Attachment 5 - Consolidated Package of Applications Received — Community Development Block Grant Standing Committee of the City Council, February 21, 2024

CDBG Applica�ons Summary
2024-2025
Table of Contents
Public Service Ac�vi�es

1. CORA

2. Friends for Youth

3. Human Investment Project (HIP) Housing

4. Legal Aid Society

5. Life Moves

6. Magic Tooth Bus

7. Ombudsman Services of San Mateo County

8. Rape Trauma Services Center

9. Samaritan House

10. Star Vista

11. YMCA of San Francisco
Minor Home Repair Programs

12. CID

13. Rebuilding Together Peninsula- Na�onal Rebuilding Day

14. Rebuilding Together Peninsula- Safe at Home
Fair Housing

15. Project Sen�nel
Microenterprise Assistance

16. Renaissance Entrepreneurship Center
CORA
1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 1/8 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: Community Overcoming Relationship Abuse (CORA)

2. Project Title: CORA Safe House (Emergency Shelter) FY2020 We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
Redwood City $15,000 9% 0% $1,666.67
County of San Mateo $49,999 30% 0% $833.32
South San Francisco $25,000 15% 0% $6,250.00
Total $89,999 55% 73 100% $1,232.86
Grant Funded Programs:

We are applying for a Public Services Program
CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required):

Abused children Homeless persons
Victims of domestic violence Illiterate adults
Elderly persons/seniors (age 62+) Persons living with AIDS Severely disabled adults Migrant farm workers
Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status.

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

All of our clients are presumed eligible, based on their status as 'battered spouses' -- see 24 CFR 570.483(b)(2)(ii) (A): https://www.law.cornell.edu/cfr/text/24/570.483.

3. Project Address: Suppressed City: Suppressed Zip: 94403-1814

4. Provide a one sentence project summary:

To provide operating assistance for CORAs Safe Houses (emergency shelters) providing victims and survivors of domestic violence and their children with a confidential and safe living environment for up to six months.

Organization Address: 2211 Palm Avenue City: San Mateo Zip: 94403-1814 Organization Phone: 650-652-0800 Website:
http://www.corasupport.org/
Type of Applicant: Non-Profit Our agency serves: Clients

5. Contact Person /
Project Administrator:

Name: Cindy Kilpatrick
Title: Grants and Contract
Manager
Telephone: 650-652-0800
Contact Email: [email protected] Fax:
1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 2/8

6. Name of Agency
Director:

Karen Ferguson

7. Fiscal Officer: Name: Rupinder Mahli, CFO
Email:

[email protected]
Telephone: 650-652-0800
Fiscal Officer Address: 2211 Palm Avenue City: San Mateo Zip: 94403-1814

8. Authorized
Signatory:

Name: Karen Ferguson
Email:
[email protected]
Telephone: 650-652-0800
Authorized Signatory
Address:
2211 Palm Avenue City: San Mateo Zip: 94403-1814

9. Please provide days and hours of regularly scheduled operation:

CORA's Community Office is open 9:00 AM to 5:00 PM Monday through Friday, except for holidays. However, CORA's Crisis Hotline is answered by a trained crisis counselor 24 hours a day, 365 days a year. CORA's safe houses also are in operation 24 hours a day, 365 days a year.

10. SAM/UEI Number: S7AJH436N326 Federal EIN/TIN Number: 94-2481188

11. HUD Activity: Choose the HUD activity that most closely matches your service:
05G - Battered and Abused Spouses

12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction.

This application is for CORA's Safe Houses which serve individuals (and their children) who are fleeing domestic violence and need immediate, safe housing. CORA’s Safe Houses are part of the agency’s overall effort to progressively engage clients at risk of homelessness.

From hotel vouchers to longer term housing subsidy vouchers, CORA prevents homelessness, providing customized levels of assistance that preserve the most expensive interventions for households with the most severe barriers to housing. Funds will support CORA’s client advocates who provide clients at the Safe Houses with the support and opportunities they need to set and attain their goals. A primary goal of Safe House staff is to help clients build into their lives safety and self-sufficiency so they are less likely to need emergency services.

Toward this end, staff use a trauma-informed model of service, which means incorporating an understanding of the impact of trauma into all aspects of service. Using a trauma-informed approach provides a proven framework for assisting survivors in strengthening their own psychological capacities so they can rebuild their lives.

PROGRAM OBJECTIVES:
-80% of CORA's Safe House Program clients will demonstrate an increase in self-sufficiency, improving the client’s ability to re-build a life free from abuse.
-80% of clients that complete the Safe House Program will transition into safe housing. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

The target population are all victims/survivors of domestic violence in San Mateo County including those in Redwood City. Clients are evaluated at in-take and assessed by CORA's Crisis Support Program staff and Supportive Housing Program staff for eligibility for CORA's DV services. CORA is the only agency in San Mateo County solely dedicated to providing domestic violence assistance. We work with clients from all ethn.....add lanuage.....
13B. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

The target population are all victims/survivors of domestic violence in San Mateo County. Clients are evaluated at in-take and assessed by CORA's Crisis Support Program staff and Supportive Housing Program staff for eligibility for CORA's DV services. CORA is the only agency in San Mateo County solely dedicated to providing domestic violence assistance.
13C. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

The target population are all victims/survivors of domestic violence in San Mateo County including those in South San Francisco. Clients are evaluated at in-take and assessed by CORA's Crisis Support Program staff and Supportive Housing Program staff for eligibility for CORA's DV services. CORA is the only agency in San Mateo County solely dedicated to providing domestic violence assistance. 1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 3/8

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

The entirety of this funding will be expended during FY 2024/2025 (July 1, 2024 - June 30, 2025). CORA's Safe House Program Manager, Kaitlin Chang, oversees this project and, in collaboration with CORA's finance department staff, reviews this grant program expenditures throughout the grant award period in order to ensure that funds are expended by the end of fiscal year.

CORA utilizes a client database to collect data on all services rendered. By analyzing this data, we can evaluate client safety, satisfaction, and increased self-sufficiency.

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

CORA's Safe House/Emergency Shelter programs have continued to collaborate effectively, and have provided resource referrals to 60% of clients entering shelter. 64% of clients reported exiting to safe, alternative housing; the remaining 36% did not disclose their exit destination. Through our partnership with Samaritan House, clients have been able to explore various housing resources and secure longer stays in housing. Additionally, CORA has partnered with Ruby’s Place to allow survivors living in CORA’s safe houses to have access to various wellness items and activities to meet their needs. This collaboration includes receiving wellness kits (personal hygiene products, over-the-counter medications, feminine hygiene products, etc.), access to referrals for therapists and nurse practitioners, transportation to and from medical appointments, and more. By partnering with Ruby’s Place, survivors who are fleeing their abusive partners are able to receive additional supportive services to focus on their physical and mental wellbeing while they heal during their time in the program. CORA continues to partner with the Peninsula Humane Society which provides free boarding and shelter for CORA’s clients’ pets for 30 days. After 30 days, CORA the RedRover Foundation assists clients who have pets. This compassionate care for pets helps clients maintain their emotional well-being during a time of great emotional upheaval.

CORA is dedicated to providing survivor-driven, client-centered supportive services to victims and survivors of domestic violence. During the second half of FY22-23, CORA’s Emergency Shelter program served a total of 61 individuals. The Safe House offered shelter services to 40 survivors (23 adults and 17 kids). In addition, 21 survivors (16 adults, 5 children) benefited from emergency hotel services, but did not enter the Safe House.

As the only domestic violence agency in San Mateo County, CORA receives a large number of referrals for emergency shelter/safe housing. Due to limited space, staff are often having to give appropriate outside referrals and resources to survivors in immediate danger who are fleeing from their abusive partners. In order to best support clients who are needing to be referred out to other agencies, Safe House staff have created and maintained relationships with various shelter agencies in the county such as Samaritan House for the county’s Coordinated Entry System for general shelter, HIP Housing, and New Creation Home Ministries.

The need in our community for DV services including Safe House services, and our limited shelter occupancy, continues to be a challenge. Through initiatives such CES (San Mateo County Coordinated Entry System) referrals, and engagement with other housing programs in San Mateo County, we have ensured that clients continue to have access to a safe place and receive referrals and support from CORA staff. Throug

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 4/8 Daly City 0 0 0 0
Redwood City 9 8 9 8
City of San Mateo 0 0 0 0
County of San Mateo 60 31 60 31
South San Francisco 4 3 4 3
Totals 73 42 73 42

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other domestic violence victims

20. Affirmative Outreach:
a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation.

Race & Ethnicity
Redwood City
Population
Redwood City
% by Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 74,402 100% 5 100%
White and not Hispanic 40,656 54.64% 1 20.00%
White and Hispanic 23,557 31.66% 4 80.00%
Asian 6,715 9.03% 0 0.00%
African American 1,916 2.58% 0 0.00%
Pacific Islander 663 0.89% 0 0.00%
Native American 384 0.52% 0 0.00%
Other 1,511 2.03% 0 0.00%
Race & Ethnicity
County of San
Mateo
Population
County of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 764,442 100% 65 100%
White and not Hispanic 280,550 36.70% 11 16.92%
White and Hispanic 181,937 23.80% 24 36.92%
Asian 250,737 32.80% 7 10.77%
African American 20,640 2.70% 7 10.77%
Pacific Islander 10,702 1.40% 0 0.00%
Native American 6,880 0.90% 1 1.54%
Other 12,996 1.70% 15 23.08%
Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 3 100%
White and not Hispanic 23,760 37.34% 0 0.00%
White and Hispanic 21,645 34.02% 2 66.67%
Asian 23,293 36.61% 1 33.33%
African American 1,625 2.55% 0 0.00%
Pacific Islander 1,111 1.75% 0 0.00%
Native American 395 0.62% 0 0.00%
Other 9,598 15.08% 0 0.00%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

CORA’s outreach activities focus on the most underserved victims in San Mateo County, including those with limited English proficiency, lack of documentation, low-to-no income, racial/ethnic minorities, and LGBTQ+ communities. These outreach activities are coordinated through a number of neighboring agencies, including 1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 5/8 community centers, local businesses, other nonprofit organizations, libraries and doctors' offices. CORA's Community Education team conducts presentations, workshops, and table events at various community settings around the County, including local high schools and junior colleges, local health centers, homeless shelters and legal support agencies. This broad array of outreach activities ensures that any particular community is made aware of CORA’s resources and accessibility of services

21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount.

By leveraging the combined CDBG funding for Redwood City, South San Francisco and the County of San Mateo, CORA is better able to provide Safe House/Emergency Shelter to domestic violence victims in our neighborhoods.

Additional local government funding for CORA's Safe House Program comes from the Town of Colma ($7,000 - awarded) and the City of Menlo Park ($7,000 - projected). In addition, CORA raises funds for all programs through government, foundation, and corporate grants; individual donations, and special events.

Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Manager of Safe
House and Supportive
Housing
Kaitlin Chang Provides programmatic and budget
oversight. Recruits, hires, trains and
supervises staff. Approves allocations of
financial assistance for clients. Ensures
data is gathered, analyzed and reported
to funder.

Since joining the team in
2019, Kaitlin has attained
training and certification in
40-hour Domestic Violence
Counseling, strangulation
training from the Institute on
Strangulation Prevention,
first aid, and CPR,
alongside certifications for
Narcan administration and
AED for defibrillation. Kaitlin
has ascended through
progressively strategic roles
at CORA. Her hands-on
experience in shelter
operations and client
advocacy has honed her
expertise in delivering
compassionate, clientcentered services and in
mentoring the staff who
provide these services.

Kaitlin's deep commitment
to enhancing housing
accessibility and her
extensive experience with
CORA’s shelter programs
make her an ideal leader to
extend CORA’s staffing and
operations into the
weekends and evenings,
ensuring support is
available when it is most
needed. Kaitlin [KF1] is
identifies as Asian American
and brings a deep interest in
creating a culturally aware
and welcoming
environment. Through
Kaitlin’s leadership, the Safe
Houses have redesigned
their intake and residency
procedures, received strong
grant monitoring results,
and provided over 85% of
1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 6/8 exiting survivors with
ongoing housing support.

PROPOSED PROGRAM BUDGET FOR FY 2024-25
Redwood City County of San
Mateo
South San
Francisco Total Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total
% Requested % Requested % Requested Pgm% Requested
Labor
Salary & wages $598,592 18% $109,318 0% $0 33% $36,454 17% $18,205 50% $54,659 Taxes/Benefits $134,683 20% $27,044 0% $0 33% $9,000 17% $4,522 50% $13,522 Modified Total Direct
Costs (MTDC)
$733,275 19% $136,362 0% $0 33% $45,454 17% $22,727 50% $68,181 Indirect cost rate
(10% de minimis rate
unless the entity has
a negotiated indirect
rate with the federal
government)
10% 10% 0% 10% 10%
Indirect costs $73,328 19% $13,636 0% $0 33% $4,545 17% $2,273 50% $6,818 Direct Costs Not MTDC
Program Supplies $3,000 100% $3,000 100% $3,000 0% 0% 100% $3,000 Repairs &
Maintenance
$5,500 100% $5,500 100% $5,500 0% 0% 100% $5,500
Utilities $5,000 100% $5,000 100% $5,000 0% 0% 100% $5,000 Agency
Administration
$1,500 100% $1,500 100% $1,500 0% 0% 100% $1,500
TOTAL $821,603 20% $164,998 9% $15,000 30% $49,999 15% $25,000 55% $89,999 Number of Individual Beneficiaries 9 60 4 73
Cost per Individual $1,666.67 $833.32 $6,250.00 $1,232.86 For the City of Redwood City ONLY, answer the following:

1. Funding Criteria:

2. Priority: Supporting Persons Experiencing Homelessness Making homelessness short, rare and nonreoccurring by supporting the work of emergency shelters and funding other basic needs.

2. Program Outcomes:
a. Please describe the accomplishments of program goals for FY/23.

In FY 22/23, CORA successfully provided Safe Housing to 9 Redwood City clients seeking safe shelter. We also provided these clients with access to additional CORA supportive services including legal assistance and mental health services, longer-term transitional housing assistance, and referral to community resources. Across the county, CORA provided Safe Housing to 99 individuals (63 households). -80% of CORA's Safe House Program clients demonstrated an increase in self-sufficiency, improving the client’s ability to re-build a life free from abuse. -80% of clients that complete the Safe House Program will transition into safe housing. b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23:

CORA operates San Mateo County’s only shelters for survivors of DV and their children. Lisa’s House, CORA’s largest shelter, is a three-floor apartment building with 22 beds that provides clients with up to an 8-week stay.

Coni’s House is a residential home with six beds. Client advocates work with survivors to create a plan for selfreliance and empowerment; staff provide culturally appropriate wraparound support services in various languages.

A Safe House/Emergency Housing success story: Lauren* (not her real name) came to CORA’s Emergency Shelter with her daughters seeking safety from her abusive partner. Her partner was constantly stalking her and controlling her whereabouts. When Lauren came to CORA, she felt she could finally breathe and instantly felt relieved and hopeful. In a matter of just three weeks, Lauren managed to enroll both of her children into schools nearby, find 2 jobs, and begin mental health services for her and her children. Shortly after, Lauren was able to secure her own apartment where she felt safe. With the support of CORA, Lauren was able to secure employment, and gain access to mental health services to help her and her family begin to cope and heal from all they have endured.
1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 7/8 For the Cities of South San Francisco and Redwood City ONLY, answer the following:

3. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: Facebook, Instagram, and Twitter/X Other - Please describe:
b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
Flyers and brochures are published in English, Spanish, Chinese and Tagalog. c. How and where are the materials distributed?
CORA’s outreach materials are available at CORA’s community and satellite offices and at medical offices including at Kaiser Permanente offices.
----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following:

1. Due to the usage and allocation restrictions, CDBG funding for FY24-25 is limited. If CDBG funding is not available for your proposed project, would you be open to accepting funding from a Federal ESG, State ESG or State PLHA grant if your project qualifies? These funding sources are subject to additional requirements and specific reporting compliance which , which are outlined in the NOFA and/or will be provided to you by San Mateo County.
yes

2. Describe in detail the scope of work directly related to the requested budget items. Describe the objectives for each activity and the specific tasks that need to be accomplished to achieve those objectives. The description should use the guidelines listed below:

The purpose and nature of the different services to be offered and where they will be provided; The tasks to be performed (outreach, intake, enrollment, day care services, etc.); The level of service that will be provided for each activity (identified in some quantifiable unit of service, Ex.

Children cared for per month)
CORA will provide Safe House/Emergency Shelter to approximately 100 victims of domestic violence at 2 confidential CORA Safe Houses in San Mateo. Victims often flee violence with little more than the clothes they are wearing so in addition to shelter we supply emergency supplies of food, clothing and other basic necessities as well as access to CORA's legal assistance and mental health services. The level of services is tailored to the needs of individual clients.

Source Committed Proposal Submitted To Be Determined
1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 8/8 Other Federal Funds $3,000
State/Local Funds $105,384 $50,000 $14,000
Private Funds $10,000
Other:
$0
Total $118,384 $50,000 $14,000
End of the San Mateo County section
----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application and designation
of signatory, by the Board of Directors
CORA_safe_house_Board_Resolution_2023-2024_-
_signed.pdf

2. Proof of 501(c)3 / tax-exempt status 501c3letter-9-5-2023_438_PM.pdf

3. By-laws
Bylaws_as_Adopted_by_CORA_Board_of_Directors_v3-
1-15-2024_625_PM_1.doc

4. Articles of Incorporation
Articles_of_incorporation_Certificate_of_Amendment-1-
15-2024_618_PM_1.pdf

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12 months
Number of years allowed for each board term
Board_of_Directors_Roster_2024.pdf

6. Organizational chart for entire organization

1.17.24_CORA_ORG_CHART.pdf

7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and:

Management letters (if applicable)
A-122 and A-133 Single Audit (for entities that
receive more than $750,000 in federal funding) OR
A letter from your Executive Director or Chief
Financial Officer certifying that agency does not
receive more than $750,000 in federal funds and is
not subject to the Single Audit.

CORA_2022_-_FS_and_Report_-_FINAL-1-15-
2024_619_PM.pdf

8. The following are required:

Current (FY23-24) Agency Operating Budget
Proposed (FY24-25) Agency Operating Budget
CORAs_FY23-24_Agency_Budget.pdf

9. Mission Statement CORAs_Mission_Statement.pdf

10. Non-discrimination policy for Staff and Clients Nondiscrimination_Policy-1-15-2024.pdf

11. Reasonable Accommodations Policy for Staff and
Clients
Reasonable_Accomadation_Policy-clients_and-staff-1-
16-2024_631_PM_1.pdf

12. Conflict of Interest Policy. (If not available, please indicate when you will submit)
CORA_Code_of_Ethics_and_Conduct.pdf

13. Negotiated Rate Letter. (If required) Negotiated_Rate_Letter.pdf

14. Other -
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature CIndy Kilpatrick
Date Signed 01/18/2024
Initially submitted: Jan 18, 2024 - 14:18:31
Friends for Youth
1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 1/9 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: Friends for Youth

2. Project Title: Friends for Youth Mentoring Services
We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
City of San Mateo $30,000 5% 0% $68.81
County of San Mateo $30,000 5% 0% $14.04
South San Francisco $12,500 2% 0% $347.22
Total $72,500 13% 2,608 100% $27.80
Grant Funded Programs:

We are applying for a Public Services Program
CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation.

Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status.

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

In our application and initial interview, we ask parents to self-disclose their income level, and can ask for income verification through tax returns or paystubs.

Evidence of public benefits: We also ask families if they are enrolled in the free and reduced lunch program for proof of public benefits - information which we can cross reference and verify with their schools and school districts.

3. Project Address:
3460 W Bayshore Rd, Suite
203
City: Palo Alto Zip: 94303-4227

4. Provide a one sentence project summary:

Friends for Youth (FFY) provides quality mentoring relationships and support services to underserved youth through community-based 1-to-1 mentoring and site-based group mentoring programs, along with wraparound, holistic services for youth and their families through our Whole Health for Youth Collaborative.

Organization Address:
3460 W Bayshore Rd, Suite
203
City: Palo Alto Zip: 94303-4227
Organization Phone: 6503684464 Website:
www.friendsforyouth.org
Type of Applicant: Non-Profit Our agency serves: Clients

5. Contact Person /
Project Administrator:

Name: Cecilia Chu Title: Executive Director Telephone: (650) 369-4464 Contact Email: [email protected] Fax:

6. Name of Agency
Director:

Cecilia Chu
1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 2/9

7. Fiscal Officer: Name: Monica Meija
Email:
[email protected]
Telephone: (650) 482-2876
Fiscal Officer Address:
3460 W Bayshore Rd, Suite
203
City: Palo Alto Zip: 94303-4227

8. Authorized
Signatory:

Name: Cecilia Chu
Email:
[email protected]
Telephone: (650) 369-4464
Authorized Signatory
Address:
3460 W Bayshore Rd, Suite
203
City: Palo Alto Zip: 94303

9. Please provide days and hours of regularly scheduled operation:

Monday through Friday, 10 AM to 6 PM

10. SAM/UEI Number: 000194502985 Federal EIN/TIN Number: 94-2961034

11. HUD Activity: Choose the HUD activity that most closely matches your service:
05O - Mental Health Services

Friends for Youth (FFY) is a nationally recognized, award winning direct-service agency with over four decades of measurable success in mentoring and a 100% safety rating. Through our 1-to-1 and site-based group mentoring programs, FFY provides quality mentoring relationships for underserved youth who need support most, with the goal of empowering them to be mentally and behaviorally healthy, emotionally secure, and equipped with resiliency-building skills. FFY sees social and emotional learning as a critical component of present and future success. Adverse childhood experiences and trauma create additional barriers for youth, making it more difficult for them to envision positive futures for themselves. Before thinking about college or careers, we help youth think about themselves and their needs holistically. Our proprietary social and emotional learning (SEL) curriculum helps students develop skills and takeaway tools for each of the core social and emotional competencies: selfawareness, self-management, social awareness, relationships skills, and responsible decision making. It is our belief that through the power of mentoring, we can improve the lives of our young people who need someone in their corner.
13A. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

The San Mateo County Office of Education has stated that San Mateo County’s school-aged children and youth are facing growing social-emotional, mental and behavioral health challenges - challenges which have been compounded by long-time socioeconomic inequities and the Covid-19 pandemic. The San Mateo County Coalition for Safe Schools and Communities launched United for Youth in partnership with San Mateo County Office of Education and San Mateo County Behavioral Health and Recovery services to prioritize opportunities to improve social and emotional well-being for school- and transitional-aged youth. Mentoring is recognized by mental health experts as a crucial PBIS Tier 2 preventative intervention, offering much-needed adult support. However, most youth-led and youth-serving mentoring programs for school- and transitional-aged youth are focused on college and career success, entrepreneurship, or academic support. Very few programs, if any, prioritize creating nonjudgmental, safe spaces for trusted relationship building. FFY’s programs are solely focused on the social, emotional, and mental health of our youth, and provide safe spaces for youth to openly discuss their concerns and build social and emotional skills. To address language barriers, we offer intentional Spanish-speaking and bilingual mentoring programs, and are in the process of expanding our site-based group mentoring services to Borel Middle School, Aragon High School and Allcove San Mateo.
13B. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Dignity Health’s 2022 Community Health Needs Assessment (DGCHNA) provided essential statistics detailing youth needs within San Mateo County (SMC). While 29.9% of SMC teens needed help for emotional/mental health problems, only 16.5% received psychological or emotional counseling. 24.2% of 7th graders reported experiencing depression, and 16.3% of 9th graders and 17.6% of 11th graders reported having seriously considered suicide. The Sustainable San Mateo County (SSMC) 2023 Indicators Report echoed similar statistics, stating depression-related feelings have increased between 3% to 8% across grade levels, particularly with Black, Latinx, and Pacific Islander students. Respondents in the SMC 2023 CHNA were most critical of access to mental health services, with 40.1% rating ease of access to mental health care services as “fair/poor”. Residents in the SSMC 2023 Indicators Report further emphasized the importance of accessible and culturally competent mental health resources, highlighting that one-time interventions aren’t adequate and that there is a need for continuous mental health support. FFY’s mentorship programs, along with our collaborative WHY programs, bridge this gap and break through barriers such 1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 3/9 as stigmatization, financial costs, language and educational gaps in order to reach our youth and families where they are at - in schools and in the community.
13C. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. 31% of youth survey respondents for the CCCS SSF Neighborhood Action Plan reported “never” or “rarely” having talked to a supportive adult about what they are thinking or feeling. In fact, 10% of 7th, 8th, and 11th grade students reported that no adult at their school notices when they are absent or not there. Many youth attributed not having supportive adults in their lives to parents working long hours to keep up with rising costs of living and unaffordable housing. This action plan has identified increasing prevention and early intervention for mental health issues and substance use as a key strategy and outcome for South San Francisco, and promoting social-emotional learning has been identified as the sole Tier 2 strategy for achieving this desired outcome. The Kaiser Permanente SSF 2022 Community Health Needs Assessment also identified mental & behavioral health as the top priority for the SSF service area, with community leaders highlighting the need for culturally and linguistically relevant mental health support, increased education regarding available services, and meeting families in places they already frequent. Between our WHY warm handoffs, streamlined internal referral process and Promotores outreach, FFY seamlessly connects youth and their families to culturally and linguistically relevant wraparound support services.

Most importantly, however, our mentorship programs provide youth with trusted adults who show up consistently in their lives.

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

JUNE 2024:
- Recruitment and Outreach
- 1-to-1 Mentoring Cohort 01 Match
JULY 2024:
- Planning meeting with all community school coordinators AUGUST 2024:
- Recruitment and Outreach
- Group Mentoring Program Orientation at school and community sites SEPT 2024:
- 1-to-1 Mentoring Cohort 02 Match
- Start Group Mentoring Programs
DEC 2024:
- 1-to-1 Mentoring Cohort 03 Match
- End of year survey for group mentees
- End of year evaluation survey for 1-to-1 mentors and mentees - End of year career field trip for group mentees + End of year group activity for 1-to-1 mentees JAN 2025:
- Return to group sessions weeks 13-24 SEL curriculum
FEB 2025:
- 1-to-1 referral partner check ins
MAR 2025:
- 1-to-1 Mentoring Cohort 04 Match
- 1-to-1 mentee recruitment and outreach
APRIL 2025:
- Referral partner presentations
MAY 2025:
- Recruitment for 1-to-1 group mentors referrals for students to summer programs JUNE 2025:
- End of school year celebration + End of year outcome evaluation

15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments 1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 4/9 of goals to date.
1-to-1 Mentoring:
- Match Rate: Achieve a rate of matching 30 high quality 1-to-1 mentorships per year by 2026 - Satisfaction Rate: Maintain our current rate of 90% of 1-to-1 mentees being “satisfied” or “highly satisfied” with their experience
- Completion Rate: 25% increase in the % of mentorships that last a full year (from 50% in 2022-23 to 75%) - Mentorship Duration Length: 90% of mentorships reach the 6 months minimum duration - Mentor Support: Increase support and resources for mentors Group Mentoring:
- Number of Youth Reached: Reach 50% more school year and summer kids (420) by 2025 - Mentorship Availability: Group mentoring is available in elementary (5th and up) through high school for all the districts we currently serve (2022-23 Redwood City School District, Sequoia Union High School District, and San Mateo Foster City School District) - Expansion: Group mentoring is made available in San Mateo Union High School District by 2025 (Aragon High, San Mateo High, and/or Capuchino High, Mills High)
- Satisfaction Rate: Maintain our current rate of 90% of Group mentees being “satisfied” or “highly satisfied” with their experience
- Completion Rate: Increased completion rate of youth in group mentoring (from 60% to 75%) FFY prioritizes community-based research and client-centered design, conducting annual needs assessments and mid-year check-ins to tailor our services based on qualitative feedback, stories, and quotes

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

FFY is the backbone agency of the Whole Health for Youth (WHY) Collaborative, a multi-agency partnership that aims to improve youth mental health and wellness through coordinated prevention and early intervention services, as well as mental health and wellness education for parent, caregivers, and supporting staff and volunteers.

Through our collaborative warm handoffs and streamlined internal referral process, we build bridges within communities and seamlessly connect youth and their families to necessary support services offered by our nonprofit partners. Our core partners include Siena Youth Center, Pal Center, and One Life Counseling Center, along with a larger network of school and community supporting partners. Together, we have provided 85+ bilingual trainings, launched 60+ wellness programs, facilitated 250+ referrals to mental health & wellness services, and collectively served 5,700+ youth & families. We hope to prove that by working together, nonprofits can reduce duplicative services, increase access and field expertise, multiply impact and serve communities holistically with more breadth and depth. WHY programming includes weekly group mentorship, bilingual individual therapy, and mental health workshops for youth, along with weekly therapy groups, monthly support groups, and fitness and mental health workshops for parents and caregivers.

Youth and their caregivers have made it abundantly clear that the burdening cost of living crisis, compounded by the pandemic, is placing youth and families under increased stress and directly contributing to the declining social, emotional, mental and behavioral health of our youth. Several community members have voiced the need for culturally and linguistically relevant services, given that accessing mental health services can often be seen as a sign of weakness and is highly stigmatized in BIPOC communities. It is not only necessary that adults supporting youth mental health speak the languages of the communities that our youth and families come from, but also that they understand the socioeconomic and cultural context which uniquely shapes barriers to accessing services provided by the city and county.

Organizationally, we have seen a decrease in individual fundraising, while simultaneously facing a steep increase in need for mentoring services and case management, as the number of youth, schools and community sites on our waitlists for our 1-to-1 and group mentoring programs continue to grow. However, we are struggling to meet this need due to limited staff capacity. Receiving funding would allow us to hire more staff to serve the numerous schools and community sites on our group mentoring program waitlist, and also allow us to expand our efforts to get the youth on our 1-to-1 waitlist paired with a trusted, caring adult mentor.

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City 60 15 60 15
Redwood City 884 221 1,604 401
City of San Mateo 268 67 436 109
County of San Mateo 1,244 311 2,136 534
South San Francisco 32 8 36 9
Totals 2,488 622 4,272 1,068

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other

Race & Ethnicity
City of San
Mateo
Population
City of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 97,207 100% 109 100%
White and not Hispanic 45,240 46.54% 6 5.50%
White and Hispanic 25,815 26.56% 83 76.15%
Asian 18,153 18.67% 3 2.75%
African American 2,099 2.16% 3 2.75%
Pacific Islander 1,937 1.99% 0 0.00%
Native American 140 0.14% 0 0.00%
Other 3,823 3.93% 14 12.84%
Race & Ethnicity
County of San
Mateo
Population
County of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 764,442 100% 656 100%
White and not Hispanic 280,550 36.70% 24 3.66%
White and Hispanic 181,937 23.80% 533 81.25%
Asian 250,737 32.80% 11 1.68%
African American 20,640 2.70% 19 2.90%
Pacific Islander 10,702 1.40% 17 2.59%
Native American 6,880 0.90% 2 0.30%
Other 12,996 1.70% 50 7.62%
Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 17 100%
White and not Hispanic 23,760 37.34% 5 29.41%
White and Hispanic 21,645 34.02% 8 47.06%
Asian 23,293 36.61% 0 0.00%
African American 1,625 2.55% 1 5.88%
Pacific Islander 1,111 1.75% 0 0.00%
Native American 395 0.62% 0 0.00%
1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 6/9 Other 9,598 15.08% 3 17.65%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

In our collaborative, we are interested in partnering with agencies that serve indigenous, LGBTQIA+, and Pacific Islander populations. We have staff on our team that identify in these minority groups, who can and will improve affirmative outreach efforts.

SV2 $25,000 per year from 2023-2026
Sequoia Healthcare District $143,000
PwC ReImagine Grant $25,000
San Mateo County Measure K $50,000
City of Sunnyvale $15,000
Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Executive Director Cecilia Chu
Program Management, Evaluations and
Analysis, MSW Graduate Student Intern
Program
Masters of Social Work,
Columbia University B.S.

Environmental Sciences,
UC Berkeley B.A. Art, UC
Berkeley Minor in
Education, UC Berkeley
SIFI-certified Field
Instructor, 10+ years of
youth development
experience, Associate
Social Worker and LCSWcandidate
Director of Operations Monica Meija
Day-to-Day Operations, Program
Management, Evaluations and Analysis
B.A. in Psychology, 10
years of non-profit
experience, Expertise in
program and project
management, Redwood
City and North Fair Oaks
Resident, Spanish-speaker
Program Manager Jasmine Cardenas
School-based Group Program and SEL
curriculum
B.A. Sociology, trained in
Mental Health First Aid, 6+
years of youth development
experience, Spanishspeaker
Partnerships
Coordinator
Ryan Campagna
Whole Health for Youth Initiative,
collaboratives and community
partnerships
B.A. Psychology, MSW San
Francisco State, Former
Program Director, 20+ years
of nonprofit experience
Program Coordinator Yanhia Crespin
School-based Group Program
Facilitation, Mentor Recruitment, Case
Management, Whole Health for Youth
events and outreach
5+ years of youth
development experience,
Child Development studies,
Certified in Conflict
Mediation, Spanish-speaker
Program Associate Fany Villalobos
Assistance with School-based Group
Program Facilitation, Whole Health for
Youth events and outreach
B.A. Criminal Justice 3+
years of youth development
experience, San Mateo
Native, Spanish-speaker
Program Coordinator Daisy Fernandez
Case Management and Mentee Mentor
Matching for 1-to-1 Mentorship Program
BSW and In-Progress
MSW, 2+ years of Youth
Development and case
management experience
1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 7/9 Program Coordinator
Joshua
Selvaratnam
Case Management and Mentee Mentor
Matching for 1-to-1 Mentorship Program
B.A. in International
Relations, 1+ years of case
management and outreach
coordination experience
Program Associate Bhavya Jha
Assistance with School-based Group
Program Facilitation, Whole Health for
Youth events and outreach
B.A in Sociology, M.A. in
Conflict Transformation and
Social Justice, Trained in
Mental Health First Aid
Development
Associate
Eunice Navarro
Assistance with School-based Group
Program Facilitation, Whole Health for
Youth events and outreach
Former FFY mentee, 10+
years with the organization,
5+ years of youth
development experience
PROPOSED PROGRAM BUDGET FOR FY 2024-25
City of San
Mateo
County of San
Mateo
South San
Francisco
Total
Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total
% Requested % Requested % Requested Pgm% Requested
Labor
Executive Director $120,000 50% $60,000 0% $0 0% $0 0% $0 0% $0 Director of Operations $87,500 50% $43,750 0% $0 0% $0 0% $0 0% $0 Program Manager $65,000 100% $65,000 8% $5,000 8% $5,000 8% $5,000 23% $15,000 Partnerships Coordinator $65,000 10% $6,500 0% $0 0% $0 0% $0 0% $0 Program Coordinator $51,000 100% $51,000 10% $5,000 10% $5,000 5% $2,500 25% $12,500 Program Associate $48,000 100% $48,000 10% $5,000 10% $5,000 5% $2,500 26% $12,500 Program Coordinator $53,500 100% $53,500 9% $5,000 9% $5,000 5% $2,500 23% $12,500 Program Coordinator $52,000 100% $52,000 10% $5,000 10% $5,000 0% $0 19% $10,000 Program Associate $53,000 100% $53,000 9% $5,000 9% $5,000 0% $0 19% $10,000 Development Associate $49,000 30% $14,700 0% $0 0% $0 0% $0 0% $0 Taxes/Benefits $88,215 80% $70,625 0% $0 0% $0 0% $0 0% $0 Other Direct Costs
Mentor Screening/Training $5,000 100% $5,000 0% $0 0% $0 0% $0 0% $0 Mentorship Activities $22,000 100% $22,000 0% $0 0% $0 0% $0 0% $0 Mentor
Recruitment/Management
$15,000 100% $15,000 0% $0 0% $0 0% $0 0% $0
Insurance $17,000 100% $17,000 0% $0 0% $0 0% $0 0% $0
Modified Total Direct Costs
(MTDC)
$791,215 73% $577,075 5% $30,000 5% $30,000 2% $12,500 13% $72,500 Indirect cost rate (10% de
minimis rate unless the
entity has a negotiated
indirect rate with the federal
government)
0% 0% 0% 0% 0%
Indirect costs $0 $0 $0 $0 $0 $0
Direct Costs Not MTDC
Partnership Allocation $88,000 0% $0 0% $0 0% $0 0% $0 0% $0 TOTAL $879,215 66% $577,075 5% $30,000 5% $30,000 2% $12,500 13% $72,500 Number of Individual Beneficiaries 436 2,136 36 2,608
Cost per Individual $68.81 $14.04 $347.22 $27.80
For the City of South San Francisco ONLY, answer the following:

1. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 8/9 SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: Facebook, Instagram, LinkedIn, X, YouTube Other - Please describe:
b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
Our fliers, applications and surveys are available in Spanish. c. How and where are the materials distributed?
Materials are distributed through social media posts, outreach events such as tabling and community health fairs, and by advertising fliers in community coffee shops and public spaces. ----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following:

Yes

Children cared for per month)
The only budget lines we are requesting are for program staff salaries and fringe benefit costs. Our direct service programs are run by our Program Associates, Coordinators and Managers.

Staff time covers costs for:
- Outreach and volunteer recruitment, 18% of all inquiries become mentors on average - Curriculum development, 500 hours of staff time
- Session and activity facilitation for 30 weeks during the school year - Weekly case management for each mentee and their family Source Committed Proposal Submitted To Be Determined
Other Federal Funds
State/Local Funds
Private Funds
Other:

Total $0 $0 $0
End of the San Mateo County section
1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 9/9 ----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application
and designation of signatory, by the Board
of Directors
SMC_and_Sunnyvale_Authorization_Document.doc

2. Proof of 501(c)3 / tax-exempt status FFY_501c3_tax_exempt_letter.pdf

3. By-laws 2016-FINAL-BYLAW-REV_JAN_2020.docx

4. Articles of Incorporation FFY_Articles_of_Incorporation.pdf

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12
months
Number of years allowed for each
board term
BoD_Roster_2024-01.pdf

6. Organizational chart for entire
organization
2023_FFY_Organizational_Chart_and_Job_Matrix_IN_PROGRESS.pdf

7. Certified financial audit no more that
1 fiscal year old, prepared by a CPA, and:

Management letters (if applicable)
A-122 and A-133 Single Audit (for
entities that receive more than
$750,000 in federal funding) OR
A letter from your Executive Director
or Chief Financial Officer certifying
that agency does not receive more
than $750,000 in federal funds and
is not subject to the Single Audit.

FFY_FY21-22_Apl_2021-March_2022_CPA_Financials_Final.pdf

8. The following are required:

Current (FY23-24) Agency
Operating Budget
Proposed (FY24-25) Agency
Operating Budget
__MASTER_2024_BUDGETS_AND_WORKSHEETS_-
_2._2024_AGENCY_BUDGET_2.pdf

9. Mission Statement Screenshot_2024-01-18_at_2.14.46_PM.png

10. Non-discrimination policy for Staff
and Clients
FFY_Non-Discrimination_Policy_2017.pdf

11. Reasonable Accommodations
Policy for Staff and Clients
FFY_Accessibiity_Policy_.pdf

12. Conflict of Interest Policy. (If not
available, please indicate when you will
submit)
FFY_Conflict_of_Interest_2020.pdf

13. Negotiated Rate Letter. (If required)
2020-
21_Mentoring_Programs_End_of_Year_Outcome_Evaluation_2.pdf

14. Other - 2022-2023 Annual Program
Report
2022-2023_Annual_Report.pdf
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Cecilia Chu
Date Signed 01/18/2024
Initially submitted: Jan 18, 2024 - 16:09:17
Human Investment Project
(HIP) Housing
1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 1/11 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: Human Investment Project, Inc.

2. Project Title: Affordable Housing Programs
We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
City of San Mateo $25,000 1% 0% $1,000.00
South San Francisco $12,000 0% 0% $857.14
Total $37,000 1% 39 100% $948.72
Grant Funded Programs:

We are applying for a Public Services Program
CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation.

Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status.

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

As a requirement of participation in the programs, applicants must provide documentation of their source(s) of income, including paycheck stubs, bank statements, tax returns, income award letters, confirmation of support from family or other sources, etc. Additionally, applicants sign an Income Documentation form confirming their source(s) of income and annual income amount.

3. Project Address: 800 S. Claremont St., # 210 City: San Mateo Zip: 94402-1450

4. Provide a one sentence project summary:

HIP Housing’s Affordable Housing Programs are multifaceted and provide housing and/or case management support to individuals in the Home Sharing, Self-Sufficiency, and Housing Readiness Programs as well as in HIP Housing’s owned or managed properties, all of which prevent homelessness, maintain housing affordability, and increase access to housing resources for those who live, work, or attend school in San Mateo County.

Organization Address: 800 S. Claremont St., #210 City: San Mateo Zip: 94402-1450 Organization Phone: (650) 348-6660 Website:
www.hiphousing.org
Type of Applicant: Non-Profit Our agency serves: Clients

5. Contact Person /
Project Administrator:

Name: Laura Fanucchi
Title: Director of
Programs
Telephone: (650) 348-6660
Contact Email: [email protected] Fax: (650) 348-0284

6. Name of Agency
Director:

Kate Comfort Harr
1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 2/11

7. Fiscal Officer: Name: Ghion Dessie
Email:
[email protected]
Telephone: (650) 348-6660
Fiscal Officer Address: 800 S. Claremont St., #210 City: San Mateo Zip: 94402-1450

8. Authorized
Signatory:

Name: Kate Comfort Harr
Email:
[email protected]
Telephone: (650) 348-6660
Authorized Signatory
Address:
800 S. Claremont St., #210 City: San Mateo Zip: 94402-1450

9. Please provide days and hours of regularly scheduled operation:

Our business hours are 8:30 am to 5:00 pm, Monday through Friday.

10. SAM/UEI Number: RA1XSFF29QK1 Federal EIN/TIN Number: 94-2154614

11. HUD Activity: Choose the HUD activity that most closely matches your service:
05 - Public Services

HIP Housing’s Affordable Housing Programs prevent homelessness, maintain housing affordability, and increase access to housing resources.

The Home Sharing Program creates new affordable housing County-wide by matching people who have space in their home with people who are searching for an affordable place to live. Activities include: screening applicants; referring potential housemates to each other; guiding clients through the match process, and ongoing support after a match is made.

The Self-Sufficiency Program offers a 1-5 year rental scholarship and coaching support for low income parents and/or transitional age foster youth who are in school. Activities include: monthly case-management meetings to review budget, education, and parenting goals; Life Skills workshops; rent scholarship; mental health counseling; and referrals to community resources.

The Housing Readiness Program empowers San Mateo County community members to navigate our complex local housing landscape. People who contact our agency will be provided with housing resources, assistance with completing housing applications, and other assistance.

The Property Development and Management division provides affordable housing to low-income individuals and families, ensuring their long-term housing stability. HIP Housing owns 1 property in SSF and 6 in the City of San Mateo. We do third-party property management or compliance work for 4 additional properties in the City of San Mateo.
13A. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Throughout the County of San Mateo, we seek to be a global hub for biotechnology and innovation. Yet, the housing supply in the City of San Mateo has not kept pace with job growth. This has a disproportionate negative effect on low-wage workers, families, and seniors. The average rent for an apartment in the City of San Mateo is $3311 per month, according to Rentcafé.com. An employee earning minimum wage in the City would need to work 191 hours in a month just to afford this rent alone.

The Affordable Housing Programs serve individuals who live, work, attend school, or have a housing voucher in San Mateo County.

The target population for the Home Sharing Program is primarily older adult Home Providers with extra space and low-income individuals either through income, age, or disability, who are seeking housing.

The target population for the Self-Sufficiency Program is families with dependent children and transitional-aged foster youth (with or without children) whose adults are enrolled in an educational program leading to advancement in their career and economic stability.

The Housing Readiness Program's target population includes anyone who contacts HIP Housing for housing resources and needs support in navigating the complex housing landscape in our County. Extremely low-income older adults will receive weekly case management support to improve their access to housing resources. 1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 3/11 13B. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

The City of South San Francisco is a global hub for biotechnology and innovation. Yet, the housing supply in the City has not kept pace with job growth. This has a disproportionate negative effect on low-wage workers, families, and seniors. The average rent for an apartment in South San Francisco is $2,977 per month, according to Rentcafé.com. An employee earning minimum wage in the City would need to work 173 hours in a month just to afford rent alone.

The Affordable Housing Programs serve individuals who live, work, attend school, or have a housing voucher in San Mateo County.

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

In FY 2024-2025, our goals and activities will include:

Home Sharing Program:

Interview, screen, and provide housing assistance to 60-80 people who live or work in SSF and 60-80 people who live or work in San Mateo.

Place individuals in a new home sharing arrangements (7 in SSF and 7-10 in San Mateo) Provide ongoing follow-up support residents who entered home sharing matches in previous years (30 in SSF and 60 in San Mateo)
Self-Sufficiency Program:

Interview 3-5 low-income families with dependent children or Transitional Aged Foster Youth in both SSF and San Mateo whose educational goals will lead to economic self-sufficiency.

Place 1-2 SSF households and 1-2 San Mateo households in housing either in one of HIP Housing’s four group share homes or with support of a housing scholarship in a unit rented on the open market.

Conduct monthly case management with 4-6 SSF families and 7-10 San Mateo families to provide support on financial, parenting, mental health, and educational needs.

Housing Readiness Program:

Provide housing assistance and community resources to 100-120 SSF residents and 100-120 San Mateo residents who contact our agency for information, and follow-up with callers one month after the initial contact to determine what additional assistance they need with navigating housing applications.

Case-Manage 15-20 older adults from SSF and 30-40 older adults from San Mateo.

HIP Housing’s Affordable Housing Programs are evaluated on and tracked in program databases to help us assess:

Number of clients and households served
Number of intake calls and referrals provided
Number of clients placed in housing arrangements
Number of clients receiving case management
Income level of clients
Affordability of housing
Length of time client remains housed
Current grant funds, which we received to support only our Home Sharing Program in the current fiscal year, have enabled us to:
1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 4/11 Respond to 30 inquiries from SSF residents and 83 inquiries from San Mateo residents.

Interview and screen 31 Home Sharing Program applications in SSF and 36 in San Mateo and provide case management support.

Place 5 San Mateo residents in new Home Sharing matches.

Maintain Home Sharing match arrangements for 21 residents in SSF and 60 in San Mateo Conduct community outreach to raise awareness of the program in the community

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

Finding a safe, affordable place to live is only one piece of the puzzle for our clients. We have built strong partnerships with a number of organizations that provide a wide variety of resources to those we serve. We, in turn, provide affordable housing information, resources, and opportunities to individuals and families referred to us by other agencies.

Programs we work with include:

Cal State East Bay, SJSU, and Eastside College Preparatory School – provide interns CORE Community Centers – provide rent assistance, shelter referrals, etc.

Legal Aid and Project Sentinel – provide legal advice
Peninsula Conflict Resolution Center – provides conflict resolution training for Home Sharing Coordinators Life Moves – provides housing resources for shelter clients and Life Moves staff smchousingsearch.org – posts information about HIP Housing’s Home Providers 2nd Harvest of Silicon Valley - collaborates on making referrals for SSP clients needing food resources San Mateo County’s Independent Living Skills networking group – shares best practices and resources that are available for Transitional Aged Foster Youth.

CORA’s TDAH (To Do At Home) program - provides families with children between 0-5 with a TDAH activity bag to build connections between parents and kids to prevent domestic violence One Life Counseling Center and other mental health clinicians provide services in which HIP Housing pays for up to 10 sessions

The lack of affordable housing has led to economic insecurity and mass displacement of low-income residents.

The population of older adults is growing at historic rates. The Harvard Joint Center for Housing Studies projects that households headed by adults 80 and older will double by 2040 to 17 million. Researchers at UCSF estimate that among single, unhoused individuals in California aged 50 and over, 41% first became homeless at age 50 or older. An increase in low-income seniors referred to HIP Housing requires staff to administer intensive assistance.

Seniors facing homelessness face enormous stress and trauma that can exacerbate other health conditions.

Home Sharing clients cite many reasons that Home Sharing is one of their only options for secure housing: extra income to pay mortgage and rent; rising utility expenses; homelessness; overcrowding; uninhabitable living conditions; job relocation; rental increase. One challenge is the disparity between what Home Providers need to charge for rent and what Home Seekers can afford to pay.

Self-Sufficiency Program families lack the resources to afford housing while trying to focus on their education. We currently have a waiting list for families who seek a housing scholarship. Families are staying in the program longer due to the rising cost of living, which impacts their ability to afford housing.

The impact of our Housing Programs will be considerably lessened without funding from the City.

18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income.
1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 5/11 Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City
Redwood City
City of San Mateo 21 18 25 22
County of San Mateo
South San Francisco 10 7 14 11
Totals 31 25 39 33

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other Homeless, At Risk of Becoming Homeless, Seniors

Race & Ethnicity
City of San
Mateo
Population
City of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 97,207 100% 60 100%
White and not Hispanic 45,240 46.54% 9 15.00%
White and Hispanic 25,815 26.56% 13 21.67%
Asian 18,153 18.67% 7 11.67%
African American 2,099 2.16% 5 8.33%
Pacific Islander 1,937 1.99% 0 0.00%
Native American 140 0.14% 3 5.00%
Other 3,823 3.93% 23 38.33%
Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 35 100%
White and not Hispanic 23,760 37.34% 6 17.14%
White and Hispanic 21,645 34.02% 12 34.29%
Asian 23,293 36.61% 9 25.71%
African American 1,625 2.55% 2 5.71%
Pacific Islander 1,111 1.75% 1 2.86%
Native American 395 0.62% 2 5.71%
Other 9,598 15.08% 3 8.57%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

To ensure that our programs are informed by the populations we serve, we conduct multiple client surveys that provide insight into what works well and where we can improve. And, our agency is always searching for opportunities that will enable us to share information about our programs through outreach activities to all ethnic and racial groups in the County.

Program materials are available in Spanish, English, Mandarin, Cantonese, and Tagalog. Staff speak a variety of languages including: Spanish, Tagalog, Mandarin/Cantonese, German, Indonesian, Italian, some being certified in Spanish to work directly with Spanish-speaking clients.

HIP Housing has a DEI committee that directs DEI efforts for the agency and informs the use of a DEI and traumasensitive lens when working with program clients. 1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 6/11 Outreach activities include:

Networked with the PACIFIC ISLANDERS' CULTURAL ASSOCIATION, Latino Commission, Multicultural Institute, Puente
Participated in events during Active Aging Week, Earth Day, National Night Out, CSM Farmers Markets, the Primary school in East Palo Alto
Presentations for staff of Star Vista, Center for the Independence of Persons with Disabilities, San Mateo county libraries, El Concilio, Job Train, Life Moves, Samaritan House, Peninsula Family Services Networking groups such as the Pacifica Collaborative, Age Forward Coalition, San Mateo/Foster City schools group, Immigrant Welcoming Committee, OYA Latin X conference

HIP Housing operates on a robust and sustainable earned-income model, which allows us to generate a substantial amount of our income through property development and management fees, as well as rent. Today, we generate enough earned income to cover all of our administrative costs.

For FY 2023-2024, we have received support from municipal governments across San Mateo County, as well as foundations and corporations, including:

General support:

Palo Alto Community Fund: $10,000
Mervyn L. Brenner Foundation: $1,500
Sunlight Giving: $55,000
Chan Zuckerberg Initiative: $62,500
Atkinson Foundation: $15,000
Sobrato Family Foundation: $100,000
Bank of America: $100,000
David and Lucile Packard Foundation: $75,000
Leslie Family Foundation: $1,000
Home Sharing Program:

Sutter Health Mills Peninsula: $65,000
United Way Bay Area: $20,000
Bank of the West: $15,000
Wells Fargo: $20,000
Self Sufficiency Program:

Sobrato Family Foundation: $180,000
Grove Foundation: $50,000
Kaiser Permanente: $25,000
JH Robbins Foundation: $5,000
Sand Hill Foundation: $60,000
U.S. Bank: $50,000
Housing Readiness Program:

San Mateo County Housing Authority $16,000
We expect renewed funding for FY 2024-25 from most (but not all) of these sources, and we continue to actively seek new funding sources, especially for the Housing Readiness Program.

Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Director of Programs Laura Fanucchi Oversees the activities of the Home Sharing, Self Sufficiency, and Housing
Readiness Programs including: staffing,
training, volunteer coordination, reporting,
and outreach.

Laura has worked for HIP
Housing since 1992 as the
Director of Programs and
has over 35 years of
experience in the field. She
holds a bachelor's degree in
1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 7/11 Psychology from the
University of San Francisco.

She is the Vice President of
the National Shared
Housing Resource Center
and provides technical
assistance to nonprofits
regarding developing Home
Sharing Programs
throughout the country. She
is also a member of the
Dignity Community Advisory
Committee of Sequoia
Hospital.

Home Sharing
Program Manager
Laura Moya
Manages Home Sharing staff and special
outreach and collaboration for the
program, and provides support.

Laura holds a Bachelor of
Arts degree in Hispanic
Studies with a concentration
in Multicultural Studies. She
has completed a 40-hour
domestic violence training
program and is a graduate
of Toastmasters, the
Engaged Latina Leadership
Activists (ELLA) Program,
and the Chamber
Leadership Program. Laura
is an active member of the
San Mateo Community and
serves as a mentor for
students looking to enter the
nonprofit sector. Additionally,
Laura is a dedicated
member of the Orgullo y
Educación (OYE) Annual
Conference Planning
Committee. This committee
is committed to creating an
inclusive space for Latinx
youth to explore their
identities, deepen their
interests, and receive
support to pursue future
goals. Laura is bilingual,
proficient in both Spanish
and English.

Senior Home Sharing
Coordinator (South
County)
Barbara Liedtke
Coordinates South County Home Sharing
activities and conducts outreach for the
area. Provides counseling for clients.

Supervises and provides support to the
North County Home Sharing Coordinator.

Barbara has nearly 35 years
of experience in social work.

She holds a BA from San
Francisco State University
and completed graduate
coursework at Universidad
Iberomericana in Santo
Domingo. She is trilingual in
English, Spanish, and
German.

Senior Home Sharing
Coordinator (MidCounty)Debra Smith
Coordinates Mid-County County Home
Sharing activities and conducts outreach
for the area. Provides counseling for
clients. Supervises and provides support
to the Coastside Home Sharing
Coordinator.

Debra has nearly 25 years
of experience as a Home
Sharing Coordinator. She is
a graduate of the Chamber
Leadership Program and a
Notary Public.

Office Manager Sue Kallstrom Lead staff member fielding incoming calls and provides initial caller assessments
Sue Kallstrom has worked
for HIP Housing for over 15
years.
1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 8/11 along with housing and community
resource information.

Self Sufficiency
Program Manager
James Simmons
Manages all aspects of the Self
Sufficiency Program including
supervising staff, leading the Nurturing
Fathers Program, developing program
policies and procedures, conducting case
management with clients and serving on
the HIP Housing Diversity, Equity, and
Inclusion council.

James holds a BA in
Psychology from Fordham
University and certificates of
Specialty in Biblical Studies
and Human Resources from
Jubilee Christian Center and
the College of San Mateo,
respectively. James is also a
certified conflict resolution
mediator through the
Peninsula Conflict
Resolution Center. He has
23 years of experience
working in the fields of
alcohol and drug abuse
recovery, housing
insecurities, mental health,
and educational/vocational
services with a focus on
youth and young adult
development in
collaboration with the foster
care and justice systems in
California’s Greater Bay
Area. Over the last ten
years, James has been
developing and providing
fatherhood-specific support
services.

Self Sufficiency Client
Services Manager
Shirley Suprapto
Case manages Self Sufficiency Program
clients, supervises the MSW interns and
is also the agency’s lead coordinator for
trauma-informed care systems
Shirley Suprapto, ASW,
MSW, has over 25 years of
experience in the social
service sector, with 20 years
working in the Home
Sharing and Self-Sufficiency
Program departments.

Self Sufficiency
Program Case
Manager
Vitani Taamu
Case manages Self Sufficiency Program
clients
Vitani Taamu has 9 years of
experience in social work.

She graduated from San
Jose State University in
2013 with a Bachelor's in
Behavioral Science and a
double major in Sociology,
spending a semester
studying abroad in
Melbourne, Australia.

Self Sufficiency
Program Specialist
Tafisi Suafai
Provides administrative and outreach
support to the Self Sufficiency Program
and and clients
Tafisi has 6 years of
experience including serving
as a Care Coordinator for
HealthRight 360, Program
Leader for BACR for youth,
and in her current role as
the SSP Specialist.

Housing Readiness
Program Coordinator
Montserrat Zamora
Olivares
Coordinates all aspects of the program
including case management of older
adults, supervision of MSW intern,
monitoring client follow-up calls,
development of resource guides, offering
services in Spanish.

Montserrat has a Bachelor’s
in Social Work with a
certification in Spanish and
will complete a Master’s in
Social Work from San Jose
State in May 2024. She
started as the HRP
coordinator in August 2022
and has worked for several
1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 9/11 social service organizations
since 2010.

PROPOSED PROGRAM BUDGET FOR FY 2024-25
City of San
Mateo
South San
Francisco Total Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total
% Requested % Requested Pgm% Requested
Labor
Salaries $1,751,977 80% $1,393,736 2% $22,500 1% $12,000 2% $34,500 Bonus Expense $30,900 81% $24,900 0% 0% 0% $0
Payroll Processing
Fees
$9,366 81% $7,547 0% 0% 0% $0
Unemployment
Compensation
$3,520 80% $2,817 0% 0% 0% $0
Workers Comp $11,811 78% $9,205 0% 0% 0% $0
Taxes/Benefits $427,068 80% $343,223 1% $2,500 0% $0 1% $2,500 Other Direct Costs
Administrative
Expenses
$421,129 80% $336,903 0% 0% 0% $0
Operating and
Maintenance
$261,066 80% $208,853 0% 0% 0% $0
Service Expense $226,476 100% $226,476 0% 0% 0% $0
Fundraising
Expenses
$73,963 77% $57,171 0% 0% 0% $0
Modified Total Direct
Costs (MTDC)
$3,217,276 81% $2,610,831 1% $25,000 0% $12,000 1% $37,000 Indirect cost rate
(10% de minimis rate
unless the entity has a
negotiated indirect
rate with the federal
government)
Indirect costs $0 $0 $0 $0 $0
TOTAL $3,217,276 81% $2,610,831 1% $25,000 0% $12,000 1% $37,000 Number of Individual Beneficiaries 25 14 39
Cost per Individual $1,000.00 $857.14 $948.72
For the City of South San Francisco ONLY, answer the following:

1. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: Facebook, Twitter, Instagram, YouTube channel, Linked In, postings on nextdoor and craigslist Other - Please describe: tabling events, flyering, monthly eblast to libraries, schools, fa b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 10/11 Program flyers and postcards are translated into Spanish, Tagalog, and simplified Chinese,. Outreach presentations are conducted in English and Spanish. During tabling events, volunteers and staff who are bilingual in various languages often participate. Monthly Home Sharing Program flyers that describe available rooms for rent and persons seeking housing are translated to Spanish. HIP Housing’s recyclable bags that are used for outreach purposes have content translated to Spanish. Program and property staff speak a variety of languages including: Spanish, Tagalog, Mandarin/Cantonese, German, Indonesian, Italian, some being certified in Spanish to work directly with Spanish-speaking clients.
c. How and where are the materials distributed?
Program flyers are posted on HIP Housing’s website and are distributed monthly during an email e-blast, which gets reshared with potential applicants and/or posted. Outreach materials that are translated to other languages are distributed at tabling and other outreach events.
----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application and designation of signatory, by the Board of Directors
2023-
24_HIP_Housing_Signer_Resolution__9_26_.23.pdf

2. Proof of 501(c)3 / tax-exempt status HIP_IRS_Determination_Letter_June_2006.pdf

3. By-laws HIP_Housing_Bylaws.pdf

4. Articles of Incorporation HIP_Housing_Articles_of_Incorporation.pdf

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12 months
Number of years allowed for each board term
2023_-_24_HIP_Board_Roster__11.21.23.docx

6. Organizational chart for entire organization HIP_Housing_org_chart.pdf

7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and:

Management letters (if applicable)
A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR
A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more
than $750,000 in federal funds and is not subject to the Single Audit.

Human_Investment_Project_Inc._6-30-
22_FINAL_Audit.pdf
Award_Certification_2021-22.pdf
Award_Certificatiom_2022-23.pdf

8. The following are required:

Current (FY23-24) Agency Operating Budget
Proposed (FY24-25) Agency Operating Budget
HIP_Programs_FY_23-24_and_FY_24-25.pdf

9. Mission Statement Mission_Statement.docx

10. Non-discrimination policy for Staff and Clients Non-Discrimination_Policy.docx

11. Reasonable Accommodations Policy for Staff and
Clients
Reasonable_Accomodations_Policy.docx

12. Conflict of Interest Policy. (If not available, please indicate when you will submit)
Conflict_of_Interest_Policy.docx

13. Negotiated Rate Letter. (If required)

14. Other - Note on outcome chart and budget Note_on_outcomes_chart_and_budget.docx If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Laura Fanucchi
Date Signed 01/17/2024
1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 11/11 Initially submitted: Jan 17, 2024 - 16:04:47
Legal Aid Society
1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 1/7 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: Legal Aid Society of San Mateo County

2. Project Title: HomeSavers Preserving Affordable Housing We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
City of San Mateo $12,900 1% 0% $100.00
South San Francisco $12,300 1% 0% $100.00
Total $25,200 2% 252 100% $100.00
Grant Funded Programs:

We are applying for a Public Services Program
CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation.

Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status.

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

All Legal Aid SMC clients are required to complete a declaration of household income, which they must sign under penalty of perjury, either on a paper intake form or electronically through the online intake system. We request that clients bring source documentation of income for all household members, if they have it, to their intake interview, or upload documentation to the online intake system. Documentation provided can include recent bank statements or tax returns, two consecutive paycheck records from an employer, a statement of benefits from a government agency, or proof of receipt of a government benefit (such as MediCal or EBT card). Clients who are unable to upload source documents complete an income self-certification. Client income declarations, documentation, and self-certifications are maintained in the electronic case file.

3. Project Address:
330 Twin Dolphin Drive, Suite
123
City: Redwood City Zip: 94065-1455

4. Provide a one sentence project summary:

Legal assistance to people threatened with losing their homes or living in substandard conditions with the goals of keeping people in their homes; preventing homelessness through the enforcement of legal rights, in and out of court; and remedying substandard living conditions through advocacy.

Organization Address:
330 Twin Dolphin Drive, Suite
123
City: Redwood City Zip: 94065-1455
Organization Phone: 650-558-0915 Website:
www.legalaidsmc.org
Type of Applicant: Our agency serves: Clients

5. Contact Person /
Project Administrator:

Name: Maria Chatterjee
Title: Housing Program
Operations Manager
Telephone: 650-517-8939
Contact Email: [email protected] Fax: 650-517-8973 1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 2/7

6. Name of Agency
Director: M. Stacey Hawver

7. Fiscal Officer: Name: Allison Marseille
Email:
[email protected]
Telephone: 650-517-8916
Fiscal Officer Address:
330 Twin Dolphin Drive, Suite
123
City: Redwood City Zip: 94065-1455

8. Authorized
Signatory:

Name: M. Stacey Hawver
Email:
[email protected]
Telephone: 650-517-8917
Authorized Signatory
Address:
330 Twin Dolphin Drive, Suite
123
City: Redwood City Zip: 94065-1455

9. Please provide days and hours of regularly scheduled operation:

Monday to Friday, 9 am - noon, 1-5 pm

10. SAM/UEI Number: RV3HNNQ1TFH4 Federal EIN/TIN Number: 94-1451894

11. HUD Activity: Choose the HUD activity that most closely matches your service:
05C - Legal Services

Program Objective: Legal Aid SMC keeps low-income tenants in their affordable homes by defending them against illegal and unfair evictions through in-court representation and assistance and out-of-court advocacy. We provide legal representation, advocacy, advice and other services to approximately 50 households per month and answer dozens of tenant questions through phone consultations each week. Services are provided in person in our Redwood City office, and in weekly housing clinics in the community. We also provide services remotely for those with mobility or transportation issues.

Key Priorities: Legal Aid SMC strives to provide low-income clients with legal representation, advocacy, or the knowledge and practical assistance they need to more effectively advocate for themselves and their families with the goal of preserving their affordable housing and preventing them from becoming homeless or being displaced from their community.

Specific Activities: Legal Aid SMC attorneys, project staff, and trained pro bono attorneys represent clients in court, advocate for their legal rights out of court, consult one-on-one with clients to answer questions, provide legal advice, help with the completing of legal paperwork, and explain what to expect in the county's housing courts.

Legal Aid SMC is also able to aggregate eviction data to track rends and impacts in specific cities. 13A. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Rents are extremely high for families with low and moderate incomes living in San Mateo and throughout the county. Many households' incomes have not kept pace with the rise in rents, and high inflation has further eroded many tenants' ability to pay their monthly expenses. As a result, many members of our community working in the service sector and in blue-collar jobs struggle to keep their place in our community. The median income of our San Mateo clients last year was $25,200. A market-rate apartment is out of reach for our clients, and the cost of moving is prohibitive. It is critical that these families maintain their current housing whenever possible, and the primary factor that influences this outcome is timely legal help in defending an eviction. Tenant protections, like all laws, are only effective when there are attorneys to enforce them. Utilization of available tenant protections, like those provided in the Tenant Protection Act, is also dependent on tenants' knowledge of their rights and ability to assert them. Tenant education and access to legal services is key to keeping many San Mateo families in their homes. 13B. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Rents are extremely high for families with low and moderate incomes living in South San Francisco and throughout the county. Many households' incomes have not kept pace with the rise in rents, and high inflation has further eroded many tenants' ability to pay their monthly expenses. As a result, many members of our community working in the service sector and in blue-collar jobs struggle to keep their place in our community. The median income of our South San Francisco clients last year was $24,000. A market-rate apartment is out of reach for our clients, and the cost of moving is prohibitive. It is critical that these families maintain their current housing whenever possible, and the primary factor that influences this outcome is timely legal help in defending an eviction. Tenant protections, 1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 3/7 like all laws, are only effective when there are attorneys to enforce them. Utilization of available tenant protections, like those provided in the Tenant Protection Act, is also dependent on tenants' knowledge of their rights and ability to assert them. Tenant education and access to legal services is key to keeping many South San Francisco families in their homes.

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

This work is ongoing. Legal Aid SMC can begin utilizing CDBG funds immediately to provide free legal services to low-income tenants. Staffing and infrastructure to support this work is already in place.

Legal Aid SMC is committed to utilizing both internal and external data to evaluate its programs. We measure success by the number of households we serve as well as by the number of cases that result in a favorable outcome for the client. We also work to reduce the number of unlawful detainer (UD) cases that result in a default judgment by the court. A default judgment is entered when a tenant fails to respond, responds incorrectly, or responds too late to a UD, and can mean that the tenants are rapidly displaced from their home. In some cases, a household may be evicted in as little as five days after a default judgment. We will track the number of housing clients who come to us with unlawful detainers and the number of Answers to UDs that we prepare for clients, compared to the total number of UD Answers and defaults throughout the County.

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

Legal Aid SMC partners with San Mateo Superior Court and Community Legal Services in East Palo Alto to ensure that self-represented litigants in eviction proceedings have access to pro bono assistance at essential points of the legal process, including preparation oof paperwork by Legal Aid SMC at the outset of the case and assistance with settlement negotiations by Community Legal Services at subsequent court dates. We work with other community organizations like Faith in Action and Project Sentinel to provide outreach and comprehensive services to lowincome individuals and families facing housing issues. Through active collaboration, client referrals, and targeted partnerships that address specific needs in the community, Legal Aid SMC and its partners work to maximize resources and community impact while eliminating duplication of services.

The housing affordability crisis continues to significantly impact low-income families throughout San Mateo County.

For many of our clients, their income simply can't keep up with the region's rising rents and the high rate of inflation. We continue to see many eviction cases due to nonpayment of rent. Additionally, we're seeing a trend of landlords serving multiple tenants who are paying lower rents with eviction notices claiming they want to 'substantially remodel' the apartments. Some of these landlords do not actually intend to remodel the units, they are just using it as a pretext to get around the rent increase caps in the Tenant Protection Act. Legal Aid SMC scrutinizes these attempts to evict and fights them when they are illegal.

CDBG funding is an important part of the HomeSavers funding infrastructure. Without this resource, we would seek funding from other sources. Other funders may have goals and priorities that differ from those of CDBG

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City 0 0 0 0
Redwood City 0 0 0 0
1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 4/7 City of San Mateo 129 52 129 52
County of San Mateo 0 0 0 0
South San Francisco 123 49 123 49
Totals 252 101 252 101

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other

Race & Ethnicity
City of San
Mateo
Population
City of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 97,207 100% 148 100%
White and not Hispanic 45,240 46.54% 21 14.19%
White and Hispanic 25,815 26.56% 36 24.32%
Asian 18,153 18.67% 9 6.08%
African American 2,099 2.16% 9 6.08%
Pacific Islander 1,937 1.99% 9 6.08%
Native American 140 0.14% 1 0.68%
Other 3,823 3.93% 63 42.57%
Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 47 100%
White and not Hispanic 23,760 37.34% 3 6.38%
White and Hispanic 21,645 34.02% 18 38.30%
Asian 23,293 36.61% 7 14.89%
African American 1,625 2.55% 1 2.13%
Pacific Islander 1,111 1.75% 0.00%
Native American 395 0.62% 0.00%
Other 9,598 15.08% 18 38.30%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

Legal Aid SMC serves low-income residents of San Mateo County. Our client demographics more closely resembel that of individuals at or below 125% of the poverty level living in San Mateo County rather than the demographics of each city's population. Legal Aid SMC continues to work to provide services for low-income residents of all races and ethnicities, but specifically focuses on providing culturally and linguistically appropriate services to serve the significant low-income Hispanic populations in the City of San Mateo and South San Francisco.

Legal Aid SMC has a successful development program that has allowed it to secure program funding from an annual campaign, targeted major donor solicitations, and an annual luncheon and golf tournament. In addition, Legal Aid SMC has been successful in obtaining grants and contracts to support its work from a number of foundations and government agencies. For FY24-25, in addition to any CDBG funding awarded, we anticipate receiving support for the HomeSavers program from the State Bar of California Trust Fund Program ($28,148 committed); Redwood City HSFA ($15,000 requested); San Mateo ARPA ($116,197 committed); Daly City ARPA ($21,555 committed); San Mateo County EIF ($100,000 requested); and San Mateo County Measure K ($561,655 requested).
1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 5/7 Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Directing Attorney David Carducci
Oversee project; provide direct legal
services to housing clients
Member of the California
State Bar; J.D., 1991
Staff Attorney Shane Sagisi
Provide direct legal services to housing
clients
Member of the California
State Bar; J.D., 2018
Staff Attorney Dustin Helmer
Provide direct legal services to housing
clients
Member of the California
State Bar; J.D., 2014
Staff Attorney Katie Roussos
Provide direct legal services to housing
clients
Member of the New York
State Bar; J.D., 2019
Housing Program
Operations Manager
Maria Chatterjee
Interpret for Spanish-speaking clients;
provide written translation for litigation
cases; maintain litigation case records
Masters Degree; Spanish
fluency
Project Coordinator Marlon Morales
Screen clients; schedule appointments;
interpret for Spanish-speaking clients;
provide information and referrals to
clients; translate self-help and outreach
materials into Spanish
B.A.; Spanish fluency
Project Coordinator Erika Ramirez
Screen clients; schedule appointments;
interpret for Spanish-speaking clients;
provide information and referrals to
clients; translate self-help and outreach
materials into Spanish
B.A.; Spanish fluency
Project Coordinator Nadia Henze
Screen clients; schedule appointments;
interpret for Spanish-speaking clients;
provide information and referrals to
clients; translate self-help and outreach
materials into Spanish
B.A.; Spanish fluency
PROPOSED PROGRAM BUDGET FOR FY 2024-25
City of San
Mateo
South San
Francisco Total Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total
% Requested % Requested Pgm% Requested
Labor
Directing Attorney D.C. $133,087 100% $133,087 2% $3,000 2% $2,540 4% $5,540 Staff Attorney S.S. $93,074 100% $93,074 2% $2,000 2% $2,000 4% $4,000 Staff Attorney D.H. $103,940 100% $103,940 2% $2,000 2% $2,000 4% $4,000 Staff Attorney K.R. $95,580 100% $95,580 2% $1,960 2% $2,000 4% $3,960 Other Staff $2,781,924 10% $272,952 0% $0 0% $0 0% $0
Taxes/Benefits $833,977 22% $181,645 1% $2,330 1% $2,220 3% $4,550 Other Direct Costs
Rent/Occupancy $182,674 25% $44,900 1% $437 1% $422 2% $859 Equipment and
Technology
$115,675 23% $26,133 0% 0% 0% $0
Insurance $21,008 23% $4,746 0% 0% 0% $0
Travel/Training/Legal
Research
$34,453 23% $7,784 0% 0% 0% $0
Litigation $8,000 31% $2,500 0% 0% 0% $0
Client Rental Assistance $75,000 100% $75,000 0% 0% 0% $0 Other Operating
Expenses
$323,595 0% 0% 0% 0% $0
Subcontracts $1,053,598 0% 0% 0% 0% $0
Modified Total Direct
Costs (MTDC)
$5,855,585 18% $1,041,341 1% $11,727 1% $11,182 2% $22,909 1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 6/7 Indirect cost rate (10%
de minimis rate unless
the entity has a
negotiated indirect rate
with the federal
government)
10% 10% 10%
Indirect costs $0 $104,134 1% $1,173 1% $1,118 2% $2,291 TOTAL $5,855,585 20% $1,145,475 1% $12,900 1% $12,300 2% $25,200 Number of Individual Beneficiaries 129 123 252
Cost per Individual $100.00 $100.00 $100.00
For the City of South San Francisco ONLY, answer the following:

1. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: Facebook, X, LinkedIn, YouTube Other - Please describe:
b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
All fliers, brochures, and website materials are available in English and Spanish. Some brochures are also available in Chinese and Tagalog.
c. How and where are the materials distributed?
Printed materials are available at the San Mateo County Court, Core Service Agencies, and outreach events.

Resources are also available on the housing resource page of the Legal Aid SMC website:
https://www.legalaidsmc.org/housing-resources.
----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing
application and designation of
signatory, by the Board of
Directors
12_LegalAidSMC_Funding_Resolution_2023.pdf

2. Proof of 501(c)3 / taxexempt status
LASSMC_IRS_501c3_Letter_2003.PDF

3. By-laws Legal_Aid_Society_of_San_Mateo_-_Bylaws_November_2022_as_adopted.pdf

4. Articles of Incorporation
LASSMC_Articles_of_Incorporation.pdf

5. Board roster, including:

Name, Company, Years
on Board
Meeting dates for
previous 12 months
LegalAidSMC_Board_List_January_2024_CDS_version.pdf
1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 7/7 Number of years allowed
for each board term

6. Organizational chart for
entire organization
OrgChart_September_2023.pdf

7. Certified financial audit
no more that 1 fiscal year old,
prepared by a CPA, and:

Management letters (if
applicable)
A-122 and A-133 Single
Audit (for entities that
receive more than
$750,000 in federal
funding) OR
A letter from your
Executive Director or
Chief Financial Officer
certifying that agency
does not receive more
than $750,000 in federal
funds and is not subject
to the Single Audit.

LASSMC_FY2023_FINAL_CL.pdf
LASSMC_FY2023_Audit_Report.pdf

8. The following are
required:

Current (FY23-24)
Agency Operating
Budget
Proposed (FY24-25)
Agency Operating
Budget
LASSMC_Budget_FY2024_for_Grants.pdf
Projected_LASSMC_Budget_FY2025_for_Grants.pdf

9. Mission Statement LASSMC_Mission_and_Vision_Statements.pdf

10. Non-discrimination
policy for Staff and Clients
Legal_Aid_Equal_Opportunity_Policy_Including_Reasonable_Accommodations.pdf

11. Reasonable
Accommodations Policy for
Staff and Clients
Reasonable_Accommodations_Policy.docx

12. Conflict of Interest
Policy. (If not available, please
indicate when you will submit)
Legal_Aid_Conflict_of_Interest_Policy.pdf

13. Negotiated Rate Letter.
(If required)

14. Other -
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Lauren Gee
Date Signed 01/18/2024
Initially submitted: Jan 18, 2024 - 16:48:20
Life Moves
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 1/7 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: LifeMoves

2. Project Title: Shelter Operations Family Crossroads
We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
South San Francisco $28,000 3% 0% $482.76
Total $28,000 3% 58 100% $482.76
Grant Funded Programs:

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

To determine client income eligibility for our programs, upon intake, LifeMoves case managers verify household income by reviewing income tax returns, W-2 forms, payroll check stubs, employment verification letters, or—in the absence of documentation—direct contact with the employer. Should the client receive government assistance, we request a “notice of action” letter indicating the amount awarded. In addition, a follow-up phone call is made to the benefits analyst to verify the amount stated. If client income changes, they are required to submit updated verification of income. Income certification is available on file for all LifeMoves clients and is available for review upon request.

3. Project Address: 50 Hillcrest Drive City: Daly City Zip: 94014-1082

4. Provide a one sentence project summary:

LifeMoves is requesting funding to support interim housing programs and comprehensive supportive services at Family Crossroads for families and individuals experiencing homelessness from across San Mateo County.

Organization Address:
2550 Great America Way, Suite
201
City: Santa Clara Zip: 95045-1160
Organization Phone: 650-685-5880 Website:
www.lifemoves.org
Type of Applicant: Non-Profit Our agency serves: Clients 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 2/7

5. Contact Person /
Project Administrator:

Name: Jacob Stone
Title: Director of Shelters
and Services, SMC
Telephone: 650-685-5880
Contact Email: [email protected] Fax:

6. Name of Agency
Director:

Aubrey Merriman

7. Fiscal Officer: Name: Paul Simpson
Email:
[email protected]
Telephone: 650-685-5880
Fiscal Officer Address:
2550 Great America Way, Suite
201
City: Santa Clara Zip: 95045-1160

8. Authorized
Signatory:

Name: Aubrey Merriman
Email:
[email protected]
Telephone: 650-685-5880
Authorized Signatory
Address:
2550 Great America Way, Suite
201
City: Santa Clara Zip: 95045-1160

9. Please provide days and hours of regularly scheduled operation:

All LifeMoves emergency interim housing sites in San Mateo County, including Family Crossroads, operate 365 days per year, 24 hours per day.

10. SAM/UEI Number: PTNGHYLHY9G3 Federal EIN/TIN Number: 77-01060469

11. HUD Activity: Choose the HUD activity that most closely matches your service:
05 - Public Services

LifeMoves' mission is to provide emergency interim housing and supportive services that create opportunities for families and individuals experiencing homelessness to return to stable housing and long-term self-sufficiency. At all six LifeMoves San Mateo County sites, LifeMoves staff work with clients to develop the skills they need to transform their lives and build lasting solutions to homelessness. All clients work with case managers to create and execute concrete plans to secure jobs, find childcare, locate housing, and other components needed to create a sustainable lifestyle and prevent future homelessness. In addition to meeting with their case manager to develop and implement individualized case plans, clients attend life skills workshops and adhere to key practices (e.g. a savings program) to help them regain self-sufficiency. Workshop curricula include effective search strategies for employment and housing, financial literacy training, and parenting skills. Additional onsite services include behavioral health, health care referrals, and substance abuse treatment support.

FY 2024/25 objectives: Of the clients for whom LifeMoves has housing history from HMIS, 58 individuals in 54 households will have housing history that includes South San Francisco. LifeMoves will serve 142 individuals in 40 households at Family Crossroads. 80% of families completing an interim housing program will secure stable housing and 20% will maintain or increase their income.

13. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

LifeMoves brings over 35 years of experience successfully operating emergency interim housing programs and service sites. Despite the successes of LifeMoves’ programs over the past several decades, the need for the services LifeMoves provides is even more pressing today. San Mateo County unemployment, underemployment, and low wages continue to conspire with the extremely high and ever-rising housing costs in the region, making it increasingly difficult for working families and individuals to have the resources needed for permanent housing and a stable home life.

Our six sites in San Mateo County—Family Crossroads in Daly City, First Step for Families in San Mateo, Navigation Center (formerly Maple Street) in Redwood City, Haven Family House in Menlo Park, Coast House in Half Moon Bay, and Redwood Family House in Redwood City—all have long histories of serving families and individuals experiencing homelessness. South San Francisco persons will be assigned to the nearest, or best suited to their needs, emergency interim housing site through the County's Coordinated Entry System (CES).

As the largest provider of homeless services in San Mateo County, LifeMoves provides a valuable service to the community by helping families and individuals secure stable housing. LifeMoves has a wealth of data on its own programs that clearly demonstrate both the ongoing need for services and the success of the LifeMoves programs at addressing that need.
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 3/7

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

Family Crossroads is fully operational and ready to accept clients at any time for the upcoming 2024-25 Fiscal Year. The project has dedicated staff and supervision along with the processes and procedures in place to start aiding clients immediately upon contract execution.

LifeMoves has a strong track record working with people experiencing homelessness and people who are at-risk of homelessness, having provided successful programs in San Mateo and Santa Clara Counties for over 35 years. As a long time CDBG/HUD grantee, with no outstanding issues, LifeMoves is experienced in managing complex public contracts with robust reporting, draw-down and HMIS requirements. LifeMoves uses Deltek Costpoint financial management software, which is integrated with our Paycom timekeeping and payroll system. These systems allow for accurate timekeeping and timely billing, and in addition, they provide staff and management with easy access to program expenses and budget-to-actual comparisons.

To ensure that all outcomes are met, LifeMoves follows a robust performance measurement protocol. To evaluate our programs, complete records of LifeMoves client outcomes and demographics are entered into the Homeless Management Information System (HMIS), a county-wide system, tracks the services each client receives. In addition, LifeMoves maintains a customized Salesforce database (Voyager) that provides additional data and capabilities that allow for more in-depth program analysis by our Impact and Learning team. Additionally, LifeMoves solicits feedback at regular intervals from program participants through weekly house meetings, case management sessions, and open-ended surveys. Additionally, all clients are asked to complete client satisfaction surveys upon graduation from the program.

In the first two quarters of FY24, we have served 148 individuals from 43 households at Family Crossroads, and 42 South San Francisco persons from 18 households in total.

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

LifeMoves maintains a strong network of community resources that contribute to our program’s success. Our staff are effective in successfully leveraging community resources to benefit the greatest number of participants.

LifeMoves works in close partnership with the County of San Mateo and with the collaborative efforts of numerous community-based agencies to provide referrals and critically needed services including access to legal services, behavioral health assessment and treatment, and health care, among others. These collaborative relationships throughout our region facilitate effective, complementary, and unduplicated services to individuals and households experiencing homelessness in our community.

LifeMoves works in deep partnership with several organizations in San Mateo County including Caminar, Second Harvest Food Bank, Loaves and Fishes, Mid-Peninsula Housing, Samaritan House, Peninsula Family Service, San Mateo County Behavioral Health and Recovery Services, HIP Housing, Legal Aid Society, Vocational Rehabilitation Services (VRS), and the Society of Saint Vincent de Paul. Additionally, LifeMoves makes referrals to County medical, dental, and mental health clinics, vocational support, and numerous other social services offered within the community.

The pandemic and high housing costs continue to adversely impact our clients, resulting in longer client stays in most of our emergency interim housing sites. Rents continue to increase in the Bay Area with no sign of abatement, and while our Housing Specialists review with clients the cost of housing in other parts of California, and indeed in other parts of the country, many clients wish to remain in the Bay Area because of family connections, medical care, friendships, faith communities, and other social supports also essential to well-being.

LifeMoves has also seen an increase in undocumented clients, who face immense and unique barriers when pursuing employment, assistance programs, and other components necessary to secure stable housing.

LifeMoves relies on the financial support of the community to achieve our intended outcomes and continue to conduct highly impactful work to help those most in need in our community. Without funding for the project, LifeMoves would be forced to scale back services for clients in San Mateo County, leaving a vulnerable population without critical housing and supportive services.
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 4/7

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City 20 17 20 17
Redwood City 337 261 337 261
City of San Mateo 94 81 94 81
County of San Mateo 760 450 760 450
South San Francisco 58 54 58 54
Totals 1,269 863 1,269 863

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other

Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 91 100%
White and not Hispanic 23,760 37.34% 15 16.48%
White and Hispanic 21,645 34.02% 60 65.93%
Asian 23,293 36.61% 5 5.49%
African American 1,625 2.55% 7 7.69%
Pacific Islander 1,111 1.75% 3 3.30%
Native American 395 0.62% 1 1.10%
Other 9,598 15.08% 0 0.00%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

Potential program enrollees into LifeMoves interim housing programs are only accepted by referral from the County of San Mateo Coordinated Entry System; there are no walk-up admissions. To improve affirmative outreach, the LifeMoves Homeless Outreach Team identifies and engages unsheltered individuals and households by distributing printed program information and developing relationships with individuals that may not be fully accessing County resources. After program intake, LifeMoves makes every effort to ensure all individuals regardless of race, ethnicity, or sexual orientation feel safe and accepted.

LifeMoves serves a diverse population: of the clients LifeMoves served across all six of our San Mateo County emergency interim housing sites last year, 39.8% were White and Hispanic, 24.5% were White and Non-Hispanic,

15.6% were Black, 4.2% were Native American, 3.9% were Asian, 7.8% were Native Hawaiian/Pacific Islander, and

4.1% were multiracial or other. For detailed South San Francisco data, please reference the table above. With this diverse clientele, cultural competency is an integral part of LifeMoves training. LifeMoves contracts with a licensed clinical psychologist to provide a mandatory, semi-annual training to all LifeMoves staff on integrating multiculturalism into organizational practices.
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 5/7

With over 35 years of experience, LifeMoves is a financially strong organization with sound leadership, strong Board governance, and fundraising and financial oversight. LifeMoves has a historically strong, well-balanced public and private funding base with an annual budget of ~$66M for fiscal year 2023-24. In addition to grants from corporations and private foundations, as well as contracts from public sources, LifeMoves employs a broad spectrum of private fundraising and stewardship techniques combined with a strategic marketing campaign to achieve our annual fundraising goals. LifeMoves respectfully requests $28,000 from South San Francisco to continue operations at Family Crossroads. The total program cost is $1,016,146 of which $592,757 is committed and $423,389 is to be determined.

LifeMoves is experienced at leveraging grant funding so services are maximally cost-efficient and effective.

Through a full spectrum of publicly- (federal, county and city) and privately-funded programs located throughout Santa Clara and San Mateo Counties, LifeMoves provides outreach, drop-in services, emergency shelter, interim housing, permanent supportive housing, homelessness prevention, and other services for more than 7,000 clients annually. We continue to solicit new and returning public and private funders for new and ongoing programs.

Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Interim Chief Program
Officer
Andrew Niklaus
Oversees the Programs and the Impact
and Learning Department, supervises
key staff, leads efforts to improve how
data is utilized to drive decision-making,
informs program service delivery
In his consulting practice,
Andrew has worked with
philanthropy, government
agencies, and direct service
organizations to craft
strategic plans, design
intentional programming,
assess and coach talent,
and promote the importance
of performance
management. Prior to
joining LifeMoves, Andrew
founded Pivot Consulting
and was the Director of
Impact and Learning at
Tipping Point.

Director of Shelters
Services, SMC
Jacob Stone
Coordinates objectives, strategies, and
goals to manage efficient, well-run interim
housing programs. Ensures the delivery
of all client services, meets program
operations while maintaining programs
within budget, coordinating agency
activities, and implementing LifeMoves
policies and procedures.

Jacob began with
LifeMoves 15 years ago as
Facility Coordinator at First
Step for Families. He has
since held the role of
Program Director at multiple
interim housing sites in San
Mateo County. Prior to his
current position, Jacob held
the role of Director of Impact
and Learning.

Program Director,
Family Crossroads
Rebecca
Hernandez
Responsible for day-to-day management
and operations of the Family Crossroads
emergency interim housing program.

Supervises staff, interns, and volunteers,
and is responsible for ensuring the
delivery of high-quality services that help
homeless clients return to permanent
housing.

Rebecca joined LifeMoves
in 2015 as a Children’s
Service Coordinator. She
subsequently held roles as
a Bilingual Case Manager
and an Associate Program
Director before her current
role as Program Director of
Redwood Family House.

Rebecca holds a B.A. in
Political Science.
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 6/7 PROPOSED PROGRAM BUDGET FOR FY 2024-25
South San
Francisco Total Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total
% Requested Pgm% Requested
Labor
Program Directors $2,041,280 2% $42,013 0% 0% $0
Case Managers $4,711,828 1% $62,525 15% $9,096 15% $9,096 Children's Service
Coordinators
$582,561 10% $57,169 0% 0% $0
Other Labor $9,436,589 1% $81,719 1% $483 1% $483
Residential Services
Coordinators
$5,642,171 3% $146,747 3% $5,000 3% $5,000
Taxes/Benefits $6,240,081 3% $161,922 4% $5,904 4% $5,904 Other Direct Costs
Client Assistance $12,789,138 0% $2,000 0% 0% $0
Other Direct Costs $7,806,210 2% $147,837 0% 0% $0
Modified Total Direct
Costs (MTDC)
$49,249,858 1% $701,932 3% $20,483 3% $20,483
Indirect cost rate
(10% de minimis rate
unless the entity has
a negotiated indirect
rate with the federal
government)
Indirect costs $0 $0 $0 $0
Direct Costs Not MTDC
Administration $18,305,140 2% $314,214 2% $7,517 2% $7,517 TOTAL $67,554,998 2% $1,016,146 3% $28,000 3% $28,000
Number of Individual Beneficiaries 58 58
Cost per Individual $482.76 $482.76
For the City of South San Francisco ONLY, answer the following:

1. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list:

Other - Please describe:
b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
Outreach to service providers and the public, as well as flyers and brochures, are available in Spanish. c. How and where are the materials distributed?
Outreach materials to the public are distributed at least weekly by the LifeMoves Homeless Outreach Team. We also supply brochures and flyers to our community partners on request 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 7/7 ----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application and
designation of signatory, by the Board of Directors
1_-LifeMoves_-_BOD_Authorizing_Res_022019.pdf

2. Proof of 501(c)3 / tax-exempt status 2_-LifeMoves_-_501c3.pdf

3. By-laws 3_-LifeMoves_-_ByLaws_amended_041316.pdf

4. Articles of Incorporation
4_-LifeMoves_-_Articles_of_Incorporation.pdf

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12 months
Number of years allowed for each board term
5a_-LifeMoves_BOD_Roster_2024.pdf
5b_-LifeMoves_BOD_and_EC_Calendar_2023.pdf

6. Organizational chart for entire organization
6_-LifeMoves_Org_Chart_221020_no_titles.pdf

7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and:

Management letters (if applicable)
A-122 and A-133 Single Audit (for entities that
receive more than $750,000 in federal funding)
OR
A letter from your Executive Director or Chief
Financial Officer certifying that agency does not
receive more than $750,000 in federal funds and
is not subject to the Single Audit.
7-LifeMoves_FY23_Single_Audit.pdf

8. The following are required:

Current (FY23-24) Agency Operating Budget
Proposed (FY24-25) Agency Operating Budget
8a_-LifeMoves_FY24_Budget.pdf
8b_-LifeMoves_FY25_Budget_Not_Available.pdf
8c_-LifeMoves_FY24_Budget_RWC.pdf

9. Mission Statement
9_-
LifeMoves_Vision_Mission_Strategy_Value_Statements.pdf

10. Non-discrimination policy for Staff and Clients
10-Non-Discrimination_-
_EEO_policy_Clients_and_Staff.pdf

11. Reasonable Accommodations Policy for Staff
and Clients
11-Reasonable_Accommodations_Policy.pdf

12. Conflict of Interest Policy. (If not available,
please indicate when you will submit)
12-Conflicts_of_Interest.pdf

13. Negotiated Rate Letter. (If required)
13-N1-8251-FY22_LifeMovesHUD_RA_Updated_-
_signed_PS.pdf

14. Other -
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Haley Aniceta Eligio
Date Signed 01/18/2024
Initially submitted: Jan 18, 2024 - 16:19:29
Magic Tooth Bus
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 1/8 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: Magic Tooth Bus

2. Project Title:

Oral Health Services at South San Francisco The Breezeway Hub and Redwood City
We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
Redwood City $10,019 24% 0% $10.02
South San Francisco $20,048 48% 0% $10.02
Total $30,067 72% 3,000 100% $10.02
Grant Funded Programs:

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

N/A. Magic Tooth Bus will NOT ask for income verification to avail dental services.

3. Project Address: 366 Grand Avenue City: South San Francisco Zip: 94080-1811

4. Provide a one sentence project summary:

Magic Tooth Bus will provide oral health outreach and dental screenings to Breezeway Hub in SSF and Health Fairs in Redwood City.

Organization Address:
1 Avenue of the Palms Avenue,
Ste 206
City: San Francisco Zip: 94130-1811
Organization Phone: (415) 519-2408 Website:

Type of Applicant: Non-Profit Our agency serves: Clients

5. Contact Person /
Project Administrator:

Name: Mylene Deano Title: Co-Founder / RDA Telephone: (415) 519-2408 Contact Email: [email protected] Fax:
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 2/8

6. Name of Agency
Director:

Andrea Almario

7. Fiscal Officer: Name: n/a Email: n/a Telephone: n/a
Fiscal Officer Address: n/a City: n/a Zip: n/a

8. Authorized
Signatory:

Name: Andrea Almario
Email:
[email protected]
Telephone: 4155192408
Authorized Signatory
Address:
1 Avenue of the Palms Avenue City: San Francisco Zip: 94130-1811

9. Please provide days and hours of regularly scheduled operation:

Tuesday
Wednesday
Thursday
Saturday

10. SAM/UEI Number: ZYS1JF96CZK8 Federal EIN/TIN Number: 81-5467957

11. HUD Activity: Choose the HUD activity that most closely matches your service:
05M - Health Services

The mission of Magic Tooth Bus (MTB), a 501(c)3 nonprofit founded in 2017, is to provide accessible dental care and education to low income communities in the Bay Area. We envision a world free of dental disease. Our values are centered on equity, accessibility, and community.

Magic Tooth Bus's ongoing project with Breezeway Hub and community partners aims to increase dental access and improve the oral health of underserved neighborhoods. The project we are proposing is Dental Access to High Risk Cavity in South San Francisco (SSF) and Redwood City.

1. Magic Tooth Bus will partner with SSF and Redwood Promotores and community based organization leaders to help provide dental services (screening and fluoride application) for children, pregnant women, adults and seniors.

2. We aim to strengthen partnerships with the city leaders, public schools and community health centers so that we can provide a safety net and prevent disease progression. Children whose mothers have poor oral health are five times more likely to have oral health problems than children whose mothers have good oral health.

3. To promote oral health awareness about the importance of oral health since youth do not normally receive from their prenatal care professionals.

4. MTB works to carry out the mission by providing oral health outreach services such as assisting with oral health enrollment and providing resources for care; brushing and flossing demonstrations. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Access to dental care is a significant concern for low-income children in California, even though pediatric dentistry is a covered benefit under Medi-Cal. Medi-Cal reimbursement rates are among the lowest in the country, leaving providers unable to cover their operating costs. Magic Tooth Bus is currently building relationship with PAL Center, Fair Oaks Public Library and Office of Community Affairs in Redwood City. These organizations are helping lowincome children and their families. They offer services like health and wellness fairs and after school programs for K through 8th graders who have dental issues that need to be addressed. These children and their families have limited access to dental care ad need to be prioritized since they are most at risk of dental caries.

Magic Tooth Bus had collaborated with the organizations listed by participating in different events, for example, Dia Familia, Dia Delos Ninos, Friendship Park, Holiday workshop and health and wellness fair. These events happened between the spring and winter seasons. We constantly receive invitations from different agencies located in Redwood City requesting our organization to provide outreach and dental kits at their events. These organizations also see a need to promote good oral health habits. The population that we served most in these events are LatinE/X children and their families.
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 3/8 13B. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

The requested amount of $20,000 will help contribute towards implementing the project fully. The total cost of a small program focused in two areas for one year is about $40,000. A portion of that has already been committed from other fundraising campaigns.

MTB targets to participate in twelve events over the course of one year to expand our current oral health education and dental services. The requested funding of $20,000 would cover three hands on screening events and three outreach events. At each event, we target to average 30-50 patients seen for screenings and dental outreach services. With the help of funding we would be able to bring in dental services to the low income neighborhoods of South San Francisco. A well-knowledge and diverse team is required to provide excellent patient care services from outreach to end of treatment. Magic Tooth Bus had participated in two Breezeway events in 2023, but plan to expand our services by bringing dental screenings. During our participation, we asked individuals what they would like to see in the future and many had expressed interest in receiving dental services at that location. The event organizers had also mentioned the popularity of our participation and requested for our return.

We gathered the following information from our Breezeway Hub participation:
- Majority of the attendees do not have a dental home
- Only 50% attendees have a dental home and seen a dentist - Majority of the attendees

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

We hope to be able to continue our participation at the Breezeway Hub by being more consistent so attendees know when to expect the Magic Tooth Bus Team to be present. We aim to participate every two months alternating outreach and dental screening months. This will slowly ease our expansion until we fully understand what the community needs.

Total outreach events 5
Total Dental Screening events 4

1. Funding will be used for Oral Health Promotion and Outreach:
- To purchase incentive giveaways such as child and adult toothbrushes and toothpastes, timers, floss, denture cleaners, etc.
- To purchase materials for the education table where children can practice brushing fun models, and answer questions regarding oral health for awards.
- To print resources for referrals, brochures, and dental educational materials on oral health care and maintenance.

2. Funding will be used for Dental Services:
- Dentists and Registered Dental Hygienists can provide dental screenings to provide guidance for the next steps the individual should take in their/ their child's oral health.

Screenings are not examinations and do not involve making diagnosis that lead to treatment plans. - To purchase screening materials such as Fluoride varnish and other protective equipment. - A team is required to prepare, organize, participate, and report on the event.

To evaluate program effectiveness, MTB will collect data on the number of dental treatments planned. We will evaluate the treatment acceptance rate, and referral rate. Six months after the patient's initial visit, we will follow up with another visit to examine the patient for any new decay or assess any improvements from the last visit.

Throughout the grant term, we will follow the Plan, Do, Study, Act process to continuously evaluate and assess our program effectiveness. The data collected during the grant term would summarize our program's effectiveness. In addition, we hope to receive a few success stories of the patient process and learning experiences gained by the end of the grant period. At the end of the grant period, we will provide a report of the services rendered and a reflection of our programs. Finally, MTB will evaluate our program quality via survey questionnaires from families and reflections and success stories from our community partners.

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

Community members most impacted will be involved in project planning through constant communication with school officials such as principals, school nurses and teachers to coordinate space and time of our presentations 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 4/8 and dental services. Magic Tooth Bus has built a relationship with the Promoteres of South San Francisco City Hall to aid in the mission to help the new comers from Columbia, Ecuador and other Latin Countries. Our collaboration and community involvement will help create a safety net for families needing dental care.

The community benefits from our activities by having a resource to support wellness activities. With our services we engage with students and families to reinforce good oral health habits year-round. The skills gained will benefit schools, districts and community events beyond the funding period and for future years to come. The Magic Tooth Bus team will collaborate with PAL Center, Public Library, Office of Community Affairs and Latin/e/x Coalition to create a solid network for success.

Activities for sharing ideas, insights, and lessons learned from this project with the city of South San Francisco and Redwood City will be through collaboration and constant communication with community based organizations, School District officials, and San Mateo Department of Public Health. Through relationship building and interconnected work, Magic Tooth Bus will be able to share the lessons learned from the project through meetings and reflecti

Our vision is to build a healthier community by eradicating tooth decay. The funding can support our mission, vision, and goals and continued work targeting the same population and sharing the same goal of making healthy choices easier and desired. We have an ethnic and linguistically diverse staff with the ability to adapt to a variety of cross-cultural situations.We strengthen partnerships with public schools, community based organizations, community health centers and city leaders by leveraging their existing site’s wellness team committee and health advocates.

Magic Tooth Bus has steadfastly committed to improving oral health outcomes within disadvantaged communities.

The demand for our services has been consistently high, underscoring the pressing need for our presence in various community events, schools, and health initiatives. However, as a small three-person team, we recognize that our current capacity limits our ability to meet the needs of the community we serve fully. Magic Tooth Bus has proven its value in promoting oral health awareness and services, and with your support, we are poised to amplify our impact. We humbly request your consideration of our application which will enable us to grow our team, extend our outreach, and create a lasting positive impact on on the oral health of underserved populations in San Mateo and the San Francisco Bay Area. We remain committed to our mission and are eager to expand our reach with your support.

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City
Redwood City 450 150 1,000 250
City of San Mateo
County of San Mateo 0
South San Francisco 1,800 600 2,000 800
Totals 2,250 750 3,000 1,050

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 5/8 Low-income youth
Other

Race & Ethnicity
Redwood City
Population
Redwood City
% by Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 74,402 100% 144 100%
White and not Hispanic 40,656 54.64% 9 6.25%
White and Hispanic 23,557 31.66% 80 55.56%
Asian 6,715 9.03% 30 20.83%
African American 1,916 2.58% 10 6.94%
Pacific Islander 663 0.89% 5 3.47%
Native American 384 0.52% 0.00%
Other 1,511 2.03% 10 6.94%
Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 306 100%
White and not Hispanic 23,760 37.34% 30 9.80%
White and Hispanic 21,645 34.02% 130 42.48%
Asian 23,293 36.61% 90 29.41%
African American 1,625 2.55% 35 11.44%
Pacific Islander 1,111 1.75% 5 1.63%
Native American 395 0.62% 0.00%
Other 9,598 15.08% 16 5.23%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

Magic Tooth Bus targets the underserved communities and aim to partner with Community-Based Organizations (CBOs) who serve mainly those areas. However, there are oftentimes where our target population is not what we had expected. In order to improve affirmative outreach, our team will conduct more surveys and questionnaires on the needs of our target population. We will ask questions on the location, convenience, and what services they are interested in. We will also ask how our population receive information so that we may use the appropriate form of communicating when we will be present at events. For example, when an attendee visit our table, we will ask them to complete a survey in their preferred language. We then present this information to the CBO or event organizer hoping to improve affirmative outreach in future events.

Capital Contribution - Magic Tooth Bus contributes to sustain all the operational cost.

Corporate Grant- Magic Tooth bus received a sponsorhip from Kaiser ( $1,000) for health and wellness event.

Family Foundation - MTB applied to Family Foundation and waiting for response.

City Funding - Magic Tooth Bus applying for the CDBG Program to expand services.

Individual Donations - Our organization runs annual campaigns hoping to raise unrestricted funding. We have a few funders committed to consistent funding.

In-kind Donations - Our organization applies to multiple suppliers to request for dental donations such as dental kits that include toothbrushes, toothpastes, and floss. We already have 2-3 suppliers committed to donating to our organization consistently.

Volunteers - There are also many ways volunteer engagement can help solve some of the most pressing issues nonprofit leaders face. Volunteering is the essence of connection, growth, and fulfillment. Providing many benefits, 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 6/8 it’s definitely worth doing your bit to help. The volunteers can help us to grow and help sustain the work that has already been done, without the worry of relying on profit. Our organization does not have enough funding to grow and so the need of volunteers will be a generous help for us to get by. The great thing is, they don’t have to volunteer for months if you are not available and giving just a few hours of their time will have a positive impact and will
Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Dental Provider DDS or DMD Screen patient's oral health Licensed DDS or DMD Registered Dental
Assistant
RDA Assist dental provider in charting and
Licensed dental assistant
with OSHA knowledge
Programs Manager Admin
Coordinating the event for approriate
staffing and reporting
Knowledge of organizing the
event and reporting
PROPOSED PROGRAM BUDGET FOR FY 2024-25
Redwood City South San
Francisco Total Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total
% Requested % Requested Pgm% Requested
Labor
Dental Provider $55,000 11% $6,000 30% $1,800 30% $1,800 60% $3,600 Dental Assistant $37,885 14% $5,400 30% $1,620 60% $3,240 90% $4,860 Programs Team $156,000 5% $7,960 30% $2,388 60% $4,776 90% $7,164 Taxes/Benefits $10,550 17% $1,800 17% $300 28% $500 44% $800 Other Direct Costs
Insurance $13,400 15% $2,000 0% 0% 0% $0
Meals $6,000 15% $900 0% 0% 0% $0
Transportation $3,100 7% $232 0% 0% 0% $0
Modified Total Direct
Costs (MTDC)
$281,935 9% $24,292 25% $6,108 42% $10,316 68% $16,424
Indirect cost rate
(10% de minimis rate
unless the entity has a
negotiated indirect rate
with the federal
government)
10% 10% 10% 10%
Indirect costs $28,194 9% $2,429 25% $611 42% $1,032 68% $1,643 Direct Costs Not MTDC
Dental Kits Incentives $10,000 50% $5,000 16% $800 60% $3,000 76% $3,800 Dental Screening
Supplies
$15,000 33% $5,000 20% $1,000 44% $2,200 64% $3,200
Promotion Materials $9,850 51% $5,000 30% $1,500 70% $3,500 100% $5,000 TOTAL $344,979 12% $41,721 24% $10,019 48% $20,048 72% $30,067 Number of Individual Beneficiaries 1,000 2,000 3,000
Cost per Individual $10.02 $10.02 $10.02
For the City of Redwood City ONLY, answer the following:

1. Funding Criteria:

3. Priority: Sustain or Expand Human Services: Sustain or expand the high level of basic human needs services for extremely low-, very low-, low- and moderate-income persons and households including but not limited to childcare, mental health and substance abuse services.

2. Program Outcomes:
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 7/8 a. Please describe the accomplishments of program goals for FY/23.

Magic Tooth Bus (MTB) has served over 3,500 individuals and families and distributed over 8,000 dental kits in FY22/23. MTB provided oral health education to over 250 individuals, screened over 300 individuals, and participated in over 70 community events. MTB served over 500 individuals in San Mateo county alone in 2023.

Magic Tooth Bus is a resource for teachers, parents, and caregivers for oral health questions and concerns.

Targeting young children and their families will establish a foundation for success in keeping the mouth healthy and clean. The Magic Tooth Bus is committed to bringing oral health education and dental services to all populations regardless of access, location, race, or income. Our work closes the disparity gap and improves access to care for those living in low-income communities. We do this by bringing consistent oral health care education and preventative services on sites to overcome barriers created by social determinants of health. The Magic Tooth Bus is committed to supporting our target audience in overcoming obstacles created by social determinants of health and delivering diverse and culturally appropriate services to students, staff, pregnant women, and families. Our multilingual staff can communicate in a language participants are most comfortable speaking.
b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23:

To date, Magic Tooth Bus has helped over 5,000 families, easily surpassing 8,000 people. We’ve done this through our partnerships with CBO’s and public schools. We also helped 200 low income families. Meetings teach students and families how to take care of their teeth and where to get dental care at the same time providing this information in various languages such as English, Spanish, and Cantonese.

Pacifica School District approved the MOU with Magic Tooth Bus in June 2023 to allow Magic Tooth Bus to provide kindergarten oral health assessment to students at 5 elementary schools. Our team received positive feedback from the San Mateo County and the school district.Magic Tooth Bus able to screen 300 Kindergarten students (ages 4-5 years old) and by checking their teeth at early age the sooner children begin getting regular dental checkups, the healthier their mouths will stay throughout their lives. Early checkups help prevent cavities and tooth decay, which can lead to pain, trouble concentrating in class, activities and other medical issues.

Each time we go to schools, we leave an impression to students. We teach them things they may not know about such as flossing and the importance of cleaning their tongues. The school staff would provide immediate feedback to us as they walk the students back to class after the screening and they would tell us what the students talked about during that short period of time (majority would provide immediate feedback o For the Cities of South San Francisco and Redwood City ONLY, answer the following:

3. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: Facebook, Instagram, LinkedIn and Youtube Other - Please describe:
b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
YouTube
c. How and where are the materials distributed?
Magic Tooth Bus to continue to deliver access to dental care in high risk areas, it will be available through stories and testimonials in our website and various social media platforms (Twitter, Instagram, Facebook, LinkedIn). We 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 8/8 also circulate press releases, brochures and publications to our wider community where they can read more about our programs and the events that we will participate at. We also have communicate with our community partners and include our logos in their event flyer or announcements. ----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application and designation of signatory, by the Board of Directors
MTB_Board_Resolution.pdf

2. Proof of 501(c)3 / tax-exempt status
IRS_501c3_1.pdf

3. By-laws Magic_Tooth_Bus_-_Bylaws.doc.pdf

4. Articles of Incorporation MTB_Articles_of_Incorporation.jpg

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12 months
Number of years allowed for each board term
Board_of_Directors_and_Board_Members__1_1.pdf

6. Organizational chart for entire organization MTB_Organizational_Chart.png

7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and:

Management letters (if applicable)
A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR
A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more
than $750,000 in federal funds and is not subject to the Single Audit.

MTB_CEO_PROOF_OF_FUNDING_1.pdf

8. The following are required:

Current (FY23-24) Agency Operating Budget
Proposed (FY24-25) Agency Operating Budget
Agency_Operating_Budgets.xlsx

9. Mission Statement MTB_Intro.pdf

10. Non-discrimination policy for Staff and Clients MTB_Employee_Handbook.docx

11. Reasonable Accommodations Policy for Staff and
Clients
MTB_Employee_Handbook.docx

12. Conflict of Interest Policy. (If not available, please indicate when you will submit)
MTB_Employee_Handbook.docx

13. Negotiated Rate Letter. (If required)

14. Other -
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Mylene Deano
Date Signed 01/18/2024
Initially submitted: Jan 18, 2024 - 14:16:37
Ombudsman Services of San
Mateo County
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 1/7 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: Ombudsman Services of San Mateo County, Inc

2. Project Title: Ombudsman Services of San Mateo County, Inc We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
Redwood City $25,000 3% 0% $23.19
City of San Mateo $25,000 3% 0% $13.11
South San Francisco $20,000 2% 0% $22.83
Total $70,000 9% 3,861 100% $18.13
Grant Funded Programs:

We are applying for a Public Services Program
CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation.

Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status.

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

OSSMC receives it funding from Federal government, state government which is sent to San Mateo County and then sent to OSSMC via contracts. We also receive funding from private grants, general donations, fundraisers when able, stocks and estate planning. The residents we serve in long term facilities received great benefits from the Ombudsman Program. We are the eyes, hears and the voice for each resident in the facility they live in.

Without this program, the resident would not have anyone protecting them and their needs.

3. Project Address: 1455 Madison Avenue City: Redwood City Zip: 94061-1549

4. Provide a one sentence project summary:

We are the only program wholly dedicated and legally mandated to advocate for the dignity and quality of life of people living in licensed long term care facilities.

Organization Address: 1455 Madison Avenue City: Redwood City Zip: 94061-1549 Organization Phone: 650 780 5707 Website: www.ossmc.org Type of Applicant: Non-Profit Our agency serves: Clients

5. Contact Person /
Project Administrator:

Name: Elyse Brummer Title: Executive Director Telephone: 650 780 5702 Contact Email: [email protected] Fax: 650-364-5399

6. Name of Agency
Director:

Elyse Brummer

7. Fiscal Officer: Name: Robert Email: [email protected] Telephone: 650 780 5707 Fiscal Officer Address: 1455 Madison Avenue City: Redwood city Zip: 94061 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 2/7

8. Authorized
Signatory:

Name: Elyse Brummer
Email:
[email protected]
Telephone: 650-780-5702
Authorized Signatory
Address:
1455 Madison Ave. City: Redwood City Zip: 94061-1549

9. Please provide days and hours of regularly scheduled operation:

WE are open Monday through Friday from 8:30 am to 4:00pm. There is also a statewide Ombudsman toll free 24 hr. crisisline 1-800-231-4024 to call.

10. SAM/UEI Number: GHT7YVD9FR85 Federal EIN/TIN Number: 943397402

11. HUD Activity: Choose the HUD activity that most closely matches your service:
05A - Senior Services

The Ombudsman is there to advocate and support all residents in long term care facilities. WE make unannounced visits to residential care facilities once a month and to the SNF (Nursing Homes) we go once a week and sometimes more depending on the situation to insure quality of care, and quality of life with dignity. The Ombudsman investigates financial abuse, sexual abuse and physical abuse. In addition to what I have just mentioned, we support residents, their families, and the facilities in accessing community resources. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

The population we serve in the city of Redwood City are licensed long term care facilities within the boundaries of the city of Redwood City. Presently there are 61 facilities with 1078 residents in the city that we presently visit and monitor. These include RCFEs (assisted living) SNFs (skilled nursing homes) and ICFs,(homes for the mentally and physically impaired individuals) along with the Adult Day Programs.

You will find the current list of long term care licensed facilities in San Mateo County on the Community Care Licensing website that the Ombudsman Program visit and monitor. The list is updated once a year for the public to view if interested.

There is no other program in San Mateo County that provides the services we do. Our program is a federal mandated program that each state in the United States is required to have. The state then contracts with the different counties to operate the program or contracts with a non-profit to be responsible which is what San Mateo County does with OSSMC. We were previously funded, however did not receive funding last year. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

The population we serve in the city of San Mateo are licensed long term care facilities within the boundaries of the city of San Mateo. Presently there are 122 facilities with 1909 residents in the city that we presently visit and monitor. These include RCFEs (assisted living) SNFs (skilled nursing homes) and ICFs,(homes for the mentally and physically impaired individuals) along with the Adult Day Programs.

There is no other program in San Mateo County that provides the services we do. Our program is a federal mandated program that each state in the United States is required to have. The state then contracts with the different counties to operate the program or contracts with a non-profit to be responsible which is what San Mateo County does with OSSMC.
13C. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

The population we serve in the South San Francisco are licensed long term care facilities within the boundaries of SSF. Presently there are 63 facilities with 839 residents in the city that we presently visit and monitor. These include RCFEs (assisted living) SNFs (skilled nursing homes) and ICFs,(homes for the mentally and physically impaired individuals) along with the Adult Day Programs.

You will find the current list of long term care licensed facilities in San Mateo County on the Community Care Licensing website that the Ombudsman Program visit and monitor. the list is updated once a year for the public to view if interested.

There is no other program in San Mateo County that provides the services we do. Our program is a federal mandated program that each state in the United States is required to have. The state then contracts with the 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 3/7 different counties to operate the program or contracts with a non-profit to be responsible which is what San Mateo County does with OSSMC.

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

Both the city of San Mateo and South San Francisco require quarterly invoicing along with OSSMC's quarterly report. This quarterly reports includes number of residents visited-monitored, complaints, age, income, ethnicity, and sex. All of this data is required on our invoicing.

Each city that we receive a CDBG grant from requires the same data for invoicing. OSSMC is required to enter all data and cases into a software program that is connected to the State and it is called ODIN. This software will give us any information that is needed for our quarterly reports for each city. Each Ombudsman is required to enter all the data they have regarding each resident they visit per day or week or monthly. Our goals of visiting the RDFEs and SNFs in each city have been met and continue to be met.

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

OSSMC collaborates with Institute on Aging, Safe Harbor, Community Care Licensing, San Mateo Oral Health, San Mateo County Commission on Aging, California Department of Public Health, California Department of Social Services, State Ombudsman Office, Police Departments, Ault Protective Services, the District Attorneys Office, and Legal Aid.

OSSMC works with all of these agencies because of the complex nature of each resident's needs. We advocate for each resident and each person has a different need. The needs go from , the water is not cold enough to some one is taking money out of my checking account. WE investigate these claims and they ar entered into ODIN and sometimes we have the police involved. WE work very hard to get resolution for each case.

The impact our program has on the city of San Mateo and South San Francisco is that each of these cities are assured that the residents in the licensed facilities in each city have the Ombudsman to advocate, educate and empower each person all the time. WE believe everyone deserves to be seen, heard, valued and supported so they can have the best quality of life in the long term care facilities. The funds received from each city helps with the cost of the program and to help with the salaries of our staff.

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City
Redwood City 1,078 1,078 1,078 1,078
City of San Mateo 1,907 1,907 1,907 1,907
County of San Mateo
South San Francisco 876 876 876 876
Totals 3,861 3,861 3,861 3,861

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 4/7 Low-income youth
Other

Race & Ethnicity
Redwood City
Population
Redwood City
% by Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 74,402 100% 175 100%
White and not Hispanic 40,656 54.64% 75 42.86%
White and Hispanic 23,557 31.66% 83 47.43%
Asian 6,715 9.03% 8 4.57%
African American 1,916 2.58% 7 4.00%
Pacific Islander 663 0.89% 0.00%
Native American 384 0.52% 0.00%
Other 1,511 2.03% 2 1.14%
Race & Ethnicity
City of San
Mateo
Population
City of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 97,207 100% 416 100%
White and not Hispanic 45,240 46.54% 190 45.67%
White and Hispanic 25,815 26.56% 0 0.00%
Asian 18,153 18.67% 12 2.88%
African American 2,099 2.16% 9 2.16%
Pacific Islander 1,937 1.99% 10 2.40%
Native American 140 0.14% 0 0.00%
Other 3,823 3.93% 195 46.88%
Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 169 100%
White and not Hispanic 23,760 37.34% 110 65.09%
White and Hispanic 21,645 34.02% 0 0.00%
Asian 23,293 36.61% 30 17.75%
African American 1,625 2.55% 12 7.10%
Pacific Islander 1,111 1.75% 0 0.00%
Native American 395 0.62% 0 0.00%
Other 9,598 15.08% 17 10.06%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

OSSMC serves all residents in the licensed long term care facilities in the city of San Mateo and South San Francisco regardless of any specific population, age or income.

We also have Ombudsmen with diversity in languages and cultural backgrounds to help serve our residents.

For the '22-'23 year we have received funds from San Mateo County Title 111B, title V11A, General Funds, CARES ACT, State Funds, Measure K Funds, Grants from Burlingame, Foster City, Town of Colma, Peninsula Healthcare District, Sequoia Healthcare District, Holiday Appeal, Board Gifts, General Donations, Volunteer Recognition Luncheon, Gellert Foundation, Palo Alto Community Fund, Safeway Foundation, Woodlawn Foundation, Atkinson Foundation and Touchpoint Foundation. We also have in-kind volunteers hours valued at $115,000.

For the FY23-23 year the only funds we have committed are the Measure K Funds and the Peninsula Healthcare Funds and the Sequoia Healthcare Funds. We will start to received other committed funds starting in April of 2022 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 5/7 for '2023-2024.

Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Executive Director Elyse Brummer
Responsible for Ombudsman Services
Program
30 years plus experience
and MPA
Program Manager Betty Fraymen-Kori Oversee' the Regional Supervisors 7 years at OSSMC plus
MSW degree
Bookkeeper Karen Morical In charge of finances 20 years plus experience Office Manager Colette Becker Admin and Office Duties 12 years of experience Regional Supervisor Nicki Manski
Supervisor's Field Ombudsmen in South
County
16 years of experience
Regional Supervisor Bob Lewetzen
Supervisor's field Ombudsmen in North
County
7 years of experience
Volunteer Coordinator Patty Hovik
Trains our volunteers to become field
Ombudsmen
25 plus years of experience
Abuse Specialist Bill Rodenspiel
Monitors and visits all disable facilitiesmenta; and physical Retired police officer
Ombudsman Alan Kornfield Monitors and visits facilities as assigned Former volunteer
Ombudsman
PROPOSED PROGRAM BUDGET FOR FY 2024-25
Redwood City City of San Mateo South San
Francisco Total Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total
% Requested % Requested % Requested Pgm% Requested
Labor
Redwood City $78,011 100% $78,011 32% $25,000 0% $0 0% 32% $25,000 San Mateo
Ombudsman
$76,650 100% $76,650 0% 33% $25,000 0% 33% $25,000
Other Staff $483,867 100% $483,867 0% 0% 0% 0% $0
South San Francisco $44,566 100% $44,566 0% 0% 45% $20,000 45% $20,000 Abuse Specialist $47,695 0% $48 0% 0% 0% 0% $0
Taxes/Benefits $77,320 100% $77,320 0% 0% 0% 0% $0
Other Direct Costs
$0 0% 0% 0% 0% $0
0% 0% 0% 0% $0
Modified Total Direct
Costs (MTDC)
$808,109 94% $760,462 3% $25,000 3% $25,000 3% $20,000 9% $70,000 Indirect cost rate
(10% de minimis rate
unless the entity has a
negotiated indirect
rate with the federal
government)
0% 0%
Indirect costs $0 $0 $0 $0 $0 $0
Direct Costs Not MTDC
Board Exp. $0 $0 0% 0% 0% 0% $0
Facilities and
Equipment
$29,660 100% $29,660 0% 0% 0% 0% $0
Financial Exp $15,525 100% $15,525 0% 0% 0% 0% $0
Insurance $5,215 100% $5,215 0% 0% 0% 0% $0
TOTAL $858,509 94% $810,862 3% $25,000 3% $25,000 2% $20,000 9% $70,000 Number of Individual Beneficiaries 1,078 1,907 876 3,861 Cost per Individual $23.19 $13.11 $22.83 $18.13
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 6/7 For the City of Redwood City ONLY, answer the following:

1. Funding Criteria:

2. Program Outcomes:
a. Please describe the accomplishments of program goals for FY/23.

We conducted over 5,000 visits and worked on approximately 1,200 cases of elder abuse and complaints across the County.
b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23:

We ensure that residents at risk for eviction are connected with public assistance to ensure their housing and care needs are met.

For the Cities of South San Francisco and Redwood City ONLY, answer the following:

3. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: Instagram, FaceBook
Other - Please describe:
b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
Brochure to residents
c. How and where are the materials distributed?
Field Ombudsman distribute, online, senior fairs, community events ----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application and
designation of signatory, by the Board of Directors
Board__Resolution_Signed.pdf

2. Proof of 501(c)3 / tax-exempt status
IRS_Letter_of_Determination.pdf

3. By-laws Bylaws.doc

4. Articles of Incorporation Articles_of_Incorporation.pdf

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12 months
Number of years allowed for each board
term
Board_Information.-Years_of_Service_2024.docx
1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 7/7

6. Organizational chart for entire organization OSSMC_Org_Chart_October_2023.pdf

7. Certified financial audit no more that 1 fiscal
year old, prepared by a CPA, and:

Management letters (if applicable)
A-122 and A-133 Single Audit (for entities
that receive more than $750,000 in federal
funding) OR
A letter from your Executive Director or
Chief Financial Officer certifying that agency
does not receive more than $750,000 in
federal funds and is not subject to the
Single Audit.

Audit_Report_FY22_-_23_Final_1.pdf

8. The following are required:

Current (FY23-24) Agency Operating
Budget
Proposed (FY24-25) Agency Operating
Budget
Budget_FY23-24_Approved_6-16-23_purple_only-bw.xlsx

9. Mission Statement Mission_Statement_on_Letterhead.pdf

10. Non-discrimination policy for Staff and
Clients
Non-Discrimination_Policy.pdf

11. Reasonable Accommodations Policy for
Staff and Clients
Non_Discrimination__Reasonable_Accommodation_Policy.docx

12. Conflict of Interest Policy. (If not available,
please indicate when you will submit)
Conflict_of_Interest_Form.pdf

13. Negotiated Rate Letter. (If required)

14. Other -
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Elyse Brummer
Date Signed 01/18/2024
Initially submitted: Jan 18, 2024 - 13:14:20
Rape Trauma Services Center
1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 1/10 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: Rape Trauma Services: A Center for Healing and Violence Prevention

2. Project Title: Sexual Abuse Services for Children and Youth We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
Redwood City $15,000 2% 0% $176.47
City of San Mateo $15,000 2% 0% $176.47
South San Francisco $15,000 2% 0% $176.47
Total $45,000 6% 255 100% $176.47
Grant Funded Programs:

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

The Sexual Abuse Services Program for Children and Youth provides direct services to child abuse survivors from infancy through 17 years of age. As abused children is a 'presumed benefit' group income verification is not required. RTS verifies the presumed benefit status by completing a Client Contact Data Form for each child served.

The form is used to collect detailed information about the types of trauma/abuse suffered, the services requested and provided, follow-up services provided and the age, gender, and ethnicity of each survivor. Client Contact Data forms are kept in a locked cabinet. RTS has kept all data forms from the beginning of the agency (29 years).

RTS reports by 'individuals' rather than 'households' as to comply with our legal responsibilities to confidentiality.

Due to legal restrictions, RTS is unable to actively seek and record information regarding personal affiliations between clients; we are therefore unable to report victims who share living spaces as 'households' as to preserve the confidentiality of all clients.

3. Project Address: 1860 El Camino Real, Suite 406City: Burlingame Zip: 94010-3117

4. Provide a one sentence project summary:

The Sexual Abuse Services Program for Children and Youth provides mental health services to address the multiple healing needs of child survivors of sexual violence including: crisis intervention, individual and group counseling, advocacy, medical/legal and forensic accompaniment, and information and referrals. 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 2/10 Organization
Address:
1860 El Camino Real, Suite 406City: Burlingame Zip: 94010-3117 Organization Phone: 650-652-0598 Website:
http://www.rapetraumaservices.org/
Type of Applicant: Non-Profit Our agency serves: Clients

5. Contact Person /
Project
Administrator:

Name: Emily Abrams Title: Executive Director
Telephone: 650-652-
0598
Contact Email: [email protected] Fax: 650.652.0596

6. Name of Agency
Director:

Emily Abrams

7. Fiscal Officer: Name: Lorry Thomas
Email:

[email protected]
Telephone:
650.652.0598
Fiscal Officer
Address:
1860 El Camino Real, Suite 406City: Burlingame Zip: 94010-3117

8. Authorized
Signatory:

Name: Emily Abrams
Email:
[email protected]
Telephone:
650.652.0598
Authorized Signatory
Address:
1860 El Camino Real, Suite 406City: Burlingame Zip: 94010-3117

9. Please provide days and hours of regularly scheduled operation:

RTS’ crisis intervention services (crisis counseling, advocacy, accompaniment, information and referrals) are available 24-hours a day. Counseling is scheduled to meet the needs of clients and families. In addition to Monday - Friday 8:30 am - 5:30 pm hours, sessions are available in the early mornings and evenings.

10. SAM/UEI Number: UP9FW5SDEM46 Federal EIN/TIN Number: 94-3215045

11. HUD Activity: Choose the HUD activity that most closely matches your service:
05N - Abused and Neglected Children

RTS aims to help child abuse survivors learn the skills needed to heal from sexual abuse, decrease the likelihood of Post-Traumatic Stress Disorder, develop the tools to be supportive of their healing, and prevent continued or future abuse. RTS’ program clearly matches many HUD activities by providing Basic Human Needs to Abused Children. RTS provides mental health services to child abuse survivors including Advocacy & Accompaniment, Crisis Intervention, Therapy, Information, Referrals, and Violence Prevention.

The Polaris Project, the human trafficking crisis line, has identified San Mateo County as a Human Trafficking Hotspot. Child Sexual Exploitation is a form of child abuse in itself, but the number one risk factor for being sexually exploited is having been a victim of childhood sexual abuse.

County-wide, in FY 2023 RTS provided 593 child abuse victims with crisis intervention, accompaniment, and advocacy during forensic medical exams & interviews. RTS provides children with emotional support, answers questions, and makes sure survivors understand what is happening and that their rights are protected under the law. Counselors are trained to provide services to youth of all ages. RTS works with police to ensure victims receive information about ongoing RTS services. RTS provides children with individual and group therapy to help break the isolation that is common among survivors – especially children. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

RTS is the only agency in San Mateo County that responds 24-hours a day to law enforcement, Keller Center and Child Advocacy Center when a child has been identified as a victim of sexual violence. The National Crime survey reports 1-in-3 girls and 1-in-6 boys will be sexually abused by the time they are 18 and the SM County Grand Jury discovered “everyday a child in SM County is sexually abused.” Last year, RTS provided crisis intervention to 593 victims of child sexual abuse, 91 of these children live in Redwood City, 11 identified being victimized by commercial sexual exploitation. Children ranged in age from 2 to 17 and are predominantly low-income. Children who are sexually abused often exhibit emotional, cognitive, and behavioral problems, such as depression, suicidal 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 3/10 behavior, difficulty in school, use of alcohol and drugs, and early sexual activity. The housing crisis has created a dire situation for low- and moderate-income families, creating a link to child sexual abuse. Families are depending on strangers for a place to live, which has impacted the number of child sex abuse reports. Cramped quarters, without a formalized lease, have resulted in sexual abuse contributing to families having to choose between the safety of their child or being homeless. RTS is a place where survivors find support. The ability to heal from trauma is fundamental to a child's safety and well-being. For 29 years RTS has provided services to the target group: child victims of sexual abuse.
13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

RTS is the only agency in San Mateo County that responds 24-hours a day to law enforcement, Keller Center and Child Advocacy Center when a child has been identified as a victim of sexual violence. The National Crime survey reports 1-in-3 girls and 1-in-6 boys will be sexually abused by the time they are 18 and the SM County Grand Jury discovered “everyday a child in SM County is sexually abused.” Last year, RTS provided crisis intervention to 593 victims of child sexual abuse, 82 of these children live in San Mateo, 8 identified being victimized by commercial sexual exploitation. Children ranged in age from 4 to 17 and are predominantly low-income. Children who are sexually abused often exhibit emotional, cognitive, and behavioral problems, such as depression, suicidal behavior, difficulty in school, use of alcohol and drugs, and early sexual activity. The housing crisis has created a dire situation for low- and moderate-income families, creating a link to child sexual abuse. Families are depending on strangers for a place to live, which has impacted the number of child sex abuse reports. Cramped quarters, without a formalized lease, have resulted in sexual abuse contributing to families having to choose between the safety of their child or being homeless. RTS is a place where survivors find support. The ability to heal from trauma is fundamental to a child's safety and well-being. For 29 years RTS has provided services to the target group: child victims of sexual abuse.
13C. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

RTS is the only agency in SM County that responds 24-hours a day to law enforcement, Keller Center and Child Advocacy Center when a child has been identified as a victim of sexual violence. The National Crime survey reports 1-in-3 girls and 1-in-6 boys will be sexually abused by the time they are 18 and the SM County Grand Jury discovered “everyday a child in SM County is sexually abused.” Last year, RTS provided crisis intervention to 593 victims of child sexual abuse, 88 of these children live in South San Francisco, 9 identified being victimized by commercial sexual exploitation. Children ranged in age from 3 to 17 and are predominantly low-income. Children who are sexually abused often exhibit emotional, cognitive, and behavioral problems, such as depression, suicidal behavior, difficulty in school, use of alcohol and drugs, and early sexual activity. The housing crisis has created a dire situation for low- and moderate-income families, creating a link to child sexual abuse. Families are depending on strangers for a place to live, which has impacted the number of child sex abuse reports. Cramped quarters, without a formalized lease, have resulted in sexual abuse contributing to families having to choose between the safety of their child or being homeless. RTS is a place where survivors find support. The ability to heal from trauma is fundamental to a child's safety and well-being. For 29 years RTS has provided services to the target group: child victims of sexual abuse.

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

The Sexual Abuse Services Program for Children and Youth is an ongoing program in which individuals seek needed services at any time throughout the year. Activities and staff are in place to implement all aspects of the program.

By the end of the Fiscal Year, RTS will provide:
85 Child Abuse survivors in Redwood City with
-Crisis Intervention
- Advocacy and Accompaniment services
- Mental Health Services: In person or virtual counseling (individual or group) 85 Child Abuse survivors in the City of San Mateo with
-Crisis Intervention
- Advocacy and Accompaniment services
- Mental Health Services: In person or virtual counseling (individual or group) 85 Child Abuse survivors in the City of South San Francisco with -Crisis Intervention
- Advocacy and Accompaniment services
1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 4/10 - Mental Health Services: In person or virtual counseling (individual or group)

A variety of measures are used to evaluate services. The Client Contact Data Form is completed for all clients. It collects detailed information about the services requested and provided, types of trauma/abuse suffered, demographics, and follow-up services provided. RTS holds weekly meetings to review individual cases, provide assessment, and complete mental health therapy assignments. This process allows program staff to track the number of services provided to city residents and evaluate a client's ability to identify and address immediate and long-term trauma needs as well as gauge if a client has gained skills needed for healing, an understanding of services, and/or received appropriate referral information.

Accomplishments to date (From July 1, 2023 - December 31, 2023):

RTS has provided crisis intervention services to 47 child abuse victims living in Redwood City - 54% of the yearly goal.

RTS has provided crisis intervention services to 45 child abuse victims living in San Mateo - 52% of the yearly goal.

RTS has provided crisis intervention services to 50 child abuse victims living in South San Francisco - 57% of the yearly goal.

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

Children and teens who have suffered sexual trauma have a high likelihood of needing other services. RTS works with organizations throughout the County to assure survivors receive all necessary services (housing and basic needs, teen pregnancy prevention, substance abuse, mental health, child protective services). RTS is a member of the Commercial Sexual Exploitation of Children Steering Committee, County Sexual Assault Task Force, & MultiDisciplinary Interview Team to create better understanding regarding child victim issues, provide training, and enhance the coordination and cooperation of all parties involved (law enforcement, medical personnel, DA, and Victim Services). RTS works with City & County Police Departments during an investigation to facilitate useful communication and support the creation of an environment that minimizes re-traumatization. RTS' role is to support the child victim, provide information, and answer questions. RTS addresses prevention by providing education programs in high-schools and middle-schools. 42% of students reach out for further information, crisis intervention, advocacy, and/or counseling. RTS serves underserved communities to promote prevention of sexual assault, and to provide intervention to those who have been affected. One of the collaborations that most affects youth is the Youth Empowerment & Advocacy Program, which involves cross training and information sharing between Victim Services Division of the DA’s office, CORA and RTS.

Sadly, each year new children reach out in need of victim services. Funding allows us to meet this demand. An ongoing trend is the increasing number of children seeking services who are victims of CSEC (Commercial Sexual Exploitation of Children). CSEC includes the prostitution of children, child pornography, child sex tourism & other forms of transactional sex where a child engages in sexual activities to have key needs fulfilled, such as food, shelter or access to education.

RTS provides a large percentage of direct services to Latinx children. Through our Bilingual Services, RTS focuses outreach to underserved populations actively targeting people who have limited resources to receive services elsewhere.

There is a high demand in San Mateo County for Mental Health Services. There is a greater need for therapy than our county can provide. As the only Rape Crisis Center, RTS provides follow-up services to every child who receives a Forensic Medical Exam at the Keller Center or a Forensic Interview at the Child Advocacy Center. In addition to providing Crisis Intervention and Advocacy, many children are in need of long term therapy. Without funds, RTS would have to initiate a waiting list for counseling, fewer school communities would receive services, some child victims may not receive accompaniment support during forensic exams/interviews, & fewer residents would receive information needed to make important & informed decisions.

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City 50 50
Redwood City 85 85
City of San Mateo 85 85
County of San Mateo 300 300
South San Francisco 85 85
Totals 605 0 605 0

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other

Race & Ethnicity
Redwood City
Population
Redwood City
% by Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 74,402 100% 47 100%
White and not Hispanic 40,656 54.64% 10 21.28%
White and Hispanic 23,557 31.66% 23 48.94%
Asian 6,715 9.03% 5 10.64%
African American 1,916 2.58% 2 4.26%
Pacific Islander 663 0.89% 3 6.38%
Native American 384 0.52% 0 0.00%
Other 1,511 2.03% 4 8.51%
Race & Ethnicity
City of San
Mateo
Population
City of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 97,207 100% 45 100%
White and not Hispanic 45,240 46.54% 10 22.22%
White and Hispanic 25,815 26.56% 17 37.78%
Asian 18,153 18.67% 9 20.00%
African American 2,099 2.16% 3 6.67%
Pacific Islander 1,937 1.99% 3 6.67%
Native American 140 0.14% 0 0.00%
Other 3,823 3.93% 3 6.67%
Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 50 100%
White and not Hispanic 23,760 37.34% 10 20.00%
White and Hispanic 21,645 34.02% 18 36.00%
Asian 23,293 36.61% 11 22.00%
African American 1,625 2.55% 2 4.00%
1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 6/10 Pacific Islander 1,111 1.75% 1 2.00%
Native American 395 0.62% 0 0.00%
Other 9,598 15.08% 8 16.00%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

RTS is committed to making programs accessible by minimizing cultural, geographic, and economic barriers to participation. Staff is trained to be culturally sensitive to the needs of individuals and groups that have experienced oppression. Bilingual multicultural staff provide outreach to residents and specifically to the Latinx immigrant community. Presentations are given where there is a high likelihood of contact with survivors or potential victims.

RTS created a 2+ minute video highlighting services provided through RTS' Sexual Abuse Program which is featured on our agency website home page and was distributed to several service providers and to all high schools in San Mateo County. The video is in English with Spanish subtitles.

Whites are underrepresented in RTS client pool because as a nonprofit agency with no cost counseling and support services, low-income and other underserved communities (i.e., non-White populations) overwhelmingly utilize RTS' programs due to a lack of resources to receive support elsewhere.

RTS has a community outreach plan which targets underserved communities and sends program materials to over 80 agencies throughout San Mateo County and the greater Bay Area, for example Native American Health Center, LGBT Community Centers, StarVista, Kaiser Permanente (Redwood City, South San Francisco and San Mateo Medical Office) San Mateo County Human Services Agencies, Asian American Recovery Services, and Larkin Street Youth Services.

RTS receives an ongoing Rape Crisis Grant from Cal OES - the funding amount is $225,000 for the Sexual Abuse Services Program for Children and Youth and ongoing funding for Child Abuse Treatment from Cal OES in the amount of $150,000. RTS receives $95,000 from The San Mateo County Victim Services for Child Abuse Prevention and Intervention.

RTS has received current funding from several Family Foundation ($150,000) We will re-apply to these sources for the upcoming fiscal year and apply to additional Corporations and Foundations. A financial commitment from San Mateo, Redwood City, and South San Francisco lends additional credibility to our requests from all types of funders. When approaching business owners and city residents it has been very helpful to discuss ongoing city support.

RTS has continued its Non-profit membership of the RWC/SM Chamber of Commerce and speaks to and receives support from several service organizations (Rotary, Kiwanis, Lions) throughout the county.

We are anticipating funding cuts to our Cal OES and CDPH grants in FY2024/2025. We are preparing for these reduced grant amounts by increasing our outreach efforts to Family Foundations and researching additional funding which will support child abuse prevention and direct services. Funding from Redwood City, South San Francisco, and San Mateo will help with future funding opportunities.

Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Executive Director Emily Abrams
Provides training and mentoring to staff
and volunteers, provides crisis
intervention and facilitates direct services
to children and families. Provides
oversight of all program activities.

Founding member of RTS.
29 years experience
working in Sexual Assault
Movement. CA State
Certified Sexual Assault
Counselor. Active member
of the County Child Sexual
Abuse Advisory Board &
Multi-Disciplinary Interview
Team.

Deputy Director Lorry Thomas Provides Direct Services (crisis counseling, advocacy, accompaniment,
Has an ASW and has
worked in the field of sexual
1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 7/10 information and referrals) individual and
group therapy and coordinates and
implements services and programs to At
Risk Youth.
abuse and domestic
violence for 9 years.

Advocate and Educator
specially trained to work
with youth and families. CA
State Certified Sexual
Assault Counselor. Active
member of the Commercial
Sexual Exploitation of
Children Steering
Committee.

Bilingual Family
Advocate
Adriana Najera
Cervantes
Provides crisis intervention, advocacy
and accompaniment to children and
families during forensic interviews at the
Child Advocacy Center as part of the
County response to child sexual abuse
cases. She facilitates direct services to
Spanish speaking community members.

Has a MSW and CA State
Certified Sexual Assault
Counselor. A
bilingual/bilcultural sexual
assault advocate who
understands the dynamics
and needs that the Latinx
community has in accessing
services and is sensitive to
these challenges. A trained
sexual assault counselor
with experience providing
case management,
advocacy, and support to
children and families.

PROPOSED PROGRAM BUDGET FOR FY 2024-25
Redwood City City of San
Mateo
South San
Francisco Total Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total
% Requested % Requested % Requested Pgm% Requested
Labor
Executive Director $160,000 34% $55,000 0% $0 0% $0 0% $0 0% $0 Deputy Director $127,000 51% $65,000 3% $2,000 3% $2,000 3% $2,000 9% $6,000 Bilingual Family
Advocate
$78,000 75% $58,500 3% $2,000 3% $2,000 3% $2,000 10% $6,000 Lead Advocate/CSEC
Coordinator
$75,000 67% $50,000 0% $0 0% $0 0% $0 0% $0
Volunteer
Coordinator/Trauma
Counselor
$78,000 45% $35,000 6% $2,000 6% $2,000 6% $2,000 17% $6,000 Prevention
Educators/Trauma
Counselors (2 staff
members)
$135,000 48% $65,000 3% $2,000 3% $2,000 3% $2,000 9% $6,000 Advocates/Trauma
Counselors (3 staff
members)
$198,000 56% $110,000 4% $4,000 4% $4,000 4% $4,000 11% $12,000 Trauma Therapists (2
staff members)
$150,000 53% $80,000 0% $0 0% $0 0% $0 0% $0
Taxes/Benefits $201,400 45% $90,820 0% $0 0% $0 0% $0 0% $0 Other Direct Costs
Occupancy Lease $129,795 40% $52,000 6% $3,000 6% $3,000 6% $3,000 17% $9,000 Telephone and
Communication
$29,500 41% $12,000 0% $0 0% $0 0% $0 0% $0
Local Travel / Mileage $15,000 37% $5,500 0% $0 0% $0 0% $0 0% $0 Office Supplies $7,500 47% $3,500 0% $0 0% $0 0% $0 0% $0 Equipment and
Maintenace
$5,000 40% $2,000 0% $0 0% $0 0% $0 0% $0
Postage and Delivery $7,500 40% $3,000 0% $0 0% $0 0% $0 0% $0 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 8/10 Printing and
Reproduction
$7,000 57% $4,000 0% $0 0% $0 0% $0 0% $0
General Liability
Insurance
$3,200 38% $1,200 0% $0 0% $0 0% $0 0% $0
Trainings and
Workshops
$2,000 50% $1,000 0% $0 0% $0 0% $0 0% $0
Membership Dues $1,625 31% $500 0% $0 0% $0 0% $0 0% $0 Modified Total Direct
Costs (MTDC)
$1,410,520 49% $694,020 2% $15,000 2% $15,000 2% $15,000 6% $45,000 Indirect cost rate (10%
de minimis rate unless
the entity has a
negotiated indirect rate
with the federal
government)
7% 2% 0% 0% 0%
Indirect costs $98,736 14% $13,880 0% $0 0% $0 0% $0 0% $0 TOTAL $1,509,256 47% $707,900 2% $15,000 2% $15,000 2% $15,000 6% $45,000 Number of Individual Beneficiaries 85 85 85 255
Cost per Individual $176.47 $176.47 $176.47 $176.47
For the City of Redwood City ONLY, answer the following:

1. Funding Criteria:

2. Program Outcomes:
a. Please describe the accomplishments of program goals for FY/23.

During FY 22/23, Rape Trauma Services provided crisis intervention, mental health services, advocacy, accompaniment, long term therapy, prevention and community outreach to child abuse survivors living in Redwood City.

RTS provided support services to 91 abused children living in RWC ranging in age from 2 to 17 years. The first point of contact for these children was from the child's school, RWC police department, or at the Child Advocacy Center or Keller Center where a Sexual Assault counselor provided accompaniment and advocacy services during a forensic medical exam and/or forensic interview.

Sixty-one percent (61%) of victims identified as Hispanic. RTS provided services to 11 children who identified being victimized by commercial sexual exploitation while residing in RWC.

RTS provided in-person therapy and crisis intervention services to At Risk Youth from Sequoia High School, Redwood High School, and McKinley Middle School. RTS Educators provided Ending Cycles of Violence workshops to students throughout Redwood City.

RTS provided training for parents and for community leaders on culturally sensitive support for child sexual abuse throughout the community. Training topics focused on healing from childhood trauma and the prevention of child abuse.
b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23:

The “Garcias” came into contact with RTS at the Child Advocacy Center where RTS Advocates support families during the forensic interview (FI). Anna Garcia’s 4 year old daughter, Mia, told her mom that her uncle hurt her.

Anna called RWC police to report. Due to Mia's age & concerns about the uncle having access to her since they all lived together, an exigent FI took place followed by a medical legal exam (MLE). Julia, a Spanish speaking bilingual RTS Advocate accompanied the family to the FI & MLE. Immediately, Julia could feel a sense of relief from Anna because she was being supported directly by a Spanish speaker, not an interpreter. Anna told Julia that she had experienced childhood sexual abuse & that this happening to her daughter is her worst nightmare. She shared feelings of guilt due to their living situation & for failing to protect Mia. By the time the interview ended, Anna was in a more stable place emotionally & left with resources to Victim Services & RTS. Anna told Julia that she wanted to move because they live with several people & feels she can't trust anyone. She mentioned this has impacted her relationship with Mia's dad because she doesn't want to leave Mia alone with anyone. Julia offered to support the family in finding housing leads & other needed resources & that RTS offers therapy to children & 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 9/10 families. Anna wanted all the support possible for Mia and was matched with an RTS therapist. They have been seeing an RTS therapist & healing as a family.

For the Cities of South San Francisco and Redwood City ONLY, answer the following:

3. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: Facebook and Instagram
Other - Please describe: SamTrans Bus Campaign, Service poster in malls, Service vid b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
All RTS materials are printed two sided in English and Spanish. Outreach presentations are provided in either English or Spanish. Radio and TV announcements are provided on English and Spanish stations.

RTS created a 2+ minute video highlighting services provided through the Sexual Abuse Program. The video was done in English and provides Spanish subtitles. The video is featured on the RTS agency website home page and was distributed to all high schools in San Mateo County.

RTS launched an awareness campaign for our 24-hour crisis line on SamTrans buses throughout San Mateo County. Posters are located both on the inside of the cabs and the outside of buses. Some are in English and some in Spanish.
c. How and where are the materials distributed?
RTS has a community outreach plan which targets underserved communities and sends program materials to over 80 agencies throughout San Mateo County and the greater Bay Area, for example Native American Health Center, LGBT Community Centers, StarVista, Kaiser Permanente (Redwood City, South San Francisco and San Mateo Medical Office) San Mateo County Human Services Agencies, Asian American Recovery Services, and Larkin Street Youth Services.

Materials are distributed at each Police Station in the county, The District Attorney's office, The Keller Center, The Child Advocacy Center, schools, libraries, and other social service agencies. Outreach presentations are provided throughout San Mateo County with a concentrated effort in low-income communities. ----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application and designation
of signatory, by the Board of Directors
RTS_City_Board_Resolution_2024.doc

2. Proof of 501(c)3 / tax-exempt status Rape_Trauma_Services_IRS_Tax_Exempt_Letter_2.pdf

3. By-laws RTS_BYLAWS.pdf

4. Articles of Incorporation RTS_articles_of_incorporation.pdf

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12 months
RTS_BOARD_LIST_2023_25.doc
RTS_Board_Meeting_Dates_2023_2024.doc
1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 10/10 Number of years allowed for each board term

6. Organizational chart for entire organization General_Org_Chart_-_Jan_2024.pdf

7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and:

Rape_Trauma_Services_Final_FS_6_30_2022.pdf

8. The following are required:

Current (FY23-24) Agency Operating Budget
Proposed (FY24-25) Agency Operating Budget
Agency_Budget_2023_24.pdf
Proposed_Agency_Budget_2024_2025.pdf

9. Mission Statement RTS_Mission_Statement_1.pdf

10. Non-discrimination policy for Staff and Clients RTS_Non_Discrimination_Policy_3.pdf

11. Reasonable Accommodations Policy for Staff and
Clients
RTS_Reasonable_Accommodations_Policy_2.pdf

12. Conflict of Interest Policy. (If not available, please indicate when you will submit)
RTS_Conflict_of_Interest_Policy_2.pdf

13. Negotiated Rate Letter. (If required)

14. Other -
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Emily Abrams
Date Signed 01/18/2024
Initially submitted: Jan 18, 2024 - 14:49:41
Samaritan House
1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 1/10 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: Samaritan House

2. Project Title: Safe Harbor Shelter
We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
Redwood City $19,800 1% 0% $521.05
South San Francisco $19,800 1% 0% $220.00
Total $39,600 2% 128 100% $309.38
Grant Funded Programs:

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

Unhoused persons who are extremely low income are a presumed benefit population in San Mateo County. All unhoused clients served by Safe Harbor Shelter are extremely low to very low income, and Samaritan House has a strict application and verification process to document eligibility based on household income. To verify income data, Safe Harbor staff obtain and review copies of pay stubs for employed clients and check stubs for Social Security, General Assistance and other forms of income from unemployed clients. For client homeless certification, intake staff verifies presumed benefit status utilizing a County form that is also utilized by the Housing Authority. This thirdparty documentation is available on file for review at all times.

3. Project
Address:
295 North Access Road City: South San Francisco Zip: 94080-6907

4. Provide a one sentence project summary:

Organization
Address:
4031 Pacific Blvd. City: San Mateo Zip: 94403-4666
Organization
Phone:
650-341-4081 Website:
www.samaritanhousesanmateo.org
1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 2/10 Type of Applicant: Non-Profit Our agency serves: Clients

5. Contact
Person / Project
Administrator:

Name: Alec Raffin; Anjenette Mendoza;
Isabelle Anderson
Title: Chief Operating Officer;
Director of Shelter Services;
Associate Director of Institutional
Partnerships
Telephone: 650-
523-0824;
650.351.5032;
650-376-4992
Contact Email:
[email protected];
[email protected];
[email protected]
Fax:

6. Name of
Agency
Director:

Laura Bent

7. Fiscal
Officer:

Name: Jolie Bou
Email:
[email protected]
Telephone: 650-
523-0810
Fiscal Officer
Address:
4031 Pacific Blvd. City: San Mateo Zip: 94403-4666

8. Authorized
Signatory:

Name: Laura Bent
Email:
[email protected]
Telephone: 650-
523-0812
Authorized
Signatory
Address:
4031 Pacific Blvd. City: San Mateo Zip: 94403-4666

9. Please provide days and hours of regularly scheduled operation:

Safe Harbor Shelter is open 24 hours a day, 7 days per week, 365 days per year. Case management services are available during regular business hours, as well as during weekend and/or evening hours, in order to accommodate those clients with jobs or other daytime commitments.

10. SAM/UEI Number: FZGZTFE34JW1 Federal EIN/TIN Number: 23-7416272

11. HUD Activity: Choose the HUD activity that most closely matches your service:
05 - Public Services

Safe Harbor Shelter, a 105-bed adult, congregate homeless shelter located in South San Francisco, is an integral component of San Mateo County’s housing crisis resolution system offering short-term, emergency housing with supportive services to swiftly transition clients into permanent housing. Services encompass nutrition; intensive case management; housing location services; counseling; medical, dental, behavioral health care; educational programming; linkages to Federal, state, and local benefits; employment assistance/job training; legal services; life skills training; substance abuse treatment services; and supportive services. Safe Harbor will provide emergency housing and supportive services for 38 residents from the City of Redwood City and 90 residents from the City of South San Francisco.

Safe Harbor employs a Housing First model, creating personalized empowerment plans to address housing barriers. Through a tiered case management model, Safe Harbor staff (case managers, housing liaison, and intake) assess, coordinate, and monitor client-centered services for unhoused residents.

Project outcomes include:
1: The shelter will be at full capacity 90% of the time. 2: 15% of clients will move into permanent, transitional or supportive housing. 3: 75% of clients identified as having mental health needs will receive referrals to mental health services. 4: 75% of clients identified as having substance abuse issues will receive referrals to AO 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

San Mateo County’s high cost of living, steep rents, and lack of affordable housing, compounded by the economic fallout of the pandemic and high inflation, continue to severely impact the rate of homelessness. Extensive housing waitlists and insufficient income levels greatly impact a client’s ability to exit to permanent housing. The average cost of rent for an apartment in Redwood City is $3,298, approximately 23% increase year-over-year (Rent Café; 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 3/10 November 2023). Most of our clients are extremely low income, earning ~ $500/month - 'too low' an income to qualify for below-market-rate units in the region.

The County’s acute housing crisis, impacts a diverse set of populations. Many Safe Harbor clients are seniors, young adults, and individuals dually diagnosed with addiction and mental health disorder or addiction and physical health disorder. Over 50% of clients are at Safe Harbor for the first time, due in part to new client referrals and more effective collaboration between local Police Departments, HOT team outreach workers, and homeless services providers.

In North County, there are no other homeless shelters. There are motel voucher programs through LifeMoves; transitional housing through Caminar; and transitional housing for those with substance abuse issues through Catholic Charities and the Latino Commission.
13B. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

San Mateo County’s high cost of living, steep rents, and lack of affordable housing, compounded by the economic fallout of the pandemic and high inflation, continue to severely impact the rate of homelessness. Extensive housing waitlists and insufficient income levels greatly impact a client’s ability to exit to permanent housing. The average cost of rent for an apartment in South San Francisco is $3,290, approximately 50% increase over 2021 (rent.com; January 2024). Most of our clients are extremely low income, earning approximately $500/month, which is 'too low' an income to qualify for below-market-rate units in the region.

The County’s housing crisis, compounded by the pandemic, impacts a diverse set of populations. Many Safe Harbor clients are seniors, young adults, and individuals dually diagnosed with addiction and mental health disorder or addiction and physical health disorder. Over 50% of clients are at Safe Harbor for the first time, due in part to new client referrals and more effective collaboration between local Police Departments, HOT team outreach workers, and homeless services providers.

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

Safe Harbor Shelter is an ongoing, continuing program, open to San Mateo County’s unhoused population 24 hours a day, 7 days per week, 365 days per year. We do not foresee any obstacles to implementing our project work plan as described, fully achieving our projected goals, and fully expending our contracted funds by the end of the fiscal year ending June 30, 2025.

Samaritan House utilizes a mix of process and outcome evaluation strategies to measure program outcomes and effectiveness for our various programs, including Safe Harbor Shelter. In addition to utilizing required external, funder-driven databases, we currently maintain internal databases to track and provide information about all of our clients and services.

Safe Harbor complies with all data collection and reporting requirements required by our funders. The Shelter uses Clarity Plus for capturing and managing client data and keeps case management files. Safe Harbor serves unhoused adults across San Mateo County. In FY23, Safe Harbor served 366 unique individuals with 125,080 services, including 18,906 bed nights and 60,795 meals. Additional services include on-going case management, Mobile Health Care Services, clothing, financial empowerment, and referral services to outside agencies.

Evaluation tools contribute to the ongoing review and refinement of program delivery. Recommendations arising from evaluations are incorporated into the program planning process, ensuring services are adapted to effectively meet our clients' needs and expectations. Evaluation results and lessons learned are regularly communicated through program reports to the executive team, board, and funders.

Accomplishments to date include: exceeded/on track to exceed FY24’s contract outcomes for the City of Redwood City and the City of South San Francisco respectively.
1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 4/10

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

Samaritan House leverages its resources and ensures timely coordination of services through close collaborations with numerous government agencies (County Human Services Agency, Center on Homelessness), Core Services Agencies, 1,000+ landlords, homeless shelter providers (Abode Services, LifeMoves), domestic violence providers (CORA), local police departments, 211, and other agencies (Legal Aid Society of San Mateo County, Mental Health Association of San Mateo County, Peninsula Conflict Resolution Center, Star Vista, etc.).

Additional collaborations include, but not limited to:
- CalTrain and SamTrans provide transportation vouchers - Samaritan House’s Food Services Program, in partnership with Second Harvest of Silicon Valley, provides nutritious meals
-County SEAL team to expedite application process for SSDI and SSI benefits. - County Mobile Dental Van provides onsite dental services bi-weekly - Peninsula Works and NovaWorks provide employment assistance, support, and resources - County Public Health Clinic provides onsite healthcare twice a week - County Behavioral Health Services provides weekly, onsite mental healthcare - Project Sentinel provides housing advocacy for unhoused and low-income tenants facing discrimination and rental issues
- HealthRight 360 provides mental health and substance use disorder treatment, as well as individual and group counseling
- The HUD-Veterans Affairs Supportive Housing (HUD-VASH)

Safe Harbor houses San Mateo County's most difficult to serve unhoused population who have multiple barriers to self-sufficiency, including fixed income due to age or disability, poor general health and low education levels. The high cost of area rents and the increasing lack of affordable housing, compounded by the economic fallout of the pandemic, have severely impacted the ability of our clients to achieve permanent housing placements. While we continue to identify and successfully place clients into nontraditional housing options, including HIP Housing’s Homesharing Program, and successfully help clients attain housing vouchers, fewer landlords countywide are accepting housing vouchers, which is impacting the availability of affordable housing for our clients. This dearth is due to high base rates for rentals, resulting in large gaps between base rents and fair market rent.

In response, Samaritan House actively participates in the County's efforts to end homelessness, and we continue to advocate for our clients at various forums led by housing advocacy groups, agencies, & legislators.

Given the economic trends that continue to adversely affect our service population, our program would be tremendously affected by any loss or decrease in CDBG funds that are an integral part of Safe Harbor’s budget.

Without these funds, we cannot assure the same level of service we have historically provided to all of the County’s unhoused adults seeking our help.

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City
Redwood City 38 38 38 38
City of San Mateo
1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 5/10 County of San Mateo
South San Francisco 90 90 90 90
Totals 128 128 128 128

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other

Race & Ethnicity
Redwood City
Population
Redwood City
% by Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 74,402 100% 100 100%
White and not Hispanic 40,656 54.64% 26 26.00%
White and Hispanic 23,557 31.66% 31 31.00%
Asian 6,715 9.03% 3 3.00%
African American 1,916 2.58% 30 30.00%
Pacific Islander 663 0.89% 6 6.00%
Native American 384 0.52% 2 2.00%
Other 1,511 2.03% 2 2.00%
Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 82 100%
White and not Hispanic 23,760 37.34% 24 29.27%
White and Hispanic 21,645 34.02% 23 28.05%
Asian 23,293 36.61% 6 7.32%
African American 1,625 2.55% 20 24.39%
Pacific Islander 1,111 1.75% 5 6.10%
Native American 395 0.62% 3 3.66%
Other 9,598 15.08% 1 1.22%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

Established in 1974, Samaritan House enhances its accessibility through continuous efforts:
• Disseminating information about its services to local agencies in both English and Spanish; • Securing coverage in local English and Spanish language newspapers and other media outlets; • Engaging with local service organizations (i.e., Rotary, Lion’s) through speaking opportunities; • Actively participating in local community celebrations/fairs; • Extending outreach to agencies beyond the mainstream of “Safety Net Services”; and • Cultivating cross-referral relationships with bilingual service providers.

Samaritan House’s Advancement Department manages a fund development plan and seeks funding sources for all of the agency's programs, including Core Services. The agency raises grant funding from foundations, corporations, and government entities; forges partnerships with businesses and community groups; holds fundraising events; cultivates community donors; and conducts direct mail appeals to support the agency’s operations. To effectively work with the most challenging unhoused populations in the County, Safe Harbor leverages its resources and ensures timely and relevant services for its clients through close collaborations with local nonprofits and government agencies.

Moreover, Safe Harbor Shelter receives financial support through CDBG funds from City of Redwood City 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 6/10 ($14,716) and City of South San Francisco ($18,000), as well as PLHA funds from the County of San Mateo ($30,000) and City of San Mateo ($15,000). Samaritan House receives funding from City of Burlingame ($5,000), County of San Mateo BHRS ($93,732), and County of San Mateo HSA Funds ($1,358,471). We also receive private support for Safe Harbor from foundations, including Kaiser Permanente ($50,000) and local corporations, such as Makena Capital, Observe, Inc and South San Francisco Rotary, as well as individually designated gifts ($5,450).

Additionally, Samaritan House received $75,760 from the County of San Mateo for Safe Harbor Shelter's Housing Location Services program.

Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Director of Shelter
Programs
Anje Mendoza
Responsible for the management,
administration and supervision of
staff associated with intake and
assessment, client services,
programming, facility and data
operations.
16 years’ experience at Samaritan
House. GED. Some college, AOD and
Human Services Management
Studies. Prior experience with shelter
programming and services.

Shelter Services
Operations Manager
Juan Molina
Under the supervision of the Director
of Shelter Services, provides
operational leadership to Safe
Harbor Shelter, manages the
housing liaison and program aides,
works in partnership with case
managers, ensures safety of
facilities, and acts as community
liaison.
3 years’ experience at Samaritan
House. Bilingual. Certified Salesforce
Administrator. HS Graduate. Some
college, Psychology. 10 yrs customer
service experience.

Housing Liasion
Catalina
O’Meany
Manage the Housing Location
Services program to support clients
in their housing search and
acquisition. Provide assessment and
housing case plan development for
residents. Provide communication
and mediation between
owners/landlords,
tenants/applicants, and social
service agencies as needed to
remove barriers to maintaining
housing.
3 years' experience at Samaritan
House. Bilingual. BA in Psychology.

Previous experience at Star Vista -
Health Ambassador Program.

Certified community agent to help
raise awareness and help increase
access to behavioral health services
through information sharing.

Case Manager &
Community Liaison
Eric Brown
Provides assessment, case plan
development, and referral for
unhoused residents, serves as
community liaison.
17 years’ experience at Samaritan
House. GED. Some college, Human
Services. Prior experience with
shelter programming and services.

Intake Coordinator Bridgette Jones
Provides client services to shelter
program constituents, ensures client
needs are met during intake and
onboarding process as well as
throughout their residence in our
program. Supports program aides,
perform some program aide duties,
and assist with the safety and
security of our clients and agency
property. Data systems and data
management.
6 years’ experience at Samaritan
House. 30 years’ experience
customer service. Health and Human
Services and Criminal Justice
Education
Case Manager Juan Carlos
Mercado
Provides assessment, case plan
development, life skills programming
and referral for unhoused residents.
3 years’ experience at Samaritan
House. Bilingual. Working toward
doctorate in
Community/Liberation/Ecopsychology.
1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 7/10 MA in Clinical Psychology/MFT + BA
in Psychology at Notre Dame de
Namur University. Prior work
experience in community-based and
substance abuse programs, as well
as with individuals with developmental
disabilities.

Program Aide Sal Estrada
Coordinates the orderly operation of
Safe Harbor Shelter and facilitates
the delivery of shelter services to
clients. This position also works with
vendors and community support
services to support client needs.
4 years’ experience at Samaritan
House. Bilingual. 40 years' work
experience. HS Diploma. Prior shelter
client who successfully graduated
Safe Harbor Program.

Program Aide Maria Trujillo
Coordinates the orderly operation of
Safe Harbor Shelter and facilitates
the delivery of shelter services to
clients. This position also works with
vendors and community support
services to support client needs.
24 years’ experience at Samaritan
House. Bilingual. H.S. Diploma. AA
degree in Human Services.

PROPOSED PROGRAM BUDGET FOR FY 2024-25
Redwood City South San
Francisco Total Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total
% Requested % Requested Pgm% Requested
Labor
Case Manager - EB $71,801 100% $71,801 25% $18,000 25% $18,000 50% $36,000 Other staff $11,368,553 9% $1,041,806 0% 0% 0% $0
Taxes/Benefits $2,655,411 11% $300,572 0% 0% 0% $0
Other Direct Costs
Supplies $1,421,312 18% $260,892 0% 0% 0% $0
Occupancy $797,985 2% $18,466 0% 0% 0% $0
Utilities &
Communications
$765,337 4% $31,473 0% 0% 0% $0
Housekeeping $551,571 7% $38,354 0% 0% 0% $0
Outside Services &
Prof Fees
$3,094,153 3% $78,781 0% 0% 0% $0
Temp staffing $178,000 53% $94,000 0% 0% 0% $0
Client Fiancial
Assistance
$1,750,000 0% $0 0% 0% 0% $0
Transport, fees &
taxes
$350,019 3% $10,098 0% 0% 0% $0
In-kind and other
fees
$9,955,024 5% $510,372 0% 0% 0% $0
Modified Total Direct
Costs (MTDC)
$32,959,166 7% $2,456,615 1% $18,000 1% $18,000 1% $36,000 Indirect cost rate
(10% de minimis rate
unless the entity has
a negotiated indirect
rate with the federal
government)
10% 10%
Indirect costs $0 $0 $1,800 $1,800 $3,600
TOTAL $32,959,166 7% $2,456,615 1% $19,800 1% $19,800 2% $39,600 Number of Individual Beneficiaries 38 90 128
Cost per Individual $521.05 $220.00 $309.38
For the City of Redwood City ONLY, answer the following:
1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 8/10

1. Funding Criteria:

2. Priority: Supporting Persons Experiencing Homelessness Making homelessness short, rare and nonreoccurring by supporting the work of emergency shelters and funding other basic needs.

2. Program Outcomes:
a. Please describe the accomplishments of program goals for FY/23.

Safe Harbor Shelter is a year-round Emergency Shelter that provides housing services for San Mateo County’s unhoused population. Safe Harbor’s primary purpose is to provide warmth, shelter, nutrition and access to supportive services to unhoused individuals in a compassionate manner to meet their basic needs.

Our outcomes for FY22-23 were as follows:

OUTCOME 1: The shelter was at full capacity 89% of the time.

OUTCOME 2: 54% of Safe Harbor emergency clients moved into permanent transitional or supportive housing. (outcome has been impacted due to COVID-19)
OUTCOME 3: 90% of clients identified as having mental health needs received referrals to mental health services.

OUTCOME 4: 90% of clients identified as having substance abuse issues received referrals to AOD services. b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23:

Titus arrived at Safe Harbor in March 2021. As a 63-year-old Mandarin speaker, Titus required a translator for all interactions, adding a layer of complexity to his placement process. After a challenging period receiving mental health services at a hospital, Titus was discharged to Safe Harbor for help in finding stable housing.

Titus’ struggles with mental health had strained his relationships with family members. A critical incident at home forced an emergency hospital trip and legal intervention, leaving Titus unwelcome at home. Dedicated Safe Harbor staff worked with a BHRS caseworker to connect him with crucial services, including Cal Fresh, the Social Security Office, and housing via a board and care facility in Redwood City.

Embracing newfound hope at Safe Harbor, Titus was determined to improve his situation and began saving money from his $1040 monthly SSI payments. Buoyed by the positive changes, Titus was so content that leaving the shelter became a challenge. Staff, with their compassionate guidance, provided the extra push he needed to set forth on his housing search, and with the help of his case manager, Titus was matched with residential care housing. In June 2023, he moved into his forever home, marking a major milestone in Titus’ journey towards stability and well-being. His story inspires us to advocate for those struggling with behavioral health challenges and homelessness, ensuring they receive the support they need to rebuild their lives.

For the Cities of South San Francisco and Redwood City ONLY, answer the following:

3. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: Facebook, Instagram, LinkedIn, X, YouTube Other - Please describe:
b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
Samaritan House makes every attempt to market its program services in multi-lingual formats by:
1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 9/10 -- Disseminating information about our services to local agencies in both English and Spanish; -- Cultivating cross-referral relationships with bilingual service providers. c. How and where are the materials distributed?
Marketing/advertising materials are generally distributed through City programs, Core Service agencies, and San Mateo County.
----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application
and designation of signatory, by the
Board of Directors
Samaritan_House_FY25_Board_Resolution_CDBG.pdf
Samaritan_House_FY25_Board_Resolution_CDBG_LMIHAF.pdf

2. Proof of 501(c)3 / tax-exempt
status
Samaritan_House_IRS_501c3_Determination_Letter.pdf

3. By-laws SH_Bylaws_approved_amended_02252021.pdf

4. Articles of Incorporation Original_Articles_of_Incorporation_12.12.1974.pdf

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12
months
Number of years allowed for each
board term
SH_Board_of_Directors_Roster_FY23-24_WITH_TERMS.pdf

6. Organizational chart for entire
organization
Samaritan_House__Organization_Chart_2023.pdf

7. Certified financial audit no more
that 1 fiscal year old, prepared by a CPA,
and:

Management letters (if applicable)
A-122 and A-133 Single Audit (for
entities that receive more than
$750,000 in federal funding) OR
A letter from your Executive
Director or Chief Financial Officer
certifying that agency does not
receive more than $750,000 in
federal funds and is not subject to
the Single Audit.

Samaritan_House_FYE23_Audit.pdf

8. The following are required:

Current (FY23-24) Agency
Operating Budget
Proposed (FY24-25) Agency
Operating Budget
Samaritan_House_Total_Agency_FY24_Operating_Budget.pdf
Samaritan_House_Projected_Total_Agency_FY25_Operating_Budget.pdf Samaritan_House_Safe_Harbor_FY24_Operating_Budget.pdf

9. Mission Statement Samaritan_House_Mission_Statement_21.pdf

10. Non-discrimination policy for Staff
and Clients
Samaritan_House_Non-Discrimination_Policy_2021.pdf

11. Reasonable Accommodations
Policy for Staff and Clients
Samaritan_House_Reasonable_Accommodations_Policy.doc

12. Conflict of Interest Policy. (If not
available, please indicate when you will
submit)
Samaritan_House_Conflict_of_Interest_Policy.pdf
1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 10/10

13. Negotiated Rate Letter. (If
required)

14. Other -
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Isabelle Anderson
Date Signed 01/18/2024
Initially submitted: Jan 18, 2024 - 14:01:35
Star Vista
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 1/7 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: StarVista

2. Project Title: Transitional Housing Placement Plus (THP+) We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
South San Francisco $12,100 1% 0% $1,210.00
Total $12,100 1% 10 100% $1,210.00
Grant Funded Programs:

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

Upon entry into StarVista’s THP+ Program, clients must provide proof of their status as a former foster youth.

Youth typically learn of the program at their AB-12 transition out of foster care meeting or will often times self-refer.

A qualifying program requirement is that youth complete 30 hours of productivity per week. This may include school enrollment, employment, and/or mental health services.

3. Project Address: 701 Grand Ave
City: South San
Francisco
Zip: 94080-2553

4. Provide a one sentence project summary:

StarVista’s Transitional Housing Placement Plus (THP+) program provides subsidized apartments in South San Francisco and case management services for emancipated foster youth aged 18-25, in addition to essential life skills training and assistance finding employment or attending school.

Organization Address: 610 Elm Street Suite 212 City: San Carlos Zip: 94070-3070 Organization Phone: 650-591-9623 Website: starvista.org Type of Applicant: Non-Profit Our agency serves: Clients

5. Contact Person /
Project Administrator:

Name: Michelle Woo; Alyssa
Canfield; Lauren Heminez
Title: Department
Director; Program
Telephone: (650) 591-9623
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 2/7 Manager; Senior
Grants Manager
Contact Email:

[email protected];
[email protected];
[email protected];
[email protected]
Fax: (650) 591-
9750

6. Name of Agency
Director:

Sara Larios Mitchell, Ph.D.

7. Fiscal Officer:

Name: Bjorn Remo, Director of
Finance and Accounting; Jill
Kingery, AR Director
Email:

Bjorn.Remo@starvista.org;
jill.kingery@starvista.org
Telephone: (650) 591-9623
Fiscal Officer Address: 610 Elm Street, Suite 212 City: San Carlos Zip: 94070-3070

8. Authorized Signatory: Name: Sara Larios Mitchell
Email:

SMitchell@StarVista.orgTelephone: (650) 591-9623 x112
Authorized Signatory
Address:
610 Elm Street, Suite 212 City: San Carlos Zip: 94070-3070

9. Please provide days and hours of regularly scheduled operation:

Sites are available to residents 24/7. Specific hours fluctuate depending on a variety of factors but staff are typically on-site a minimum of 24 hours per day for 5 days per week and have 24/7 on-call staff support to ensure all youth needs are consistently met.

10. SAM/UEI Number: MBFQQNLQRTK5 Federal EIN/TIN Number: 94-3094966

11. HUD Activity: Choose the HUD activity that most closely matches your service:
05D - Youth Services

We are requesting funds for our THP+ program that serves emancipated foster and juvenile justice youth aged 18-

25. Our THP+ program in South San Francisco provides youth with housing in a triplex. Participants are expected to meet program agreements and attend a weekly support group. THP+ is part of StarVista’s Youth and Community Empowerment programs which support youth in finding stable housing, addressing unmet mental health needs, navigating the foster care system, accessing LGBTQ-centered care, and more. THP+ is strength-based, holistic, and individualized. Services begin with an assessment of each youth, then the creation of a Transitional Independent Living Plan tailored to their unique needs. THP+ counselors provide basic life skills (e.g., budgeting, housekeeping, parenting skills, etc.), educational support, and help with job preparation and attainment. Staff also help youth build interpersonal skills to cultivate positive relationships, make decisions, manage stress, and care for their physical/mental health. To build financial self-sufficiency, youth receive a matched savings account upon completion, a stipend for groceries, and transportation vouchers. THP+ also provides aftercare services for youth that need ongoing support remaining housed. THP+ services intensively supports 8-13 former foster and juvenile justice youth annually to attain stable housing, optimal health, education, employment, and to develop caring, supportive relationships.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

StarVista's THP+ program serves a historically and institutionally underserved population of San Mateo County youth at its SSF triplex. Over 50% of people in SSF are rent burdened, and the County at large is facing an increase of people facing homelessness, up 20% from 2019 to 2022, and much higher than in previous years.

Designed for emancipated foster youth, THP+ is a unique and vital program for the SSF community. Former foster youth are at increased risk for mental health challenges and are more likely to experience homelessness at an earlier age and remain unhoused for a longer time. Often victims of abuse or neglect, they can't return to their families, and they lack the support or resources to live on their own. They must seek their own role models rather than lean on parents, and some cope by using substances or participating in survival sex for food or shelter. Our THP+ program offers safe housing and supportive services to help youth complete high school, access health care, obtain job training, receive mental health support, connect to community resources, and achieve economic stability, and break the cycle of homelessness. Research has shown that 82% of youth who enter transitional living 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 3/7 programs like ours transition to positive independent living. Additionally, ongoing studies have found that supportive housing and independent living skills training are effective and necessary for youth to successfully transition to independence.

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

THP+ is an ongoing program that operates year-round and will not require any startup time for implementation.

StarVista has a lengthy track record of efficient spend-down of CDBG and other funding. If awarded, StarVista will draw down CDBG funding each month, for 10 months, consistent with actual expenses incurred. THP+ has a strong history of meeting projected goals and anticipates a continued level of service excellence in 2023-2024.

Evaluation methods to measure success include pre/post-surveys around youth development asset gains; AnsellCasey Life Skills assessments; client self-evaluations and clinicians' assessments of client progress. Most of our direct service measures are tracked through the national Runaway and Homeless Youth Management Information System (RHYMIS). We also evaluate success through our internal data monitoring and evaluation. Data on participants' progress towards education and work goals are noted in individual case files and in our database for tracking against annual goals. Client data is collected and stored in Efforts to Outcomes (ETO) software. ETO is a secure, web-based performance management database that is accessed for tracking and reporting purposes. In 2022-2023, the following outcomes were achieved: 88% of participants maintained/stabilized housing (goal: 75%), 25% of youth were attending/school or utilizing staff/resources toward academic achievement (goal: 88%); and 100% of participants were connected to community resources around food, legal services, financial aid, IDA banking, and more (goal: 95%). With this in mind, THP+ met two of its three goals. The goal around youth education not met because addressing housing and income challenges have taken priority for youth over education in order to meet basic needs (see details in the Impact section).

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

As mentioned, our THP+ program is the only one of its kind in San Mateo County. Youth served by THP+ face many challenges and their need for support extends beyond services provided by StarVista. We are fortunate to collaborate with numerous partners to provide services for our clients in addition to educational agencies (community colleges, Guardian Scholar's Programs) and vocational programs like JobTrain, these include Project Outlet in Mountain View, which support LGBTQ youth; the Rape Trauma Center, CORA (Community Overcoming Relationship Abuse), Standing Against Global Exploitation (SAGE), which works with youth traumatized by sexual exploitation and prostitution; Abode, HIP Housing, Guardian Scholars, Pivotal, El Centro Substance Abuse Services, Al-Anon family groups, Friends for Youth Mentoring Services, and the Youth Services Bureau. We also connect youth to health providers such as San Mateo Medical Center, Keller Center Family Violence Intervention Center and Daly City Youth Health Center, and food and shelter services such as Second Harvest Food Bank and Samaritan House.

To gain and share knowledge, the THP+ team collaborates with many local committees (e.g., the Executive Advisory Council for Foster Youth Services & Youth Experiencing Homelessness, Housing Operation and Policy Committee, STEP Committee). The THP+ team also attends monthly meetings for ILP (Independent Living Program), TAY System of Care, and the Child Abuse Prevention Comm

The THP+ team has noticed an increase in youth experiencing mental health challenges. In response, the team works closely with internal and external resources (e.g., BHRS and StarVista’s Counseling Center) to connect youth to vital mental health services. As services can be difficult to navigate alone, THP+ supports youth as they navigate the Coordinated Entry System (CES) and additionally works with partners involved with CES to further streamline the process for youth.

Obtaining/maintaining housing and employment in San Mateo County also continues to be incredibly challenging for THP+ youth given the County’s exorbitant living and housing costs and limited employment opportunities they qualify for. To address this, THP+ case managers provide interview/job support and work with the STEP program so THP+ youth can gain valuable work experience working closely with different County departments. The THP+ team also support youth to set up strong financial foundations through teaching them how to manage their finances, build on their rental history, and save money. This support, in turn, opens more doors for youth to obtain and afford to maintain housing while also being able to meet basic needs. Additionally, with income and housing addressed, youth have more capacity to pursue education, trade school, and other educational means that will 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 4/7 amplify their income and career opportunities.

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City 0 0 0 0
Redwood City 0 0 0 0
City of San Mateo 0 0 0 0
County of San Mateo 0 0 0 0
South San Francisco 10 10 10 10
Totals 10 10 10 10

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other unhoused/”homeless” youth; emancipated foster youth

Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 5 100%
White and not Hispanic 23,760 37.34% 0.00%
White and Hispanic 21,645 34.02% 0.00%
Asian 23,293 36.61% 0.00%
African American 1,625 2.55% 1 20.00%
Pacific Islander 1,111 1.75% 0.00%
Native American 395 0.62% 0.00%
Other 9,598 15.08% 4 80.00%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

StarVista provides culturally and linguistically appropriate services by actively recruiting bilingual and bicultural employees and retaining them with a pay differential, collaborating with organizations catering to specific ethnic communities, offering cellular-based interpretation services in over 100 languages to clients in every StarVista program, and actively promoting and participating in cultural events and activities. Also, we provide ongoing training around DEI and cultural competency to ensure racial and cultural inclusivity.

StarVista’s THP+ program was developed within a racially and culturally inclusive framework and continuously works to improve affirmative outreach. This includes tailoring outreach methods to reach high-need communities by providing virtual and physical materials in the area’s dominant languages, having multi-lingual staff perform outreach, conducting outreach in places that will reach highest-need individuals of various racial and cultural demographics, soliciting feedback from staff and/or clients of the specific racial and/or cultural populations regarding outreach, and using racially and culturally inclusive language. The THP+ Team is also comprised of a diverse group of individuals stemming from a range of cultural backgrounds, sexual orientations, parenting and lived experience that equip it to best support San Mateo County’s diverse youth. THP+ also has a bilingual case 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 5/7 manager to best support monolingual Spanish-speaking youth

Our Youth Supportive Housing programs (including THP+) have been in existence for over 30 years and have a variety of funding supports in place to continue to sustain programming, including sustaining THP+ after funding from CDBG ends. StarVista is a large multiservice agency with a diversified funding base and over 55 years of experience in maintaining programs as grant sources change. We have implemented many grants over the years, allowing an array of creative and effective services, including receiving consecutive years of federal grants from the Family and Youth Services bureau. At this point in the year, our FY2024-25 funding renewal commitments have not yet been confirmed, but we are happy to provide additional information once received. The THP+ program’s main funding source is San Mateo County at approximately $1.3M for all THP+ services (including those outside of SSF), and we plan to reapply for this multi-year grant in the coming months to secure funding for the upcoming three years.

Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Department Director Michelle Woo
Establish collaborative partnerships to
strengthen client access to housing,
education, health, and legal resources;
Ensure high quality programming;
Evaluate programs
M.P.A. in Public
Administration, 15 years of
experience working with
youth
Program Manager Alyssa Canfield
Supervise staff and counselors, program
development, data collection and
reporting; Direct client care
Bachelor's Degree in
Criminal Justice
PROPOSED PROGRAM BUDGET FOR FY 2024-25
South San
Francisco
Total
Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total
% Requested Pgm% Requested
Labor
Total Staff $9,591,055 2% $218,561 4% $8,800 4% $8,800
Taxes/Benefits $3,197,018 3% $109,755 2% $2,200 2% $2,200 Other Direct Costs
Program Supplies $36,945 20% $7,400 0% $0 0% $0
Office Supplies $49,246 1% $300 0% $0 0% $0
Client osts $1,111,730 62% $691,000 0% $0 0% $0
Employee Related
Expenses
$258,777 2% $4,600 0% $0 0% $0
Facilities and
equipment: Office rent,
maintenance, utilities,
storage
$1,144,672 2% $20,500 0% $0 0% $0
Telephone, Postage,
Printing, IT,
Hardware/Software
$491,018 1% $6,000 0% $0 0% $0
Professional Services
& Fees
$367,994 0% $0 0% $0 0% $0
Insurance $80,000 0% $0 0% $0 0% $0
Other/Miscellaneous $217,000 3% $6,000 0% $0 0% $0
Modified Total Direct
Costs (MTDC)
$16,545,455 6% $1,064,116 1% $11,000 1% $11,000
Indirect cost rate (10%
de minimis rate unless
the entity has a
10% 10% 10%
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 6/7 negotiated indirect rate
with the federal
government)
Indirect costs $1,654,546 6% $106,412 1% $1,100 1% $1,100 TOTAL $18,200,001 6% $1,170,528 1% $12,100 1% $12,100
Number of Individual Beneficiaries 10 10
Cost per Individual $1,210.00 $1,210.00
For the City of South San Francisco ONLY, answer the following:

1. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: Facebook, Instagram, Twitter, LinkedIn, YouTube Other - Please describe: Nextdoor, Patch San Carlos, Patch San Mateo, Google my Bu b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
StarVista’s marketing/advertising materials are available in a variety of languages across its nearly 30 programs.

For example: most of StarVista’s digital and physical materials are available in both English and Spanish; many of our programs offer physical materials in Spanish; and our San Mateo County Pride Center website is available in English, Spanish, Tagalog, and Mandarin. In addition, we launched a Spanish language version of the StarVista website. THP+ is working to translate documentation into additional languages as capacity allows in order to best serve the diverse youth community.
c. How and where are the materials distributed?
Physical materials (e.g., physical brochures, flyers, etc.) are distributed at our physical program sites, through street outreach and presentations, and at events StarVista and its programs participate in in the community. Digital materials are distributed through our agency website, program websites (e.g., websites for our San Mateo County Pride Center and Crisis Center) and social media channels. Additionally, schools and other agencies reach out to us to request flyers and brochures to distribute.
----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application and designation of signatory, by the Board of Directors

2. Proof of 501(c)3 / tax-exempt status

3. By-laws

4. Articles of Incorporation

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12 months
Number of years allowed for each board term

6. Organizational chart for entire organization
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 7/7

7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and:

Management letters (if applicable)
A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR
A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit.

8. The following are required:

Current (FY23-24) Agency Operating Budget
Proposed (FY24-25) Agency Operating Budget

9. Mission Statement

10. Non-discrimination policy for Staff and Clients

11. Reasonable Accommodations Policy for Staff and Clients

12. Conflict of Interest Policy. (If not available, please indicate when you will submit)

13. Negotiated Rate Letter. (If required)

14. Other -
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Lauren Heminez
Date Signed 01/18/2024
Initially submitted: Jan 18, 2024 - 16:41:24
YMCA of San Francisco
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 1/8 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: YMCA of San Francisco

2. Project Title: YMCA Community Resource Center
We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
South San Francisco $136,640 15% 0% $27.11
Total $136,640 15% 5,040 100% $27.11
Grant Funded Programs:

We are applying for a Public Services Program
CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation.

Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status.

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

For services that require proof of income we request the most recent 30 days of income verification (occasionally 2 months depending on program). Verification can include paycheck stubs, federal/state taxes, letters from employers, bank statements, benefits awards letters, etc. Case managers assess client's income eligibility for specific programs and connect them to any program that may best fit and benefit the family. Often our rental/financial assistance programs require the most involved case management and income assessment to accurately review each client's case in detail. For any forms that require client signatures (consent forms or applications), clients may physically sign documents at our office during their specific appointment times, drop-in hours, mail-in forms, and as a last resort provide a written statement to allow for verbal consent. Clients who express limitations in their ability to physically sign forms are offered the ability to provide verbal consent where case managers must call client to receive verbal consent for their signature as long as they have provided a written statement for authorization of signature to our office. Case managers must note verbal consent authorization on form being signed. All signed forms and associated documents to client's case are kept in their physical file and (relevant ones) uploaded to their file in our database. Physical files stored with double security in office with limited access.

3. Project Address:
1486 Huntington Ave., Suite
100
City: South San Francisco Zip: 94080-5971

4. Provide a one sentence project summary:

Funding will provide general operating support to better enable the YMCA Community Resource Center (CRC), San Mateo County’s Core Agency for South San Francisco, San Bruno, and Brisbane, to provide comprehensive wraparound public services to families and individuals experiencing hardships impacting their ability to maintain economic sustainability, as well as anyone experiencing homelessness in San Mateo County.

Organization Address:
1486 Huntington Ave., Suite
100
City: South San Francisco Zip: 94080-5971
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 2/8 Organization Phone: 650-276-4101 Ext. 4 Website:
https://www.ymcasf.org/crc
Type of Applicant: Our agency serves: Clients

5. Contact Person /
Project Administrator:

Name: Carol Eggers
Title: Director of
Institutional Giving
Telephone: 415-519-0806
Contact Email: [email protected] Fax:

6. Name of Agency
Director:

Elida Sobalvarro

7. Fiscal Officer: Name: Mittie Grigsby
Email:
[email protected]
Telephone: 415-281-6707
Fiscal Officer Address: 160 Steuart St. City: San Francisco Zip: 94105

8. Authorized
Signatory:

Name: Wesley Chip Rich Email: [email protected] Telephone: 415-971-7596 Authorized Signatory
Address:
169 Steuart St. City: San Francisco Zip: 94105

9. Please provide days and hours of regularly scheduled operation:

Monday-Friday 8am-4pm

10. SAM/UEI Number: GC5NXVKNMKB4 Federal EIN/TIN Number: GC5NXVKNMKB4

11. HUD Activity: Choose the HUD activity that most closely matches your service:
05 - Public Services

We provide South San Francisco individuals and families with basic emergency and support services to stabilize their living situations: crisis intervention and referrals based on evaluation of needs and qualifications for assistance; and safety net of services such as food, diapers, hygiene/clothing, emergency housing assistance, emergency utility assistance, shelter, other basic needs, and seasonal programs. With the requested funds our agency would continue to provide our existing services to all while being able to better meet the need of a key underserved population in South San Francisco and expand a program families highly rely upon.

Key Priorities

1. Hiring a Cantonese speaking case manager will better serve our monolingual Cantonese speaking clients. The Asian community is the 3rd largest population in our city, Cantonese being the primary language spoken among Chinese residents. Our staff are all able to provide services in English and Spanish, but have to rely on creative resources (online) to communicate with monolingual Cantonese clients. We successfully provide ongoing services such as food, transportation, and seasonal programs to this population, but predict that a Cantonese speaking case manager will increase our ability and quality of services to clients who need financial assistance or services that require more in-depth communication.

2. Increase transportation benefits program, specifically bus vouchers, and distribution of clothing & hygiene

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

According to the City of South San Francisco 2023-27 Consolidated Plan, residents identified a critical need for the continued provision of public services. The CRC provides services and referrals/linkages to specific areas noted:
safety net services, behavioral health services, life skills training, and housing related services. As one of San Mateo County’s core agencies, we serve residents of South San Francisco, San Bruno, and Brisbane and anyone experiencing homelessness in San Mateo County. We provide safety-net services to families, individuals, seniors, multigenerational and mixed families. This includes monolingual Spanish speakers, monolingual Cantonese speakers, Tagalog speaking clients, immigrants, undocumented communities and other diverse cultures. In the past year, our records, recorded in the San Mateo County's Clarity data entry system, show that we served about 3,200 families (unduplicated) annually, with 1683 families and 4638 individuals of those being South San Francisco residents. As the designated Core Agency for South San Francisco, we are the primary provider of safety net services for the residents. Our services meet the needs of the first 2 populations listed in CDBG National Objective Eligibility above; specifically, Seniors and homeless in the 'presumed benefit' and verified low income. Through direct service we observed that many of our seniors are monolingual Cantonese speaking clients who could be 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 3/8 better served by Cantonese speaking staff.

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

Post job opening for a fulltime Cantonese speaking case manager in June of 2024 so that we are able to hire/onboard by July 1st, 2024 as the start of the fiscal year. Grant funding will be used to cover the salary, fringe, and benefits of the new case manager throughout the fiscal year. In addition to case management and assessments, Cantonese speaking case manager will begin participating in targeted outreach efforts within South San Francisco to connect the Cantonese speaking community to our services. The case manager position is full time and ongoing, fully intended to continue within the team throughout the fiscal year and moving forward. We are confident they will be an asset to the team and directly positively impact our efforts in better serving currently underserved populations.

With the remaining funding, we would prioritize purchasing bus tickets, hygiene items and basic clothing for lowincome South San Francisco seniors and families on a quarterly basis throughout the fiscal year. We currently purchase transportation benefits from SamTrans, but this funding would enable us to increase the amount we provide per week to clients and make a lasting impact in mitigating their costs. The hygiene and clothes can replenish the items we provide to unhoused clients and newly arrived immigrants that are at-risk or currently experiencing homeless. These services aim to be both preventative and reactive approaches to disrupt the cycle of poverty and homelessness.

IMPROVED OUTCOMES
Increase in access and utilization of safety net and mental health services of prevalent populations in north San Mateo County, by the end of the first funded fiscal year.

Decrease negative mental health experiences of our community by increasing access and linkages to our internal mental health services embedded in case management services by the end of the first fiscal year.

MEASURES OF SUCCESS
Increase in households served each fiscal year for specific demographics such as: Cantonese or Spanish speaking, lowest income census blocks, and immigrant Latinx/Hispanic and Asian communities in north San Mateo County, by the end of the first funded fiscal year.

Perform 6-month follow-ups for those given housing financial assistance (are you still housed?); look at staff retention (currently at 2+ years); increase partnerships with other organizations while strengthening existing ones; and conduct client satisfaction surveys (achieving the goal of at least 85% satisfaction rate).

Increase number of referrals and connected clients to therapists/clinicians within our branch and to mental health partner agencies.

Through data reports increase service provision in transportation and critical needs programs and increase aiding in plans of sustainability for clients attempting to meet eligibility for homelessness prevention financial assistance.

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

Collaboration is key. Creating and maintaining strong, trusting relationships with other providers and local government is essential to providing consistent, quality wraparound services for our community neighbors in need.

We work in partnership with the other San Mateo County Core Agencies to provide referrals and linkages to needed services that we may not be able to provide but which may be secured at other sites. We provide in-person services at the Economic Assistance Center, and other employment related services through Job Train and Rennaissance Center. We work with other locations - with cities, the county, and local churches - for food distribution locations.

We also partner with the cities, particularly South San Francisco, on discovering new needed services and how we can help provide them or make referrals to those who do. In SSF we directly administer city funding for their financial assistance for housing program. We administered the pilot Guaranteed Income program and, with SSF, 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 4/8 continue to seek renewed funding. We work with SSF fire and police and the city manager’s office to administer holiday program food and toy drives. We currently work with the Assistant City Manager and fire department to increase diaper program. They help by hosting recipient donation sites at fire stations for folks to drop off and distribute from our site.

Exponential increase in need due to the pandemic has slowed but continues as SSF gains new residents (immigrants from other countries, those moving from SF) and as word of mouth spreads about our services Funding will help us to better meet the need of those coming to us for help, and provide goods and services specifically requested: clothing and hygiene kits (Bianca’s Closet), transportation and housing vouchers.

Funding for a new Cantonese-speaking case manager will allow us to achieve our goal to better meet linguistic demand of this population of our clients, thus increasing our impact to provide them with more comprehensive yet targeted services.

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City
Redwood City
City of San Mateo
County of San Mateo 3,088 1,216 3,089 1,218
South San Francisco 5,037 1,984 5,040 1,985
Totals 8,125 3,200 8,129 3,203

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other

Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 7,888 100%
White and not Hispanic 23,760 37.34% 567 7.19%
White and Hispanic 21,645 34.02% 1,654 20.97%
Asian 23,293 36.61% 835 10.59%
African American 1,625 2.55% 195 2.47%
Pacific Islander 1,111 1.75% 184 2.33%
Native American 395 0.62% 13 0.16%
Other 9,598 15.08% 4,440 56.29%
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 5/8 b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

The categorization for ethnicity does not accurate capture the amount of Hispanic households we serve. A large percentage in the “other” category consist of our Hispanic community members that don’t identify as white. We are going to continue to prioritize the Latinx community including existing monolingual Spanish speakers and the recent/ongoing influx of immigrants residing in South San Francisco. We want to ensure that those that are most vulnerable due to their hardships are connected to resources through an approach that is client-centered to them.

Though we are committedly serving the Asian community in South San Francisco, it is not proportionate to the total population in the city. County data shows that Latinx/Hispanic and Black communities are in more financially vulnerable states compared to Asian populations within the county. Though the Asian community is not the primary financially vulnerable ethnic group in the County and city, there are groups within the community who are exceptionally struggling such as Asian senior populations and non-English speakers who have limited means to earn income. To mitigate this underserved gap, we plan to prioritize grant funding to cover costs of a Cantonese speaking case manager. Being able to have staff that can communicate to monolingual Cantonese speaking clients will connect more vulnerable community members to much needed safety-net services our organization can provide in culturally relevant ways.

We actively engage in fundraising efforts, with a focus on private foundations and government contracts.

Major sources of funding we currently leverage to provide SSF residents with needed services include SMC Human Services Agency: $510,000
Sobrato Philanthropies: $90,200
Chan Zuckerberg Initiative: $75,000
Sunlight Giving: $60,000
Kaiser Permanente: $25,000
Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Director Elida Sobalvarro
Leads CRC operations including program
creation, implementation, and
reporting/data associated with contracts
and partnerships. Oversees budget and
direct operations. Supervises case
managers, coordinator, and trainees.

Facilitates partnerships with local
nonprofits, foundations, governmental
agencies, and community
21+ y/o, BA in related Soc
Serv (MA pref), 2-3 yrs
management
Associate Director Bianca Cortez
Supervises administrative staff and trains
case managers. Coordinates internal
procedures and assists in reporting,
program implementation and creating and
deepening partnerships
21+ y/o, BA in related Soc
Serv, 2-3 yrs soc service
experience
Coordinator
Griselda ErazoDuran
Direct service provision and case
management. Coordinates programs and
services in partnership with local
nonprofits/organizations.
18+ y/o, BA in Soc Serv, 2
yrs CMs, Bilingual
Bilingual Case
Manager
Ulises Cazares Provide direct safety-net services
including food, diapers, transportation
benefits, clothing, hygiene items,
assessments, financial assistance, intake
and referral services. Have individualized
case management appointments for
18+ y/o, BA in Soc Serv, 1yr
experience, Spanish-sp
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 6/8 clients who require in-depth assessments
and support
Bilingual Case
Manager
Elias Magana
Provide direct safety-net services
including food, diapers, transportation
benefits, clothing, hygiene items,
assessments, financial assistance, intake
and referral services. Have individualized
case management appointments for
clients who require in-depth assessments
and support
18+ y/o, BA in Soc Serv, 1yr
experience, Spanish-sp
Bilingual Case
Manager
Claudia De La
Rosa
Provide direct safety-net services
including food, diapers, transportation
benefits, clothing, hygiene items,
assessments, financial assistance, intake
and referral services. Have individualized
case management appointments for
clients who require in-depth assessments
and support
18+ y/o, BA in Soc Serv, 1yr
experience, Spanish-sp
Remote Case Manager Juliana Romero
Direct virtual appointments to provide
assessments and case management for
clients who need virtual and more flexible
support. Supports data quality and entry.
18+ y/o, BA in Soc Serv, 1yr
experience, Spanish-sp
Administrative
Assistant
Aldo Pantoja
Primary contact for community members
that connect by phone. Coordinates initial
service entry, referrals to external
programs, and referrals/appointments to
our case managers & internal services.
18+ y/o, BA in related Soc
Serv, 1 yr admin
Cantonese Speaking
Case Manager
TBH
Provide direct safety-net services
including food, diapers, transportation
benefits, clothing, hygiene items,
assessments, financial assistance, intake
and referral services. Have individualized
case management appointments for
clients who require in-depth assessments
and support.
18+ y/o, BA in Soc Serv, 1yr
experience, Cantonese-sp
PROPOSED PROGRAM BUDGET FOR FY 2024-25
South San
Francisco Total Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total
% Requested Pgm% Requested
Labor
Director Salary $78,750 100% $78,750 0% 0% $0
Associate Director
Salary
$70,000 100% $70,000 0% 0% $0
Coordinator Salary $62,400 100% $62,400 0% 0% $0

3.5 FTE Case
Mangers' Salary
$189,280 100% $189,280 0% 0% $0
Administrative
Assistant Salary
$51,480 100% $51,480 0% 0% $0
Cantonese speaking

CM - TBH
$54,080 100% $54,080 100% $54,080 100% $54,080
Taxes/Benefits $128,723 100% $128,723 12% $15,593 12% $15,593 Modified Total Direct
Costs (MTDC)
$634,713 100% $634,713 11% $69,673 11% $69,673
Indirect cost rate
(10% de minimis rate
unless the entity has a
negotiated indirect rate
with the federal
government)
10% 10% 10%
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 7/8 Indirect costs $63,471 100% $63,471 11% $6,967 11% $6,967 Direct Costs Not MTDC
Diapers & SamTrans $75,000 100% $75,000 53% $40,000 53% $40,000 Rental of Property $88,015 100% $88,015 0% 0% $0
Utilities (Phone) $9,600 100% $9,600 0% 0% $0
Office Supplies,
Postage
$6,574 100% $6,574 0% 0% $0
Training/Travel $2,000 100% $2,000 0% 0% $0
Travel, Transp: Y
Vehicle Insurance
$1,096 100% $1,096 0% 0% $0
Meeting Food $1,000 100% $1,000 0% 0% $0
Hygiene & Clothes $25,000 100% $25,000 80% $20,000 80% $20,000 TOTAL $906,469 100% $906,469 15% $136,640 15% $136,640
Number of Individual Beneficiaries 5,040 5,040
Cost per Individual $27.11 $27.11
For the City of South San Francisco ONLY, answer the following:

1. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list:

Other - Please describe: word of mouth
b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
All materials created by CRC are available in both English and Spanish, with plans to add Standard Chinese.

SMC Connect is available in English, Spanish, Tagalog, and Standard Chinese, plus other languages. c. How and where are the materials distributed?
At our office, at food pantry distributions, local libraries, city agencies, schools, Economic Advancement Center and through County outreach efforts and workshops and tabling at events. ----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application and
designation of signatory, by the Board of Directors
Certificate_of_Incumbency_resolution.pdf

2. Proof of 501(c)3 / tax-exempt status YMCA_SF_501c3_with_branches.pdf

3. By-laws Amended_and_Restated_Bylaws.YMCASF.RevFeb.2017.pdf

4. Articles of Incorporation Amended_ArticlesOfIncorporation.pdf

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12 months
Number of years allowed for each board term
YSF_Board_FY23-24.pdf
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 8/8

6. Organizational chart for entire organization CRC_org_chart_1-24.pdf

7. Certified financial audit no more that 1 fiscal
year old, prepared by a CPA, and:

Management letters (if applicable)
A-122 and A-133 Single Audit (for entities that
receive more than $750,000 in federal funding)
OR
A letter from your Executive Director or Chief
Financial Officer certifying that agency does
not receive more than $750,000 in federal
funds and is not subject to the Single Audit.

YMCA_-_A-010_-_2023_Audit_FS_-_Final.pdf
Management_Letter_102523.pdf

8. The following are required:

Current (FY23-24) Agency Operating Budget
Proposed (FY24-25) Agency Operating
Budget
CRC_FY24Budget__FY25proposed.pdf

9. Mission Statement CRC_Mission_Statement.pdf

10. Non-discrimination policy for Staff and Clients CRC_non-discrimination_policy.pdf

11. Reasonable Accommodations Policy for Staff
and Clients
CRC_Reasonable_Accommodations.pdf

12. Conflict of Interest Policy. (If not available,
please indicate when you will submit)
Conflict_of_Interest_Policy.doc

13. Negotiated Rate Letter. (If required)

14. Other -
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Carol Eggers
Date Signed 01/18/2024
Initially submitted: Jan 18, 2024 - 12:43:29
CID
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 1/8 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: Center for Independence of Individuals with Disabilities

2. Project Title: Housing Accessibility Modifications (HAM) We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
Redwood City $15,000 14% 0% $1,666.67
City of San Mateo $20,000 19% 0% $1,428.57
County of San Mateo $60,000 57% 0% $2,307.69
South San Francisco $10,000 10% 0% $2,000.00
Total $105,000 100% 54 100% $1,944.44
Grant Funded Programs:

We are applying for a Minor Home Repair Program
CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required):

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

All Home Accessibility Modification (HAM) consumers/applicants must meet the income requirements for either the extremely low, very low, or low income categories. Services are only available to individuals and families with functional limitations. CID requires all applicants to complete an intake to verify they qualify under the terms stated under each grant agreement, as well as policies necessary for consumers of an Independent Living Center (e.g. disabilities, income requirements, needs) to become more independent. We do not accept self-verification or presumed benefit status. We gather all pertinent income and asset documentation prior to stating modification any households under specific grant policies and stipulations. Examples of acceptable forms of income verification documents include: W-2 or most recent taxes (within 1 year), 2 months of most recent pay stubs, SSA Benefits Statements for the current year, etc. Examples of acceptable forms of asset verification: 3 months of bank statements for all accounts, Investment Portfolios, Whole Life Insurance Policies, Proof of Equity in Rental Property, etc. This documentation is gathered for all household members living in the applicant’s home unless other household members are only housemates who share no relation or financial obligation to the applicant.

3. Project Address: 2001 Winward Way, Suite 103 City: San Mateo Zip: 94404-2499

4. Provide a one sentence project summary:

The Housing Accessibility Modification (HAM) program will provide modifications to homes of persons with disabilities to improve accessibility and increase safety.

Organization Address: 2001 Winward Way, Suite 103 City: San Mateo Zip: 94404-2499 Organization Phone: 650-645-1780 Website:
http://www.cidsanmateo.org/
Type of Applicant: Non-Profit Our agency serves: Clients

5. Contact Person /
Project Administrator: Name: Paul Cruz Title: Program Manager Telephone: 650-645-1780,
Ext. 112
Contact Email: [email protected]; Fax: 650-645-1785 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 2/8

6. Name of Agency
Director: Donna Reed

7. Fiscal Officer: Name: Tsegereda Andarge
Email:
[email protected]
Telephone: 650-645-1780
Ext. 111
Fiscal Officer Address: 2001 Winward Way, Suite 103 City: San Mateo Zip: 94404-2499

8. Authorized
Signatory: Name: Pat Carbullido
Email:
[email protected]
Telephone: 650-645-1780
Ext 113
Authorized Signatory
Address:
2001 Winward Way, Suite 103 City: San Mateo Zip: 94404-2499

9. Please provide days and hours of regularly scheduled operation:

Office Hours are Monday - Friday from 9 am - 5 pm.

10. SAM/UEI Number: EGJEMUNSRB28 Federal EIN/TIN Number: 94-2581080

11. HUD Activity: Choose the HUD activity that most closely matches your service:
14A - Rehab: Single-Unit Residential

Accessible, affordable housing is a major concern for people with disabilities in San Mateo County. A recent government report showed that San Mateo County ranks the least affordable housing market in the state with 12% of its residents able to purchase a home (SF is at 14%). The major emphasis in CID's housing efforts is our Housing Accessibility Program (HAM). Through the HAM Program, CID installs ramps, hand rails, grab bars, vertical lifts, and other modifications to make homes accessible. These modifications assist people with disabilities to remain at home or move back into their homes with greater independence, preventing the need to move into a skilled nursing or other institutional care facility. CID cooperates with cities and the County housing agencies in San Mateo County to increase the number of accessible and affordable housing.

Our key objective for all cities is to provide home modifications for extremely low, very low, and low income individuals with disabilities living in San Mateo County. Our priorities are to provide individuals with disabilities who have low resources the opportunity to become more independent in their homes through modifications that will keep them safe in their homes.
13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Determination of need for each specific jurisdiction that we are applying for funds is based on past performances of the agency, demands identified by request, and similar programs within a specific jurisdictional area. Additionally, we audit our organization on key demographic of nationality and diverse population of services provided and outreach to different communities.

Population: The target population is individuals with disabilities. According to 2010 Census data, 18.9% of Redwood City residents have disabilities. Additional increase projection in the future occurring with the growing elderly community.

Areas: The targeted area is all residential households within the Redwood city limits that are low, very low, and extremely low income level.
'Redwood City QuickFacts from the US Census Bureau.' San Mateo (city) QuickFacts from the US Census Bureau.

N.p., n.d. Web. 21 Jan. 2016
13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Population: The target population is individuals with disabilities living in the City of San Mateo. According to 2010 Census data, 15% of the City of San Mateo residents have disabilities. Additional increase projection in the future occurring with the growing elderly community.

Areas: The targeted area is all residential households within the San Mateo city limits that are low, very low, and extremely low income level.
'City of San Mateo QuickFacts from the US Census Bureau.' San Mateo (city) QuickFacts from the US Census Bureau. N.p., n.d. Web. 21 Jan. 2016
13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Population: The target population is individuals with disabilities living in the County of San Mateo. According to 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 3/8 2010 Census data, 19.8% of residents of the County of San Mateo have disabilities. Additional increase projection in the future occurring with the growing elderly community.

Areas: All residential households within the San Mateo County limits that are low, very low, and extremely low income level.
'County of San Mateo QuickFacts from the US Census Bureau.' San Mateo (city) QuickFacts from the US Census Bureau. N.p., n.d. Web. 21 Jan. 2016
13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Population: The target population is individuals with disabilities living in South San Francisco. According to 2010 Census data, 17.75% of South San Francisco residents have disabilities. Additional increase projection in the future occurring with the growing elderly community.

Areas: All residential households within the South San Francisco city limits that are low, very low, and extremely low income level.
'South San Francisco (city) QuickFacts from the US Census Bureau.' San Mateo (city) QuickFacts from the US Census Bureau. N.p., n.d. Web. 21 Jan. 2016

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

Our Home Accessibility Modification (HAM) Program is continuously monitored throughout the fiscal year to ensure that projected timelines and milestones are met. In the beginning of each fiscal year, we evaluate the amount of funding that is allotted for each individual city and/or county to set monthly and quarterly milestones to be met regarding spending and the number of consumers to be served in order to reach our annual program goals. After each monthly review, we evaluate progress toward our annual goal and which cities and/or county may be lacking in consumer requests. We will schedule outreaches in the target areas to increase community awareness of our organization and the HAM program. All our HAM project goals are set, achievable, measurable, time limited, and clearly stated on our work plans for each project.

We gauge our program success by our consumers' satisfaction, as well as reaching milestones set in the grant stipulations, including the number of individuals households served, the number and type of modifications provided, and diversity of consumers served. Increased independence is provided through installation of grab bars in a bathroom so that an individual can shower without care attendants or the installation of a ramp so that an individual can move in and out freely without assistance. These modifications essentially prevent individuals from having to be institutionalized and allows them to live more independently in their home and community.

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

We currently collaborate with Home Safety Services and EVator as contractors who install the modifications.

Additionally, we work closely with various community organizations and local senior centers for outreach and referrals. A few of those partners include: Core service centers across San Mateo County, The Villa Senior Living, Menlo Park, San Bruno, South San Francisco Senior Centers, the Mental Health Association, Ravenswood Family Health Center, Project Sentinel, Rebuilding Together Peninsula, Kaiser Social Workers, the Institute on Aging, and many more.

Trends show that the number of older adults and individuals with disabilities in San Mateo County continues to increase by 30-40% even since 2020 (Lisa et all). As an Independent Living Center serving individuals of all ages and disabilities, we are seeing an increase in the needs for our Home Accessibility Modification Program, as well as our AT Department (e.g Stairlifts). Without these funds, our HAM program would not be able to provide home accessibility modifications for as many residents as previously served, as other funding sources cover administration costs, but will not cover materials and supplies for the program. Without these funds there could be an increase of individuals will no longer be able to live independently in their homes, and consequently stripped of their independence. It could also potentially put a financial strain on the individuals family, county, and state due to high cost of institutionalization. As a Center, our HAM program is the most vital to the San Mateo County community and without these funds we would inevitably lose staff and lose one of our most valued and long standing programs in the community.

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City 11 11 11 11
Redwood City 9 9 9 9
City of San Mateo 14 14 14 14
County of San Mateo 26 26 26 26
South San Francisco 5 5 5 5
Totals 65 65 65 65

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other Disabled

Race & Ethnicity
Redwood City
Population
Redwood City
% by Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 74,402 100% 1 100%
White and not Hispanic 40,656 54.64% 0 0.00%
White and Hispanic 23,557 31.66% 0 0.00%
Asian 6,715 9.03% 0 0.00%
African American 1,916 2.58% 0 0.00%
Pacific Islander 663 0.89% 0 0.00%
Native American 384 0.52% 0 0.00%
Other 1,511 2.03% 1 100.00%
Race & Ethnicity
City of San
Mateo
Population
City of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 97,207 100% 4 100%
White and not Hispanic 45,240 46.54% 2 50.00%
White and Hispanic 25,815 26.56% 0 0.00%
Asian 18,153 18.67% 0 0.00%
African American 2,099 2.16% 1 25.00%
Pacific Islander 1,937 1.99% 0 0.00%
Native American 140 0.14% 0 0.00%
Other 3,823 3.93% 1 25.00%
Race & Ethnicity
County of San
Mateo
Population
County of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 764,442 100% 7 100%
White and not Hispanic 280,550 36.70% 3 42.86%
White and Hispanic 181,937 23.80% 0 0.00%
Asian 250,737 32.80% 2 28.57%
African American 20,640 2.70% 1 14.29%
Pacific Islander 10,702 1.40% 0 0.00%
Native American 6,880 0.90% 0 0.00%
Other 12,996 1.70% 1 14.29%
Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 5/8 Total 63,632 100% 1 100%
White and not Hispanic 23,760 37.34% 0 0.00%
White and Hispanic 21,645 34.02% 0 0.00%
Asian 23,293 36.61% 0 0.00%
African American 1,625 2.55% 1 100.00%
Pacific Islander 1,111 1.75% 0 0.00%
Native American 395 0.62% 0 0.00%
Other 9,598 15.08% 0 0.00%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

Based on the statistical analysis of people served by CID and race and ethnicity average of each city (Redwood City, SSF, and City of San Mateo) continued outreach is needed to reach Asian and Hispanic communities in all 3 demographic areas. In 2022, CID will be employing more targeted social media outreach as well as community education on the HAM program. In 2023 CID hired a new coordinator and in 2024, CID has begun employing targeted social media outreach as well as community education and outreach with respect to Housing Accessibility Modifications. Outreach is initiated via phone, email, snail mail, and training/educational outreach partnerships.

The majority of our administrative costs are funded by the Department of Rehabilitation (DOR) revenue. As of date, we have already allocated funding from DOR to help fund support staff to help coordinate the modification of jobs, contractors, billing, and additional administrative duties associated with the HAM program.

Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
HAM Coordinator Laura Harrison Coordination of all HAM projects Background in Program
Coordination
Fiscal Manager Tsgereda Andarge
Fiscal Management for entire
organization
Background in Fiscal
Management
PROPOSED PROGRAM BUDGET FOR FY 2024-25
Redwood City City of San Mateo County of San
Mateo
South San
Francisco Total Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total % Requested % Requested % Requested % Requested Pgm% Requested Labor
Finance Manager $106,060 10% $10,607 15% $1,591 20% $2,121 55% $5,834 10% $1,061 100% $10,607 Taxes/Benefits $0 $0 $0 $0 $0 $0 $0
Other Direct Costs
Program Expense $94,393 100% $94,393 14% $13,409 19% $17,879 57% $54,166 9% $8,939 100% $94,393 Modified Total Direct
Costs (MTDC)
$200,453 52% $105,000 14% $15,000 19% $20,000 57% $60,000 10% $10,000 100% $105,000 Indirect cost rate
(10% de minimis rate
unless the entity has a
negotiated indirect
rate with the federal
government)
Indirect costs $0 $0 $0 $0 $0 $0 $0
TOTAL $200,453 52% $105,000 14% $15,000 19% $20,000 57% $60,000 10% $10,000 100% $105,000 Number of Individual Beneficiaries 9 14 26 5 54
Cost per Individual $1,666.67 $1,428.57 $2,307.69 $2,000.00 $1,944.44 For the City of Redwood City ONLY, answer the following:

1. Funding Criteria:

1. Priority: Creating Inclusive Communities with Affordable Housing: Creation of affordable housing and preservation of existing affordable housing, including special needs housing. Following the City’s 2023-2031 Housing Element, this priority is to maintain and increase the diversity of housing types in all City neighborhoods and preserve/protect its current affordable housing stock.

2. Program Outcomes:
a. Please describe the accomplishments of program goals for FY/23. 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 6/8 Our program helps individuals in the community through home modifications or using Assitive technology (e.g stair lifts). These efforts assist us to maintain people's independence and safety, while fostering community integration.

As a result of our program, going to the grocery story, getting to work or to a doctor's appointment becomes possible. One of the biggest impact we have through this program is helping individuals remain in their homes as well as return home form institutional settings by providing structural improvements that give power and independence back to the consumer.
b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23:
--Two older adult gentlemen with multiple disabilities in SMC found support with the HAM program after their daughter/granddaughter reached out to CID. With her help, both gentlemen were able to have home modifications installed in their shared home, and the modifications supported each of their different, respective needs. While both benefited from the grab bars, toilet safety frame with handrails, and bathtub step we installed; one gentlemen is now able to independently get in and out of bed and dress using his new bedroom pole, and the other gentleman is now able to safely enter and exit his home with the support of custom extended handrails we installed along his front stairs. All three household members reached out after the modifications were installed to report: “we are so happy with everything!!”
--The adult daughter of an older adult woman with multiple disabilities in SMC reached out to CID when she realized that she and her mother needed support to stay safe at home. As one of her mother’s primary caregivers, the adult daughter faced the risk of falling when supporting her mother to bathe. Her mother had also almost slipped and fallen in the shower several times already. With the support of the HAM program, different types of grab bars were installed in different locations inside and outside the shower along with a folding bench directly mounted to the wall of the shower. To create wheelchair access to the bathroom, we also added a small ramp to the bathroom
For the Cities of South San Francisco and Redwood City ONLY, answer the following:

3. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: Facebook, Instagram, YouTube Other - Please describe:
b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
Brochures are available in Spanish and English. Large print or braille materials are available upon request.

Languages spoken in the office: Tagalog, Spanish, and Arabic. c. How and where are the materials distributed?
Material for our Home Accessibility Modification (HAM) program are prominently displayed in the lobby of our Main Office (San Mateo) and our Branch Office (San Bruno). Additionally, when an individual conducts an intake for any of our programs, they are given an overview and materials for the HAM program as well. During all outreaches to different community partners in San Mateo County, we distribute pamphlets describing the services at our center.

Some of our common targets for outreaches for the HAM program are: hospitals, Occupational Therapists, Physical Therapists, Social Workers, teachers, and organizations that are specifically geared towards diverse groups and underserved communities. Staff also frequently participate in senior information and health fairs and other resource fairs to distribute HAM materials directly to community members who could benefit from the program.
----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following:

1. Due to the usage and allocation restrictions, CDBG funding for FY24-25 is limited. If CDBG funding is not available for your proposed project, would you be open to accepting funding from a Federal ESG, State ESG or State PLHA grant if your project qualifies? These funding sources are subject to additional requirements and 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 7/8 specific reporting compliance which , which are outlined in the NOFA and/or will be provided to you by San Mateo County.

Yes

Children cared for per month)
Accessible, affordable housing is a major concern for people with disabilities in San Mateo County. A recent government report showed that San Mateo County ranks the least affordable housing market in the state with 12% of its residents able to purchase a home (SF is at 14%). The major emphasis in CID's housing efforts is our Housing Accessibility Program (HAM). Through the HAM Program, CID installs ramps, hand rails, grab bars, vertical lifts, and other modifications to make homes accessible. These modifications assist people with disabilities to remain at home or move back into their homes with greater independence, preventing the need to move into a skilled nursing or other institutional care facility. CID cooperates with cities and the County housing agencies in San Mateo County to increase the number of accessible and affordable housing.

Our key objective for all cities is to provide home modifications for extremely low, very low, and low income individuals with disabilities living in San Mateo County. Our priorities are to provide individuals with disabilities who have low resources the opportunity to become more independent in their homes through modifications that will keep them safe in their homes. We plan to provide modification services for 26 Households in San Mateo County.

Source Committed Proposal Submitted To Be Determined
Other Federal Funds $0 $0 $0
State/Local Funds $0 $0 $0
Private Funds $0 $0 $0
Other:
$0 $0 $0
Total $0 $0 $0
End of the San Mateo County section
----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application and
designation of signatory, by the Board of
Directors
Board_Resolution_City_of_Redwood_City-_CDBG_-
_April_2023.docx.pdf
Board_Resolution_City_of_San_Mateo_-_CDBG_-
_April_2023.docx.pdf
Board_Resolution_City_of_South_San_Francisco_-_CDBG_-
_April_2023.docx.pdf
Board_Resolution_County_of_San_Mateo_-_CDBG_-
_April_2023.docx.pdf

2. Proof of 501(c)3 / tax-exempt status Attachment_2._CID_-_501c3_Status.pdf

3. By-laws Attachment_3._CID_-_ByLaws.pdf

4. Articles of Incorporation Attachment_4._CID_-_Articles_of_Incorporation.pdf

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12 months
Number of years allowed for each board
term
CID_Board_Roster.pdf

6. Organizational chart for entire organizationOrganizational_Chart..pdf

7. Certified financial audit no more that 1
fiscal year old, prepared by a CPA, and:

Management letters (if applicable)
A-122 and A-133 Single Audit (for entities
that receive more than $750,000 in federal
funding) OR
CID_Audit_Report_FYE_9_30_22.pdf
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 8/8 A letter from your Executive Director or
Chief Financial Officer certifying that
agency does not receive more than
$750,000 in federal funds and is not
subject to the Single Audit.

8. The following are required:

Current (FY23-24) Agency Operating
Budget
Proposed (FY24-25) Agency Operating
Budget
Agency_Budget._FY23-24..pdf
Proposed_Agency_Budget._FY24-25..pdf

9. Mission Statement CID_-_Mission_Statement.pdf

10. Non-discrimination policy for Staff and
Clients
CID_-_Non-discrimination_Policy_for_Staff_and_Clients.pdf

11. Reasonable Accommodations Policy for
Staff and Clients
CID_-
_Reasonable_Accommodations_Policy_for_Staff_and_Clients.pdf

12. Conflict of Interest Policy. (If not
available, please indicate when you will submit)
CID_-_Conflict_of_Interest_Policy.pdf

13. Negotiated Rate Letter. (If required)

14. Other -
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Paul Cruz
Date Signed 01/18/2024
Initially submitted: Jan 18, 2024 - 12:07:39
Rebuilding Together
Peninsula- Na�onal
Rebuilding Day
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 1/10 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: Rebuilding Together Peninsula

2. Project Title: National Rebuilding Day (NRD) - Home Rehab Program (2024-25) We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this
application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served % of Clients
Served
Total $
Per Client
Total Agency
Budget
Redwood City $45,385 4% 0% $15,128.33
City of San Mateo $91,850 9% 0% $15,308.33
County of San Mateo $118,514 11% 0% $14,814.25
South San Francisco $44,805 4% 0% $14,935.00
Total $300,554 28% 20 100% $15,027.70
Grant Funded Programs:

We are applying for a Minor Home Repair Program
CDBG National Objective Eligibility - How are you serving low income populations? Minor home repairs for low income households whose incomes are verified.

Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status.

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

RTP’s National Rebuilding Day home repair program currently uses 80% AMI (Area Median Income) as its guide for income eligibility. Applicants are required to provide proof of gross monthly income for all individuals 18 and over living in the home, including renters. Income sources include: salaries, SSI or SSD, social security, alimony/child support, interest and dividends, pensions and annuities, rental income, and any other possible sources of income.

The preferred documentation to prove income is the most recent income tax return (first two pages only) for each adult in the household. Alternatively, we ask each adult to submit as many of the following documents as possible:
last three bank statements, two pay stubs, social security award letter, SSI or SSDI statement and rent checks.

3. Project
Address:
841 Kaynyne Street City: Redwood City
Zip:
94063-
3033

4. Provide a one sentence project summary:

National Rebuilding Day (NRD) - Home Rehabilitation program is a volunteer-driven home repair program, held twice per year, that brings together about 1,000 volunteers together on behalf of dozens of low-income homeowners, ensuring that every neighbor we serve has one of the most critical of human needs met -- a safe and healthy home.

Organization
Address:
841 Kaynyne Street City: Redwood City
Zip:
94063-
3033
Organization
Phone:
650-366-6597 Website: www.RTPeninsula.org
Type of Applicant: Our agency serves: Clients

5. Contact
Person /
Project
Administrator:

Name: Josh Woodruff Title: Program Manager
Telephone:
650-366-
6597 x226
Contact Email:
[email protected],
[email protected],
[email protected]
Fax: 650.366.9053
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 2/10

6. Name of
Agency
Director:

Melissa Lukin

7. Fiscal
Officer:

Name: Hani Burni
Email:
[email protected]
Telephone:
650-366-
6597
Fiscal Officer
Address:
841 Kaynyne Street City: Redwood City
Zip:
94063-
3033

8. Authorized
Signatory:

Name: Melissa Lukin
Email:
[email protected]
Telephone:
650-366-
6597
Authorized
Signatory
Address:
841 Kaynyne Street City: Redwood City
Zip:
94063-
3033

9. Please provide days and hours of regularly scheduled operation:

Monday to Friday, 8am to 5pm. Closed for lunch from 12pm to 1pm.

10. SAM/UEI Number: XPNNC8ZW5AX6 Federal EIN/TIN Number: 94-3106209

11. HUD Activity: Choose the HUD activity that most closely matches your service:
14A - Rehab: Single-Unit Residential

RTP’s National Rebuilding Day (NRD) - Home Rehabilitation program leverages the collaborative support of volunteers, financial sponsors, and in-kind donations to deliver major critical repairs to low-income homeowners that lack the financial means and technical expertise to address the repair issues plaguing their health and safety.

NRD’s main objective is that the homes owned by our low-income neighbors are dry, clean, pest-free, ventilated, safe, contaminant-free, maintained, thermally controlled, accessible, and affordable (the National Center for Healthy Housing’s ten Principles of Healthy Homes).

Activities:

1. Low-income homeowner completes repair application.

2. RTP conducts a comprehensive Home Safety Assessment which assesses the health and safety repairs needed based on the ten Principles of Healthy Homes.

3. In partnership with the homeowner, RTP develops a scope of work which provides a plan for how the health and safety repairs will be completed.

4. Homeowner is paired with a volunteer Construction Captain who prepares the home for the work to be done on NRD.

5. Repair and home modifications are completed by a team of volunteers on NRD, in either October or April.

6. Final project review and survey collection which assesses the impact of our work on the homeowner's health and safety.

Priorities by jurisdiction:
3 homes in Redwood City, 6 homes in the City of San Mateo, 3 homes in SSF and 8 homes in the county. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

NEED:

Redwood City (RWC) needs a free home repair program for its low-income neighbors. Since RWC has limited affordable housing (median RWC home price is $1.7M, per Zillow 1/2024), it – like many cities on the peninsula – would benefit from preserving its current affordable housing stock. Given that the San Francisco Bay Area boasts the second highest construction costs in the world (International Construction Market Survey, 2023) and construction costs have climbed with recent inflation, many of RWC’s low-income homeowners can’t afford to keep their homes in good repair. Combine this with the fact that 77% of seniors desire to age-in-place (AARP 2021) and that falls are the leading cause of injury for older adults (Source: CDC), RWC’s elderly low-income homeowners need access to free home repairs and safety modifications.

AREA SERVED:

Since our Fiscal Year 2009-10, RTP has provided 349 RWC homeowners with free home repair services. SAH serves low-income homeowners across the city.

TARGET POPULATION:

SAH serves low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children.

SIMILAR PROGRAMS:

While the Center for Independence of the Disabled provides home modifications for disabled persons, RTP serves all low-income homeowners with a variety of health and safety repairs. With 35 years of experience and extensive 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 3/10 local networks, RTP is the leading home repair program in the county. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

NEED:

The City of San Mateo (SM) needs a free home repair program for its low-income neighbors. With a median home price of $.5M, like many cities on the peninsula, would benefit from preserving its current affordable housing stock.

Given that the San Francisco Bay Area boasts the second highest construction costs in the world (International Construction Market Survey, 2023) and construction costs have climbed due to skyrocketing inflation, many of SM’s low-income homeowners can’t afford to keep their homes in good repair. Combine this with the fact that 77% of seniors desire to age-in-place (AARP 2021) and that falls are the leading cause of injury for older adults (Source:

CDC), SM’s elderly, low-income homeowners need access to free home repairs and safety modifications.

AREA SERVED:

Since 2009-10, RTP has provided 216 City of San Mateo homeowners (and 32 community facilities) with free repair services. SAH serves low-income homeowners across the city.

TARGET POPULATION:

SAH serves low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children.

SIMILAR PROGRAMS:

While the Center for Independence of the Disabled provides home modifications for disabled persons, RTP serves all low-income homeowners with a variety of health and safety repairs. With 35 years of experience, RTP is the county's leading home repair program.
13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

NEED:

The County of San Mateo (County) needs a free home repair program for its low-income neighbors. Since the County has limited affordable housing (median home price = $1.5M) it, like many cities on the peninsula, would benefit from preserving its current affordable housing stock. Given that the SF Bay Area boasts the second highest construction costs in the world (International Construction Market Survey, 2023) and construction costs have outpaced inflation, many of the County’s low-income homeowners can’t afford to keep their homes in good repair.

Combine this with the fact that 77% of seniors desire to age-in-place (AARP 2021) and that falls are the leading cause of injury for older adults (Source: CDC), the County’s elderly, low-income homeowners need access to free home repairs and safety modifications.

GEOGRAPHY:

Since our Fiscal Year 2009-10, RTP has provided 1,809 County homeowners (and 268 community facilities) with free repairs. We serve low-income homeowners across the County.

POPULATION:

SAH provides repairs to low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children.

SIMILAR PROGRAMS:

RTP’s 35 years of experience make us the leading home repair program in the County. Habitat for Humanity has a home repair program, but it only serves East Palo Alto. Also, the Center for Independence of the Disabled provides home modifications only for disabled persons.
13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

NEED:

South San Francisco (SSF) needs a free home repair program for its low-income neighbors. Since SSF has limited affordable housing (median home price is $1.2M) it, like many cities on the peninsula, would benefit from preserving its current affordable housing stock. Given that the San Francisco Bay Area boasts the second highest construction costs in the world (International Construction Market Survey, 2023) and construction costs have skyrocketed due to inflation, many of SSF’s low-income homeowners can’t afford to keep their homes in good repair. Combine this with the fact that 77% of seniors desire to age-in-place (AARP 2021) and that falls are the leading cause of injury for older adults (Source: CDC), the County’s elderly, low-income homeowners need access to free home repairs and safety modifications.

AREA SERVED:

Since our Fiscal Year 2009-10, RTP has provided 250 SSF homeowners (and 12 community facilities) with free repair services. SAH serves low-income homeowners across SSF.

TARGET POPULATION:

SAH serves low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children.
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 4/10 SIMILAR PROGRAMS:

While the Center for Independence of the Disabled provides home modifications for disabled persons, RTP serves all low-income homeowners with a wide range of health and safety repairs. With 35 years of experience, RTP is the county’s leading home repair program.

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

National Rebuilding Day 2024 to 2025 Timeline
FALL
July 2024: CDBG contracts awarded
July to Aug 2024: Site visits of homes
Sept 2024: Project selection and sponsor matching
Sept 2024: Captains' Kickoff Meeting
Sept to Oct 2024: Project planning, materials and supplies purchases, prep days Oct 2024: NRD repairs about 10 sites
SPRING
Nov 2024 to Jan 2025: Site visits of homes
Jan 2025: Project selection and sponsor matching
Feb 2025: Captains' Kickoff Meeting
Mar 2025 to Apr 2025: Project planning, materials and supplies purchases, prep days Last Saturday in April 2025: NRD repairs about 20 sites May 2025 - June 2025: Project wrap up and evaluation
We will bill quarterly for staff time and materials and supplies purchased.

RTP conducts homeowner surveys to measure our success. In fiscal year 2022-23, RTP repaired 109 homes and community facilities across its programs. For homeowners surveyed:
100% reported that our work has made their home a safer place to live; 96% reported that repairs created a healthier home environment for themselves and their family; 80% reported that completed repairs will make it easier for them to maintain their home; and 77% reported feeling less likely to fall in their home since repairs (another 23% stated N/A).

RTP’s NRD program holds current contracts with each jurisdiction. We expect to meet the majority of our 2023-24 deliverables by June 2024. Below is progress from July 2023 to Dec 2023:

San Mateo County - Homes: 3 served/in progress (goal = 8) San Mateo County Community Facilities: 6 served/in progress (goal = 5) RWC: 3 served/in progress (goal = 3)
City of San Mateo: 2 complete (goal = 5)
South San Francisco: 2 in progress (goal = 3)

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

For each NRD home repair project, RTP’s skilled staff provides support and training to a multidisciplinary volunteer team. Each team consists of:

1. Construction Captain: coordinates the repair work, assists with the site inspection, evaluation, material purchasing and volunteer assignments. Construction Captains work one-on-one with our NRD homeowners to develop a scope of work that addresses the health and safety concerns of that individual project. Construction Captains are skilled in home repair, and donate 40+ hours of volunteer time over two months to plan and prepare repair projects for their homeowner.

2. Volunteer Captain: recruits and organizes volunteers at their rehabilitation site and assists the Construction Captain in planning and managing the core group of helpers. Volunteer Captains contribute about 20 hours of service to coordinate all the logistics for volunteers at each individual site on NRD.

3. Skilled Volunteers provide materials and skilled labor from assessment to completing projects like roofing and plumbing. They are assigned to each site as needed.

4. Service Volunteers perform projects like carpentry projects, fire safety and accessibility modifications, debris removal, interior and exterior painting, window or floor repairs, cleaning, landscaping, as well as moving furniture and appliances.
5 Support Volunteers help with tasks from hospitality on project days to accounting, technology and more!

17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 5/10 not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds.

RTP has received CDBG funding for over a decade. During this time, the homes we serve have become a decade older (average 70 years old) and the repairs needed are more expensive. Combine this with inflation and you can imagine the difficulty RTP is experiencing operating a free minor home repair program with essentially level funding year-over-year. We understand CDBG dollars are not meant to cover the full cost of an agency's work. We leverage CDBG dollars with other funds to make more repairs wherever possible. In fact, 58% of our agency’s budget comes from private sources, 17% from CDBG, and 25% from other government sources. In addition, we leverage $250K worth of skilled in-kind labor and materials every year.

Limited resources mean that we must choose between repairing an elderly homeowner's furnace or their hot water heater, when neither is functional. Or between installing trip-resistant flooring or navigable stairs for a disabled client. This means that vulnerable neighbors have to choose between a warm home or a warm shower, or continuing to live with a major fall hazard even after we've “completed” repairs.

Thankfully, some jurisdictions have been helping us to combat increasing costs by increasing their contracts and/or allowable cost per home. This proposal reflects similar increases. We realize that this may exceed the CDBG allotment available for minor home repair. If this is the case, we hope you will explore complementary funding streams.

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City 0 0 0 0
Redwood City 6 3 6 3
City of San Mateo 12 6 12 6
County of San Mateo 16 8 16 8
South San Francisco 6 3 6 3
Totals 40 20 40 20

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other Low income homeowners

Race & Ethnicity
Redwood City
Population
Redwood City
% by Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 74,402 100% 63 100%
White and not Hispanic 40,656 54.64% 9 14.29%
White and Hispanic 23,557 31.66% 53 84.13%
Asian 6,715 9.03% 1 1.59%
African American 1,916 2.58% 0 0.00%
Pacific Islander 663 0.89% 0 0.00%
Native American 384 0.52% 0 0.00%
Other 1,511 2.03% 0 0.00%
Race & Ethnicity
City of San
Mateo
Population
City of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 97,207 100% 11 100%
White and not Hispanic 45,240 46.54% 1 9.09%
White and Hispanic 25,815 26.56% 9 81.82%
Asian 18,153 18.67% 1 9.09%
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 6/10 African American 2,099 2.16% 0 0.00%
Pacific Islander 1,937 1.99% 0 0.00%
Native American 140 0.14% 0 0.00%
Other 3,823 3.93% 0 0.00%
Race & Ethnicity
County of San
Mateo
Population
County of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 764,442 100% 138 100%
White and not Hispanic 280,550 36.70% 23 16.67%
White and Hispanic 181,937 23.80% 86 62.32%
Asian 250,737 32.80% 14 10.14%
African American 20,640 2.70% 10 7.25%
Pacific Islander 10,702 1.40% 0 0.00%
Native American 6,880 0.90% 0 0.00%
Other 12,996 1.70% 5 3.62%
Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 21 100%
White and not Hispanic 23,760 37.34% 2 9.52%
White and Hispanic 21,645 34.02% 5 23.81%
Asian 23,293 36.61% 12 57.14%
African American 1,625 2.55% 2 9.52%
Pacific Islander 1,111 1.75% 0 0.00%
Native American 395 0.62% 0 0.00%
Other 9,598 15.08% 0 0.00%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

Note: The data above is for all of the members of the household, not just the homeowner, as the race/ethnicity of household members can differ from the homeowner. Because this program serves a handful of households in each jurisdiction it is difficult to perfectly align with the city’s overall demographics. However, the data above shows the populations served in each jurisdiction are predominated by underserved populations.

RTP conducts grassroots outreach including door-to-door outreach; direct mail; distributing information about RTP’s home repair programs to nonprofit and government agencies; participating in community events; social media campaigns; and presentations at local senior centers, churches, and other groups. RTP is trusted by our neighbors in need. Our staff guides homeowners through the application and home repair process, providing multilingual and culturally competent support. We hold our general contractor’s license and are experts in navigating building code and permitting processes, thereby reducing barriers for low-income, often monolingual, homeowners.

Of the population served last year by RTP:
-100% had low, very low, or extremely low income.
-81% had a senior living in the home.
-70% identified as a person of color, (33% Hispanic, 18% Asian, 8% Black or African American, 12% two or more races, and 0.9% American Indian).
-68% have lived in their homes for 20+ years.
-65% had a person with a disability living in the home.

We could not accomplish our mission to repair homes, revitalize communities and rebuild lives without leveraging the in-kind support from individuals, skilled volunteers, community organizations, and corporations.

Our projected FY24-25 NRD budget is $1,069,009. Of this amount, we expect 35% to come from CDBG jurisdictions, 47% to come from private funds (e.g. corporations, donors and foundations) and 18% from in-kind donations. This demonstrates strong leverage of CDBG dollars.

To provide an example of expected FY2024-25 revenue for NRD, below are details on secured and pending funding for FY2023-24 NRD.

National Rebuilding Day FY2023-24 Secured and Pending Funding Sources:

Sponsorships (secured and expected by April 2022): $365,750 Secured CDBG contracts: $299,925
Foundations (secured and expected by April 2022): $125,500 Individual donor and special event revenue: $44,000
In-kind donations: $185,000
TOTAL NRD 2023-24 EXPECTED PROGRAM REVENUE: $1,018,788
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 7/10 For our organization, RTP is in a strong financial position. We hold $5M in assets. Our projected $3,151,458 annual revenue comes from diverse streams: 14% from foundations, 24% from individuals and sponsorships, 42% from government, 10% from special events and 10% other.

Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Director of Programs Greg Bernard
NRD program oversight, billing,
communication with the CDBG
jurisdictions, and managing half of the
NRD the sites on the NRD Day (Oct 15,
2022 and April 29, 2023). Managing sites
includes conducting previews, developing
scopes of work, getting permits, working
with the volunteer Construction Captain,
getting supplies, and ensuring the
volunteer Captain has all they need for a
successful repair day
20 years of experience as a
contractor
Project Manager Josh Woodruff
Homeowner interaction, contractor
negotiations, project wrap up, and
managing half of the sites on each NRD
Day (Oct 15, 2022 and April 29,2023).

Managing sites includes conducting
previews, developing scopes of work,
getting permits, working with the
volunteer Construction Captain, getting
supplies, and ensuring the volunteer
Captain has all they need for a
successful repair day.
oined RTP in 2018.

Experience as a small
business owner, Americorps
member with RTP, and
formerly employed by a
credit union.

Client Intake and
Outreach Coordinator
Esmeralda
Rodriguez
Supports the NRD team by working with
homeowners to complete their
applications, scheduling previews, and
conducting homeowner survey
12 years of nonprofit
experience serving
vulnerable populations.

Holds a bachelor’s degree
in Psychology.

PROPOSED PROGRAM BUDGET FOR FY 2024-25
Redwood City City of San
Mateo
County of San
Mateo
South San
Francisco
Total
Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total % Requested % Requested % Requested % Requested Pgm% Requested Labor
Staff $1,160,406 27% $317,451 1% $2,054 2% $5,000 1% $3,400 0% $1,575 4% $12,029 Taxes/Benefits $284,040 37% $105,817 0% $205 0% $500 0% $340 0% $157 1% $1,202 Other Direct Costs
Repairs and Renovations
(cash)
$1,100,000 30% $325,000 12% $39,000 24% $78,000 32% $104,000 12% $39,000 80% $260,000 Outreach/operations/volunteers $161,971 49% $80,000 0% $0 0% $0 0% $0 0% $0 0% $0 all other program costs $494,070 29% $143,759 0% $0 0% $0 0% $0 0% $0 0% $0 Modified Total Direct Costs
(MTDC)
$3,200,487 30% $972,027 4% $41,259 9% $83,500 11% $107,740 4% $40,732 28% $273,231 Indirect cost rate (10% de
minimis rate unless the entity
has a negotiated indirect rate
with the federal government)
10% 10% 10% 10% 10% 10%
Indirect costs $320,049 30% $97,203 4% $4,126 9% $8,350 11% $10,774 4% $4,073 28% $27,323 TOTAL $3,520,536 30% $1,069,230 4% $45,385 9% $91,850 11% $118,514 4% $44,805 28% $300,554 Number of Individual Beneficiaries 3 6 8 3 20
Cost per Individual $15,128.33 $15,308.33 $14,814.25 $14,935.00 $15,027.70 For the City of Redwood City ONLY, answer the following:

1. Funding Criteria:

2. Program Outcomes:
a. Please describe the accomplishments of program goals for FY/23.

For 2022-2023, RTP’s National Rebuilding Day program’s goal was to serve 3 homes in Redwood City. We met our goal by serving 3.

RTP conducts homeowner surveys to measure our success. In fiscal year 2022-23, RTP repaired 119 homes and community facilities across its programs. From homeowners surveyed:
98% reported that Rebuilding Together’s work has made their home a safer place to live; 93% reported that completed repairs contributed to their overall health and a healthier home environment; 96% reported being able to move around their home with little to no difficulty after repairs (i.e. less likely to fall) and 93% reported no falls or injuries since repairs were completed; and 90% indicated they plan to age in place.
b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23:

Lidia lives in a Redwood City house she shares with her 19-year-old niece and 13-year-old nephew. The house originally belonged to her brother who also lived in the house. When he was diagnosed with cancer, Lidia quit her job and used most of her savings to help pay for his treatments. That’s when she searched the internet for a way to replace windows and fire alarms in the house, and she found RTP. A volunteer team, supported by RTP’s construction professionals, repaired the house, which also included building a chicken coop for the family’s six chickens. Among the many repairs, fixing the windows may have had the greatest impact as it not only helps keep the house warm, but it reduces energy expenses. The house is also safer now that new fire alarms have been installed. And repairing the kitchen sink eliminated a leak that was causing high water bills. Sadly, Lidia’s brother lost his battle with cancer. Lidia was granted custody of his children, and she inherited the house, where she continues to live with her niece and nephew. Today, Lidia works as a music educator at Music for Minors, a local nonprofit. Lidia is still paying off a mortgage on the house, so money is tight. Lidia says it’s not just a house to her. “It’s a piece of memory I’m fighting to preserve. The repairs had a huge impact on our daily lives, mostly because the house is safer,” Lidia says. “Every day I wake up and breathe the fresh air in my yard. I still can’t believe this was free.'
For the Cities of South San Francisco and Redwood City ONLY, answer the following:

3. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: Facebook, Twitter, Instagram, YouTube Other - Please describe: local news (e.g. San Mateo Daily Journal), Direct Mail, door to b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
All of RTP’s services and documents are provided in English and Spanish. If a homeowner requires another language, RTP utilizes community partners that specialize with that population to serve as translators. In addition, select marketing collateral is offered in multilingual formats including RTP’s main flyers, brochures and direct mail pieces. RTP also conducts multilingual door- outreach and phone outreach. c. How and where are the materials distributed?
In Redwood City and SSF, we make presentations and distribute materials to a variety of nonprofit, government and community organizations (e.g. Fair Oaks & Veterans Memorial Community Centers, Redwood City Human Service Agencies, and Peninsula Family Service). Through our NRD community facility repair program, RTP has developed deep relationships with nonprofits throughout Redwood City and SSF that serve primarily low-income people (e.g. Samaritan House Free Clinic, Kainos, StarVista, St. Francis Center, IHSD, schools and child care).

RTP’s National Rebuilding Day materials are distributed to low-income homeowners via: distributing fliers to lowincome homeowners (e.g. door hangers, fliers in Senior Centers’ grab and go lunches), direct mail using 'Leads Please,' referrals from partner organizations, tabling at community events, making presentations to community groups, social media campaigns, and more!
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 9/10 ----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following:

Yes

Children cared for per month)
RTP’s National Rebuilding Day Home Rehabilitation program services low-income homeowners, majority elderly and BIPOC, in San Mateo County. This program provides free home repair services that enable them to live in a dry, clean, pest-free, ventilated, safe, contaminant-free, maintained, thermally controlled, accessible, and affordable home.

RTP conducts outreach by tabling at community events, providing flyers to many partners, working with government and nonprofit organizations to connect with their clients, sending direct mail and door-to-door outreach. Simultaneously we reach out to corporate sponsors and volunteers to help us repair the homes on our Fall and Spring Rebuilding Day, leveraging our resources as far as possible to make as many repairs as possible.

Each homeowner goes through a six steps over six months:

1. Low-income homeowner completes repair application.

2. RTP conducts a comprehensive Home Safety Assessment which assesses the health and safety repairs needed based on the ten Principles of Healthy Homes.

3. In partnership with the homeowner, RTP develops a scope of work which provides a plan for how the health and safety repairs will be completed.

4. Homeowner is paired with a volunteer Construction Captain who prepares the home for the work to be done on NRD.

5. Repair and home modifications are completed by a team of volunteers on NRD, in either October or April.

6. Final project review and survey collection
Source Committed Proposal Submitted To Be Determined
Other Federal Funds
State/Local Funds $375,000
Private Funds $125,500 $365,750 $19,000
Other:
inkind
$185,000
Total $125,500 $740,750 $204,000
End of the San Mateo County section
----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application and
designation of signatory, by the Board of
Directors
RTP_FY_24-25__CDBG_Authorization.pdf

2. Proof of 501(c)3 / tax-exempt status 2._501c3.pdf

3. By-laws

3._By-laws_Resolution_11-17-11.pdf

4._Articles_of_Incorporation__original_and_amendments.pdf

4. Articles of Incorporation

4._Articles_of_Incorporation__original_and_amendments.pdf

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12 months
Number of years allowed for each
board term
Board_Roster_2023-24.docx.pdf
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 10/10

6. Organizational chart for entire
organization
RTP_Org_Chart_Oct_2023.pdf

7. Certified financial audit no more that 1
fiscal year old, prepared by a CPA, and:

Management letters (if applicable)
A-122 and A-133 Single Audit (for
entities that receive more than
$750,000 in federal funding) OR
A letter from your Executive Director or
Chief Financial Officer certifying that
agency does not receive more than
$750,000 in federal funds and is not
subject to the Single Audit.

Single_Audit_Not_required_1.17.24.pdf
RTP_22_Final_FS.pdf

8. The following are required:

Current (FY23-24) Agency Operating
Budget
Proposed (FY24-25) Agency
Operating Budget
FY25_draft_RTP_Budget_.pdf
FY25_draft_RTP_Budget_-_NRD_.pdf
FY24_agency_budget_final_09.25.23.pdf

9. Mission Statement 9._RTP_Mission_Statement_1.8.21.pdf

10. Non-discrimination policy for Staff and
Clients

10._11._nondiscrimination_and_accomodations_updated_2.2019.pdf

11. Reasonable Accommodations Policy
for Staff and Clients

10._11._nondiscrimination_and_accomodations_updated_2.2019.pdf

12. Conflict of Interest Policy. (If not
available, please indicate when you will
submit)

12._confilct_of_interest_policy.pdf

13. Negotiated Rate Letter. (If required)

14. Other -
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Joy Dickinson
Date Signed 01/17/2024
Initially submitted: Jan 17, 2024 - 10:56:05
Rebuilding Together
Peninsula- Safe at Home
1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 1/10 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: Rebuilding Together Peninsula

2. Project Title: Safe at Home 2024-25
We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this
application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served % of Clients
Served
Total $
Per Client
Total Agency
Budget
Redwood City $58,157 5% 0% $11,631.40
City of San Mateo $46,530 4% 0% $11,632.50
County of San Mateo $348,535 28% 0% $11,617.83
South San Francisco $117,403 9% 0% $11,740.30
Total $570,625 45% 49 100% $11,645.41
Grant Funded Programs:

Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status.

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

RTP’s Safe at Home home repair program currently uses 80% AMI (Area Median Income) as its guide for income eligibility. Applicants are required to provide proof of gross monthly income for all individuals 18 and over living in the home, including renters. Income sources include: salaries, SSI or SSD, social security, alimony/child support, interest and dividends, pensions and annuities, rental income, other income. The preferred documentation to prove income is the most recent income tax return (first two pages only) for each adult in the household. Alternatively, we ask each adult to submit as many of the following documents as possible: last three bank statements, two pay stubs, social security award letter, SSI or SSDI statement, and rent checks.

3. Project
Address:
841 Kaynyne Street City: Redwood City
Zip:
94063-
3033

4. Provide a one sentence project summary:

RTP’s Safe at Home program provides critical health and safety related home repair needs for low-income homeowners, including home safety modifications that allow low-income seniors to safely age in place by eliminating the threat of injury or accident, particularly from falling.

Organization
Address:
841 Kaynyne Street City: Redwood City
Zip:
94063-
3033
Organization
Phone:
650-366-6597 Website: www.RTPeninsula.org
Type of Applicant: Non-Profit Our agency serves: Clients

5. Contact
Person /
Project
Administrator:

Name: Greg Bernard Title: Director of Programs
Telephone:
650-366-
6597 x228
Contact Email:
[email protected];
[email protected],
[email protected]
Fax: 650.366.9053
1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 2/10

6. Name of
Agency
Director:

Melissa Lukin

7. Fiscal
Officer:

Name: Hani Burni
Email:
[email protected]
Telephone:
650-366-
6597
Fiscal Officer
Address:
841 Kaynyne Street City: Redwood City
Zip:
94063-
3033

8. Authorized
Signatory:

Name: Melissa Lukin
Email:
[email protected]
Telephone:
650-366-
6597
Authorized
Signatory
Address:
841 Kaynyne Street City: Redwood City
Zip:
94063-
3033

9. Please provide days and hours of regularly scheduled operation:

Monday to Friday, 8am to 5pm. Closed for lunch from 12pm to 1pm.

10. SAM/UEI Number: XPNNC8ZW5AX6 Federal EIN/TIN Number: 94-3106209

11. HUD Activity: Choose the HUD activity that most closely matches your service:
14A - Rehab: Single-Unit Residential

Safe at Home Program (SAH) objectives:

1. Low-income homeowners, majority elderly and BIPOC, in San Mateo County have access to free home repair services that enable them to live in a dry, clean, pest-free, ventilated, safe, contaminant-free, maintained, thermally controlled, accessible, and affordable home (the National Center for Healthy Housing’s ten principles of healthy homes).

2. Safety and health priorities identified in each home are addressed by our expert repair technician, skilled volunteers and/or trusted sub-contractors.

3. Participants are equipped with the knowledge and tools necessary to identify health and safety hazards and educated with maintenance tips to ensure the longevity of the repairs they receive.

Activities:

Each homeowner receives 5 services over a 3 month period:

1. Homeowner application is reviewed by RTP staff.

2. Staff conduct a comprehensive Home Safety Assessment which assesses the repairs needed.

3. Staff develop a Home Safety Plan (aka scope of work) which details how the repairs will be completed.

4. Repairs and home safety modifications are completed by our experienced repair technicians and trusted subcontractors.

5. Staff review the project and collect feedback through surveys to assess the impact of our work on the homeowner.

Priorities by jurisdiction:

SAH will repair 5 homes in Redwood City, 4 homes in the City of San Mateo, 10 homes in South San Francisco and 30 in the county.
13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

NEED:

AREA SERVED:

Since our Fiscal Year 2009-10, RTP has provided 349 RWC homeowners with free home repair services. SAH serves low-income homeowners across the city.

TARGET POPULATION:

SAH serves low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children.

SIMILAR PROGRAMS:

While the Center for Independence of the Disabled provides home modifications for disabled persons, RTP serves 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 3/10 all low-income homeowners with a variety of health and safety repairs. With 35 years of experience and extensive local networks, RTP is the leading home repair program in the county. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

NEED:

CDC), SM’s elderly, low-income homeowners need access to free home repairs and safety modifications.

AREA SERVED:

Since 2009-10, RTP has provided 216 City of San Mateo homeowners (and 32 community facilities) with free repair services. SAH serves low-income homeowners across the city.

TARGET POPULATION:

SAH serves low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children.

SIMILAR PROGRAMS:

While the Center for Independence of the Disabled provides home modifications for disabled persons, RTP serves all low-income homeowners with a variety of health and safety repairs. With 35 years of experience, RTP is the county's leading home repair program.
13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

NEED:

GEOGRAPHY:

Since our Fiscal Year 2009-10, RTP has provided 1,809 County homeowners (and 268 community facilities) with free repairs. We serve low-income homeowners across the County.

POPULATION:

SAH provides repairs to low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children.

SIMILAR PROGRAMS:

RTP’s 35 years of experience make us the leading home repair program in the County. Habitat for Humanity has a loan-based home repair program in Daly City and East Palo Alto. Also, the Center for Independence of the Disabled provides home modifications only for disabled persons. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

NEED:

AREA SERVED:

Since our Fiscal Year 2009-10, RTP has provided 250 SSF homeowners (and 12 community facilities) with free repair services. SAH serves low-income homeowners across SSF.

TARGET POPULATION:

SAH serves low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 4/10 families with children.

SIMILAR PROGRAMS:

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

RTP’s Safe at Home program is fully operational and provides services on an ongoing basis. Each homeowner receives five services over a three month period:

1. Homeowner completes an application which provides key information about the repairs needed.

2. RTP’s trained and experienced staff conduct a comprehensive Home Safety Assessment which assesses the health and safety repairs needed based on the ten Principles of Healthy Housing.

3. In partnership with the homeowner, RTP’s staff develops a Home Safety Plan (aka scope of work) which provides a detailed plan for how the critical health and safety repairs will be completed.

4. Repairs and home safety modifications are completed by our experienced repair technicians and trusted subcontractors.

5. Final project review and survey collection which assesses the impact of our work on the homeowner's health and safety.

RTP will submit invoices quarterly to ensure funds are spent in a timely manner.

SAH will serve at least the following number of homes by jurisdiction per year of the contract:
-Redwood City: 5 homes per year
-City of San Mateo: 4 homes per year
-County: 30 homes per year
-South San Francisco: 10 homes per year
RTP would like to be considered for a two-year contract so that we can plan deliverables with confidence and provide seamless services to the low-income populations that we serve.

RTP conducts homeowner surveys to measure our success. In fiscal year 2022-23, RTP repaired over 109 homes and community facilities across its programs. For homeowners surveyed:
100% reported that our work has made their home a safer place to live; 96% reported that repairs created a healthier home environment for themselves and their family; 80% reported that completed repairs will make it easier for them to maintain their home; and 77% reported feeling less likely to fall in their home since repairs (another 23% stated N/A).

RTP’s Safe at Home program holds contracts with each jurisdiction. We expect to reach the majority of our deliverables by June 2024. Accomplishments to date (July 2023 to Dec 2023):
-Redwood City: 5 homes served/in progress (goal = 5)
-City of San Mateo: 0 homes served/in progress (goal = 4) -County of San Mateo: 16 homes served/in progress (goal = 30) -South San Francisco: 9 homes served/in progress (goal = 10)

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

RTP could not accomplish our mission without collaboration. SAH benefits from the agency’s partnerships with trade unions, vendors, and corporations that supply volunteer labor and significant in-kind donations. For example, RTP recently made presentations to the core service agencies in San Mateo County; the Mentorship, Discover, and Inspire men's group; Samaritan House; neighborhood groups; International Brotherhood of Electrical Workers; the pipefitters union; and the American Red Cross. We have also arranged discount materials and supplies from Hayward Lumber, Master Plumbing and Ace Hardware. RTP is also building a partnership with Acterra to help assist our clients in the East Palo Alto to North Fair Oaks area and with Peninsula Clean Energy in those areas plus Belle Haven in Menlo Park. RTP also refers our clients to other programs that can assist them (e.g. Meals on Wheels, El Concilio, and PG&E Low-Income Home Energy Assistance Program). We receive referrals for potential Safe at Home applicants from city staff, county social workers and case managers, hospitals, and local nonprofit agencies.

RTP also participates in collaborative local efforts to implement systemic change as they relate to achieving our vision of safe and healthy housing for everyone. RTP has participated in the San Mateo County Fall Prevention Task Force, Thrive - The Alliance of Nonprofit for San Mateo County, and more!

17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds.
1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 5/10 RTP has received CDBG funding for over a decade. During this time, the homes we serve have become a decade older (average 70 years old) and the repairs needed are more expensive. Combine this with inflation and you can imagine the difficulty RTP is experiencing operating a free minor home repair program with essentially level funding year-over-year.

We understand CDBG dollars are not meant to cover the full cost of an agency's work. We leverage CDBG dollars with other funds to make more repairs wherever possible. In fact, 58% of our agency’s budget comes from private sources, 17% from CDBG, and 25% from other government sources. In addition, we leverage $250K worth of skilled in-kind labor and materials every year.

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City 14 7 14 7
Redwood City 10 5 10 5
City of San Mateo 8 4 8 4
County of San Mateo 60 30 60 30
South San Francisco 20 10 20 10
Totals 112 56 112 56

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other Low income homeowners

Race & Ethnicity
Redwood City
Population
Redwood City
% by Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 74,402 100% 63 100%
White and not Hispanic 40,656 54.64% 9 14.29%
White and Hispanic 23,557 31.66% 53 84.13%
Asian 6,715 9.03% 1 1.59%
African American 1,916 2.58% 0 0.00%
Pacific Islander 663 0.89% 0 0.00%
Native American 384 0.52% 0 0.00%
Other 1,511 2.03% 0 0.00%
Race & Ethnicity
City of San
Mateo
Population
City of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 97,207 100% 11 100%
White and not Hispanic 45,240 46.54% 1 9.09%
White and Hispanic 25,815 26.56% 9 81.82%
Asian 18,153 18.67% 1 9.09%
1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 6/10 African American 2,099 2.16% 0 0.00%
Pacific Islander 1,937 1.99% 0 0.00%
Native American 140 0.14% 0 0.00%
Other 3,823 3.93% 0 0.00%
Race & Ethnicity
County of San
Mateo
Population
County of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 764,442 100% 138 100%
White and not Hispanic 280,550 36.70% 23 16.67%
White and Hispanic 181,937 23.80% 86 62.32%
Asian 250,737 32.80% 14 10.14%
African American 20,640 2.70% 10 7.25%
Pacific Islander 10,702 1.40% 0.00%
Native American 6,880 0.90% 0.00%
Other 12,996 1.70% 5 3.62%
Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 21 100%
White and not Hispanic 23,760 37.34% 2 9.52%
White and Hispanic 21,645 34.02% 5 23.81%
Asian 23,293 36.61% 12 57.14%
African American 1,625 2.55% 2 9.52%
Pacific Islander 1,111 1.75% 0 0.00%
Native American 395 0.62% 0 0.00%
Other 9,598 15.08% 0 0.00%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

Of homes served by free home repair programs last year:
-100% had low, very low, or extremely low income.
-81% had a senior living in the home.
-70% identified as a person of color, (33% Hispanic, 18% Asian, 8% Black or African American, 12% two or more races, and 0.9% American Indian).
-68% have lived in their homes for 20+ years.
-65% had a resident with a disability

RTP’s FY24-25 Safe at Home Budget is projected to be $1,261,260. Of this amount, we expect approximately 58% to come from government sources and 41% to come from individuals, corporations and foundations.

To provide an example of expected FY24-25 revenue for SAH, below are details on secured and pending funding for the FY23-24 SAH program. (Note: budget for our 23-24 SAH program is $953,000) Secured FY23-24 SAH funding:

County of San Mateo - CDBG, $125,000
City of Palo Alto, $73,000
City of Daly City, $63,000
City of South San Francisco, $55,000
Sequoia Healthcare District, $50,000
City of Mountain View, $30,000
City of San Mateo, $20,000
Peninsula Health Care District, $20,000
City of Redwood City, $25,000
Insurance Industry Charitable Foundation, $10,000
1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 7/10 San Mateo County Association of Realtors, $3,000
Pending and Planned FY23-24 requests:

County of San Mateo - Measure K (Mobile Home Portion of Request), $275,000 Individual Donors, $169,000
City of Menlo Park, $10,000
City of San Carlos, $15,000
Palo Alto Weekly Holiday Fund $5,000
Palo Alto Community Fund, $5,000
In-kind labor and materials, $15,000
For our organization, RTP is in a strong financial position. We hold $5M in assets. Our projected $3,151,458 FY23/24 annual revenue comes from diverse streams: 14% from foundations, 24% from individuals and sponsorships, 42% from government, 10% from special events and 10% other.

Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Director of Programs Greg Bernard
His main responsibilities are to preview
each applicant’s home, create a scope of
work for them and oversee project
management
20 years of experience as a
contractor
Project Manager Rachel Poythress
Manages client and vendor interaction for
SAH projects. Serves as the external
'face' of the organization with support of
staff in the background to complete work
at SAH repair sites.

Over 5 years of experience
working with Rebuilding
Together affiliates in project
management and
coordination. Holds
bachelor’s degree in
Anthropology, and is
passionate about housing
justice and equity.

Senior Repair
Technician
Frank Tijerina
Responsible for doing the repairs and
modifications at homes and working with
subcontractors and vendors to complete
the necessary work at each home.

More than 20 years of
construction experience,
including carpentry,
plumbing, and electrical.

Program Coordinator
Esmeralda
Rodriguez
Supports the Safe at Home team by
working with homeowners to complete
their applications, scheduling previews,
and conducting homeowner survey
12 years of nonprofit
experience serving
vulnerable populations.

Holds a bachelor’s degree
in Psychology.

Repair Technician Jesse Leandro
Responsible for doing the repairs and
modifications at homes and working with
subcontractors and vendors to complete
the necessary work at each home.

More than 10 years of
construction experience,
including carpentry,
plumbing, and electrical.

PROPOSED PROGRAM BUDGET FOR FY 2024-25
Redwood City City of San
Mateo
County of San
Mateo
South San
Francisco Total Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total % Requested % Requested % Requested % Requested Pgm% Requested Labor
Director of Programs $111,000 50% $55,500 1% $500 1% $400 9% $5,000 3% $1,500 13% $7,400 Safe at Home
Program Manager
$80,000 100% $80,000 2% $2,000 1% $500 6% $5,000 7% $5,300 16% $12,800 Sr. Repair Technician $81,500 98% $79,980 5% $4,000 5% $4,000 31% $25,000 7% $5,500 48% $38,500 Repair Technician $70,720 92% $65,062 0% $0 0% $0 0% $0 0% $0 0% $0 Client Intake &
Outreach Coor.
$50,186 50% $25,093 2% $500 2% $500 26% $6,500 8% $2,000 38% $9,500 Other Staff $767,000 15% $115,050 0% $0 0% $0 0% $0 0% $0 0% $0 Taxes/Benefits $284,040 29% $83,372 1% $770 1% $600 5% $4,350 2% $1,930 9% $7,650 Other Direct Costs
Mileage $25,865 31% $8,118 1% $100 4% $300 12% $1,000 6% $500 23% $1,900 Materials and
Subcontractors
$1,110,000 54% $603,000 7% $45,000 6% $36,000 45% $270,000 15% $90,000 73% $441,000 All other costs $620,000 5% $31,500 0% 0% 0% 0% 0% $0
Modified Total Direct
Costs (MTDC)
$3,200,311 36% $1,146,675 5% $52,870 4% $42,300 28% $316,850 9% $106,730 45% $518,750 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 8/10 Indirect cost rate
(10% de minimis rate
unless the entity has
a negotiated indirect
rate with the federal
government)
10% 10% 10% 10% 10% 10%
Indirect costs $320,031 36% $114,668 5% $5,287 4% $4,230 28% $31,685 9% $10,673 45% $51,875 TOTAL $3,520,342 36% $1,261,343 5% $58,157 4% $46,530 28% $348,535 9% $117,403 45% $570,625 Number of Individual Beneficiaries 5 4 30 10 49
Cost per Individual $11,631.40 $11,632.50 $11,617.83 $11,740.30 $11,645.41 For the City of Redwood City ONLY, answer the following:

1. Funding Criteria:

2. Program Outcomes:
a. Please describe the accomplishments of program goals for FY/23.

From July 2022 to June 2023, RTP’s Safe at Home’s program’s goal was to serve 5 homes in Redwood City. We exceeded our goal by serving 9 homes.

Program outcomes: From July 2022 to June 2023, Safe at Home served 48 households (housing 89 residents) with home repair services that ensured safe and healthy homes. For RTP satisfaction survey participants surveyed over the last year:
98% reported that Rebuilding Together’s work has made their home a safer place to live; 93% reported that completed repairs contributed to their overall health and a healthier home environment; 96% reported being able to move around their home with little to no difficulty after repairs (i.e. less likely to fall) and 93% reported no falls or injuries since repairs were completed; and 90% indicated they plan to age in place.
b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23:

Lidia lives in a Redwood City house she shares with her 19-year-old niece and 13-year-old nephew. The house originally belonged to her brother who also lived in the house. When he was diagnosed with cancer, Lidia quit her job and used most of her savings to help pay for his treatments. That’s when she searched the internet for a way to replace windows and fire alarms in the house, and she found RTP. A volunteer team, supported by RTP’s construction professionals, repaired the house, which also included building a chicken coop for the family’s six chickens. Among the many repairs, fixing the windows may have had the greatest impact as it not only helps keep the house warm, but it reduces energy expenses. The house is also safer now that new fire alarms have been installed. And repairing the kitchen sink eliminated a leak that was causing high water bills. Sadly, Lidia’s brother lost his battle with cancer. Lidia was granted custody of his children, and she inherited the house, where she continues to live with her niece and nephew. Today, Lidia works as a music educator at Music for Minors, a local nonprofit. Lidia is still paying off a mortgage on the house, so money is tight. Lidia says it’s not just a house to her. “It’s a piece of memory I’m fighting to preserve….The repairs had a huge impact on our daily lives, mostly because the house is safer,” Lidia says. “Every day I wake up and breathe the fresh air in my yard. I still can’t believe all of the repairs were free.'
For the Cities of South San Francisco and Redwood City ONLY, answer the following:

3. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: Facebook, Twitter, Instagram Other - Please describe: San Mateo Daily Journal, Direct Mail, door to door outreach 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 9/10 b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
All of RTP’s services and documents are provided in English and Spanish. If a homeowner requires another language, RTP utilizes community partners that specialize with that population to serve as translators. In addition, select marketing collateral is offered in multi-lingual formats including RTP’s main flyers, brochures and direct mail pieces. RTP also conducts multilingual door-to-door outreach and phone outreach. c. How and where are the materials distributed?
In Redwood City and SSF, we make presentations and distribute materials to a variety of nonprofit, government and community organizations (e.g. Fair Oaks & Veterans Memorial Community Centers, Redwood City Human Service Agencies, and Peninsula Family Service). Through our NRD community facility repair program, RTP has developed deep relationships with nonprofits throughout Redwood City and SSF that serve primarily low-income people (e.g. Samaritan House Free Clinic, Kainos, StarVista, St. Francis Center, IHSD, schools and child care).

RTP’s Safe at Home materials are distributed to low-income homeowners via: distributing fliers to low-income homeowners (e.g. door hangers, fliers in Senior Centers’ grab and go lunches), direct mail using 'Leads Please,', referrals from partner organizations, tabling at community events, making presentations to community groups, social media campaigns, and more!
----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following:

Yes

Children cared for per month)
RTP’s Safe at Home program services low-income homeowners, majority elderly and BIPOC, in San Mateo County. This program provides free home repair services that enable them to live in a dry, clean, pest-free, ventilated, safe, contaminant-free, maintained, thermally controlled, accessible, and affordable home (the National Center for Healthy Housing’s ten principles of healthy homes).

RTP reaches out to low-income populations to inform them about our free home repair programs. We table at community events, provide flyers to many partners, work with government and nonprofit organizations to connect with their clients, send direct mail and do door-to-door outreach.

Each homeowner receives 5 services over a 3 month period:

1. Homeowner completes an application which provides key information about the repairs needed and eligibility information.

2. Once client intake and eligibility is complete, RTP’s trained and experienced staff conduct a comprehensive Home Safety Assessment which assesses the health and safety repairs needed based on the ten Principles of Healthy Housing.

3. In partnership with the homeowner, RTP’s staff develops a Home Safety Plan (aka scope of work) which provides a detailed plan for how the critical health and safety repairs will be completed.

4. Repairs and home safety modifications are completed by our experienced repair technicians and trusted subcontractors.

5. Final project review and impact survey.

Source Committed Proposal Submitted To Be Determined
Other Federal Funds
State/Local Funds $166,000 $874,000
Private Funds $50,000 $20,000 $151,000
Other:

Total $216,000 $894,000 $151,000
1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 10/10 End of the San Mateo County section
----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application and
designation of signatory, by the Board of
Directors
RTP_FY_24-25__CDBG_Authorization.pdf

2. Proof of 501(c)3 / tax-exempt status 2._501c3.pdf

3. By-laws 3._By-laws_Resolution_11-17-11.pdf

4. Articles of Incorporation

4._Articles_of_Incorporation__original_and_amendments.pdf

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12 months
Number of years allowed for each
board term
Board_Roster_2023-24.docx.pdf

6. Organizational chart for entire
organization
RTP_Org_Chart_Oct_2023.pdf

7. Certified financial audit no more that 1
fiscal year old, prepared by a CPA, and:

Management letters (if applicable)
A-122 and A-133 Single Audit (for
entities that receive more than
$750,000 in federal funding) OR
A letter from your Executive Director or
Chief Financial Officer certifying that
agency does not receive more than
$750,000 in federal funds and is not
subject to the Single Audit.

RTP_22_Final_FS.pdf
Single_Audit_Not_required_1.17.24.pdf

8. The following are required:

Current (FY23-24) Agency Operating
Budget
Proposed (FY24-25) Agency
Operating Budget
FY24_agency_budget_final_09.25.23.pdf
FY25_draft_RTP_Budget_.pdf
FY25_draft_RTP_Budget_-_SAH_.pdf

9. Mission Statement 9._RTP_Mission_Statement_1.8.21.pdf

10. Non-discrimination policy for Staff and
Clients

10._11._nondiscrimination_and_accomodations_updated_2.2019.pdf

11. Reasonable Accommodations Policy
for Staff and Clients

10._11._nondiscrimination_and_accomodations_updated_2.2019.pdf

12. Conflict of Interest Policy. (If not
available, please indicate when you will
submit)

12._confilct_of_interest_policy.pdf

13. Negotiated Rate Letter. (If required)

14. Other -
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Joy Dickinson
Date Signed 01/17/2024
Initially submitted: Jan 17, 2024 - 11:18:47
Project Sen�nel
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 1/9 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: Project Sentinel, Inc.

2. Project Title: Fair Housing
We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
Redwood City $15,751 2% 0% $1,968.88
City of San Mateo $26,303 3% 0% $2,391.18
County of San Mateo $34,624 4% 0% $1,331.69
South San Francisco $16,283 2% 0% $1,163.07
Total $92,961 10% 59 100% $1,575.61
Grant Funded Programs:

We are applying for a Fair Housing Program
CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation.

Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status.

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

Documentation of residency, income level, and ethnicity is by self-certification upon complaint intake. Project Sentinel staff explain to callers that services are provided regardless of income level or race and that the effectiveness of our services is dependent on accuracy of data provided by the client. Clients are asked to provide copies of income verification such as tax returns, pay stubs, social security correspondence, EDD reports. All client files are stored in a database which enables the agency to track and compile data quickly and accurately. Project Sentinel staff use an Income Calculation and Verification form which collects the following data: relationship to each other, ages, income level, and form of income verification. This form is used for determining client income status.

3. Project Address: 1615 Hudson St., Ste A City: Redwood City Zip: 94061-2982

4. Provide a one sentence project summary:

Throughout San Mateo County Project Sentinel provides comprehensive fair housing services of proactive community outreach and education to home seekers, in place residents and housing providers as well as reactive complaint investigations seeking remedies for victims of housing discrimination.

Organization Address: 1490 El Camino Real City: Santa Clara Zip: 95050-4609 Organization Phone: 650-321-6291 Website:
www.housing.org
Type of Applicant: Our agency serves: Clients

5. Contact Person /
Project Administrator: Name: Elizabeth Sanchez
Title: Fair Housing
Director
Telephone: 209-499-2626
Contact Email: [email protected] Fax:

6. Name of Agency
Director: Carole Conn

7. Fiscal Officer: Name: Deanne Komush
Email:
[email protected]
Telephone: 408-513-8763
Fiscal Officer Address: 1631 Willow Street, Ste 200 City: San Jose Zip: 95125-5113

8. Authorized
Signatory: Name: Carole Conn
Email:
[email protected]
Telephone: 408-470-3739
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 2/9 Authorized Signatory
Address:
1490 El Camino Real City: Santa Clara Zip: 95050-4609

9. Please provide days and hours of regularly scheduled operation:

Monday-Friday, 9:00am - 12:00pm and 1:00pm - 4:00pm

10. SAM/UEI Number: E44GRKVXEEN9 Federal EIN/TIN Number: 77-0266612

11. HUD Activity: Choose the HUD activity that most closely matches your service:
05J - Fair Housing Activities-Subj.to Pub.Serv.Cap

To combat illegal housing discrimination and ensure civil rights protection, Project Sentinel provides comprehensive fair housing services of complaint investigation and enforcement, consultation, information and referral, and community outreach and education. Fair Housing investigations that reveal evidence of illegal discrimination are addressed through education, conciliation, CRD filings, and private litigation. Information and referral services link callers with the most appropriate resources. Education and outreach activities increase the general population and target groups' awareness of the existence and benefits of fair housing. Housing providers (landlords, property managers) are provided with literature and education workshops on fair housing compliance.

These services help create and maintain healthy communities and assist San Mateo County, San Mateo City, Daly City, Redwood City, and South San Francisco to comply with CRD's directive to affirmatively further fair housing.

Proposed services will be delivered from Project Sentinel's Redwood City office, Monday through Friday from 9AM to 5:00PM, with telephone intake from 9AM to 4PM. 'After-hours' work is scheduled as needed and by appointments. There is no difference in the fair housing services provided to each jurisdiction except for quantity and that is set by funding level. Regardless of funding level no one is denied service. Complaints are investigated by testing, interviews, surveys, and document review.
13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Fair and equal access to housing is a primary civil right of all people and is a requirement of CRD for the receipt of federal funding. Fair Housing services will benefit those of protected status as well as the community as a whole producing integrated, healthy communities. Victims of housing discrimination are often among the poorest and most underserved residents of our community. Given that demographic data for Redwood City show that 31% of the population are Hispanics, we have learned through our own data and experience that target population has members how present with linguistic, cultural, mental, and physical barriers that contribute to discrimination often prevent victims from perceiving, understanding and addressing discriminatory treatment. The post pandemic period shows that it is continues to be the case that it is still harder for low income tenants to address discriminatory treatment. Project Sentinel will combat barriers to fair housing by reaching out directly to target populations.

Continued education must be available to housing providers, home seekers, and the community at large on the rights and responsibilities of developing and maintaining a balanced and integrated community. Fair Housing encompasses all forms of housing with the majority of complaints coming from renters. The harsh rental housing market (49% renters in Redwood City) and new law with protections for Section 8 and veterans require more fair housing involvement.
13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Fair and equal access to housing is a primary civil right of all people and is a requirement of CRD for its receipt of federal funding. Fair Housing services will benefit those of protected status as well as the community as a whole by producing integrated, healthy communities. Victims of housing discrimination are often among the poorest and most underserved residents of our community. The linguistic, cultural, mental, and physical barriers that contribute to discrimination often prevent victims from perceiving, understanding and addressing discriminatory treatment. The COVID 19 pandemic has made it harder for low income tenants to address discriminatory treatment. Project Sentinel will combat barriers to fair housing by reaching out directly to target populations. Continued education must be available to housing providers, home seekers, and the community at large on the rights and responsibilities of developing and maintaining a balanced and integrated community. Fair Housing encompasses all forms of housing with the majority of complaints coming from renters. The harsh rental housing market (47.8% renters in San Mateo City) and new law with protections for Section 8 and veterans require more fair housing involvement. Those with disabilities, families with children and foreign-born experience a higher incident rate of housing problems which fair housing needs to address.
13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Continued education must be available to housing providers, home seekers, and the community at large on the rights and responsibilities of developing and maintaining a balanced and integrated community. Fair Housing 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 3/9 encompasses all forms of housing with the majority of complaints coming from renters. The harsh rental housing market (40% renters in San Mateo County) and new law with protections for Section 8 and veterans require more fair housing involvement. Those with disabilities, families with children and foreign-born experience a higher incident rate of housing problems which fair housing needs to address. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Fair and equal access to housing is a primary civil right of all people and is a requirement of CRD for the receipt of federal funding. Fair Housing services will benefit those of protected status as well as the community as a whole producing integrated, healthy communities. Victims of housing discrimination are often among the poorest and most underserved residents of our community. South San Francisco demographics show 34% of the population are Hispanics, 36% Asian, 43% foreign-born and 60% speak a language other than English at home. The linguistic, cultural, mental, and physical barriers that contribute to discrimination often prevent victims from perceiving, understanding and addressing discriminatory treatment. The post pandemic period shows that it continues to be harder for low income tenants to address discriminatory treatment. Project Sentinel will combat barriers to fair housing by reaching out directly to target populations. Continued education must be available to housing providers, home seekers, and the community at large on the rights and responsibilities of developing and maintaining a balanced and integrated community. Fair Housing encompasses all forms of housing with the majority of complaints coming from renters. The harsh rental housing market (39% renters in South San Francisco) and new law with protections for Section 8 and veterans require more fair housing involvement.

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

All program services of I&R, consultations, complaint counseling and investigation, community outreach and education are ongoing. Service delivery and project implementation is therefore immediately available.

Reimbursement requests are based on direct service hours recorded on daily timesheets. Staff time spent on any one jurisdiction will vary based on caseload demands but can be controlled by increasing or decreasing outreach to comply with budget requirements and timely draws. All Project Sentinel staff are acutely aware of time management and the need to plan and track time expenditures to achieve reasonable contract goals. There are time periods we charge staff time to the federal contracts for work performed in the jurisdictions. This will result in fewer charges to the jurisdictions for those time periods.

Staff members are assigned specific numerical contract goals to achieve such as incoming calls, case processing and outreach events. Each staff member consults with the director of fair housing regarding progress in meeting these numerical goals. Project Sentinel’s fair housing director reviews work performance to ensure satisfactory quality and quantity. Project Sentinel has been providing comprehensive fair housing services for many years and has successfully complied with all contract terms over the years.

Quantitative: Case files will confirm fair housing investigation assistance as well as tangible outcomes. We follow complaints beyond the investigation stage to final resolution. Phone logs will record information and referral services as well as how callers learned of the service to help shape future outreach events efforts. Participant signin sheets will confirm attendance at outreach presentations.

Qualitative: Process surveys, solicit feedback on education presentation and pre/post tests demonstrate the effectiveness of trainings and presentations by measuring whether the participants’ knowledge was increased.

Information on enforcement activity as well as outreach and education work efforts are submitted to the jurisdiction in quarterly reports.

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

Given that Project Sentinel has a history of service provision in San Mateo County, we collaborate with a wide range of groups and grassroots community organizations to promote fair housing and to reach protected households and individuals. We believe it is important to educate ‘front-line’ housing providers on what fair housing is, how to recognize a complaint, and how to make an effective enforcement referral. The more the staff at other social service agencies understand what fair housing is, the better they can serve their clientele with a referral to Project Sentinel. Collaborations for enhanced staff training for effective referrals include: Shelter Network (education, referrals), Caminar (referrals), Center for Independence of the Disabled (education, referrals), Legal Aid of San Mateo (referrals), AARP (education, referrals), StarVista (education, referrals), Sunset Project 9education, referrals) and Swords to Plowshares (education, referrals).

Project Sentinel is an active member of the San Mateo County Housing Advocates Quarterly Meeting (SMHAQM).

This collaborative includes the Legal Aid Society of San Mateo County, the Stanford Law Clinic, and the Community Legal Services in East Palo Alto. We are working to coordinate our

Project Sentinel provides fair housing services throughout San Mateo County based on financial support from each entitlement as well as HUD. Without entitlement money, our services would be severely restricted and likely unable to meet all needs
Trends: the post pandemic period continues to show an increase in calls regarding certain protected categories:
sex, domestic violence, and housing providers not understanding that victims have fair housing rights and familial status. We also have the added protected categories of Section 8 protection and criminal history. CRD has recently 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 4/9 authorized the use of federal funds to combat source of income discrimination. Small “mom and pop” housing providers need education about these new laws so they can avoid costly mistakes.

The projected beneficiary numbers provided in 18 below, reflect only investigated enforcement cases. Counseling, consultations and community outreach beneficiary numbers are not included. .

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City 13 5 14 6
Redwood City 7 3 8 4
City of San Mateo 10 4 11 5
County of San Mateo 25 12 26 13
South San Francisco 13 5 14 6
Totals 68 29 73 34

19. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other

Race & Ethnicity
Redwood City
Population
Redwood City
% by Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 74,402 100% 8 100%
White and not Hispanic 40,656 54.64% 5 62.50%
White and Hispanic 23,557 31.66% 3 37.50%
Asian 6,715 9.03% 0 0.00%
African American 1,916 2.58% 0.00%
Pacific Islander 663 0.89% 0.00%
Native American 384 0.52% 0.00%
Other 1,511 2.03% 0.00%
Race & Ethnicity
City of San
Mateo
Population
City of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 97,207 100% 11 100%
White and not Hispanic 45,240 46.54% 5 45.45%
White and Hispanic 25,815 26.56% 3 27.27%
Asian 18,153 18.67% 2 18.18%
African American 2,099 2.16% 0 0.00%
Pacific Islander 1,937 1.99% 0.00%
Native American 140 0.14% 0 0.00%
Other 3,823 3.93% 1 9.09%
Race & Ethnicity
County of San
Mateo
Population
County of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 764,442 100% 26 100%
White and not Hispanic 280,550 36.70% 10 38.46%
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 5/9 White and Hispanic 181,937 23.80% 7 26.92%
Asian 250,737 32.80% 9 34.62%
African American 20,640 2.70% 0.00%
Pacific Islander 10,702 1.40% 0.00%
Native American 6,880 0.90% 0.00%
Other 12,996 1.70% 0.00%
Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 14 100%
White and not Hispanic 23,760 37.34% 4 28.57%
White and Hispanic 21,645 34.02% 4 28.57%
Asian 23,293 36.61% 4 28.57%
African American 1,625 2.55% 0.00%
Pacific Islander 1,111 1.75% 0.00%
Native American 395 0.62% 0.00%
Other 9,598 15.08% 2 14.29%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

Project Sentinel makes presentations to the staff and/or clientele of other social service agencies to explain what fair housing is and how to make an effective referral. In Fiscal Year 2024-2025, we plan to expand the number of agencies we reach out to. These presentations target agencies that serve low-income tenants with assistance that is different from what Project Sentinel provides. We consult with many of these agencies for ideas on how to effectively reach the target population and how to present educational information. We will continue to use various forms of social media. Educational material has been translated in Spanish, Chinese, Vietnamese, Tagalog and Korean.

Project Sentinel has historically been able to augment local CDBG funding for fair housing with separate federal grants contributing approximately 30-35% of the agency’s annual fair housing budget. We were awarded a three (3) year HUD enforcement grant In October 2021; thus, this leverage is secured until September of 2024. San Mateo County can expect a contribution of $15,500; San Mateo City $10,273; South San Francisco $5,900; Redwood City $6,500 and Daly City $6,500. We provide fee generating fair housing training to housing providers. Project Sentinel is able to secure in-kind contributions from attorneys for case consultation and for legal representation.

Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
Fair Housing Intake
Counselor
Jaslynn Wygal
conduct fair housing intake; provide
education and counseling on the fair
housing laws to callers and clients

2.5 years fair housing
experience, BA in Liberal
Studies from San Jose
State University
Fair Housing Intake
Counselor Mirna Arriaga
conduct fair housing intake; provide
education and counseling on the fair
housing laws to callers and clients
2 years Landlord-Tenant
Counselor at Project
Sentinel. Extensive
experience in intake and
customer service. Fair
Housing Counselor since
April 2019. Fluent in
Spanish.

Executive Director Carole Conn
submit and review financial records,
conflict of interest, indirect cost rate,
provide oversight of Fair Housing
Director.
30 years of non profit
administration
Fair Housing Director Elizabeth Sanchez
manage project, supervise all grant work,
oversight of the overall project; review
reports and ensure all deliverables are
met; conduct housing provider trainings.

Fair Housing Director since
July 2023, Assistant Fair
Housing Director for one
year and Fair Housing
Counselor at Project
Sentinel since January
2019; ESL Teacher for 4
years. Fluent in Spanish.

Community Outreach
Coordinator
Josie Fulton organize and schedule outreach events,
design and arrange for production &

1.5 years of fair housing
work at Project Sentinel. BA
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 6/9 translation of new outreach materials,
maintain social media accounts and
oversee website updates.

History & Sustainability
Minor from Universit of
North Carolina and Duke
University.

Staff Attorney Avantika Rao
Perform all legal related filings, activities,
advice and council
J.D.; Bachelor of Arts in
International Security and
Conflict Resolution;
admitted to CA bar; 1.5
years as Legal Clinical
Student; 2 years as teacher
of English and Foreign
language. Conversational in
Spanish and Intermediate
proficiency in German. Staff
Attorney at Project Sentinel
since January 2020.

Managing Attorney Arthur Tapia
Organize and supervise staff attorneys;
investigate and review team
investigations and testing results.
1 year and 3 months of fair
housing work at Project
Sentinel. Member of the
State Bar since 1996. JD
from University of
Pennsylvania Law School
and BS with distinction from
the University of Santa
Clara.

Fair Housing
Coordinator
Jakob Uriarte
conduct fair housing intake; provide
education and counseling on the fair
housing laws to callers and clients; assist
with reasonable accommodation requests
and enforcement work; conduct
community outreach.

Fair housing coordinator
since September 2022. BA
in Politics from the
University of California,
Santa Cruz
Civil Rights
Investigation
Coordinator
Nitara Duthie
conduct fair housing test coordination,
including tester recruitment and training;
support fair housing investigations
through surveys, public records requests,
and data analysis; conduct outreach.

CRIC since November
2022. Extensive education
background which includes
Ontario Secondary School
Diploma, BS in Science
from University of Ottawa,
Masters in International
Busines from Hult
International Business
School and Masters in
Disruptive Innovation &
Entrepreneurship from Hult.

PROPOSED PROGRAM BUDGET FOR FY 2024-25
Redwood City City of San
Mateo
County of San
Mateo
South San
Francisco Total Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total % Requested % Requested % Requested % Requested Pgm% Requested Labor
Executive Director $168,000 20% $33,277 2% $505 2% $800 2% $550 2% $600 7% $2,455 Fair Housing Director $93,496 100% $93,496 1% $700 1% $1,000 2% $2,300 1% $1,400 6% $5,400 Fair Housing Staff $478,065 100% $478,065 2% $9,600 3% $15,900 4% $21,000 2% $9,600 12% $56,100 Taxes/Benefits $125,725 82% $102,822 2% $1,837 3% $3,009 4% $4,055 2% $1,972 11% $10,873 Other Direct Costs
Occupancy $61,483 33% $20,148 4% $732 5% $1,100 5% $1,000 1% $159 15% $2,991 Communications $70,600 32% $22,853 0% 1% $300 1% $300 0% 3% $600 Equipment
Rental/Maintenance
$28,629 31% $8,836 0% 3% $300 2% $172 0% 5% $472
Indirect Cost Rate 22% $279,325 48% $133,064 2% $2,377 3% $3,894 4% $5,247 2% $2,552 11% $14,070 Modified Total Direct
Costs (MTDC)
$1,305,323 68% $892,561 2% $15,751 3% $26,303 4% $34,624 2% $16,283 10% $92,961 Indirect cost rate (10%
de minimis rate unless
the entity has a
negotiated indirect rate
with the federal
government)
0% 0%
Indirect costs $0 $0 $0 $0 $0 $0 $0
TOTAL $1,305,323 68% $892,561 2% $15,751 3% $26,303 4% $34,624 2% $16,283 10% $92,961 Number of Individual Beneficiaries 8 11 26 14 59
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 7/9 Cost per Individual $1,968.88 $2,391.18 $1,331.69 $1,163.07 $1,575.61 For the City of Redwood City ONLY, answer the following:

1. Funding Criteria:

2. Program Outcomes:
a. Please describe the accomplishments of program goals for FY/23.

During the 2022-2023 fiscal year, Project Sentinel conducted 15 investigations, serving 22 total people. We provided information, referral, and consultations to 35 households, serving a total of 75 people. Finally, we attended or hosted six outreach events, serving a total of 43 persons. We also hosted a Fair Housing Symposium held in Redwood City with 83 attendees in April.

After a host of staff changes in FY2122, we finally have a strong Fair Housing Team with consistency, commitment, and drive. We end this year with five Fair Housing Coordinators, three of which were hired during FY2223, a new Civil Rights Investigative Coordinator, and a new Staff Attorney. Each of these five new team members have presented themselves to be hard working and passionate about Fair Housing issues. We also adjusted our team structure to include an Outreach Coordinator and Assistant Director of Fair Housing, both of whom were hired internally and are seasoned advocates, well deserving of their promotion. These changes have been successful in providing necessary structure and defining role responsibilities, making our team’s workflow more efficient and focused.
b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23:

Our client this Quarter (#11639) was a repeat caller from a previous case we successfully resolved with anapproval of a Reasonable Accommodation due to disability-related need. This time, the caller’s complex recentlyhad a fire and the caller had serious concerns for her, and others’, safety. The fire left multiple residents withdisabilities entrapped in their units as the elevator shut down and there was no alternative route for them to leave.Management seemed to have little to no training as to what to do during a fire emergency. The caller was at a lossfor what to do, and knew she could call Project Sentinel after our success in the previous issues she faced.

Project Sentinel staff immediately responded to the complaint and opened up a case. They sent a letter to management with an account of the event and a demand that they establish better fire protocol, with particular attention given to the safety of residents with disabilities. Understanding the limitations of Project Sentinel expertise with fire safety, staff called the Fire Marshall to submit a complaint and request action be taken. At this time, there has been no response from management, but both Project Sentinel staff and the client feels that the issue will be addressed by the Fire Marshall in full.

For the Cities of South San Francisco and Redwood City ONLY, answer the following:

3. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: Facebook, LinkedIn and Instagram Other - Please describe:
b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
Languages for most fair housing educational and outreach documents: Spanish, Mandarin, Vietnamese, Tagalog, and several other Asian languages. The educational documents include tri fold brochures that have been developed for each of the state and federal protected categories. We have also published a fair housing manual for housing providers that is available in English and Chinese. We have a bilingual staff member who gives outreach presentations in Spanish to both service providers and to the public. c. How and where are the materials distributed?
Educational material is distributed at outreach events, to various sites for public display (municipal offices), businesses such as laundromats and grocery stores bulletin boards. Other social service agencies will help 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 8/9 distribute the literature. We have also used direct mail. The educational material is available on the agency website. Prior to the pandemic we would staff a display table at community fairs and events. We will return to in person outreach when the public health directives allow such activities. ----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following:

If CDBG funding is not available, Project Sentinel would be willing to consider funding from Federal ESG, State ESG, or State PLHA grants, provided that our project qualifies. We understand that these alternative sources come with additional requirements and specific reporting compliance, as outlined in the NOFA and as may be provided by San Mateo County.

Children cared for per month)
See attachment titled SMCo Number 2
Source Committed Proposal Submitted To Be Determined
Other Federal Funds $44,673
State/Local Funds
Private Funds
Other:

Total $44,673 $0 $0
End of the San Mateo County section
----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing
application and designation of
signatory, by the Board of Directors
Board_Resolution_Authorizing_Carole_Conn_FY2324.pdf

2. Proof of 501(c)3 / tax-exempt
status
IRS_non_profit_status_certificate.pdf

3. By-laws By-Laws_2011.DOC

4. Articles of Incorporation PS_Art._of_Corporation.pdf

5. Board roster, including:

Name, Company, Years on
Board
Meeting dates for previous 12
months
Number of years allowed for
each board term
Project_SentinelBoard_-2223.pdf
Board_Meeting_Dates_for_previous_12_Months.docx

6. Organizational chart for entire
organization
2023_PS_Organization_Chart.pdf

7. Certified financial audit no more
that 1 fiscal year old, prepared by a
CPA, and:
2021_06_PS-_Financial_Statements_unprotected.pdf
1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 9/9 Management letters (if
applicable)
A-122 and A-133 Single Audit
(for entities that receive more
than $750,000 in federal
funding) OR
A letter from your Executive
Director or Chief Financial
Officer certifying that agency
does not receive more than
$750,000 in federal funds and is
not subject to the Single Audit.

8. The following are required:

Current (FY23-24) Agency
Operating Budget
Proposed (FY24-25) Agency
Operating Budget
Current_Budget.pdf
Proposed_Agency_Budget_24-25.pdf
RWC_Current_Budget.pdf

9. Mission Statement Mission_Statement.pdf

10. Non-discrimination policy for
Staff and Clients
Notice_of_Non_Discrimination_Equal_Employment_Opportunity_Policy.doc

11. Reasonable Accommodations
Policy for Staff and Clients
reasonable_accommodation_statement.doc
ACCESSIBILITY_FOR_PERSONS_WITH_DISABILITIES.pdf

12. Conflict of Interest Policy. (If not
available, please indicate when you will
submit)
Conflict_of_Interest.docx

13. Negotiated Rate Letter. (If
required)

14. Other -
SMCo_Number_2.docx
SMCo_Number_2.docx
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Sara Cottrell
Date Signed 01/18/2024
Initially submitted: Jan 18, 2024 - 14:55:57
Renaissance
Entrepreneurship Center
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 1/10 Consolidated Community Funding Application
Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25

GENERAL INFORMATION

1. Organization Name: Renaissance Entrepreneurship Center

2. Project Title: Creating Economic Opportunity for Low-Income Women and Men We are applying for funding from:

Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions
receiving this application
Amount
Requested
% of Program
Budget
Proposed # of
Clients Served
% of Clients
Served
Total $
Per Client
Total Agency
Budget
Redwood City $50,000 29% 0% $625.00
City of San Mateo $50,000 29% 0% $625.00
County of San Mateo $45,000 26% 0% $375.00
South San Francisco $25,000 15% 0% $500.00
Total $170,000 100% 330 100% $515.15
Grant Funded Programs:

We are applying for a Microenterprise Assistance Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation.

Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status.

Third party documentation or client signatures on the certification forms must be available on file for review at all times.

Each client entering Renaissance Entrepreneurship Center (Renaissance) completes, dates and signs an intake form that includes information on household and personal income, address and date of birth. We require clients to provide documentation to demonstrate their financial need by submitting tax returns, pay stubs and/or unemployment verification. Renaissance uses Housing and Urban Development (HUD) income guidelines to determine if a client is classified as low-income. We keep all required documents on file.

3. Project Address: 1848 Bay Road City: East Palo Alto Zip: 94303-1311

4. Provide a one sentence project summary:

Organization Address: 275 5th Street City: San Francisco Zip: 94103-4117 Organization Phone: 415-541-8580 Website:
www.rencenter.org
Type of Applicant: Our agency serves: Clients

5. Contact Person /
Project Administrator: Name: Amanda Anthony Title: Program Director Telephone: 650-273-7551 Contact Email: [email protected] Fax:

6. Name of Agency
Director:

Sharon Miller

7. Fiscal Officer: Name: Doug House
Email:
[email protected]
Telephone: 415-348-6259
Fiscal Officer Address: 275 5th Street City: San Francisco Zip: 94103-4117 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 2/10

8. Authorized Signatory:Name: Sharon Miller
Email:
[email protected]
Telephone: 415-348-6243
Authorized Signatory
Address:
275 5th Street City: San Francisco Zip: 94103-4117

9. Please provide days and hours of regularly scheduled operation:

Renaissance’s offices in East Palo Alto and South San Francisco are generally open (currently virtually) Monday - Friday, 9:00 a.m. – 5:00 p.m, with evening and weekend hours for scheduled training classes, workshops, one-onone consultations and special events. During the pandemic, we moved all programs and services online and will be moving to a hybrid model as it becomes safe to do so. We look forward to holding our classes for the City of Redwood City at: Sobrato Center for Nonprofits in Redwood Shores, City of Redwood City Library and Sequoia Adult School, during evening and weekend hours. County of San Mateo classes will be offered during regular, evening and weekend hours at our office in East Palo Alto, the North Fair Oaks Economic Advacement Center, and off-site at local public libraries and community spaces made available by our community partners. City of San Mateo classes will be offered at the local libraries and community spaces made available by our community partners and our intentional efforts to open up a shared office space with the San Mateo SBDC, and City of South San Francisco classes will be held at our office in the South San Francisco Economic Advancement Center as well as at the South San Francisco Public Library.

10. SAM/UEI Number: 045629282000 Federal EIN/TIN Number: 94-2793122

11. HUD Activity: Choose the HUD activity that most closely matches your service:
18C - Micro-Enterprise Assist

With support from the City of Redwood City, City of San Mateo, City of South San Francisco and County of San Mateo, Renaissance Peninsula will support 230 low-income English- and Spanish-speaking women and men: 60 in Redwood City; 60 in the City of San Mateo; 30 in the City of South San Francisco; and 80 in the County of San Mateo, with customized small business training, one-on-one consulting, and access to capital, resources, entrepreneur marketplaces, and networks to assist them in starting and growing their own sustainable small businesses.
13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Per the 2024/25 Consolidated Plan, supporting entrepreneurship programs and businesses, targeting businesses owned by minority populations (Priority 5/Goal 7), Renaissance Entrepreneurship Center (Renaissance) brings the power of entrepreneurship to individuals and families from under-resourced communities and populations. Our mission is to empower and increase the entrepreneurial capacities of socially and economically diverse women and men, and thereby strengthen our communities through the creation of sustainable new businesses, new jobs, and the promotion of financial self-sufficiency.

Small business ownership offers one of the surest routes to economic mobility for low-income persons, women, immigrants, people of color, people with disabilities, seniors, and formerly incarcerated persons. Small businesses create employment for the business owners themselves and other residents, build assets, fill commercial vacancies, and promote local economic vitality. While 35.4% of Redwood City residents are Hispanic/Latino (US Census, 2021 Est.), only 33.8% of businesses are minority-owned (US Census, 2021) (note this includes Latino as other people of color.). While 50.2% of the Redwood City population are women (US Census, 2021 Est.), only 37.6 of businesses are women-owned (US Census, 2021 Est.). Renaissance clients in Redwood City are: 79% Hispanic/Latino; 79% people of color; 68% women; and over 90% are extremely low- to moderate-income. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served.

Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Renaissance Entrepreneurship Center (Renaissance) breaks the cycle of poverty by bringing the power of entrepreneurship to individuals and families from under-resourced communities and populations. Our mission is to empower and increase the entrepreneurial capacities of socially and economically diverse women and men, and thereby strengthen our communities through the creation of sustainable new businesses, new jobs, and the promotion of financial self-sufficiency. 50% of the City of San Mateo residents are low-income (City of San Mateo Consolidated Plan 2015-2017) and 36.1% are Hispanic/Latino (US Census, 2021 Estimate).

As listed in the Consolidated Plan (2023 – 27), due to the concentration of low-income and minority households, as well as overcrowding and aging housing stock, the City will prioritize funding for capital projects located within the CDBG Priority Neighborhood area. Of the priorities, a high priority (#5 in the Plan) is Economic Development/Microbusiness Enterprise Assistance and through the community engagement process, residents and stakeholders identified the need for assistance to small businesses owned by low-income residents. In addition, to provide grants to non-profit service providers who assist low- and moderate-income residents who own or are attempting to start a small business.
13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 3/10 served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

Economic inequality in the Bay Area, and Silicon Valley in particular, is growing at unprecedented rates. According to the Census Reporter (2022), 28% of resident's income range from $100k to $200k and 17% are under $50k.

7.2% are below the poverty line, which represents three-fifths rate of California. While the median income for the County is $133,612 it ranges from upwards $240,000 in Atherton to around $50,000 in East Palo Alto. 60% of San Mateo County identify as people of color and 24% identify as Latino.

Renaissance Peninsula serves residents of the County of San Mateo who are most in need: 91% are extremelylow to moderate-income; 71% of San Mateo County identify as women; over 60% Hispanic/Latino; 30% Pacific Islander and Asian; 17% Black/African American; and 38% Caucasian. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community.

South San Francisco is the birthplace of biotech and it is also one of the most racially diverse communities in the Peninsula. 40.8% of the population is of Asian or Pacific Islander descent, with large populations of Filipino and Chinese, 34.5% are Caucasian, and 33.3% are Latino/Hispanic. 40.3% of residents were born outside of the country. Despite the high median household income citywide ($105,549), the highest income areas are at $133,906 and the lowest at $71,506 (US Census Bureau, 2019).

In 2022-23, Renaissance Peninsula served South San Francisco residents who are most in need: 91% are extremely to very low-income; 55% were female head of household, and 62% were Hispanic/Latino.

14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year.

Redwood City
Q1 & Q3 6 Peninsula Orientations (3 ENG/3 ESP), 2 Start Smart classes (ENG/ESP), and 1 Business of Childcare class (ESP)
Q2 & Q4 6 Peninsula Orientations (3 ENG/3 ESP), 2 Start Smart classes (ENG/ESP), 2 Business Prep classes (ENG/ESP), and 2 Business of Childcare class (ENG orESP) City of San Mateo
Q1 & Q3 6 Peninsula Orientations (3 ENG/3 ESP) 2 Start Smart classes (ENG/ESP), and 1 Business of Childcare class (ESP)
Q2 & Q4 6 Peninsula Orientations (3 ENG/3 ESP), 2 Start Smart classes (ENG/ESP), 2 Business Prep classes (ENG/ESP), and 1 Business of Childcare class (ENG or ESP) County of San Mateo
Q1 & Q3 6 Peninsula Orientations (3 ENG/3 ESP), 2 Start Smart classes (ENG/ESP), and 1 Business of Childcare class (ESP)
Q2 & Q4 6 Peninsula Orientations (3 ENG/3 ESP), 2 Start Smart classes (ENG/ESP), 2 Business Prep classes (ENG/ESP), and 2 Business of Childcare class (ENG and ESP) South San Francisco
Q1 & Q3 3 Peninsula Orientations (3 ENG/3 ESP), 2 Start Smart classes (ENG/ESP), and 1 Business of Childcare class (ESP)
Q2 & Q4 3 Peninsula Orientations (3 ENG/3 ESP), 1 Start Smart classes (ENG/ESP), 2 Business Prep classes (ENG/ESP), and 2 Business of Childcare class (ENG and ESP) ***Each funded area will have:
- Quarterly Entrepreneurs Marketplace & Holiday Marketplace - Annual Passion to Profit Conference county-wide
- Annual Black Business Summit in partnership with the County SBDC - Annual Access to

In FY 2024-25, Renaissance Mid-Peninsula will serve 230 low-income entrepreneurial English- and Spanishspeaking women and men: 60 from Redwood City; 60 from the City of San Mateo; 30 from the City of South San Francisco; and 80 from the County of San Mateo who will start and grow 89 businesses: 21 in Redwood City, 21 in the City of San Mateo, 12 in South San Francisco, and 35 in the County of San Mateo; and create 127 total jobs:
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 4/10 32 jobs in Redwood City; 32 jobs in the City of San Mateo; 18 jobs in the City of South San Francisco and 45 jobs in the County of San Mateo, including the business owners themselves.

Renaissance Peninsula is on track to achieve our FY 2023-24 objectives. As of the 2nd quarter, we have served 38 of the 60 anticipated low-income residents of Redwood City, 106 of the anticipated 80 low-income residents of the County of San Mateo, 18 of the anticipated 30 in the city of San Mateo, and 21 of the 30 anticipated low-income residents of South San Francisco. Renaissance measures the success of our program by tracking client progress through our outcomes tracker, VistaShare. Each client entering Renaissance completes an intake form to provide baseline financial and demographic information, along with their goals for enrolling in Renaissance. We then track client progress and changes in their personal or business circumstances as a result of receiving our services. We also conduct evaluations at the completion of services delivered to receive client fe

16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project.

Renaissance has been building strong relationships with community-serving organizations throughout the County of San Mateo for over 15 years. Renaissance partners with the South San Francisco Public Library, the Daly City Public Library and the San Mateo County Library to provide off-site trainings at their facilities; and with various community institutions including core services agencies, places of worship, chambers of commerce, and community centers who conduct outreach to community members. We partner with the Lawyers' Committee for Civil Rights (LCCR) and the San Francisco Community Business Law Center to offer legal support services to our clients. Renaissance collaborates with CLSEPA, Nuestra Casa, Project WeHope, San Mateo Credit Union, and Community Financial Resources (CFR) to offer Secure Futures/Futuros Seguros, our financial education and savings program.

For-profit organizations in Silicon Valley offer business accelerators for entrepreneurs in the technology sector, but few resources are available to low-income women and men committed to launching and growing more traditional small businesses. The generous partnership and support of Redwood City, the City of San Mateo, the City of South San Francisco and the County of San Mateo will enable Renaissance Peninsula to provide low-income Englishand Spanish-speaking women and men with small business training, one-on-one consulting, and access to resources and networks needed to launch and grow successful businesses. Without this support, we could only serve minimal numbers of clients in Redwood City, the City of San Mateo, the City of South San Francisco and the County of San Mateo, resulting in a significantly lower number of businesses that can rebuild, launch and grow.

Fifty percent of all small businesses fail within five years (U.S. Bureau of Labor Statistics); whereas 96% of clients who come to Renaissance in business, stay in business. Government support also enables Renaissance to attract additional funds from foundations and corporations.

Jurisdiction
a. Number of low-income beneficiaries
to be served per grant jurisdiction
application. **Low-income** is 80% of
Area Median Income or below.
b. All beneficiaries to be served per
grant jurisdiction application
regardless of income
Persons Households Persons Households
Daly City
Redwood City 60 60 80 80
City of San Mateo 60 60 80 80
County of San Mateo 80 80 120 120
South San Francisco 30 30 50 50
Totals 230 230 330 330

19. c. Micro-Enterprose Please complete the following table for your project:

Jurisdiction
Low Income
Jobs Created
Total
Jobs Created
# of New
Businesses
Assisted
# of Existing
Businesses Assisted
Redwood City 22 32 6 15
City of San Mateo 22 32 6 15
County of San Mateo 30 45 10 25
South San Francisco 12 18 5 7
Totals 86 127 27 62
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 5/10

20. Populations Served: Check the boxes below if they describe a significant population served by your program.

These categories are not considered "presumed benefit" by HUD, and require income verification.

Persons exiting incarceration
Low-income youth
Other

21. Affirmative Outreach:
a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation.

Race & Ethnicity
Redwood City
Population
Redwood City
% by Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 74,402 100% 72 100%
White and not Hispanic 40,656 54.64% 11 15.28%
White and Hispanic 23,557 31.66% 13 18.06%
Asian 6,715 9.03% 1 1.39%
African American 1,916 2.58% 3 4.17%
Pacific Islander 663 0.89% 0 0.00%
Native American 384 0.52% 0 0.00%
Other 1,511 2.03% 44 61.11%
Race & Ethnicity
City of San
Mateo
Population
City of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 97,207 100% 43 100%
White and not Hispanic 45,240 46.54% 8 18.60%
White and Hispanic 25,815 26.56% 3 6.98%
Asian 18,153 18.67% 10 23.26%
African American 2,099 2.16% 4 9.30%
Pacific Islander 1,937 1.99% 0 0.00%
Native American 140 0.14% 0 0.00%
Other 3,823 3.93% 18 41.86%
Race & Ethnicity
County of San
Mateo
Population
County of San
Mateo % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 764,442 100% 177 100%
White and not Hispanic 280,550 36.70% 32 18.08%
White and Hispanic 181,937 23.80% 15 8.47%
Asian 250,737 32.80% 20 11.30%
African American 20,640 2.70% 17 9.60%
Pacific Islander 10,702 1.40% 1 0.56%
Native American 6,880 0.90% 3 1.69%
Other 12,996 1.70% 89 50.28%
Race & Ethnicity
South San
Francisco
Population
South San
Francisco % by
Ethnicity
Low Income by
Ethnicity served
by your
Program
Your Program %
by Ethnicity
Total 63,632 100% 101 100%
White and not Hispanic 23,760 37.34% 9 8.91%
White and Hispanic 21,645 34.02% 10 9.90%
Asian 23,293 36.61% 16 15.84%
African American 1,625 2.55% 6 5.94%
Pacific Islander 1,111 1.75% 1 0.99%
Native American 395 0.62% 1 0.99%
Other 9,598 15.08% 58 57.43%
b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts:

Renaissance targets our English- and Spanish-language outreach in Redwood City to low-income persons, women, immigrants, people of color, people with disabilities, seniors, and formerly incarcerated persons. We work with partners to distribute program and class promotional materials and present, table, and network at community events such as the Open House for the Redwood City Library Makerspace. In order to help promote the Makerspace, we are partnering with Redwood City Library to hold open innovation challenges to bring new 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 6/10 members into the Makerspace. This outreach will help Renaissance reach new people in the Redwood City community. We partner with anchor institutions such as churches and food distribution centers to further build trust with the undocumented community. We partner with banks and credit unions who are looking to invest in undocumented community through ITIN banking to ensure that undocumented persons become full participants in the economy. In addition, we use social media in English and Spanish to post our events, classes, and mixers. We also display brochures and flyers in strategic locations including the Redwood City Hall, libraries, core services agencies, and community centers. Our website provides information on our programs, including course descriptions, a schedule of classes and available services.

22. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount.

Renaissance has a diverse funding base that is comprised of: 35% government; 22% corporations; 17% foundations; 14% earned income; 6% special events; 4% individuals; and 2% other. Renaissance’s Mid-Peninsula FY2023 funders included:

Sobrato Foundation $500,000/over 2 years - committed
Chan Zuckerberg Initiative - $100,000/over 2 years - committed Sand Hill Foundation - $150,000/2 years - committed
Silicon Valley Community Foundation (donor advised fund) $50,000 - committed Facebook $50,000 - committed
Palo Alto Community Fund $20,000/over 2 years -committed Atkinson Foundation $5,000 - committed
City of South San Francisco, designated for the South San Francisco Center - $467,000 - committed Half Moon Bay/Coastiside, designated for the Half Moon Bay/Coastside Center - $300,000 - committed North Fair Oaks, designated for the North Fair Oaks Center - $250,000 - committed US SBA - $325,000 for operation of the San Mateo County Small Business Development Center - $325,000 - committed
Staff List
List below key staff members who work on this program
Position Title
Name of Staff
Person
Job Responsibilities Qualifications
CEO Sharon Miller Strategic oversight and direction
24 years overseeing growth
of Renaissance into a
regional organization
Regional Director Timothy Russell
Strategic oversight and direction of
Peninsula Programs
Expanded Renaissance
programs throughout the
County of San Mateo,
launched East Palo Alto’s
first small business
incubator, and introduced
women-focused classes on
the Peninsula for the last 12
years
San Mateo County
Program Director
Amanda Anthony Oversee all programs, deliverables and
staff in San Mateo County
MA in Public Policy, TEFL
certificate, 5 years as a
business owner
Program Manager -
North County
Carlos Reyes
Manage programs and deliverables in
South San Francisco and the Northern
part of San Mateo County
2 years experience
coordinating prgrams in San
Mateo County and
experience as a business
owner
Program Manager -
San Mateo County
Teresa Perez
Manage programs and deliverables in
Redwood City, North Fair Oaks and the
southern part of San Mateo County
Bilingual/bicultural
administrative professional
with 2 years experience
working with low-income
women and men
entrepreneurs in San Mateo
County
Program Manager -
Half Moon
Bay/Coastside
Sarah Hall
Manage programs and deliverables in
Half Moon Bay and the Coastside of San
Mateo County
Project management for
Bay Area corporations for
over 15 years
Finance Director Douglas House Financial Management
MBA, Finance/Accounting.
30+ years
accounting/finance
experience with 15+ years'
in non-profit
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 7/10 Accountant Joe Sigman Finance Management
MBA, Accounting
Certificate, 4 years nonprofit accounting experience
Data & Evaluation
Coordinator Derek Goldstone Data & Evaluation of programs Joined Renaissance in 2020
and has extensive
experience with client
outcomes and analysis and
is bilingual in
English/Spanish.

PROPOSED PROGRAM BUDGET FOR FY 2024-25
Redwood City City of San
Mateo
County of San
Mateo
South San
Francisco
Total
Jurisdictions
Budget Line Item
Agency
Total
Pgm%
Program
Total % Requested % Requested % Requested % Requested Pgm% Requested Labor
Regional Director $125,000 6% $7,000 29% $2,000 29% $2,000 29% $2,000 14% $1,000 100% $7,000 San Mateo County
Director
$115,000 34% $39,000 31% $12,000 31% $12,000 26% $10,000 13% $5,000 100% $39,000 Finance Director $125,000 2% $2,200 27% $600 27% $600 27% $600 18% $400 100% $2,200 Program Manager $90,000 23% $21,000 29% $6,000 29% $6,000 26% $5,500 17% $3,500 100% $21,000 Program Coordinator $65,000 21% $13,500 30% $4,000 30% $4,000 30% $4,000 11% $1,500 100% $13,500 Program Assistant $53,000 19% $10,000 30% $3,000 30% $3,000 30% $3,000 10% $1,000 100% $10,000 Data & Evaluation $90,000 6% $5,000 30% $1,500 30% $1,500 30% $1,500 10% $500 100% $5,000 Consultants/Instructors $600,000 8% $47,500 29% $14,000 29% $14,000 25% $12,000 16% $7,500 100% $47,500 Travel $20,000 4% $800 25% $200 25% $200 50% $400 0% $0 100% $800 Taxes/Benefits $159,120 8% $13,500 27% $3,700 27% $3,700 26% $3,500 19% $2,600 100% $13,500 Other Direct Costs
Other Direct
Expenses/Overhead
$1,550,000 1% $10,500 29% $3,000 29% $3,000 24% $2,500 19% $2,000 100% $10,500 Modified Total Direct
Costs (MTDC)
$2,992,120 6% $170,000 29% $50,000 29% $50,000 26% $45,000 15% $25,000 100% $170,000 Indirect cost rate (10%
de minimis rate unless
the entity has a
negotiated indirect rate
with the federal
government)
0% 0% 0% 0% 0% 0%
Indirect costs $0 $0 $0 $0 $0 $0 $0
TOTAL $2,992,120 6% $170,000 29% $50,000 29% $50,000 26% $45,000 15% $25,000 100% $170,000 Number of Individual Beneficiaries 80 80 120 50 330
Cost per Individual $625.00 $625.00 $375.00 $500.00 $515.15 For the City of Redwood City ONLY, answer the following:

1. Funding Criteria:

5.Priority: Support Economic Development Opportunities: Provide support for programs and activities that create and preserve job opportunities, as well as reduce barriers to job opportunities for lower income Redwood City residents.

2. Program Outcomes:
a. Please describe the accomplishments of program goals for FY/23.

For FY 2022-23 our goal was to serve 60 low-income women and men from Redwood City. We served 72 lowincome women and men in Redwood City. We worked with clients that launched and grew 36 businesses and created 10 jobs, and help retain 40 jobs, including the business owners themselves. We helped these businesses obtain $1,075,000 in much needed business capital.
b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23:

According to our 2023 evaluation which determined that one year after receiving services from Renaissance, small business clients:

Generated $109,609 in annual revenues
Increased Household income by 34%
Created 1.8 jobs (including for the business owners themselves Gave Renaissance a net promoter score of 96
50% reported that without Renaissance’s help they would have closed their businesses during the pandemic. 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 8/10 Marlon Ochoa,resident of Redwood City, who learned about the Renaissance Center through his wife. In May 2023, Renaissance conducted an orientation session at the local Sequoia Adult School, and Marlon shared that he ran a construction business and needed assistance with marketing, as it was an unfamiliar territory for him.

Recognizing his potential for growth, we introduced Marlon to the BizCert program and the range of classes available at the Sequoia Adult School. He eagerly enrolled in our three-week course on Facebook Marketing, where he gained valuable insights and skills to effectively promote his construction business through social media.

To further support his progress, Marlon had three consultations with a business consultant. During these sessions, the consultant provided personalized guidance on improving his business's social media presence.

Motivated by his achievements and his thirst for knowledge, Marlon is excited about attending the various classes and learning opportunities we will be offering at the Sequoia For the Cities of South San Francisco and Redwood City ONLY, answer the following:

3. Marketing/Advertising
a. Check all of the following methods your agency utilizes to promote and advertise your programs and services:

Flyers/brochures
Website
Phone book listing
SMC Connect (Handbook/Database)
Outreach presentations to service providers
Outreach presentations to public
PSA’s
Social Media - Please list: https://www.facebook.com/RenCenterPeninsula; https://www.instagram.com/rencenterpeninsula Other - Please describe: Community Partners
b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in?
Flyers/Brochures, Outreach presentations to service provders, Outreach presentation to public, and PSAs c. How and where are the materials distributed?
Through outreach events, entrepreneur marketplaces, service provider and community events, public libraries, and at our sites for walk-ins.
----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following:

Yes, whether through CDBG funding or other funding, to continue broadening our reach as we have done since beginning our work in San Mateo County (2007).

Children cared for per month)
Renaissance Entrepreneurship Center’s Peninsula Center delivers technical assistance including small business training on the introductory and business planning levels, individual consulting, access to capital and networks, and business incubation to English and Spanish speaking emerging and established entrepreneurs in San Mateo County. Our work is “hyper-local” and fully customized to meet the needs of individuals who face systemic barriers to economic prosperity due to income or education level, race, gender, or former incarceration.

We deliver our programs and services online and in person through our Centers in East Palo Alto (serving Southern San Mateo County), South San Francisco (serving Northern San Mateo County), and our new office opening up North Fair Oaks and Half Moon Bay (serving Half Moon Bay and the Coast). 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 9/10 Our team of bilingual staff and consultants provide relevant and culturally-tailored business training and guidance, in English and Spanish, to educate, guide and support emerging and established entrepreneurs in launching, sustaining and growing their businesses.

To increase awareness and accessibility, we will conduct outreach to traditionally underserved entrepreneurs in San Mateo County, and to ensure that the Center's services are widely promoted and easily accessible. additonally, we will partner with multiple nonprofit organizations to co-host trainings, host our trainings at locations outside of our Centers.

Source Committed Proposal Submitted To Be Determined
Other Federal Funds $1,550,000 $250,000 $100,000
State/Local Funds
Private Funds $440,000 $350,000 $250,000
Other:

Earned Income
$35,000
Total $2,025,000 $600,000 $350,000
End of the San Mateo County section
----------------------------------------------------------------------------------------------------------- Attachments

1. Resolution authorizing application and
designation of signatory, by the Board of Directors

1._CDBG_Resolution_of_the_Board_of_Directors_-
_San_Mateo_County.pdf

2. Proof of 501(c)3 / tax-exempt status 2._IRS_501_c3.pdf

3. By-laws 3._Renaissance_Board_Bylaws.pdf

4. Articles of Incorporation

4._Articles_of_Incorporation.pdf

5. Board roster, including:

Name, Company, Years on Board
Meeting dates for previous 12 months
Number of years allowed for each board term

5._Board_of_Directors_Roster_with_Terms_January_2024.pdf

6. Organizational chart for entire organization

6._Org_charts_2024.pdf

7. Certified financial audit no more that 1 fiscal
year old, prepared by a CPA, and:

Management letters (if applicable)
A-122 and A-133 Single Audit (for entities that
receive more than $750,000 in federal
funding) OR
A letter from your Executive Director or Chief
Financial Officer certifying that agency does
not receive more than $750,000 in federal
funds and is not subject to the Single Audit.

7._Renaissance_2022_Audit.pdf

8. The following are required:

Current (FY23-24) Agency Operating Budget
Proposed (FY24-25) Agency Operating
Budget
2022_Budget_Summary_1.pdf
2023_Org-Wide_Budget.pdf

9. Mission Statement 9._Mission_Statement.pdf

10. Non-discrimination policy for Staff and
Clients

10._Non-Discrimination_Policy.pdf

11. Reasonable Accommodations Policy for Staff
and Clients

11._Reasonable_Accommodations_Policy.pdf

12. Conflict of Interest Policy. (If not available,
please indicate when you will submit)

12._Renaissance_Conflict_of_Interest_Policy.pdf

13. Negotiated Rate Letter. (If required)

14. Other -
If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Tim Russell
1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 10/10 Date Signed 01/18/2024
Initially submitted: Jan 18, 2024 - 15:31:19

Community Development Block Grant Standing Committee of the City CouncilFebruary 21, 2024

Community Development Block Grant Standing Committee of the City Council
February 21, 2024