSA-SMVYFC employees work throughout the community, many of whom are based at schools and homes. FSA-SMVYFC’s dedication to making services accessible during times of need is another unique aspect of the organization

19. How long have you been in existence and provided services to the community? SMVYFC has served youth and families in Santa Maria since the 1970s, and FSA has offered hope, strength, and stability to residents of Santa Barbara County since 1899. The merger of two organizations has led to expanded access to services for many residents of Santa Maria, in addition to greater stability and efficiency in program delivery. Both FSA and SMVYFC have established reputations as agencies that offer quality services to the community to support families, individuals of ages 0 - 104!

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.

We have received the following CDBG awards:

Public Services Grants in 2017-2018. 2018-2019, 2019-2020; 2021-2022, 2022-2023 and Capital Grants in 2019-2020; 2020- 2021

Grant monitoring for the aforementioned awards resulted in no findings to report. However, there were two awards for which the award amounts were not completely expended.

The budget being submitted in this application was developed to ensure that, if awarded, the entire amount will be expended.

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
3396280Federal Government
568274State Government
2404261County Government
3567179Local Government
United Way
2098654Contributions
124316Fundraising
9512Program Service Fees
1028917Private Foundations
1635457Other
14,832,850.0014,832,850.00TOTAL Page 112 of 220

23. How do you offer a service that is both cost-efficient and effective? We are able to offer a service that is both cost-efficient and effective by combining experienced nonprofit leadership, sound financial management, committed staff and best practices in the field of social services and mental health care.

FSA-SMVYFC Program Directors, Managers, and Clinicians help guide the agency’s development of programs and services— drawing on their educational and professional expertise. Staff throughout the agency regularly participate in professional development specific to their area of practice, which also helps to ensure program effectiveness. Additionally, our utilizing evidence-based/informed practices, delivered by trained staff leads to proven program outcomes.

We also ensure that our services are effective through a robust Continuous Quality Improvement (CQI) process. This allows us to monitor outcomes and make programmatic adjustments to improve services. Data is tracked through an internal data collection system called, Vertical Change. CQI meetings are held at least twice a year and additional CQI meetings are incorporated into monthly program meetings. During these meetings, staff review and discuss program data, fidelity data, and outcome data. CQI meetings provide an opportunity for staff to review program data looking at outputs, outcomes, retention, trends, and participant satisfaction. Specific tools used to measure outcomes include: the Family Development Matrix (to measure case management), the Referral Tracking Form (to monitor referral outcomes and trends), the Adult Adolescent Parenting Inventory (AAPI2) (to measure risk for child abuse/neglect), and the Parent Satisfaction Survey (PSS) (to measure participant satisfaction).

To ensure that our services are also cost-efficient, FSA-SMVYFC maintains strong infrastructure to secure revenue and diversify income streams. Our Board, Development Committee, Executive Director, and Development Department conduct fundraising activities. FSA is funded by government grants (federal, state, and local sources), private contributions (foundations, individual donors, and events), and earned income. FSA’s Board, Finance Committee, and staff review monthly financials and monitor expenditures to ensure budget adherence. We monitor contract performance to ensure earning of projected revenue. Municipalities, school districts, Santa Barbara County, and other agencies contract with FSA. We manage multiple grants from private foundations and regularly apply for new opportunities. We also work closely with individual donors to further FSA’s impact in the community.

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$ 15,000.00 USD$ 22,000.00 USD$ 22,000.00 USD$ 1.00 CDBG Funding from another
subsidiary USD$ 0.00
Grants from other Gov't Agencies USD$ 430,616.00 USD$ 451,330.00 USD$ 0.00 United Way USD$ 0.00
Contributions 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 Page 113 of 220
Other (Specify in Narrative) USD$ 0.00
Total USD$ 445,616.00USD$ 473,330.00USD$ 22,000.00USD$ 0.05 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$ 349,329.00 USD$ 373,302.00 USD$ 22,000.00 Professional Fees
Supplies/Publication/Printing
Occupancy/Utilities USD$ 40,120.00 USD$ 42,000.00
Travel/Mileage
Other (Specify in Narrative) USD$ 56,167.00 USD$ 58,028.00 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$ 445,616.00USD$ 473,330.00USD$ 22,000.00

Program Budget Narrative
Other: 15% Indirect cost, agency negotiated rate

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 $  473,330 5 % 1,600   74
Total $ 22,000 $ 473,330 5 % 1,600  74

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.

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

FSA-SMVYFC Board Authorization
FSA-SMVYFC Board Minutes Authorizing
Agency's organizational chart
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)

FSA-SMVYFC Insurance Certificate
Current and prior year's financial statements
FSA-SMVYFC Current and Prior Year Financials  Page 114 of 220

Application ID: 424455
Become a fan of ZoomGrants™ on Facebook
Problems? Contact us at [email protected]
©2002-2023 GrantAnalyst.com. All rights reserved.
"ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC.

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

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.)

FSA-SMVYFC Audit - June 30, 2021
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.)

FSA-SMVYFC Budget Current and Next Fiscal Year
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

FSA-SMVYFC Organizational Structure

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
Good Samaritan Shelter
Freedom Warming Center

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

USD$ 20,000.00 Requested

Submitted: 12/7/2022 12:31:13 PM (Pacific)

Project Contact
Sylvia  Barnard
[email protected]
Tel: (805)331-0877

Additional Contacts
none entered

Good Samaritan Shelter
400 W Park Ave
Santa Maria, CA 93458
United States

Executive Director
Sylvia Barnard
[email protected]

Telephone(805)346-8185
Fax (866)653-0813
Web www.goodsamshelter.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

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:

Freedom Warming Center

3. Location of proposed program / project:
(Street address, if applicable of proposed program / project):
400 W. Park Avenue, Santa Maria, CA 93456

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.

Freedom Warming Centers (FWC) are operated and centrally located in the city creating easy access to services. FWC provide a warm, safe location for homeless individuals to escape winter weather conditions that could be life-threatening.

Warming Centers are not traditional sheltering programs, FWC are low barrier and accept individuals with pets as well.

Freedom Warming Centers operate from November 15th - March 30th. FWC activates when winter conditions reach 35 degrees or less and/ or there is a 50% change of rain two or more nights in a row (recommended regional guidelines from the National Coalition on Homelessness). Activation hours are from 6 pm - 6 am. Individuals receive a hot meal for dinner, breakfast items in the morning, PPE supplies, and a warm place to sleep. FWS staff also provide linkages for mental health 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

services, drug & alcohol treatment, public health for medical referrals and shelter options. The problems that will be solved include hypothermia prevention and keeping individuals safe and warm during inclement weather.

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 target population that the Freedom Warming Center serves is homeless individuals that are in need of shelter and food and are currently unsheltered and need to come indoors due to inclement weather. The income guidelines and requirements used to qualify participants include an income assessment and family size. 100% of participants are at-risk by the definition of being homeless upon intake into the program. Last year, 42 unduplicated clients were served at the Freedom Warming Center in Santa Maria.

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.

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
Good Samaritan Shelter (GSS)'s services target Santa Maria residents as we are the only agency in the Santa Maria Valley that provides shelter and support services for homeless individuals. All clients entering into Good Samaritan Shelter's homeless programs have a completed homeless verification form upon intake, and provide proof of income to meet the low income benefit. The Freedom Warming Centers primarily serve chronically homeless individuals that are unsheltered.

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 target population that the Freedom Warming Center serves is homeless individuals that are in need of shelter and food and are currently unsheltered and need to come indoors due to inclement weather. The income guidelines and requirements

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:

used to qualify participants include an income assessment and family size. 100% of participants are at-risk by the definition of being homeless upon intake into the program.

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.

A.) A unit of service is a bed night B.) 1 person equals approximately 10 bed nights for the season activation

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?
Goals for the Freedom Warming Center include:

1) Provide low barrier shelter each night the weather indicates activation of the Freedom Warming Shelters

2) Improve access to homeless services with outreach and education that include joint initiatives, education, inter-agency cooperative agreements, and coordinated activities related to homelessness.

Outcomes will be reported and demonstrated in the Homeless Management Information System (HMIS).

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?
Yes, GSS does collaborate with other partners in implementing the shelter programs. The collaborative partners that are already in place include Public Health Department, Department of Behavioral Wellness, Department of Social Services, Department of Education, Transitions Mental Health, Domestic Violence Solutions, CALM, Santa Maria Youth & Family, Fighting Back Santa Maria Valley, and numerous local church and community organizations. Public Health Nurses provide medical assessments and referrals for shelter clients twice a week and a part-time Physician’s Assistant provides 20 hours of on-site services beginning March 2006, and the Mental Health Caseworker(s) also see clients at the shelter and make necessary referrals and assessments. Mental Health contracts with GSS for five mental health beds are reserved for clients that suffer from mental health problems, to keep them safe at night and ensure that they receive the services needed. Fighting Back Santa Maria Valley (FBSMV) is a partner in the After-School Program that provides tutoring and support for school-age children, they also fund 3 Outreach Liaison staff persons to make those referrals and track children staying at the shelters.

GSS’s partner, CALM and Santa Maria Youth & Family provide mental health services for children ages 0-18 years old.

Approximately 50 local churches and community organizations provide a hot meal at night and a brown bag lunch for all the clients staying at the shelter. Before the pandemic, different church or local organization would prepare and serve dinner for all of the clients.

14. How do you cooperate or network with other existing related programs, organizations or community resources?
Good Samaritan Shelter works closely with a number of local agencies to provide complete services for our clients. Local agencies actively involved with GSS’s programs include the County Department of Social Services (including Child Welfare Services), CalWorks, Fighting Back Santa Maria Valley, Department of Behavioral Wellness, County Public Health Department, Drug Court, Food Bank, Boys & Girls Club of Santa Maria Valley, Transitions Mental Health, CALM, Domestic 50Persons
Households

50.0050.00TOTAL

Violence Solutions, and Community Action Commission (Headstart). GSS cooperates and networks with these organizations through a referral system and by providing on-site services.

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

N/A, the Freedom Warming Centers do not serve homeless families or those with minor children. All families will be referred to the Santa Maria Emergency Shelter and/ or Family Shelter programs for shelter services (transportation will be provided).

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.

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".

GSS utilizes the services of over 500 volunteers, 40 area churches, and service organizations who provide screening of clients and food service. The total number of volunteer hours per year is 15,000+ hours. These hours include screening, managing the intake of homeless clients each night, and volunteer groups that prepare and serve a hot meal every night. In addition, GSS partners with Allan Hancock College, Westmont College, and Simmons College to work with volunteer interns in the Drug & Alcohol Treatment field and the mental health field. The pandemic has affected our ability to bring in volunteers to assist with food preparation & serving at the shelter systems and also community volunteers within our programs.

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 Good Samaritan Shelter (GSS) originally opened to serve the needs of the homeless population within our community in January, 1988. After the agency reviewed the underlying causes of homelessness, GSS was able to provide appropriate support services and expand the agency by incorporating 16 additional programs under the umbrella of the Good Samaritan Shelter. Recovery Point Detox/Acute Care is a 12-bed inpatient drug and alcohol program that provides 3–21 day acute detoxification. Recovery Point is an outpatient program that provides counseling sessions for clients who are in need of drug and alcohol treatment. Transitional Center for Women & Children is a transitional living program for perinatal women and their children who are enrolled in the day treatment program. Project PREMIE is a day treatment program for perinatal women and their children who are working towards sobriety from drug and/ or alcohol addiction. The After School Program provides tutoring and activities for “at-risk” children after school. The 90-bed Emergency Shelter program provides approximately 500 bed-nights and 1,600 meals per week for the homeless. The 56-bed Family Shelter provides transitional living for homeless families for up to two years. The 40-bed Overflow Shelter provides emergency shelter for up to 90 days. GSS’s Clean & Sober Living programs provide a safe environment for adults in recovery to live in. In October 2008, GSS started providing services in the Lompoc region including Recovery Way Home, a perinatal residential program serving 16 women & their children, Another Road Detox, a six-bed residential social model detoxification program, and Turning Point, a day treatment program for perinatal women and their children. In January 2012, GSS reopened the Marks House, in partnership with the City of Lompoc, to provide 19 beds of transitional housing for homeless families and Bridgehouse, a 56-bed Emergency Shelter in Lompoc.

Hope House in Lompoc that provides transitional housing in a triplex for homeless families. Casa de Familia is a 16-unit apartment complex on the GSS Santa Maria Shelter Campus that provides permanent housing for homeless families. The Santa Maria Shelter campus is one of the first facilities in the country that provides all three levels of housing for homeless families at one location. In January 2014, GSS opened Pine Street Bungalows which is a duplex that provides permanent housing for two formerly homeless families. The Freedom House in Orcutt opened in Fall 2016, providing permanent housing for 6 formerly homeless veterans. The Santa Maria Safe House opened in April 2018 and provides emergency and transitional housing for up to 16 victims of human trafficking. Since 2020, GSS has expanded to include several new programs in southern Santa Barbara County. In 2021, Good Samaritan opened up the Santa Maria Sobering Center and serves approximately 250 homeless persons per year at that location.

19. How long have you been in existence and provided services to the community? GSS first started providing services on April 1, 1986 when services were provided at different church locations on a rotating schedule. The original shelter opened on January 31, 1988 and GSS has consistently provided emergency shelter services every night ever since (30+ years).

CDBG Experience

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

Yes

No

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.

Yes, Good Samaritan Shelter has received CDBG funding for public services to support both the Homeless Shelter Programs and the Freedom Warming Center (FY 2021-22 is the first year of GSS managing the FWC Program). GSS has also received capital CDBG funding in the past to improve and construct numerous facilities. GSS has vast experience in managing federal funds and have always been in compliance and have had positive audit results.

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? By providing emergency shelter and support services to homeless families and persons in Santa Maria Valley, GSS reduces government costs of social services, housing of homeless individuals and families, extensive health care costs for the homeless population, and the cost of job training and placement for displaced and unemployed individuals. GSS provides services at an efficient level and at the least possible cost by working together with local community groups (i.e. service groups, local businesses & churches) and by collaborating with partner agencies to best meet the clients’ needs and to prevent duplication of services. It is critical that the City of Santa Maria CDBG Committee makes an investment into shelter services, as GSS is then able to leverage the majority of funding needed to provide shelter services for the homeless (Priority #1) by matching local dollars to county, state, federal and private funding.

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
4,168,627Federal Government
4,025,289State Government
10,418,378County Government
87,053Local Government
0 United Way
24,099Contributions
0 Fundraising
593,200Program Service Fees
910,433Private Foundations
123937.351Other
20,351,016.3520,351,016.35TOTAL

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$ 20,000.00 USD$ 20,000.00 USD$ 20,000.00 USD$ 1.00 CDBG Funding from another
subsidiary USD$ 28,500.00 USD$ 30,000.00 USD$ 0.00

Grants from other Gov't Agencies USD$ 20,000.00 USD$ 39,000.00 USD$ 0.00 United Way USD$ 0.00
Contributions USD$ 20,000.00 USD$ 0.00 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$ 0.00 USD$ 0.00
Total USD$ 88,500.00USD$ 89,000.00USD$ 20,000.00USD$ 0.22 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$ 70,000.00 USD$ 73,500.00 USD$ 20,000.00
Professional Fees
Supplies/Publication/Printing USD$ 13,250.00 USD$ 10,000.00 Occupancy/Utilities USD$ 1,000.00 USD$ 1,000.00
Travel/Mileage USD$ 0.00
Other (Specify in Narrative) USD$ 4,250.00 USD$ 4,500.00 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$ 88,500.00USD$ 89,000.00USD$ 20,000.00

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
50 $  20,000 $  87,473 23 % 50   11
Total $ 20,000 $ 87,473 23 % 50  11

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.

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

Board Resolution
Agency's organizational chart
GSS Org Chart
Certificates of insurance covering Worker's
Compensation and General Liability (it is not
necessary to name City of Santa Maria as additional

GSS COI Santa Maria

Application ID: 423531
Become a fan of ZoomGrants™ on Facebook
Problems? Contact us at [email protected]
©2002-2023 GrantAnalyst.com. All rights reserved.
"ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC.

Logout | Browser
* ZoomGrants™ is not responsible for the content of uploaded documents. insured at this time)
Current and prior year's financial statements
GSS BS 6.30.22
GSS BS 9.30.22
GSS P&L 21-22
GSS P&L 22-23 Q1
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.)

GSS Audit report
Most recent Form 990 and Schedule A Federal Tax
Return

GSS 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.)

GSS 22-23 Budget
GSS Budget Letter
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

GSS Org Structure

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
Good Samaritan Shelter
Homeless Shelter Programs

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

USD$ 20,000.00 Requested

Submitted: 12/7/2022 11:58:52 AM (Pacific)

Project Contact
Sylvia  Barnard
[email protected]
Tel: (805)331-0877

Additional Contacts
none entered

Good Samaritan Shelter
400 W Park Ave
Santa Maria, CA 93458
United States

Executive Director
Sylvia Barnard
[email protected]

Telephone(805)346-8185
Fax (866)653-0813
Web www.goodsamshelter.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

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:

Homeless Shelter Programs

3. Location of proposed program / project:
(Street address, if applicable of proposed program / project):
401 W. Morrison Avenue, Santa Maria, CA 93456

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.

GSS is the only homeless shelter provider in the Santa Maria Valley, providing critical services to the residents of Santa Maria. As the need for expansion has become apparent, GSS has worked hard towards acquiring new facilities and expanding the services that we currently provide. GSS’s Emergency Shelter facility serves up to 90 clients per night, and residents have an extended length of stay of up to 90 days per year. The Overflow Shelter opened for services as of April 1, 2007 and has 40 overflow shelter beds. GSS’s Family Shelter (FS) Program provides shelter for a total of 52 clients. Homeless families can live at the family shelter for up to 90 days, and work with the FS case manager to save their money and transition into permanent housing. The requested funding from the City of Santa Maria will support GSS’s shelter services, including the utilities and 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

supplies needed to provide shelter services. Case Managers assist clients in securing employment, participating in the savings program, budgeting, securing transitional and/ or permanent housing, and getting necessary support services that will lead to self-sufficiency. Case management is a critical component to transitioning homeless individuals & families towards independence. Good Samaritan Shelter has been successful in securing other funding to provide Rapid ReHousing (RRH) funding to those that are moving out of homelessness and into permanent housing. RRH provides security deposits and rental assistance for those that qualify. GSS has also been able to secure funding that will focus on homeless prevention and homeless diversion, hopefully slowing down the flow of those experiencing homelessness and initially entering into the shelter system. The City of Santa Maria CDBG funding is critical to support the basic core expenses of shelter operations. In recent years, shelter funding is becoming more and more scarce, resulting in the need to secure funding to cover the basic core shelter operations.

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 established need for the Emergency Shelter, Family Emergency Shelter & Overflow Shelter is that GSS is the only homeless shelter provider in the Santa Maria Valley that provides emergency services on a walk-in basis. The problems that will be solved as a result of the program will include the prevention of illegal camping throughout the city, reduction of serious illness and fatalities among homeless persons, provision of necessary mental health care for homeless, provision of substance abuse treatment for those in need, prevention and reduction of hunger amongst the homeless, and keeping families together and safe during crises. In 2022, the County of Santa Barbara conducted a homeless county across the county.

Approximately 23% of persons surveyed in the county were homeless within the City of Santa Maria. 457 persons were assessed as homeless in the City of Santa Maria during the 2022 Point in Time Count, this is a number that stayed consistent from the year prior. These surveys only account for adults, so if you were to include the number of homeless children the number of homeless persons in the city would be much larger. Last year, over 165 children called the Good Samaritan Shelter home in Santa Maria and served over 635 unduplicated persons. Our program allows for homeless persons and families to get the help they need to be housed and become productive members of our community.

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.

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
Good Samaritan Shelter (GSS)'s services target Santa Maria residents as we are the only agency in the Santa Maria Valley that provides shelter and support services to help homeless families and at-risk individuals attain self-sufficiency. All clients entering into Good Samaritan Shelter's homeless programs have a completed homeless verification form upon intake, and provide proof of income to meet the low income benefit.

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

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 Page 126 of 220

9. Out of all the boxes checked above, which population category will primarily be served by the proposed program / project?
The target population that the Santa Maria Shelter Campus serves is homeless individuals and families that are in need of shelter and food and do not have the financial resources available to consider other housing options. All three shelters (Emergency Shelter, Overflow Shelter, and Family Shelter) benefit low-income individuals and/or families by providing food and shelter while simultaneously offering appropriate support services that will lead to self-sufficiency. The income guidelines and requirements used to qualify participants include an income assessment and family size. 100% of participants are at-risk by the definition of being homeless upon intake into the program.

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.

A.) A unit of service is a bed night for one person; B.) 1 person equals approximately 90 shelter bed nights

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 following our the intended outcomes for the program:

1. 35% of persons exiting the program will go to permanent housing locations

2. 75% of persons exiting the program will have obtained health insurance

3. 35% of participants will have an income source

These measures will be captured in the county's Homeless Management Information System. The Quality Assurance Department will monitor these outcomes and assess bi-monthly.

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?
Yes, GSS does collaborate with other partners in implementing the shelter programs. The collaborative partners that are already in place include Public Health Department, Department of Behavioral Wellness, Department of Social Services, Department of Education, Transitions Mental Health, Domestic Violence Solutions, CALM, Santa Maria Youth & Family, Fighting Back Santa Maria Valley, and numerous local church and community organizations. Public Health Nurses provide

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:
575Persons
N/AHouseholds
575.00575.00TOTAL

medical assessments and referrals for shelter clients twice a week and a part-time Physician’s Assistant provides 20 hours of on-site services beginning March 2006, and the Mental Health Caseworker(s) also see clients at the shelter and make necessary referrals and assessments. Mental Health contracts with GSS for five mental health beds are reserved for clients that suffer from mental health problems, to keep them safe at night and ensure that they receive the services needed. Fighting Back Santa Maria Valley (FBSMV) is a partner in the After-School Program that provides tutoring and support for school-age children, they also fund 3 Outreach Liaison staff persons to make those referrals and track children staying at the shelters.

GSS’s partner, CALM and Santa Maria Youth & Family provide mental health services for children ages 0-18 years old.

Approximately 50 local churches and community organizations provide a hot meal at night and a brown bag lunch for all the clients staying at the shelter. Before the pandemic, different church or local organization would prepare and serve dinner for all of the clients and now we are beginning to see some of the community groups come back to support the program through utilizing our kitchen for food preparation, warming food and serving food in the dining hall.

14. How do you cooperate or network with other existing related programs, organizations or community resources?
Good Samaritan Shelter works closely with a number of local agencies to provide complete services for our clients. Local agencies actively involved with GSS’s programs include the County Department of Social Services (including Child Welfare Services), CalWorks, Fighting Back Santa Maria Valley, Department of Behavioral Wellness, County Public Health Department, Drug Court, Food Bank, Boys & Girls Club of Santa Maria Valley, Transitions Mental Health, CALM, Domestic Violence Solutions, and Community Action Commission (Headstart). GSS cooperates and networks with these organizations through a referral system and by providing on-site services.

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

Good Samaritan Shelter firmly believes that a homeless family that is kept together in unity and in a safe environment will grow stronger as a unit. GSS provides case management for the family as a whole, resulting in building stronger families.

GSS’s shelters are a safe place for families to be during a crisis period in their life, reducing the instances of family violence that can occur during stressful times. GSS also provides an After-school Program for Homeless & At-Risk Children that provides tutoring and support for school-age children. GSS' Mental Health Team also provides family counseling for those families in need of therapy, and those services are provided on-site at the shelter campus.

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.

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".

GSS utilizes the services of over 500 volunteers, 40 area churches, and service organizations who provide screening of clients and food service. The total number of volunteer hours per year is 15,000+ hours. These hours include screening, managing the intake of homeless clients each night, and volunteer groups that prepare and serve a hot meal every night. In addition, GSS partners with Allan Hancock College, Westmont College, and Simmons College to work with volunteer interns in the Drug & Alcohol Treatment field and the mental health field. The pandemic has affected our ability to bring in volunteers to assist with food preparation & serving at the shelter systems and also community volunteers within our programs. We have been able to host a few volunteer interns within our Drug & Alcohol Programs and Mental Health Services remotely, but fully expect our volunteerism to return to normal once the pandemic is over.

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 Good Samaritan Shelter (GSS) originally opened to serve the needs of the homeless population within our community in January, 1988. After the agency reviewed the underlying causes of homelessness, GSS was able to provide appropriate support services and expand the agency by incorporating 16 additional programs under the umbrella of the Good Samaritan Shelter. Recovery Point Detox/Acute Care is a 12-bed inpatient drug and alcohol program that provides 3–21 day acute detoxification. Recovery Point is an outpatient program that provides counseling sessions for clients who are in need of drug and alcohol treatment. Transitional Center for Women & Children is a transitional living program for perinatal women and their children who are enrolled in the day treatment program. Project PREMIE is a day treatment program for perinatal women and their children who are working towards sobriety from drug and/ or alcohol addiction. The After School Program provides tutoring and activities for “at-risk” children after school. The 90-bed Emergency Shelter program provides approximately 500 bed-nights and 1,600 meals per week for the homeless. The 56-bed Family Shelter provides transitional living for homeless families for up to two years. The 40-bed Overflow Shelter provides emergency shelter for up to 90 days. GSS’s Clean & Sober Living programs provide a safe environment for adults in recovery to live in. In October 2008, GSS started providing services in

Yes

No

the Lompoc region including Recovery Way Home, a perinatal residential program serving 16 women & their children, Another Road Detox, a six-bed residential social model detoxification program, and Turning Point, a day treatment program for perinatal women and their children. In January 2012, GSS reopened the Marks House, in partnership with the City of Lompoc, to provide 19 beds of transitional housing for homeless families and Bridgehouse, a 56-bed Emergency Shelter in Lompoc.

Hope House in Lompoc that provides transitional housing in a triplex for homeless families. Casa de Familia is a 16-unit apartment complex on the GSS Santa Maria Shelter Campus that provides permanent housing for homeless families. The Santa Maria Shelter campus is one of the first facilities in the country that provides all three levels of housing for homeless families at one location. In January 2014, GSS opened Pine Street Bungalows which is a duplex that provides permanent housing for two formerly homeless families. The Freedom House in Orcutt opened in Fall 2016, providing permanent housing for 6 formerly homeless veterans. The Santa Maria Safe House opened in April 2018 and provides emergency and transitional housing for up to 16 victims of human trafficking. Since 2020, GSS has expanded to include several new programs in southern Santa Barbara County. In 2021, Good Samaritan opened up the Santa Maria Sobering Center and serves approximately 250 homeless persons per year at that location.

19. How long have you been in existence and provided services to the community? GSS first started providing services on April 1, 1986 when services were provided at different church locations on a rotating schedule. The original shelter opened on January 31, 1988 and GSS has consistently provided emergency shelter services every night ever since (30+ years).

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.

Yes, Good Samaritan Shelter has received CDBG funding for public services to support both the Homeless Shelter Programs and the Freedom Warming Center (FY 2021-22 is the first year of GSS managing the FWC Program). GSS has also received capital CDBG funding in the past to improve and construct numerous facilities. GSS has vast experience in managing federal funds and have always been in compliance and have had positive audit results.

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? By providing emergency shelter and support services to homeless families and persons in Santa Maria Valley, GSS reduces government costs of social services, housing of homeless individuals and families, extensive health care costs for the homeless population, and the cost of job training and placement for displaced and unemployed individuals. GSS provides services at an efficient level and at the least possible cost by working together with local community groups (i.e. service groups, local businesses & churches) and by collaborating with partner agencies to best meet the clients’ needs and to

Yes

No
4,168,627Federal Government
4,025,289State Government
10,418,378County Government
87,053Local Government
0 United Way
24,099Contributions
0 Fundraising
593,200Program Service Fees
910,433Private Foundations
123937.351Other
20,351,016.3520,351,016.35TOTAL

prevent duplication of services. It is critical that the City of Santa Maria CDBG Committee makes an investment into shelter services, as GSS is then able to leverage the majority of funding needed to provide shelter services for the homeless (Priority #1) by matching local dollars to county, state, federal and private funding.

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$ 20,000.00 USD$ 20,000.00 USD$ 20,000.00 USD$ 1.00 CDBG Funding from another
subsidiary USD$ 20,000.00 USD$ 0.00
Grants from other Gov't Agencies USD$ 453,946.00 USD$ 828,497.00 USD$ 0.00 United Way USD$ 0.00
Contributions USD$ 61,808.00 USD$ 199,583.00 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$ 358,224.00 USD$ 0.00
Total USD$ 893,978.00USD$ 1,068,080.00USD$ 20,000.00USD$ 0.02 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$ 563,108.00 USD$ 694,119.00 USD$ 10,000.00 Professional Fees USD$ 28,080.00 USD$ 35,000.00
Supplies/Publication/Printing USD$ 54,040.00 USD$ 48,000.00 USD$ 10,000.00 Occupancy/Utilities USD$ 58,700.00 USD$ 55,000.00
Travel/Mileage USD$ 11,000.00 USD$ 12,000.00
Other (Specify in Narrative) USD$ 179,050.00 USD$ 223,961.00 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$ 893,978.00USD$ 1,068,080.00USD$ 20,000.00

Tables top

Application ID: 423532
Become a fan of ZoomGrants™ on Facebook
Problems? Contact us at [email protected]
©2002-2023 GrantAnalyst.com. All rights reserved.
"ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC.

Logout | Browser
* ZoomGrants™ is not responsible for the content of uploaded documents. % 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 $  20,000 $  1,068,080 2 % 575   11
Total $ 20,000 $ 1,068,080 2 % 575  11

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.

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

Board Resolution
Agency's organizational chart
GSS 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)

GSS COI Santa Maria
Current and prior year's financial statements
GSS BS 6.30.22
GSS BS 9.30.22
GSS P&L 21-22
GSS P&L 22-23 Q1
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.)

GSS Audit report
Most recent Form 990 and Schedule A Federal Tax
Return

GSS 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.)

GSS 22-23 Budget
GSS Budget Letter
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

GSS Organizational Structure

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
Independent Living Resource Center, Inc
Community Living and Transition Services for Older Adults and People with Disabilities

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

USD$ 19,500.00 Requested

Submitted: 11/29/2022 2:24:44 PM (Pacific)

Project Contact
Jennifer Griffin
[email protected]
Tel: 805-963-0595

Additional Contacts
[email protected]

Independent Living Resource
Center, Inc
423 W. Victoria St.

Santa Barbara, CA 93101
United States

Executive Director
Jennifer  Griffin
[email protected]

Telephone(805) 963-0595 x 112
Fax (805) 963-1350
Web www.ilrc-trico.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

-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

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:

Community Living and Transition Services for Older Adults and People with Disabilities

3. Location of proposed program / project:
(Street address, if applicable of proposed program / project):
218 Carmen Lane Suite 109 Santa 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.

ILRC seeks to continue providing diversion and transition services within Santa Maria. Diversion services prevent homelessness and institutionalization amongst individuals with disabilities and older adults. Transition services facilitate the transition from an institutional setting, such as a skilled nursing facility (SNF) or hospital, or homelessness to community- based living for the same demographic.

ILRC is the only cross-disability organization in the City of Santa Maria. Services will be available to Santa Maria residents of 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

all ages with all disabilities, including deaf/hard-of-hearing individuals. All of ILRC's services support diversion and transition efforts. Services include:

Housing navigation
Homeless prevention and maintenance
Assistive technology
Advocacy when rights are limited or denied
Benefits counseling
Financial management/independent living skills
Emergency Preparedness
Transportation connection
Deaf services
Assistance to people who are blind or have low vision
Vocational rehabilitation
Peer support
Personal assistance services

All of the services listed are provided directly by ILRC staff members. Both internal and external referrals utilize a "warm handoff" approach, in which contact information for a specific individual at the agency is provided. ILRC also offers a peer support group for individuals with disabilities in Santa Maria.

An accessible living environment is critical to survival. Without this program, many of the consumers served would be unable to continue to be self-sufficient or continue living in the community, resulting in increased homelessness or institutionalization.

Barrier removal is crucial for improving the capacities of our local communities. Through this program, residents with disabilities will receive support in obtaining and/or sustaining affordable, accessible housing and connection to critical long- term services and supports; these services help consumers remain in a community-based setting, positively impacting the entire City.

Without these funds, we would have to reduce services and put consumers on waitlists. This can be particularly troubling when individuals need services, are on timelines with housing, or live in an institutional setting and need to transition back into their community; we are the only organization that provides these services in Santa Maria. CDBG funds will ensure that Santa Maria residents with disabilities are getting the services and advocacy they need to increase or maintain their level of independence and prevent or recover from institutionalization or homelessness.

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.

Our program fits priority #1 because our services address the housing, health care, accessibility, and service needs of older adults and any/all disabilities and/or chronic health conditions. We provide a wide variety of services that support these efforts, including but not limited to: housing, independent living skills training, benefits counseling, assistive technology, emergency preparedness, facilitation of the safe transition out of an institutional setting, such as a skilled nursing facility (SNF) or hospital, and back into the community and more.

Housing and homelessness is the most prominent and pervasive issue that ILRC consumers experience; this affects every area of an individual's life, from education and employment to the ability to travel from one place to another or keep medical appointments and more.

By providing the skills training, communication access, and advocacy, that our consumers need to access housing, health care, employment, education, and other services, we assist Santa Maria residents in recovering from, or preventing, homelessness.

Along with our service provision, we assist consumers with coordinating community resources available to meet their independent living goals. We provide training on housing-seeking skills to assist consumers in finding affordable housing and

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

Expand educational and development opportunities

Provide affordable housing

Revitalize existing neighborhoods

navigating the application process.

Our home maintenance skills training provides consumers with information on tenant responsibilities and landlord/tenant and neighbor relations. These services, coupled with money management and benefits counseling, and peer support, provide consumers with the tools needed for stable community living situations, thus preventing homelessness.

Downstream costs of homelessness in communities throughout Santa Barbara County, including the City of Santa Maria, burden finances and other resources and force difficult decisions regarding where to prioritize public funds. With an aging population and a continuous rise in the cost of housing, the need for accessible, affordable housing is not going away. ILRC's services help those most vulnerable find and sustain housing in a challenging market, positively affecting and impacting the entire city.

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.

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
According to our demographic reports for the previous fiscal year, 90% of individuals served are considered to have extremely low to moderate-income levels (46% of consumers served are of low to moderate income, and 44% of consumers served are of extremely low income). Our program will benefit extremely low to moderate-income consumers with disabilities by providing vital community-based services that will allow them to begin, or maintain, living within the Santa Maria community. All consumers must go through an intake process, which includes gathering various demographic data including income information. The only requirements necessary to receive our services are: the individual identifies as having a disability, can benefit from the services, and that the individual will actively participate in achieving their goals.

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?
ILRC provides services to older adults and people with disabilities of all ages, races/ethnicities, genders, income levels, housing status, employment status, etc. Disability is the largest minority group in the world and intersects with all other identities. ILRC makes an effort for all staff to be trained in current best practices to effectively provide services to all underserved populations. Our only requirements are that they must self-identify as an older adult or a person with a disability, can benefit from the services we offer, and that the individual will actively participate in achieving their goals.

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: