Attachment A - Grant Applications — City Council and Concurrent Authorities, May 3, 2022 (part 2 of 2)

At the core of many PbC programs and services is the Positive Parenting Program (Triple P), which PbC has been providing since 2012 with funding from SJC. Triple P is an adaptable, evidence-based curriculum that has been shown to reduce child abuse and neglect and out-of-home placements by promoting age and developmentally appropriate positive communication, increasing confidence in parents and self-esteem in children, teaching tools for healthy boundary-setting, and increasing skills for positive discipline and managing stress and anger without violence. PbC’s parenting groups are designed to reduce stress and build strong and healthy attachments between children and their parents or caregivers. Triple P doesn't tell people how to parent, but rather introduces simple and practical strategies that they can adopt to suit their own values, beliefs, and needs. Triple P builds upon parents’ inherent expertise and imparts skills and techniques that they can put into practice right away. Triple P also helps to build family relationships that encourage children to realize their full potential and to learn strategies for self-regulation.

G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
PbC intends to implement this program on the following timeline:

March/April 2022: Anticipated award letter from San Joaquin County/City of Stockton May/June 2022: Hire staff, receive technical assistance, outreach to landlords, publicize services.

July 2022: Proposed start date of project. Begin recruitment of Transition Coaches.

August 2022: Begin accepting referrals to the program and implementing the project.

September/October 2022: PbC will begin housing program participants within 90 days of receiving funding.

December 2022: The first program participants will have leases in their own names.

PbC will employ compassionate, creative, and resilient staff members with a strong understanding of adolescent and young adult development and a positive youth development approach to working with at-risk youth. The Safe Step program employs a .5 FTE Program Director with a Bachelor or Master’s Degree, 2 FTE Transition Coaches with Bachelor’s Degrees, and a .25 FTE Administrative Assistant. Transition Coaches and Employment Specialists spend time with each participant at least weekly to support their goals, provide encouragement, and link them to community resources. Transition Coaches will help youth reach their goals through coaching and mentoring. The Program Director will meet regularly with each staff member and program participant to ensure the goals of the program are being met, and will act as the point-of-contact for referral sources. Program staff will link participants to any additional services necessary to meet their goals, including those provided directly by PbC and those provided by other community providers.

A PbC staff member will be on call 24 hours a day for placements and emergencies. Youth will have access to their Transition Coach and the Program Director as needed. All staff carry cell phones and are trained in how to handle emergency situations. Program staff have access to the Program Director, Clinical Director, and Executive Director to assist with problem-solving and managing crises as needed.

PbC will accept youth into the program ages 18 to 24 who are economically and/or emotionally disconnected from their families and are experiencing homelessness or unstable living conditions. Youth may self-refer, but we anticipate that most referrals will come directly from shelters, community centers, street outreach, drop-in centers, or other parts of response systems frequented by vulnerable young people experiencing homelessness. Parenting youth will be accepted as space allows. Wherever possible, priority for entry will be given to youth with the greatest need, which can be determined through a combination of factors including, but not limited to, experience with chronic Attachment A
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homelessness, current or past issues with mental illness and/or substance use, high utilization of crisis services, and membership in an at-risk sub-populations (i.e. LGBTQ+ youth, BIPOC youth, parenting teens, youth with histories of or current risk of commercial sexual exploitation, etc.). Housing is not conditional on a set of readiness criteria.

Project Deliverable # Describe the Deliverable
1 Annually, 80% of program participants will successfully maintain stable housing and will exit the program to stable housing.
2 Of the program participants not employed at time of entry, 70% will obtain employment or will enter a vocational training program, internship or will volunteer within six months of program entry.
3 75% of program participants will have obtained their HS diploma or equivalent upon exit. 4 80% of program participants will exit with a positive balance in their personal savings account.
4 95% of youth will access the necessary services and support related to achieving at least one (1) personal goal related to improved physical and/or mental health, reduced substance use, enhanced personal safety, improved self-esteem, and/or enhanced resilience.

G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? PbC will obtain individual level data through a number of sources, including the Strengths and Difficulties Questionnaire (SDQ), administered at entry and at six month intervals, participant satisfaction surveys, measurement of achievement of goals outlined in the Ansell Casey Life Skills Assessment tool, case notes, incident reports, team meetings, and case consultation. Program staff will maintain details of how each youth is progressing according to the above outcomes. PbC may also track data through the following measures and indicators: (1) Housing stability (homelessness, subsidized housing, monthly rent, are they in their same housing unit?); (2) Employment and wages (salary or hourly wage, receiving public benefits (SSI, Food Stamps, WIC, CalWorks/TANF, GA), child support); (3) Family Status (any new births, living with a custodial child); (4) Educational status (GED/HS equivalent, community college, four-year college or more); (5) Employment and vocational training (including military, Job Corps, AmeriCorps, Peace Corps); (6) Financial aid or support (grants, loans or scholarships, child support, family financial support); (7) Permanency; (8) Health (insurance through employer, MediCal, other; medical appointments; mental health needs; substance abuse; physical or developmental disability); (9) Savings and Finances (checking and savings accounts); (10) Voter registration; and (11) Involvement in adult criminal justice system (incarcerated/charged: misdemeanor/felony).

Our criteria for success is that participants secure stable housing during program participation and upon exit, youth obtain education and employment goals, program participants will address mental health or trauma-related issues that impact housing stability, youth establish a solid financial foundation, and youth experience enhanced social inclusion/community involvement. By the end of this grant, we expect to have helped at least twenty youth achieve those successes. The proposed long-term benefits of this program include: youth and adults have the skills they need to obtain and maintain stable housing, decrease in homelessness and housing instability, decrease in poverty, improve education and employment functioning, attain improved racial equity in housing and health outcomes, decrease in systems involvement and cost to systems, and breaking cycles of intergenerational trauma.

Deliverable # Task that Support Deliverable
1 Annually, 80% of program participants will successfully maintain stable housing and will exit the program to stable housing.

Attachment A
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2 Of the program participants not employed at time of entry, 70% will obtain employment or will enter a vocational training program, internship or will volunteer within six months of program entry.
3 75% of program participants will have obtained their HS diploma or equivalent upon exit. 4 80% of program participants will exit with a positive balance in their personal savings account.
4 95% of youth will access the necessary services and support related to achieving at least one (1) personal goal related to improved physical and/or mental health, reduced substance use, enhanced personal safety, improved self-esteem, and/or enhanced resilience.

G.7. Describe the population this program/project will serve and how they will benefit. Does your program target a special group (i.e., homeless, special needs, elderly) that benefits or will benefit from your program? What are your eligibility requirements?
PbC will accept youth into the program ages 18 to 24 who are economically and/or emotionally disconnected from their families and are experiencing homelessness or unstable living conditions. Youth may self-refer, but we anticipate that most referrals will come directly from shelters, community centers, street outreach, drop-in centers, or other parts of response systems frequented by vulnerable young people experiencing homelessness. Parenting youth will be accepted as space allows. Wherever possible, priority for entry will be given to youth with the greatest need, which can be determined through a combination of factors including, but not limited to, experience with chronic homelessness, current or past issues with mental illness and/or substance use, high utilization of crisis services, and membership in an at-risk sub-populations (i.e. LGBTQ+ youth, BIPOC youth, parenting teens, youth with histories of or current risk of commercial sexual exploitation, etc.). Housing is not conditional on a set of readiness criteria.

Other existing area programs offer a shelter environment to Transition Age Youth. For example, The Women’s Center Youth and Family Services offers a youth homeless shelter and the Children’s Home of Stockton offers their Catalyst youth shelter. We are proposing an independent living program and supported housing model that not only provides housing, but also better prepares youth for adulthood and long-term improved outcomes. There are not any current programs like this within Stockton/San Joaquin County outside of the foster care system, and this program will intentionally serve youth who are unable to access similar existing programs because they do not meet that eligibility criteria. This program will provide stable housing with services and support, while helping youth make important steps in their journey towards adulthood. Many of these strategies, including bridge to permanent housing and intensive case management, could not possibly be employed in a short-term shelter environment.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

PbC will identify and obtain ongoing local, state, and federal funding opportunities and seek private donations to sustain this program. PbC’s goal is to sustain this program for as long as there is a community need.

G.10. Identify any potential conflict of interest with this application for federal funds. Conflict of interest may exist with employees of the organization who sit on community boards, commission, or committees. Similarly, City of Stockton Council members or City employees who may sit on your board of directors pose possible conflicts of interest.

None
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Attachment A
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H. ESG
Completed by [email protected] on 1/24/2022 9:05 AM Case Id: 48528
Name: Parents by Choice - 2022/23
Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:

H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

H.3. Will the service to be provided with these funds fill a service gap needed to be addressed? H.4. Duplication of Benefits: Federal finance assistance was provided to my organization to addresses losses resulting from a federally declared emergency or disaster, and my organization has not received (or would receive, by acting reasonably to obtain available assistance) financial assistance for the same costs from any other source (including insurance) and the total amount of funding received does not exceed the total needs for those costs.

Attachment A
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I. Public Facility Project
Completed by [email protected] on 1/24/2022 9:05 AM Case Id: 48528
Name: Parents by Choice - 2022/23
Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

N/A
I.4. Does the agency own or lease the property where the project will occur? Who is the legal property owner? If you are leasing, please provide a copy of the lease in the required documents section. If you do not have site control, describe your site control plan.

Yes, the agency will lease some of the property and own other property. Leases and purchase agreement have been uploaded.

I.5. Will relocation be required if the building is occupied? No
If yes, describe and attach your agency’s relocation plan in the required docs section.

N/A
I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants).

N/A
I.7. Has a market study, property needs assessment and/or other evaluation that identifies the need for the proposed project been completed? If so, describe and upload the project reports and schedule). If no reports have been completed, explain how you plan to proceed.

N/A
I.8. When will construction start and end? Provide a timeline with all critical milestones.

N/A
I.9. Is this project a multi-phased activity?
No
I.10. Will this project require implementation of Davis-Bacon/Fair Labor Standard Act requirements? Note: Please contact staff immediately if you have questions regarding Davis-Bacon requirement or for more informationclick Attachment A
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here.

N/A
I.11. For Public Service, Public Facility projects and Economic Development activities: Is this a new program/service or an expansion of an existing program/service? Explain.

N/A
I.12. For Economic Development activities only. Indicate the number of full-time and part-time jobs you expect to be created and retain, if your application is funded. Also indicate number of jobs likely to be filled by a low-income person:

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 0 0 0 0.00 %
Expect to Retain 0 0 0 0.00 %
Attachment A
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J. Policy Consistency
Completed by [email protected] on 1/24/2022 10:48 AM
Case Id: 48528
Name: Parents by Choice - 2022/23
Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.1. Identify AT LEAST ONE barrier in implementing your program/project:
 A marketing and publicity campaign that provides consumers with additional education and information about the agency’s programs and services.
 Coordination and collaboration with other service providers.  Accessing and utilizing “un-tapped” resources
 Removing barriers that limit access to services and participation (e.g. language, time, cost, transportation, etc.).

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

PbC will work to create knowledge of the program with other agencies and community partners through outreach, online advertising, flyers, and networking. PbC has strong existing community relationships that will support these outreach efforts. PbC will reach out to shelters, child welfare social workers, probation officers and nonprofit organizations to educate them about this new project. Information will also be posted on the agency's website and on social media.

J.3. Describe in detail how the program/project is accessible to clients via public transportation, and if applicable, any measures used to specifically reduce the transportation barriers for clients The agency administration office and the program residences are located along major bus lines. Participants will receive free bus passes from PbC, if requested. With transportation often a barrier to accessing services, our strategy is to utilize affordable housing in locations that are convenient to schools, churches, community centers, public transportation, and other services. Our current leased apartments are located in complexes which are in safe neighborhoods and are close to San Joaquin Delta College. In addition to these sites, our office located at 306 E. Main Street, Suite 300, Stockton, CA is also where we offer additional services and childcare is available.

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 Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income households. Provide homeownership opportunities for low-income-moderate income first-time buyers. Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Attachment A
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K. Required Documents
Completed by [email protected] on 1/24/2022 10:56 AM
Case Id: 48528
Name: Parents by Choice - 2022/23
Address: *No Address Assigned
K. Required Documents
Please provide the following information.

Please upload the required documents below.

Articles of Incorporation/Bylaws
Conflict of Interest Statement (if not included in Bylaws) Organization Chart
Board of Directors Roster – A current roster of the organization’s officers and members of its Board of Directors, which includes their name, position held, address, telephone number, and current employer(s). Please note any conflicts of interest falling under 24 CFR 570.611.

Board of Directors' authorization to request CDBG/ESG/ESG-CV funding Business License Number – The City of Stockton requires all non-profits to maintain a business license. Non-profits may obtain a business license, free of charge, on the 1st floor of City Hall.

Organization Operational Budgets – A copy of the organization’s operational budget for the current fiscal year and proposed budget for the 2021-2022 fiscal year.

Organization Financial Statements – Please submit one of the following:
 For organizations that received City funding in prior years: an audited or reviewed compilation report performed by a Certified Public Accountant for the most recent year.  For all other organizations, an audited report: a compilation report, or the organization’s bookkeeping records in the form outlined above (Balance Sheet, etc.), for the most recent year.

Tax Status – Each applicant must have 501(c)(3) or tax-exempt non-profit status. Please submit one of the following verifying documents:
 A determination letter from the U. S. Internal Revenue Service, confirming 501(c)(3) Tax-exempt status of organization
 A letter from the California State Franchise Tax Board certifying tax-exempt status of organization.

SAM.gov – screen shot of sam.gov registration
Personnel Policies including Affirmative Action Plan and Grievance Procedure Insurance certificate -Type of Insurance Carried, Bonding, Workers ‘Compensation  Project Budget – A copy of the project budget (separate from operational budget) showing all funding sources and uses. Identify specific items that City funds would pay for if approved. For public facility improvement/construction projects; care should be taken in presenting a budget which reflects accurate labor and material costs, including all sources and uses and budget assumption for development phases  Scope of Work including project timeline
 Affirmative Action Plan a written program in which an employer details the steps it has taken and will take to ensure the right of all persons to advance on the basis of merit and ability without regard to race, color, religion, sex, national origin, age, disability.
 Section 504 Handicap Accessibility of the ADA Section 504 states that "no qualified individual with a disability in the United States shall be excluded from or denied the opportunity to receive benefits and services from certain programs.

Attachment A
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 Procurement Plan (Typically a minimum of 3 bids, quotes, or estimates is required WBE/MBE Outreach, etc.)
 Necessary federal state and local permit and license (as applicable) – For first time applicants, new projects, or expansion of existing facilities. Include date of approval and status, as applicable.  Copy of Rental or Lease agreement (required if applicant is proposing to use CDBG funds to make a portion of lease payments)
 Evidence of Site Control- For public facility/construction projects, provide a copy of the deed trust to project site
 Title Report -For public facility/construction projects/substantial rehabilitation  Include all program policies and procedures for those programs that you are applying for assistance/funding
 Optional Documents
Documentation
 Project Budget *Required
Safe Step For Youth - 2022 Budget.pdf
 Organization Operational Budgets *Required
2022 Budget.pdf
 Organization Financial Statements *Required
Balance Sheet 11302021.pdf
Balance Sheet 12312020.pdf
Profit & Loss Jan to Nov 2021.pdf
Profit & Loss 2020.pdf
 Tax Status *Required
IRS Non Profit Letter.pdf
FTB Exemtion Letter.pdf
 Board of Directors Roster *Required
Board of Directors 2022.pdf
Attachment A
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 Articles of Incorporation/Bylaws *Required
Articles of Incorporation - Endorsed.pdf
Revised Bylaws 2018.pdf
 Conflict of Interest Statement *Required
Conflict of Interest Policy.pdf
 Organization chart *Required
Organizational Chart 2022.pdf
 Board of Directors’ authorization to request CDBG/ESG funding *Required BoardResolutionCDBGSigned.pdf
 Business License Number *Required
City of Stockton Business License.pdf
 Type of Insurance Carried, Bonding, Workers ‘Compensation *Required PbC Proof of Ins 2021.pdf
Certificate_XWS61851010_2271721.pdf
 Personnel Policies including Affirmative Action Plan and Grievance Procedure *Required Personnel Policies.pdf
 Use Permit/State License (as applicable)
THP License.pdf
Attachment A
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 Rental or Lease agreement
Lease 1.pdf
Lease 2.pdf
 Evidence of Site Control
**No files uploaded
 SAM.gov - screen shot of sam.gov registration *Required SAM Registration Status.pdf
 Key Program Staff Resume *Required
Tony Yadon Resume 2022.pdf
 Title Report
**No files uploaded
 Optional Documents
Safe Step Referral Form.pdf
Safe Step Intake Form.pdf
Attachment A
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Submit
Completed by [email protected] on 1/24/2022 11:33 AM
Case Id: 48528
Name: Parents by Choice - 2022/23
Address: *No Address Assigned
Submit
Please provide the following information.
 Applicant certifies that CDBG/ESG funding will not be utilized in a manner that would be considered a duplication of benefits.
 I hereby certify that I have read this application, and the exhibits thereto, and know the contents thereof, and that the statements therein are true, and that I have been authorized by the governing board to submit this application.

Authorized Representative Name
Tony Yadon
Title
Executive Director
Date
01/24/2022
Signature
Anthony Yadon
Electronically signed by [email protected] on 1/24/2022 10:56 AM Please download and upload the Certification page here.  Certification Page *Required
Signature Page.pdf
Attachment A
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Program Overview
Completed by [email protected] on 1/3/2022 12:52 PM Case Id: 48566
Name: Ready To Work - 2022/23
Address: *No Address Assigned
Program Overview
Please provide the following information.

Community Development Block Grant (CDBG)
Emergency Solutions Grant (ESG) Program
For Fiscal Year 2022-2023
For more guidance, click here to view the full Application Instructions for Funding for CDBG & ESG General Information and Application Instructions For Funding The City of Stockton anticipates receiving federal funds from the U.S. Department of Housing and Urban Development (HUD) to assist low and moderate-income persons, expand economic opportunities, provide decent housing, and/or provide a suitable living environment. As a recipient of Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), and Home Investment Partnerships (HOME) funds, the City allocates these funds to different activities to meet priority needs and the specific objectives identified in the City’s Consolidated Plan.

For the upcoming 2022-2023 Program Year, the City of Stockton expects to allocate approximately $645,000 to Subrecipients under the CDBG program and $292,000 under the ESG Program. These estimates are based on the City’s 2021-2022 allocations so actual amounts may vary.

Community Development Block Grant Community Development Block Grant (CDBG) funds are allocated by the U.S.

Department of Housing and Urban Development (HUD) to provide benefits to low- and moderate-income persons, eliminate slums and blight, and meet an urgent community need.

Emergency Solutions Grant (ESG) provides funding to assist the homeless or those who are about to be homeless. The program places an emphasis on helping people quickly regain stability in permanent housing after experiencing a housing crisis and/or homelessness.

Within this framework, the City of Stockton's Housing Division has also established broad local community development objectives intended to benefit low- and moderate-income households.

EDD Goals and Objectives:

The proposed project must meet one of the following goals identified in the City of Stockton’s 2020-2025 Consolidated Plan, which guides efforts to address Stockton’s priority housing and community needs:

Attachment A
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 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing.

Expand the housing first model to provide permanent housing units with intense wrap-around services on- site.
 Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income levels. Provide homeownership opportunities for low-income first-time buyers.

Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons.
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure.  Community Development Needs: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Applications must be received by 5:00 p.m., Monday, January 24, 2022. Mailed, e-mailed or facsimiles applications will not be accepted. Applications are available online at http://www.stocktonca.gov/housing. For program information or application assistance, contact City of Stockton – Economic Development Department at (209) 937- 8539 or e-mail [email protected].

Attachment A
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A. Eligibility
Completed by [email protected] on 1/3/2022 12:53 PM Case Id: 48566
Name: Ready To Work - 2022/23
Address: *No Address Assigned
A. Eligibility
Please provide the following information.

1. CDBG National Objective
 Benefit low- and moderate- income persons
 Prevent or Eliminate slums or blight
 Fulfill community development needs that have a particular URGENT Need

2. Project Category: Please select one
If using CDBG funds:

If using ESG funds
Homelessness Prevention
Attachment A
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B. Contact Information
Completed by [email protected] on 1/6/2022 10:06 AM Case Id: 48566
Name: Ready To Work - 2022/23
Address: *No Address Assigned
B. Contact Information
Please provide the following information.

B.1. Organization Name
Ready To Work
B.2. Mailing Address
119 E Weber Ave Stockton, CA 95202

EXECUTIVE DIRECTOR INFORMATION
B.3. First Name
Ray
B.4. Last Name
Call
B.5. Email
[email protected]
B.6. Phone Number
(209) 986-3291

POINT OF CONTACT INFORMATION
B.7. First Name
Deborah
B.8. Last Name
Johnson
B.9. Email
[email protected]
B.10. Phone
(209) 684-6212

ORGANIZATION CONTACT INFORMATION
B.11. Website
www.readytoworksjc.org
B.12. DUNS Number
80,921,951
Attachment A
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B.13. EIN Number
-814,884,512
B.14. Business License Number and Expiration Date
22-00127946 11-30-22
B.15. Type of Agency
501(c)(3)
B.16. Number of Paid Staff
16 B.17. Number of Volunteers
5 Attachment A
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C. Funding Request
Completed by [email protected] on 1/20/2022 11:01 AM Case Id: 48566
Name: Ready To Work - 2022/23
Address: *No Address Assigned
C. Funding Request
Please provide the following information.

C.1. Title of Proposed Project
Homeless Employment And Rehousing Through Teamwork - HEARTT - C.2. Project Site Location
999 W. Matthews rd French Camp, CA 95231
C.3. Funding Requested in this application
$50,000.00
C.4. Other funds already secured for the project
$1,697,207.00
C.5. Total Cost to Complete Project
$50,000.00
C.6. Other funds not yet secured
$50,000.00
Attachment A
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D. Organization Information
Completed by [email protected] on 1/19/2022 3:02 PM Case Id: 48566
Name: Ready To Work - 2022/23
Address: *No Address Assigned
D. Organization Information
Please provide the following information.

D.1. Please describe your agency’s mission.

Ready to Work seeks to reduce the number of homeless people in Stockton and San Joaquin County by helping persons with a history of homelessness or involvement in the criminal justice system rebuild their lives and the lives of their families.

Ready to Work will help its clients achieve self-sufficiency through cost-effective employment and housing programs that incorporate case management, counseling, treatment, financial planning, work training, paid work, job placement, and assistance in obtaining permanent housing. These programs will enable clients to develop a strong work ethic, commit to personal responsibility, and establish financial stability.

D.2. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in each category. (For 2021 HUD income limits for the Stockton area, please refer to them here .

Income Limits Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 0
Extremely Low Income (Less than 30%) 115
115
D.3. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in the race/ethnicity categories below. The total number must match the total number listed in the income categories in question #2 above.

Race Clients Served # Hispanic within each
race
White 51 30
Black/African American 57 0
Asian 3 0
Am. Indian/Alaskan Native 1 0
Native Hawaiian/Other Pacific Islander 1 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 2 0
115 30
D.4. In the Prior fiscal year (2020-2021), list the total number of Stockton clients served in each category below:

Category Clients Served
Attachment A
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Disabled 13
Female Headed Households 0
Seniors 3
Youth 10
Homeless 115
141
Attachment A
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E. Project Funds
Completed by [email protected] on 1/19/2022 3:04 PM Case Id: 48566
Name: Ready To Work - 2022/23
Address: *No Address Assigned
E. Project Funds
Please provide the following information.

N/A
E.2. Please indicate if this application is a request for one-time funding and/or “seed” funding. If not applicable, state “N/A.

One-time funding
E.3. If you are applying for additional funds for a current program/project, provide a status update on the existing funds and when funds will be fully spent. Please list all CDBG and ESG funds received within the last 3 years including funding amount and their status.

Years
Requested
Activity Title Source of
Funding (City
and/or
County)
Fund Amount Status of
Project
(Complete,
underway, or
canceled)
Balance
FY2017/18
CDBG
$0.00 $0.00
FY2017/18
ESG
$0.00 $0.00
FY2018/19
CDBG
$0.00 $0.00
FY2018/19
ESG
$0.00 $0.00
FY2019/20
CDBG
$0.00 $0.00
FY2019/20
ESG
$0.00 $0.00
FY2020/21
CDBG
$0.00 $0.00
FY2020/21 ESG $0.00 $0.00
FY2021/22
CDBG
$0.00 $0.00
FY2021/22 ESG $0.00 $0.00
E.4. List all committed and proposed funding sources for your proposed project and indicate the status of each source. Attach copies of any commitment letters you may have in the required documents section. - $595,950 from the Community Corrections Partnership (annual, July 1 to June 30).

Attachment A
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- $338,970 from the Homeless Housing and Assistance Program ($169,485 secured for 2022. - $77,299 from the Community Based transitional Housing Program. - 121,000 from Stockton Caltrans contract.
- $150,000 from Modesto Caltrans contract.
- $120,000 from City of Stockton contract.

E.5. What will be the impact on your agency, program, or project goals be if the program is not funded at the full amount requested? Will your organization have the ability to sustain itself if the funding allocated is less than the amount requested? Please provide detailed information to understand if this is a funding gap and/or funds used to leverage additional sources outside of Stockton i.e. County/State/Federal/Private Funds Ready To Work's program will be able to continue functioning if we do not receive all the funding requested in this grant application. We are grateful to have received HHAP funding support from the City of Stockton, but since we were awarded only half of our total HHAP request additionally to the CoC, San Joaquin County, and our 4 year donation drive has come to an end we are seeking some additional funding if possible with this application.

E.6. The City’s funding is intended to benefit residents of the City of Stockton. Briefly define your entire service area (e.g., a portion of the city, entire city, county).

Ready To Work's service area is San Joaquin County, which includes the City of Stockton. Our main office is in Stockton. Stockton is the largest city in San Joaquin County, and at least 50% of our program clients come from the Stockton.

E.7. How does (will)your organization verify income eligibility of your clients? Area Benefit Project service area has been identified and determined to be statistically low-income based on the 2010 Census. If you use this method, provide all Census Tracts and Block Groups served by your project and a calculation of the low-income percentage. Please utilize the following web application to confirm eligibility . Area benefit applicants are required to confirm block groups/census tracts are eligible. Map depicting area with low/mod % is required with this application.

No
Self Certification Clients independently “self-certify” on an intake form, membership form, etc. If you use this method, please upload a blank intake form under Required Documents No
Client Document Review Clients provide tax documents, pay stubs, etc., to verify income. Documents are reviewed by staff. If you use this method, please upload a blank worksheet under Required Documents No
Presumed Beneficiaries Clients served are primarily and specifically from one of the following groups: abused children, battered spouses, elderly persons (62 years of age or older), special needs/disabled persons, migrant farm workers, handicapped individuals, homeless persons. If you use this method, please indicate which group in the space below.

Yes
Homeless Persons
Attachment A
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Economic Development Beneficiaries Financial or Technical Assistance to Businesses. The number of full-time, part- time jobs created or retained; the number of businesses to be provided counseling or technical assistance (DUNS Number required at time of assistance). Please attach a blank worksheet under Required Documents No
Other Survey, other documentation (required documentation for other governmental programs, etc. Please explain in the space below.

No
E.8. Describe in detail how your agency will use Stockton CDBG/ESG funds in this program/project.

Ready To Work (RTW) is a proven concept now and has played an integral role in intervening and in preventing recidivism back into homelessness for the formally incarcerated (high propensity for homelessness) and homeless individuals that RTW serves that are most desperately in need of shelter type housing, income, case-management, wrap-around services, job training, job placement and housing placement in Stockton and in San Joaquin County.

Given the COVID-19 pandemic situation, RTW has provided emergency mutual aid assistance, and general staffing, to many agencies, because of their personnel shortages, including the City of Stockton Public Works Dept. , St. Mary’s Dining Hall, The Salvation Army, and Downtown Stockton Alliance with its homeless shower facilities all in Stockton.

RTW homeless staffed paid work crews are more needed than ever by keep clients sheltered, off of the streets and gainfully involved in forward moving activities for long-term sustainability and permanent housing placement. ESG funding will assist us in our mission to move recently incarcerated individuals and homeless individuals from jail and the streets to gainful employment allowing these individuals to self-shelter. The RTW program is designed to permanently remove people living in our streets and under overpasses.

E.9. Select the common indicator that your agency will use to track clients.

Persons: unit of measurement for public services/ESG
E.10. Define the primary unit of service (e.g. number of classes provided, hours of case management, number of medical visits, number of meals served, etc.) to be used when tracking this program/project, submitting invoices, etc. Note: Do NOT reiterate the number of clients or number of households served.

RTW is a 24/7 facility that provides emergency sheltering of 21 beds for homeless individuals at any one time (those not from incarcerated backgrounds) and 24 beds for those from incarcerated backgrounds. RTW serves those that are most desperately in need of shelter type housing, income, case-management, wrap-around services, job training, job placement and housing placement with the mission to keep them off the streets for good.

E.11. Provide a numeric GOAL for the units of service to be provided to Stockton clients by this project. Note:
“Other” refers to the unit of service in question #E.10 above.

Total
Persons 60
Households 0
Other 0
60 E.12. Describe the service delivery methods and outreach your agency will conduct towards your target population in question E.11 above, including to low income, limited English speakers, and disabled persons.

Attachment A
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RTW houses individuals who meet the definition of “homeless,” as defined by the HEARTH Act, at the RTW Housing Campus. RTW clients are identified by direct outreach to homeless encampments throughout Stockton and San Joaquin County and by referrals through HMIS/Coordinated Entry. Clients are assessed before entry to identify individual needs, program fit, and willingness to participate in support services. RTW’s primary target population is unsheltered homeless. RTW clients are identified through street outreach conducted by the agency and street outreach conducted by community partners, including PATH, CareLink, and Homeless Outreach Projects in Stockton and within San Joaquin County.

Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 3
F. Project Impact
Completed by [email protected] on 1/19/2022 3:17 PM Case Id: 48566
Name: Ready To Work - 2022/23
Address: *No Address Assigned
F. Project Impact
Please provide the following information.

F.1. Please list the total client income of Stockton clients your agency PROPOSES to serve through this program/project for each category below in fiscal year 2022-2023. (For current HUD income limits for the Stockton area, please refer to the link here.

Income Limits Potential Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 0
Extremely Low Income (Less than 30%) 115
115
F.2. Please list the total number of Stockton clients your agency PROPOSES to serve through this program/project in the race/ethnicity categories below in fiscal year 2022-2023. The **total number must match the total number listed in the income categories in question F.1 above.

Race Clients Served # Hispanic within each
race
White 22 14
Black/African American 35 0
Asian 2 0
Am. Indian/Alaskan Native 1 0
Native Hawaiian/Other Pacific Islander 0 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 0 0
60 F.3. In the UPCOMING fiscal year 2022-2023, indicate the number of Stockton clients your agency will serve in each category below:

Category Clients Served
Disabled 8
Female Headed Households 0
Seniors 3
Youth 5
Homeless 60
76 Attachment A
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F.4. List the average number of unduplicated clients served daily, the total unduplicated number served annually, and the percentage of clients served that reside in Stockton for the current year, as well as the number you anticipate serving in Fiscal Year (FY) 2022-2023.

Reporting Year Average # of Clients
Served Daily
Total Unduplicated # of
Clients Served Annually
Total # of Clients Served
residing in Stockton City
Limits
2019-2020 (Projected- if
currently providing this
service)
0 0 0
2020-2021 (Anticipated) 27 60 60
2021-2022 27 60 60
54 120 120
F.5. Provide a concise description of the proposed project such as work to be performed, services to be provided.

No more than 3 sentences.

RTW provides shelter for individuals who meet the definition of “homeless,” as defined by the HEARTH Act, at the RTW Housing Campus. Clients are assessed before entry to identify individual needs, program fit, and willingness to participate in support services and paid work crews. Then clients are provided work at the level of their capabilities and provided case management and training to move them from lower paying jobs to higher paying jobs so they can self-shelter.

F.6. How was the need for this service/activity/project determined? Describe the challenges, needs or service gaps in Stockton that your program/projects address.
95-100% of individuals served by Ready to Work qualify as extremely low income, making less than 30% of the area median income as defined by the Department of Housing and Urban Development -- 88% of those individuals served enter RTW with no income at all. Meanwhile, 33% of the individuals who exit Ready to Work have income at exit , while a large portion of our clients refuse to take the exit interview.

RTW's programs align with the Strategic Plan on Homelessness developed jointly by the San Joaquin Continuum of Care, San Joaquin County, and the City of Stockton. RTW plays a very important role in helping meet the goals of the joint authority Strategic Plan on Homelessness and even the Communitywide System Performance Goals as adopted by the CoC by actively doing following:
• Reducing the time persons remain homeless by increasing systemwide shelter capacity and providing case management, support services, and resources to move people from homelessness to permanent housing, including resources to increase household income and resources to obtain permanent housing such as individual grants and rapid re-housing.
• Reducing the percent of persons returning to homelessness from permanent housing by equipping those who leave the HEARTT program (our emergency sheltering program) with long-term skills to maintain their income and housing, and by linking those leaving the HEARTT program to rapid re-housing resources. This includes capturing data on those exiting the program, and continuing case management services after discharge from shelter. • Reducing the total number of people who are homeless by increasing systemwide shelter capacity and providing the support services and resources necessary to move people from homelessness to permanent housing. • Increasing the number of people who increase their cash income by linking participants to paid work and other Attachment A
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resources that increase household income.
• Reducing the number of people who become homeless for the first time by utilizing appropriate resources available through the Continuum of Care Coordinated Entry and HMIS to divert households from emergency services when possible.
• Increasing the percentage of people who exit from the streets and emergency shelter to permanent housing by helping individuals increase their household income and linking households to rapid re-housing services.

The main challenge of improving the homeless issue is lack of affordable housing. It's a challenge for RTW to move individuals to gainful; employment at a level that can afford to self-shelter. But that is our goal and we are having success!
Attachment A
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G. Project Narrative
Completed by [email protected] on 1/19/2022 3:21 PM Case Id: 48566
Name: Ready To Work - 2022/23
Address: *No Address Assigned
G. Project Narrative
Please provide the following information.

G.1. How would you characterize your program/project based on the continuum of approaches to housing and public service needs listed below: (Select Top Three)
 PREVENTION - Helps prevent a problem before it emerges  EARLY INTERVENTION - Addresses a problem in its early manifestation to keep it from becoming worse  TRANSITION - Helps move clients toward a better situation, lower level of need, etc.  MAINTENANCE - Helps to ensure that clients do not decline, etc.  SELF-SUFFICIENCY - Helps move clients toward a situation in which they will no longer need the program or service
 STABILIZATION - Helps clients attain stability so that they can work toward a better situation G.2. Describe in detail how the program/project will address each of the 3 housing and public service needs selected above (i.e. how it specifically addresses prevention/early intervention etc.) RTW plays a very important role in helping meet the goals of the joint authority Strategic Plan on Homelessness and even the Communitywide System Performance Goals as adopted by the CoC by actively doing following:
• Reducing the time persons remain homeless by increasing systemwide shelter capacity and providing case management, support services, and resources to move people from homelessness to permanent housing, including resources to increase household income and resources to obtain permanent housing such as individual grants and rapid re-housing.
• Reducing the percent of persons returning to homelessness from permanent housing by equipping those who leave the HEARTT program with long-term skills to maintain their income and housing, and by linking those leaving the HEARTT program to rapid re-housing resources. This includes capturing data on those exiting the program, and continuing case management services after discharge from shelter. • Reducing the total number of people who are homeless by increasing systemwide shelter capacity and providing the support services and resources necessary to move people from homelessness to permanent housing. • Increasing the number of people who increase their cash income by linking participants to paid work and other resources that increase household income.
• Reducing the number of people who become homeless for the first time by utilizing appropriate resources available through the Continuum of Care Coordinated Entry and HMIS to divert households from emergency services when possible.
• Increasing the percentage of people who exit from the streets and emergency shelter to permanent housing by helping individuals increase their household income and linking households to rapid re-housing services.

G.3. Provide a detailed description of your proposed project/ activity. Describe the work to be performed, including the activities to be undertaken or the services to be provided, the goals and objectives and the method of Attachment A
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approach. Be specific about the days/times of services and the frequency and duration of services received by the average client or participant. A timeline/schedule including activity start date and completion date must be submitted with the application.

Ready to Work is proud to say that we are currently and effectively implementing our program (24/7) and will continue to do so. RTW staff and housing services is providing shelter, food, clothing, income and support, workforce development and links to permanent housing to homeless adults in Stockton and San Joaquin County. RTW accomplishes this through case management, mainstream services, increasing household income/paid work experience, and direct assistance in securing permanent housing through our 45 beds for our population target of those chronically experiencing homeless (veterans, hard to place homeless, those struggling with addiction, transitional aged youth 18-24 years of age, the formerly incarcerated on probation or parole, a heavy client base of persons of color who are disproportionately homeless, all specifically residents of the City of Stockton and San Joaquin County).

Project Activity or Program
Service #
Describe the Deliverable
1 RTW staff and housing services is providing shelter, food, clothing, income and support, workforce development and links to permanent housing to homeless adults in Stockton and San Joaquin County.

G.4. Describe your agency’s capacity to implement this program or project (identify agency’s federal grants managed, staff resources, skills and experience, number of years in operation, accomplishments to date, etc.).

RTW also operates a program (Homelessness And Recidivism Prevention, or HARP) that focuses on homeless men exiting the criminal justice system and who are on felony probation. HARP has been housing clients since July 2018. All individuals served by the HARP program are either literally homeless or at risk of homelessness at program entry according to the definition of the HEARTH Act. (Funding sources listed previously) HARP provided shelter and services to individuals through 24 beds available, a little more than half of our total 45 beds. Of those leaving HARP, 56% exited into a permanent living situation or a facility that provides ongoing services and/or treatment.

RTW has been in existence for 4 years. The current Executive Director has 25 years of experience working with nonprofit leadership, both as the leader of nonprofit organizations (United Cerebral Palsy, YMCA, Emergency Food Bank, Stockton Shelter for the Homeless and now RTW) and as a volunteer. He is also an active participant in the CoC.

RTW’s program director has more than 30 years’ experience in the State Department of Corrections and Rehabilitation, including several as warden of the Chowchilla prison overseeing a large population in crowded and volatile living conditions. Case Managers, Work Crew Leaders and Facility Monitors are all hired based on their skill and desire to serve our clients and help them become successful. We train our staff to provide the very best service to our clients with the goal to move them to gainful employment and self-shelter.

G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
Ready to Work serves people throughout Stockton and San Joaquin County. Individuals who receive the benefit of RTW's component are residents at the shelter. These clients are referred by partner agencies (such as street outreach, shelters, law enforcement, incarceration facilities, etc.) and through self-referral. After a brief period of stabilization, Attachment A
Printed By: Kayla Martin on 3/30/2022 3 of 4
clients are placed on RTW client work crews. As part of their living at the shelter, all clients receive extensive case management, financial support and management, links to mainstream services, links to wraparound services, and links to affordable housing and health care providers. Counseling and group sessions, including substance abuse support, are offered on site. Services are provided to individuals independent of their participation in work crews.

Services continue after clients have obtained employment outside of RTW and after they have moved into housing if clients are interested.

Project Deliverable # Describe the Deliverable
1 RTW staff and housing services is providing shelter, food, clothing, income and support, workforce development and links to permanent housing to homeless adults in Stockton and San Joaquin County. RTW accomplishes this through case management, mainstream services, increasing household income/paid work experience, and direct assistance in securing permanent housing. The goal is to improve the clients' ability to find gainful employment so they can self-shelter.

G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? RTW has placed 14 program participants in permanent housing this year that normally would be living on the streets.

We expect our successful outcomes to continue upward and even go higher with some of our workforce development enhancement trainings and certifications that are scheduled for 2022-23 and beyond.

Success is measured and tracked in the HMIS for: Earned income, successful exits to permanent housing, employment, not returning to homelessness, obtaining transportation, leaving addictive behavior, not returning back to incarceration (leaving probation), stabilized mental health, etc.

Deliverable # Task that Support Deliverable
1 RTW accomplishes this through case management, mainstream services, increasing household income/paid work experience, and direct assistance in securing permanent housing.

G.8. Briefly explain how this service/activity/project differs from other programs providing similar services in Stockton/San Joaquin County. Also indicate any networking or collaboration which occurs with agencies or programs providing the same or like services AND their role in this specific program/project. (See poverty, income at entry and exit narrative above previously stated) Most of our population either comes from the streets, homeless shelters/transitional housing, or come directly from Attachment A
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jail/prison. They come to Ready to Work because they have nowhere to go but to a shelter or the streets.

Chronic homelessness impacts 7% of our clients, according to the definition used by the Department of Housing and Urban Development, and 61% of our clients self-report struggles with illegal drugs and alcohol use. About 10% of our clients report some significant type of mental illness or disability, while a small percentage of our clients have a physical disability, developmental disability, or another chronic health condition.

The clients served by RTW are some of the most vulnerable in society, facing numerous obstacles to housing, employment, and self-sufficiency.

Our RTW operation employs the homeless with minimum overhead.

RTW has operated its model since July 2018, with individual clients working on RTW-overseen crews. These crews clean up local roads; perform landscaping and beautification; and provide support for other nonprofits that serve the needy and homeless. While they are working at this level they are receiving training and/or counseling to improve their economic situation by achieving certifications (truck driving, restaurant work, etc.) or vocational training.

RTW doesn't just provide income to those with zero income; it teaches clients the importance of giving back while learning skills needed to provide for themselves. This is a crucial step for clients bridging the gap between homelessness and unemployment on one side and employment and housing on the other. This takes many steps, and paid work overseen by RTW provides that critical bridge.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

RTW is an organization that strives to cultivate diversified income streams for sustainability (donors, government grants (local, state and federal) and municipality contract work).

We have no conflicts of interest with this application for federal funds.

Attachment A
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H. ESG
Completed by [email protected] on 1/21/2022 11:00 AM Case Id: 48566
Name: Ready To Work - 2022/23
Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:
45 H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

Ready To Work (RTW) program provides formerly incarcerated and/or chronically homeless individuals temporary shelter and cost-effective employment skills. The mission of RTW is to reduce the number of homeless people (males) in San Joaquin County by assisting them rebuild their lives and the lives of their families. Clients are provided temporary shelter, food, cost effective clothing, earning income and support services. RTW believes by providing workforce development and assistance to permanent housing, these key factors can lead to long term self-sufficiency.

We accomplish this through case management, mainstream services, paid work experience, and direct assistance in securing permanent housing. The clients enrolled in this program are provided work experience opportunities that can lead to permanent employment. RTW’s goal is to transition individual to higher paying jobs through specialized training, educational efforts, and certifications. These skills will allow RTW clients the ability to compete with others for higher paying employment. The RTW program is designed to take chronically homeless individuals off the streets and teach them how to work and thrive, much like the saying “Give a man a fish and feed him for a day. Teach a man to fish and feed him for a lifetime.” The RTW program is a win/win/win. The City of Stockton receives debris removal and pick up services at a high-quality level. RTW clients are provided employment and work experience. RTW is funded by the contract so they can continue to provide the services that help chronically homeless get off the streets, employed, and working toward self-sufficiency.

Clients are housed in old honor farm barracks. There are two wings that hold 22 and 23 clients respectively. These are open dorms with no walls. So our COVID protection must be at its highest. The Program Manager provide testing with testing kits when appropriate. Clients and staff where appropriate PPE (gloves, masks, sanitizers, etc.) following State of California's Department of Public Health and Cal/OSHA guidelines. RTW was fortunate to have had many PPE supplies donated in 2021. RTW cannot rely on donations in the future to protect employees and clients. The estimated cost of PPE for the coming year will exceed $5,000.

H.3. Will the service to be provided with these funds fill a service gap needed to be addressed? Yes
H.4. Duplication of Benefits: Federal finance assistance was provided to my organization to addresses losses resulting from a federally declared emergency or disaster, and my organization has not received (or would receive, by acting reasonably to obtain available assistance) financial assistance for the same costs from any other source (including insurance) and the total amount of funding received does not exceed the total needs for those costs.

No
Attachment A
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I. Public Facility Project
Completed by [email protected] on 1/6/2022 3:23 PM Case Id: 48566
Name: Ready To Work - 2022/23
Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

Own
I.5. Will relocation be required if the building is occupied? No
If yes, describe and attach your agency’s relocation plan in the required docs section.

I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants).

N/A
I.8. When will construction start and end? Provide a timeline with all critical milestones.

N/A
I.11. For Public Service, Public Facility projects and Economic Development activities: Is this a new program/service or an expansion of an existing program/service? Explain.

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 0 0 0 0.00 %
Expect to Retain 0 0 0 0.00 %
Attachment A
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J. Policy Consistency
Completed by [email protected] on 1/6/2022 3:27 PM Case Id: 48566
Name: Ready To Work - 2022/23
Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.1. Identify AT LEAST ONE barrier in implementing your program/project:
 A marketing and publicity campaign that provides consumers with additional education and information about the agency’s programs and services.
 Coordination and collaboration with other service providers.  Accessing and utilizing “un-tapped” resources
 Removing barriers that limit access to services and participation (e.g. language, time, cost, transportation, etc.).

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

RTW as part of its strategic plan in 2021 will be reaching out to cultivate more potential employer and career training partnerships to help create even increased sustainable career paths for our program participants through workforce development.

J.3. Describe in detail how the program/project is accessible to clients via public transportation, and if applicable, any measures used to specifically reduce the transportation barriers for clients RTW has a program policy to make sure program participants get to and from work and have basic needs met through necessary transportation. We encourage clients to save earned income to purchase their own transportation (many have). Many carpool to work with each other. Some walk to the bus lines (however they are not very frequent near the shelter). When transportation needs are not easily accessible to clients, RTW will drive them to and pick them up from work, or arrange an Uber/Lift. Those on our work crews receive transportation with their supervisor in one of our passenger vans.

J.4. Identify AT LEAST ONE City of Stockton U.S. Department of Housing and Urban Development (HUD) FY 2020- 2025 Consolidated Goal that relates to your program/project:
 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing. Expand the housing first model to provide permanent housing units with intense wrap-around services on-site.  Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income households. Provide homeownership opportunities for low-income-moderate income first-time Attachment A
Printed By: Kayla Martin on 3/30/2022 2 of 2
buyers. Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Attachment A
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K. Required Documents
Completed by [email protected] on 1/20/2022 11:03 AM Case Id: 48566
Name: Ready To Work - 2022/23
Address: *No Address Assigned
K. Required Documents
Please provide the following information.

Please upload the required documents below.

Organization Operational Budgets – A copy of the organization’s operational budget for the current fiscal year and proposed budget for the 2021-2022 fiscal year.

Attachment A
Printed By: Kayla Martin on 3/30/2022 2 of 4
 Procurement Plan (Typically a minimum of 3 bids, quotes, or estimates is required WBE/MBE Outreach, etc.)
 Necessary federal state and local permit and license (as applicable) – For first time applicants, new projects, or expansion of existing facilities. Include date of approval and status, as applicable.  Copy of Rental or Lease agreement (required if applicant is proposing to use CDBG funds to make a portion of lease payments)
 Evidence of Site Control- For public facility/construction projects, provide a copy of the deed trust to project site
 Title Report -For public facility/construction projects/substantial rehabilitation  Include all program policies and procedures for those programs that you are applying for assistance/funding
 Optional Documents
Documentation
 Project Budget *Required
Budget 2022 With ESG Expenses.xlsx
 Organization Operational Budgets *Required
Budget 20-21 and 2021-22.xlsx
 Organization Financial Statements *Required
Ready To Work 2019 Audited Financial Statement.pdf
Audit Explanation.docx
 Tax Status *Required
Nonprofit determination letter.pdf
 Board of Directors Roster *Required
Ready to Work Executive Board of Directors.docx
Attachment A
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 Articles of Incorporation/Bylaws *Required
Articles of Incorporation amendment 12-16-19.pdf
 Conflict of Interest Statement *Required
Conflict of Interest Policy.pdf
 Organization chart *Required
Approved Org Chart 1-8-22.docx
 Board of Directors’ authorization to request CDBG/ESG funding *Required Authorization to Request Grant.pdf
 Business License Number *Required
Business License Number for City ESG.docx
RTW Business License 2022.msg
 Type of Insurance Carried, Bonding, Workers ‘Compensation *Required Certificate of Insurance 2022.pdf
 Personnel Policies including Affirmative Action Plan and Grievance Procedure *Required Grievance and Fair Hiring Practices Excerpted from Personnel Handbook — 02-17-20.pdf Non Discrimination Policy towards staff or Clients Excerpted from Personnel Handbook — 02-17-20.pdf  Use Permit/State License (as applicable)
**No files uploaded
 Rental or Lease agreement
**No files uploaded
Attachment A
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 Evidence of Site Control
**No files uploaded
 SAM.gov - screen shot of sam.gov registration *Required SAM Screen Shot.pdf
 Key Program Staff Resume *Required
Resume 2019 Nonprofit.docx
 Title Report
**No files uploaded
 Optional Documents
**No files uploaded
Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 1
Submit
Completed by [email protected] on 1/21/2022 1:58 PM Case Id: 48566
Name: Ready To Work - 2022/23
Address: *No Address Assigned
Submit
Please provide the following information.
 Applicant certifies that CDBG/ESG funding will not be utilized in a manner that would be considered a duplication of benefits.
 I hereby certify that I have read this application, and the exhibits thereto, and know the contents thereof, and that the statements therein are true, and that I have been authorized by the governing board to submit this application.

Authorized Representative Name
Ray Call
Title
Interim Executive Director
Date
01/21/2022
Signature
Ray Call
Electronically signed by [email protected] on 1/21/2022 11:01 AM Please download and upload the Certification page here.  Certification Page *Required
CoS ESG Authorized Signatory.pdf
Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 2
Program Overview
Completed by [email protected] on 1/19/2022 12:40 PM Case Id: 48642
Name: Second Harvest of the Greater Valley - 2022/23
Address: *No Address Assigned
Program Overview
Please provide the following information.

Community Development Block Grant Community Development Block Grant (CDBG) funds are allocated by the U.S.

Department of Housing and Urban Development (HUD) to provide benefits to low- and moderate-income persons, eliminate slums and blight, and meet an urgent community need.

Within this framework, the City of Stockton's Housing Division has also established broad local community development objectives intended to benefit low- and moderate-income households.

EDD Goals and Objectives:

Attachment A
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 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing.

Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 1
A. Eligibility
Completed by [email protected] on 1/19/2022 12:41 PM Case Id: 48642
Name: Second Harvest of the Greater Valley - 2022/23
Address: *No Address Assigned
A. Eligibility
Please provide the following information.

1. CDBG National Objective
 Benefit low- and moderate- income persons
 Prevent or Eliminate slums or blight
 Fulfill community development needs that have a particular URGENT Need

2. Project Category: Please select one
If using CDBG funds:

Public Service
If using ESG funds
Attachment A
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B. Contact Information
Completed by [email protected] on 1/19/2022 12:59 PM Case Id: 48642
Name: Second Harvest of the Greater Valley - 2022/23
Address: *No Address Assigned
B. Contact Information
Please provide the following information.

B.1. Organization Name
Second Harvest of the Greater Valley
B.2. Mailing Address
1220 Vanderbilt Circle Manteca, CA 95337

EXECUTIVE DIRECTOR INFORMATION
B.3. First Name
Keenon
B.4. Last Name
Krick
B.5. Email
[email protected]
B.6. Phone Number
(209) 239-2091

POINT OF CONTACT INFORMATION
B.7. First Name
Kirsten
B.8. Last Name
Salas
B.9. Email
[email protected]
B.10. Phone
(209) 239-2091

ORGANIZATION CONTACT INFORMATION
B.11. Website
www.localfoodbank.org
B.12. DUNS Number
169,214,483
Attachment A
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B.13. EIN Number
680,376,587
B.14. Business License Number and Expiration Date
2200126133 11/30/22
B.15. Type of Agency
501(c)(3)
B.16. Number of Paid Staff
24 B.17. Number of Volunteers
30 Attachment A
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C. Funding Request
Completed by [email protected] on 1/19/2022 1:01 PM Case Id: 48642
Name: Second Harvest of the Greater Valley - 2022/23
Address: *No Address Assigned
C. Funding Request
Please provide the following information.

C.1. Title of Proposed Project
Food Assistance
C.2. Project Site Location
1220 Vanderbilt Circle Manteca, CA 95337
C.3. Funding Requested in this application
$40,000.00
C.4. Other funds already secured for the project
$3,293,022.00
C.5. Total Cost to Complete Project
$3,383,022.00
C.6. Other funds not yet secured
$50,000.00
Attachment A
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D. Organization Information
Completed by [email protected] on 1/19/2022 1:07 PM Case Id: 48642
Name: Second Harvest of the Greater Valley - 2022/23
Address: *No Address Assigned
D. Organization Information
Please provide the following information.

D.1. Please describe your agency’s mission.

Feeding the community through our partnerships
D.2. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in each category. (For 2021 HUD income limits for the Stockton area, please refer to them here .

Income Limits Clients Served
Moderate Income (More than 80%) 2,214
Low Income (50%-80%) 4,580
Very Low Income (30%-50%) 6,040
Extremely Low Income (Less than 30%) 25,606
38,440
D.3. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in the race/ethnicity categories below. The total number must match the total number listed in the income categories in question #2 above.

Race Clients Served # Hispanic within each
race
White 11,650 5,878
Black/African American 6,257 1,429
Asian 2,943 405
Am. Indian/Alaskan Native 1,431 1,002
Native Hawaiian/Other Pacific Islander 434 117
Am. Indian/Alaskan Native & White 164 47
Asian & White 498 152
Black/African American & White 2,684 663
Am. Indian/Alaskan Native & Black/African American 250 70 Other Multi-Racial 12,129 8,351
38,440 18,114
D.4. In the Prior fiscal year (2020-2021), list the total number of Stockton clients served in each category below:

Category Clients Served
Disabled 4,152
Female Headed Households 6,319
Seniors 2,839
Youth 0
Homeless 0
13,310
Attachment A
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Attachment A
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E. Project Funds
Completed by [email protected] on 1/21/2022 2:00 PM Case Id: 48642
Name: Second Harvest of the Greater Valley - 2022/23
Address: *No Address Assigned
E. Project Funds
Please provide the following information.

N/A
E.2. Please indicate if this application is a request for one-time funding and/or “seed” funding. If not applicable, state “N/A.

N/A
E.3. If you are applying for additional funds for a current program/project, provide a status update on the existing funds and when funds will be fully spent. Please list all CDBG and ESG funds received within the last 3 years including funding amount and their status.

Years
Requested
Activity Title Source of
Funding (City
and/or
County)
Fund Amount Status of
Project
(Complete,
underway, or
canceled)
Balance
FY2017/18
CDBG
$0.00 $0.00
FY2017/18
ESG
$0.00 $0.00
FY2018/19
CDBG
$0.00 $0.00
FY2018/19
ESG
$0.00 $0.00
FY2019/20
CDBG
Food
Assistance
City $30,000.00 complete $0.00
FY2019/20
ESG
$0.00 $0.00
FY2020/21
CDBG
Food
Assistance
City $30,000.00 complete $0.00
FY2020/21 ESG $0.00 $0.00
FY2021/22
CDBG
Food
Assistance
City $30,000.00 Underway $30,000.00
FY2021/22 ESG $0.00 $0.00
E.4. List all committed and proposed funding sources for your proposed project and indicate the status of each source. Attach copies of any commitment letters you may have in the required documents section.

General Funds/Grants $50,000
Attachment A
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E.5. What will be the impact on your agency, program, or project goals be if the program is not funded at the full amount requested? Will your organization have the ability to sustain itself if the funding allocated is less than the amount requested? Please provide detailed information to understand if this is a funding gap and/or funds used to leverage additional sources outside of Stockton i.e. County/State/Federal/Private Funds The proposed activities could continue with a smaller amount of funding but may decrease the number of pounds of nutritious food we can purchase and provide. We plan to grow in small increments as we secure funding to sustain our current programs over the next several years.

E.6. The City’s funding is intended to benefit residents of the City of Stockton. Briefly define your entire service area (e.g., a portion of the city, entire city, county).

The City of Stockton will be served through Second Harvest of the Greater Valley's (SHGV) Food Assistance Program with partnered agencies located in the City of Stockton.

No
Self Certification Clients independently “self-certify” on an intake form, membership form, etc. If you use this method, please upload a blank intake form under Required Documents No
Client Document Review Clients provide tax documents, pay stubs, etc., to verify income. Documents are reviewed by staff. If you use this method, please upload a blank worksheet under Required Documents Yes
Presumed Beneficiaries Clients served are primarily and specifically from one of the following groups: abused children, battered spouses, elderly persons (62 years of age or older), special needs/disabled persons, migrant farm workers, handicapped individuals, homeless persons. If you use this method, please indicate which group in the space below.

No
Economic Development Beneficiaries Financial or Technical Assistance to Businesses. The number of full-time, part- time jobs created or retained; the number of businesses to be provided counseling or technical assistance (DUNS Number required at time of assistance). Please attach a blank worksheet under Required Documents Attachment A
Printed By: Kayla Martin on 4/1/2022 3 of 3
Other Survey, other documentation (required documentation for other governmental programs, etc. Please explain in the space below.

N/A
E.8. Describe in detail how your agency will use Stockton CDBG/ESG funds in this program/project.

Second Harvest will utilize Stockton CDBG funds towards the purchase of food to be provided to those experiencing food insecurity.

E.9. Select the common indicator that your agency will use to track clients.

Second Harvest of the Greater Valley keeps a record of number of pounds provided.

E.11. Provide a numeric GOAL for the units of service to be provided to Stockton clients by this project. Note:
“Other” refers to the unit of service in question #E.10 above.

Total
Persons 20,000
Households 0
Other 0
20,000
E.12. Describe the service delivery methods and outreach your agency will conduct towards your target population in question E.11 above, including to low income, limited English speakers, and disabled persons.

Our Food Assistance Program collaborates with 25 non-profit charities that provide a food pantry program in the City of Stockton. Non-profit agencies visit the Food Bank to select groceries, canned fruits and vegetables, cereals and bread, dairy products, meats, fresh fruits and vegetables. They distribute the food through their food pantries to low- income individuals in need of food. SHGV and partner agencies must provide services to all people regardless of their demographics, including individuals and families that are homeless, female head of household, veterans, homeless, disabled, elderly, all sexual orientations, and all races and ethnicities. Referrals are made through our Food Bank and our partnered agencies. Second Harvest will continue to collaborate with sites that provide a service in high need areas to ensure a priority focus on low-income areas.

Attachment A
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F. Project Impact
Completed by [email protected] on 1/21/2022 2:11 PM Case Id: 48642
Name: Second Harvest of the Greater Valley - 2022/23
Address: *No Address Assigned
F. Project Impact
Please provide the following information.

Income Limits Potential Clients Served
Moderate Income (More than 80%) 2,000
Low Income (50%-80%) 3,000
Very Low Income (30%-50%) 5,000
Extremely Low Income (Less than 30%) 10,000
20,000
F.2. Please list the total number of Stockton clients your agency PROPOSES to serve through this program/project in the race/ethnicity categories below in fiscal year 2022-2023. The **total number must match the total number listed in the income categories in question F.1 above.

Race Clients Served # Hispanic within each
race
White 10,000 2,500
Black/African American 3,000 1,500
Asian 2,975 1,000
Am. Indian/Alaskan Native 500 200
Native Hawaiian/Other Pacific Islander 250 150
Am. Indian/Alaskan Native & White 100 25
Asian & White 75 20
Black/African American & White 500 200
Am. Indian/Alaskan Native & Black/African American 100 50 Other Multi-Racial 2,500 1,000
20,000
F.3. In the UPCOMING fiscal year 2022-2023, indicate the number of Stockton clients your agency will serve in each category below:

Category Clients Served
Disabled 2,150
Female Headed Households 6,000
Seniors 1,500
Youth 0
Homeless 0
9,650
Attachment A
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F.4. List the average number of unduplicated clients served daily, the total unduplicated number served annually, and the percentage of clients served that reside in Stockton for the current year, as well as the number you anticipate serving in Fiscal Year (FY) 2022-2023.

Reporting Year Average # of Clients
Served Daily
Total Unduplicated # of
Clients Served Annually
Total # of Clients Served
residing in Stockton City
Limits
2019-2020 (Projected- if
currently providing this
service)
0 11,116 11,116
2020-2021 (Anticipated) 0 38,440 38,440
2021-2022 0 15,000 15,000
0 64,556 64,556
F.5. Provide a concise description of the proposed project such as work to be performed, services to be provided.

No more than 3 sentences.

F.6. How was the need for this service/activity/project determined? Describe the challenges, needs or service gaps in Stockton that your program/projects address.

In San Joaquin County, an estimated 92,520 people are living in food-insecure households, including 40,750 food- insecure children, 20% of the county’s total children (source: Feeding America, the largest hunger-relief charity in the United States). The County Community Data Profile shows 22.4% of the population living below the poverty line. In the City of Stockton 10% has reported they live in a household with no personal vehicle available. Second Harvest’s Food Assistance Programs work endlessly to ensure that our services are being provided in the greatest areas of needs. The City of Stockton is in dire need of supportive services to those that are struggling with food insecurity, homelessness, and urgent crisis in their lives. Second Harvest provides access to supplemental food to extend the resources of low-income residents of Stockton.

Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 3
G. Project Narrative
Completed by [email protected] on 1/19/2022 1:49 PM Case Id: 48642
Name: Second Harvest of the Greater Valley - 2022/23
Address: *No Address Assigned
G. Project Narrative
Please provide the following information.

G.3. Provide a detailed description of your proposed project/ activity. Describe the work to be performed, including the activities to be undertaken or the services to be provided, the goals and objectives and the method of approach. Be specific about the days/times of services and the frequency and duration of services received by the average client or participant. A timeline/schedule including activity start date and completion date must be submitted with the application.

In the 2022-2023 Fiscal Year, Second Harvest Food Bank estimates we will reach 15,000 individuals, children, and seniors at sites in the City of Stockton with 1,000,000 pounds of supplemental groceries through our Food Assistance Program. This will provide supplemental groceries, including fresh fruits and vegetables, to help support their daily food intake needs and extend limited food budgets.

Project Activity or Program
Service #
Describe the Deliverable
1 pounds
G.4. Describe your agency’s capacity to implement this program or project (identify agency’s federal grants managed, staff resources, skills and experience, number of years in operation, accomplishments to date, etc.).

Attachment A
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In 1976, Good Samaritan Community Service, Inc. began to provide services for seniors. After 45 years, it has since transformed into Second Harvest Food Bank of the Greater Valley, serving individuals, seniors, and children in San Joaquin, Stanislaus, Merced, and the Mother Lode Counties. The Food Bank provides four programs in San Joaquin and Stanislaus Counties: Food Assistance, Fresh Food 4 Kids, Mobile Fresh, and Senior Brown Bag. Program expansion has brought challenges in staying sustainable and keeping up with the current needs in food security. Developing a strong, engaged board has played a supportive role in fundraising and securing donors. By working as a team, including staff, board members, volunteers, and community members, we have been able to face multiple challenges and find efficient solutions in food banking. Second Harvest's staff bring long-standing experience and commitment to our mission.

G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
The Food Bank staff will pick up donations, store, and prepare food to be picked up by agencies. Second Harvest’s non-profit agencies utilize our online shopping process to order food for their pantries. Each pantry chooses food items, such as meats, cheese, yogurt, canned foods, boxed items, etc. to redistribute. The Agency then makes an appointment to come to pick up their order at Second Harvest distribution center in Manteca. Agencies can benefit from the Food Banks expanding capacity, with the ability to quickly move food in and out. Agencies have the flexibility to pick up foods that they prefer and amounts that work best in their food distributions. This differs from each agency depending on the size of the program and service area. The clients will visit the food pantries located in their city to receive food.

Project Deliverable # Describe the Deliverable
2 people unduplicated
G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Second Harvest will measure the progress by poundage received and distributed to participants, unduplicated and duplicated individuals served, demographic breakdowns, monitoring visits, and the number of deliveries. By the end of the fiscal year, the Food Assistance Program will provide 15,000individuals, seniors, and children 1,000,000 pounds of nutritious supplemental groceries, including fresh fruits and vegetables, through 20 non-profit agencies located in the City of Stockton
Deliverable # Task that Support Deliverable
1 reports
1 ceres -computer tracking program for pounds
G.7. Describe the population this program/project will serve and how they will benefit. Does your program target a special group (i.e., homeless, special needs, elderly) that benefits or will benefit from your program? What are your eligibility requirements?
Second Harvest Food Bank serves people with diverse demographics backgrounds including individuals and families that are homeless, female head of household, veterans, homeless, disabled, elderly, all sexual orientations, and all races and ethnicities. Second Harvest Food Bank provides Food Assistance programs for low-income households making less than 80% of the median income, in the City of Stockton.

Attachment A
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G.8. Briefly explain how this service/activity/project differs from other programs providing similar services in Stockton/San Joaquin County. Also indicate any networking or collaboration which occurs with agencies or programs providing the same or like services AND their role in this specific program/project.

Second Harvest collaborates with local food banks, food pantries, homeless service agencies, and community services.

Second Harvest values the collaboration between agencies and knows that it takes many resources to help the immense need in our communities. The Food Bank is just one piece of a complex food system, feeding the need.

Second Harvest Food Bank is not a direct provider of food assistance to the public. We support the distribution efforts of local non-profit agencies that provide food pantries or feeding programs of their own. Second Harvest Food Bank utilizes its capacity to receive and transport large donations from local manufacturers, growers, and distribution centers. Second Harvest Food Bank has a truck fleet and the workforce to pick up and sort products to prepare for re- distribution. Without Second Harvest Food Bank's Food Assistance programs, local non-profit agencies would have a difficult time providing the labor and funds for direct services to those most at risk of going hungry.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

Second Harvest Food Bank’s team knows the importance of keeping up with the changing face of hunger. The current dependence on food banks has shifted from an emergency response to food insecurity, to a long-term assistance resource. The Food Bank continues to stay prepared by following food insecurity trends to plan for the needs of the communities. Second Harvest has a full-time Grant Specialist to focus on securing additional program funding. Second Harvest’s Director of Operations will continue to establish additional relationships with food donors to sustain the Food Assistance Program. Growth will take place when appropriate and sustainable by funding and product sourcing.

N/A
Attachment A
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H. ESG
Completed by [email protected] on 1/21/2022 2:11 PM Case Id: 48642
Name: Second Harvest of the Greater Valley - 2022/23
Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:

H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

Attachment A
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I. Public Facility Project
Completed by [email protected] on 1/21/2022 2:12 PM Case Id: 48642
Name: Second Harvest of the Greater Valley - 2022/23
Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

I.1. Is your agency requesting funds for a Public Facility project (e.g. construction)? No
I.2. Please describe all planning/predevelopment steps that have been completed to date. (e.g., architectural plans, engineering, land use approvals, permits, funding commitments, etc.) n/a
I.3. Provide a detailed narrative (e.g. rehabilitation or new construction) and a detailed scope of work. n/a
I.4. Does the agency own or lease the property where the project will occur? Who is the legal property owner? If you are leasing, please provide a copy of the lease in the required documents section. If you do not have site control, describe your site control plan.
n/a
I.5. Will relocation be required if the building is occupied? No
If yes, describe and attach your agency’s relocation plan in the required docs section. n/a
I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants). n/a
I.7. Has a market study, property needs assessment and/or other evaluation that identifies the need for the proposed project been completed? If so, describe and upload the project reports and schedule). If no reports have been completed, explain how you plan to proceed.
n/a
I.8. When will construction start and end? Provide a timeline with all critical milestones. n/a
I.9. Is this project a multi-phased activity?
No
I.10. Will this project require implementation of Davis-Bacon/Fair Labor Standard Act requirements? Note: Please contact staff immediately if you have questions regarding Davis-Bacon requirement or for more informationclick Attachment A
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here.

N/A
I.11. For Public Service, Public Facility projects and Economic Development activities: Is this a new program/service or an expansion of an existing program/service? Explain. n/a
I.12. For Economic Development activities only. Indicate the number of full-time and part-time jobs you expect to be created and retain, if your application is funded. Also indicate number of jobs likely to be filled by a low-income person:

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 0 0 0 0.00 %
Expect to Retain 0 0 0 0.00 %
Attachment A
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J. Policy Consistency
Completed by [email protected] on 1/21/2022 2:15 PM Case Id: 48642
Name: Second Harvest of the Greater Valley - 2022/23
Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.1. Identify AT LEAST ONE barrier in implementing your program/project:
 A marketing and publicity campaign that provides consumers with additional education and information about the agency’s programs and services.
 Coordination and collaboration with other service providers.  Accessing and utilizing “un-tapped” resources
 Removing barriers that limit access to services and participation (e.g. language, time, cost, transportation, etc.).

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

A large challenge is the future of donated food to the food bank and the unknown future of funding to be able to purchase the food necessary to support the level of increased distribution. As the effects of the pandemic continue, the food bank was required to make adjustments toward increases in capacity and storage to ensure all vital food can be stored adequately. As we move forward the biggest challenge is the possibility of having to purchase food because of the lack of food donations coming in from corporate grocers. Second Harvest has hired a second Grant Writer and Cause Marketing staff to ensure growth of funding to keep up with the growth of our distribution needs.

Attachment A
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 Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Attachment A
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K. Required Documents
Completed by [email protected] on 1/21/2022 2:29 PM Case Id: 48642
Name: Second Harvest of the Greater Valley - 2022/23
Address: *No Address Assigned
K. Required Documents
Please provide the following information.

Please upload the required documents below.

Organization Operational Budgets – A copy of the organization’s operational budget for the current fiscal year and proposed budget for the 2021-2022 fiscal year.

Attachment A
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 Procurement Plan (Typically a minimum of 3 bids, quotes, or estimates is required WBE/MBE Outreach, etc.)
 Necessary federal state and local permit and license (as applicable) – For first time applicants, new projects, or expansion of existing facilities. Include date of approval and status, as applicable.  Copy of Rental or Lease agreement (required if applicant is proposing to use CDBG funds to make a portion of lease payments)
 Evidence of Site Control- For public facility/construction projects, provide a copy of the deed trust to project site
 Title Report -For public facility/construction projects/substantial rehabilitation  Include all program policies and procedures for those programs that you are applying for assistance/funding
 Optional Documents
Documentation
 Project Budget *Required
Stockton 22-23 Budget.xlsx
 Organization Operational Budgets *Required
Organization Budget 21-22.pdf
 Organization Financial Statements *Required
SHGV 2021 Financial Statements Audit.pdf
 Tax Status *Required
501c3 Letter of determination name change.pdf
 Board of Directors Roster *Required
SHFB Board Roster 21-22 Rev. 9-22-21.pdf
 Articles of Incorporation/Bylaws *Required
Corporate By Laws (SHFB).pdf
Attachment A
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Articles of Incorporation.pdf
 Conflict of Interest Statement *Required
Corporate By Laws (SHFB).pdf
 Organization chart *Required
SHGV Organization Chart 6-21.pdf
 Board of Directors’ authorization to request CDBG/ESG funding *Required Board Resolution Authorization for Grants Submittal 21-22.docx  Business License Number *Required
City of Stockton License 2021-2022.pdf
 Type of Insurance Carried, Bonding, Workers ‘Compensation *Required 21-22 COI For City of Stockton.pdf
 Personnel Policies including Affirmative Action Plan and Grievance Procedure *Required Personnel Policies.pdf
 Use Permit/State License (as applicable)
**No files uploaded
 Rental or Lease agreement
**No files uploaded
 Evidence of Site Control
**No files uploaded
Attachment A
Printed By: Kayla Martin on 4/1/2022 4 of 4
 SAM.gov - screen shot of sam.gov registration *Required SAMS Active status.pdf
 Key Program Staff Resume *Required
Key Program Staff Resume.docx
 Title Report
**No files uploaded
 Optional Documents
SHGV General Quick Facts.pdf
Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 1
Submit
Completed by [email protected] on 1/24/2022 10:34 AM Case Id: 48642
Name: Second Harvest of the Greater Valley - 2022/23
Address: *No Address Assigned
Submit
Please provide the following information.
 Applicant certifies that CDBG/ESG funding will not be utilized in a manner that would be considered a duplication of benefits.
 I hereby certify that I have read this application, and the exhibits thereto, and know the contents thereof, and that the statements therein are true, and that I have been authorized by the governing board to submit this application.

Authorized Representative Name
Kirsten Salas
Title
Director of Grants and Programs
Date
01/21/2022
Signature
Kirsten Salas
Electronically signed by [email protected] on 1/21/2022 2:30 PM Please download and upload the Certification page here.  Certification Page *Required
CITY OF STOCKTON SIGNED 22-23.pdf
Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 2
Program Overview
Completed by [email protected] on 12/28/2021 9:04 AM
Case Id: 48544
Name: St. Mary's Dining Room - 2022/23
Address: *No Address Assigned
Program Overview
Please provide the following information.

Community Development Block Grant Community Development Block Grant (CDBG) funds are allocated by the U.S.

Department of Housing and Urban Development (HUD) to provide benefits to low- and moderate-income persons, eliminate slums and blight, and meet an urgent community need.

Within this framework, the City of Stockton's Housing Division has also established broad local community development objectives intended to benefit low- and moderate-income households.

EDD Goals and Objectives:

Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 1
A. Eligibility
Completed by [email protected] on 12/28/2021 9:09 AM
Case Id: 48544
Name: St. Mary's Dining Room - 2022/23
Address: *No Address Assigned
A. Eligibility
Please provide the following information.

1. CDBG National Objective
 Benefit low- and moderate- income persons
 Prevent or Eliminate slums or blight
 Fulfill community development needs that have a particular URGENT Need

2. Project Category: Please select one
If using CDBG funds:

If using ESG funds
Emergency Shelter
Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 2
B. Contact Information
Completed by [email protected] on 1/10/2022 2:48 PM
Case Id: 48544
Name: St. Mary's Dining Room - 2022/23
Address: *No Address Assigned
B. Contact Information
Please provide the following information.

B.1. Organization Name
St. Mary's Dining Room
B.2. Mailing Address
545 W. Sonora Street Stockton, CA 95203

EXECUTIVE DIRECTOR INFORMATION
B.3. First Name
Edward
B.4. Last Name
Figueroa
B.5. Email
[email protected]
B.6. Phone Number
(209) 467-0703

POINT OF CONTACT INFORMATION
B.7. First Name
Ryan
B.8. Last Name
Cerezo
B.9. Email
[email protected]
B.10. Phone
(209) 467-0703

ORGANIZATION CONTACT INFORMATION
B.11. Website
www.stmarysdiningroom.org
Attachment A
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B.12. DUNS Number
617,744,619
B.13. EIN Number
942,687,280
B.14. Business License Number and Expiration Date
12/31/2022
B.15. Type of Agency
501(c)(3)
B.16. Number of Paid Staff
49 B.17. Number of Volunteers
222
Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 1
C. Funding Request
Completed by [email protected] on 1/21/2022 8:43 AM
Case Id: 48544
Name: St. Mary's Dining Room - 2022/23
Address: *No Address Assigned
C. Funding Request
Please provide the following information.

C.1. Title of Proposed Project
St. Mary's Dining Room
C.2. Project Site Location
545 W. Sonora Street Stockton, CA 95203
C.3. Funding Requested in this application
$75,000.00
C.4. Other funds already secured for the project
$0.00
C.5. Total Cost to Complete Project
$3,587,000.00
C.6. Other funds not yet secured
$0.00
Attachment A
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D. Organization Information
Completed by [email protected] on 1/14/2022 12:57 PM
Case Id: 48544
Name: St. Mary's Dining Room - 2022/23
Address: *No Address Assigned
D. Organization Information
Please provide the following information.

D.1. Please describe your agency’s mission.

St. Mary's Dining Room responds to poverty in San Joaquin County by feeding the hungry, caring for health issues and restoring human dignity to over 700 individuals each day.

Income Limits Clients Served
Moderate Income (More than 80%) 4
Low Income (50%-80%) 19
Very Low Income (30%-50%) 112
Extremely Low Income (Less than 30%) 2,814
2,949
D.3. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in the race/ethnicity categories below. The total number must match the total number listed in the income categories in question #2 above.

Race Clients Served # Hispanic within each
race
White 1,722 1,166
Black/African American 803 0
Asian 73 0
Am. Indian/Alaskan Native 77 0
Native Hawaiian/Other Pacific Islander 34 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 240 0
2,949 1,166
D.4. In the Prior fiscal year (2020-2021), list the total number of Stockton clients served in each category below:

Category Clients Served
Disabled 648
Female Headed Households 955
Seniors 869
Youth 152
Homeless 2,103
Attachment A
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4,727
Attachment A
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E. Project Funds
Completed by [email protected] on 1/18/2022 9:05 AM
Case Id: 48544
Name: St. Mary's Dining Room - 2022/23
Address: *No Address Assigned
E. Project Funds
Please provide the following information.

E.1. If you are submitting more than one application for Stockton funding, enter the numerical ranking of the priority of this proposal and the total number of proposals your agency is submitting for the coming fiscal year. 1 of 1
E.2. Please indicate if this application is a request for one-time funding and/or “seed” funding. If not applicable, state “N/A.

Years
Requested
Activity Title Source of
Funding (City
and/or County)
Fund Amount Status of
Project
(Complete,
underway, or
canceled)
Balance
FY2017/18
CDBG
$0.00 $0.00
FY2017/18
ESG
St. Mary's
Dining Room
City/County/State $249,116.00 Complete $0.00
FY2018/19
CDBG
$0.00 $0.00
FY2018/19
ESG
St. Mary's
Dining Room
City/County/State $91,450.00 Complete $0.00
FY2019/20
CDBG
$0.00 $0.00
FY2019/20
ESG
St. Mary's
Dining Room
City/County $74,111.00 Complete $0.00
FY2020/21
CDBG
$0.00 $0.00
FY2020/21 ESG St. Mary's
Dining Room
City $45,923.00 Complete $0.00
FY2021/22
CDBG
HVAC Kitchen
and Dining
Room
County $50,000.00 Underway $18,432.00
FY2021/22 ESG St. Mary's
Dining Room
City/County $386,332.00 Underway $101,896.66
Attachment A
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E.4. List all committed and proposed funding sources for your proposed project and indicate the status of each source. Attach copies of any commitment letters you may have in the required documents section.

St. Mary's Dining Room is in the process of requesting funds from both City of Stockton and San Joaquin County for this program. We also seek other sources of funding for this program through donations and grants from businesses, corporations, service clubs and community organizations. Because of the pandemic, we have not had any fundraising events in the past 2 years. One of our goals in 2022 is to finally host an event. Seeking and obtaining bequests or legacy gifts are also a target for our organization as it is important to the long-term financial sustainability of our program.

E.5. What will be the impact on your agency, program, or project goals be if the program is not funded at the full amount requested? Will your organization have the ability to sustain itself if the funding allocated is less than the amount requested? Please provide detailed information to understand if this is a funding gap and/or funds used to leverage additional sources outside of Stockton i.e. County/State/Federal/Private Funds Just over 85% of our funding is generally provided by local community members. St. Mary's Dining Room is committed to cultivating donors who are passionate about our mission goals and objectives to serve a vulnerable population. Our pledged gift program also provides relief and is necessary to sustain our programs long-term. Volunteerism is also important to the sustainability of our organization to assist our already hard-working and dedicated staff to meet daily operation needs. If we are unable to generate necessary funding to sustain our programs, then it is imminent we would need to decrease our services to an already struggling population.

E.6. The City’s funding is intended to benefit residents of the City of Stockton. Briefly define your entire service area (e.g., a portion of the city, entire city, county).

Approximately 95% of our guests live within the city limits of Stockton, but our vital services are available to all residents who live in the San Joaquin County area.

Yes
Self Certification Clients independently “self-certify” on an intake form, membership form, etc. If you use this method, please upload a blank intake form under Required Documents No
Client Document Review Clients provide tax documents, pay stubs, etc., to verify income. Documents are reviewed by staff. If you use this method, please upload a blank worksheet under Required Documents No
Presumed Beneficiaries Clients served are primarily and specifically from one of the following groups: abused children, battered spouses, elderly persons (62 years of age or older), special needs/disabled persons, migrant farm workers, handicapped individuals, homeless persons. If you use this method, please indicate which group in the Attachment A
Printed By: Kayla Martin on 3/30/2022 3 of 4
space below.

Yes
Homeless Persons
Economic Development Beneficiaries Financial or Technical Assistance to Businesses. The number of full-time, part- time jobs created or retained; the number of businesses to be provided counseling or technical assistance (DUNS Number required at time of assistance). Please attach a blank worksheet under Required Documents No
Other Survey, other documentation (required documentation for other governmental programs, etc. Please explain in the space below.

No
E.8. Describe in detail how your agency will use Stockton CDBG/ESG funds in this program/project.

Funding from the City of Stockton will be utilized strictly towards maintenance and operational needs of our many programs and services. We anticipate to expend all awarded funds through this application within one year upon acknowledgement and agreement with the City of Stockton.

E.9. Select the common indicator that your agency will use to track clients.

Our primary units of service are individuals who use our services. For example, an individual who has 3 meals in one day is counted as 3 units of service. We collect this data daily in both our dining room during meal services and at our clothing and hygiene center. We are also able to produce an accurate and unduplicated number of individuals utilizing our services through HMIS.

E.11. Provide a numeric GOAL for the units of service to be provided to Stockton clients by this project. Note:
“Other” refers to the unit of service in question #E.10 above.

Total
Persons 280,000
Households 0
Other 0
280,000
E.12. Describe the service delivery methods and outreach your agency will conduct towards your target population in question E.11 above, including to low income, limited English speakers, and disabled persons.

Our Director of Social Services continues to do street outreach weekly to homeless individuals staying in encampments, their own cars or along street sidewalks in the surrounding areas of our campus. We provide useful information to those experiencing homelessness and need access to resources such as food, showers, clothing, Attachment A
Printed By: Kayla Martin on 3/30/2022 4 of 4
medical or dental care and also case management services. But most importantly, we try to create trusting relationships with those who are not quite ready yet to seek the help. These weekly encounters hopefully build that trust so that one day, those who are hesitant can feel comfortable to ask for the help. Our Director of Social Services, and many of our other staff members are also bilingual (English/Spanish) speakers which is a valuable asset given the population we serve and are able to communicate available resources to dominantly Spanish-speaking individuals. St.

Mary's Dining Room collaborates with other agencies and service providers to help promote our services throughout communities in San Joaquin County. We bring awareness of the issues surrounding homelessness and poverty to hopefully empower community members to do the same.

Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 2
F. Project Impact
Completed by [email protected] on 1/14/2022 12:04 PM
Case Id: 48544
Name: St. Mary's Dining Room - 2022/23
Address: *No Address Assigned
F. Project Impact
Please provide the following information.

Income Limits Potential Clients Served
Moderate Income (More than 80%) 5
Low Income (50%-80%) 18
Very Low Income (30%-50%) 107
Extremely Low Income (Less than 30%) 3,014
3,144
F.2. Please list the total number of Stockton clients your agency PROPOSES to serve through this program/project in the race/ethnicity categories below in fiscal year 2022-2023. The **total number must match the total number listed in the income categories in question F.1 above.

Race Clients Served # Hispanic within each
race
White 1,790 1,234
Black/African American 880 0
Asian 95 0
Am. Indian/Alaskan Native 66 0
Native Hawaiian/Other Pacific Islander 39 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 274 0
3,144
F.3. In the UPCOMING fiscal year 2022-2023, indicate the number of Stockton clients your agency will serve in each category below:

Category Clients Served
Disabled 866
Female Headed Households 1,060
Seniors 925
Youth 209
Homeless 2,305
5,365
Attachment A
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F.4. List the average number of unduplicated clients served daily, the total unduplicated number served annually, and the percentage of clients served that reside in Stockton for the current year, as well as the number you anticipate serving in Fiscal Year (FY) 2022-2023.

Reporting Year Average # of Clients
Served Daily
Total Unduplicated # of
Clients Served Annually
Total # of Clients Served
residing in Stockton City
Limits
2019-2020 (Projected- if
currently providing this
service)
45 3,000 2,850
2020-2021 (Anticipated) 50 3,100 2,945
2021-2022 60 3,200 3,040
155 9,300 8,835
F.5. Provide a concise description of the proposed project such as work to be performed, services to be provided.

No more than 3 sentences.

Our ongoing program includes a Kitchen and Dining Room program, a Clothing and Hygiene Center, a Social Services (Case Management) program, a Medical Clinic and a Dental Clinic. All programs and services are offered at no-cost to our community of those struggling with issues of homeless and poverty.

F.6. How was the need for this service/activity/project determined? Describe the challenges, needs or service gaps in Stockton that your program/projects address.

Our program helps address the complex issues of individuals and families who are experiencing homelessness and poverty. Individuals or households that live at or below the poverty line can come to St. Mary's Dining Room to get the necessary needs for themselves and their families, like healthy and nutritious meals, hot showers and clean clothing and even receive support services through our case management program, whether its in search of housing, government benefits or daily services and more. St. Mary's Dining Room provides all services at no cost to our guests, including services for the uninsured through our medical and dental clinics.

A challenge that we constantly try to tackle is being able to share our mission and the information of our services with the community through our outreach program, especially to those who are unsheltered. In just the past six months, from July 1-December 31, 2021 we have outreached to 251 unduplicated and unsheltered individuals. These individuals may either live in encampments, their personal vehicles, on the streets, or in abandoned buildings. Our community needs St. Mary's Dining Room so that all individuals experiencing homelessness, sheltered or unsheltered, can care for their daily health needs and hopefully take the next steps so that they can eventually reach greater self- sufficiency. Our outreach program is critical to our mission to inform those outside our campus gates of the available programs and services. By doing this weekly, our hope is to build a trusting relationship with these individuals so they are able to connect to services sooner than later.

Attachment A
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G. Project Narrative
Completed by [email protected] on 1/18/2022 11:58 AM
Case Id: 48544
Name: St. Mary's Dining Room - 2022/23
Address: *No Address Assigned
G. Project Narrative
Please provide the following information.

Both our Medical and Dental clinics offer preventative care and minimizes our guests' need for emergency services.

Emergency and Medical services are costly to both individuals and families especially if they are uninsured. Our clinics offer our guests who are uninsured, a place they can seek medical and dental assistance at no cost to them. Our medical and dental clinics address both maintenance and stabilization by supporting the uninsured in our community not have a decline in their health and not worry about the costs.

Our Social Services Department provides case managers who work with our guests individually to provide necessary support in covering a range of issues associated with homelessness and poverty. We provide referrals and advocacy for individuals dealing with issues including mental health, substance abuse, medical care and more, help our guests' stability in life so they can work on other important issues at hand. Our volunteer behavioral health clinician is available to assist guests suffering from mild to moderate mental health concerns. Having a clinician available and accessible onsite allows us to give immediate attention and connect them to care in a safe and comfortable environment. Our case managers also assist in further services including but not limited to, housing, childcare, employment opportunities and accessing state benefits. Support in these areas offers our guests stabilization that is often critical in reaching greater self-sufficiency.

Attachment A
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G.3. Provide a detailed description of your proposed project/ activity. Describe the work to be performed, including the activities to be undertaken or the services to be provided, the goals and objectives and the method of approach. Be specific about the days/times of services and the frequency and duration of services received by the average client or participant. A timeline/schedule including activity start date and completion date must be submitted with the application.

St. Mary’s Dining Room addresses both the daily and the long-term needs of individuals and families experiencing both homelessness and poverty each day.

The PAUL FAIRBROOK KITCHEN and FR. ALAN MCCOY DINING ROOM operates 365 days a year providing three hot meals a day to anyone in need. In 2021, St. Mary’s Dining Room served 253,414 meals to the hungry in our community.

Our KARA BREWER FAMILY CLOTHING & HYGIENE CENTER, now open seven days a week, provides guests with hot showers, clean clothing, hygiene products, and baby supplies such as diapers and formula. These services support the basic hygiene health of those we serve and also brings human dignity to light that is often stripped away when one is struggling with homelessness and poverty. Individuals who neglect to care for their hygiene presents a public health issue. Our hygiene center supports the daily overall health and well-being of our community. St. Mary's Dining Room provided hygiene services to 38,689 adults and children. Hygiene is important, especially during what seems to be an endless pandemic, and can also help decrease the chances of spreading diseases caused by poor hygiene.

The VIRGIL GIANELLI M.D. MEDICAL CLINIC and our ST. RAPHAEL’S DENTAL CLINIC provides for the basic medical and dental needs of our guests. Thanks to our volunteer medical professionals through the partnership with Community Medical Center and dental professionals through the San Joaquin Dental Society, we can offer general medical care, optometry, diabetes care, chiropractic care, podiatry, dental cleanings, fillings, extractions, dentures and both medical and dental education. 2,359 patients received medical care and 664 received dental care in 2021 through St Mary's Dining Room.

The SOCIAL SERVICES program provides street outreach, case management, advocacy and referral. Our guests' lives are often complicated, accompanied by a variety of barriers that must be addressed to achieve self-sufficiency. We work with our guests to address the lack of shelter or housing, access to mainstream benefits and services, addressing legal issues, employment, mental health issues, and substance abuse. Our social services program has also expanded to include onsite behavior health care through our partnership with Community Medical Center, domestic violence support groups and a senior center designed to assist guests ages 55+.

For all services, we served an unduplicated number of 3,144 guests.

Project Activity or Program
Service #
Describe the Deliverable
1 The PAUL FAIRBROOK KITCHEN and FR. ALAN MCCOY DINING ROOM provides three meals 365 days a year.
2 Our KARA BREWER FAMILY CLOTHING & HYGIENE CENTER provides hot showers, clean clothing and vital hygiene products 365 days a year.
3 Our SOCIAL SERVICES program offers case management, outreach, advocacy and referral services five days a week for individuals striving to reach greater self sufficiency.

Attachment A
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4 The VIRGIL GIANELLI M.D. MEDICAL CLINIC and our ST. RAPHAEL’S DENTAL CLINIC provides the basic medical and dental needs of our guests. We offer general medical care, optometry, diabetes care, chiropractic care, podiatry, dental cleanings, fillings, extractions and dentures.

St. Mary’s Dining Room has been serving those experiencing homelessness and the financially burdened of our community since 1955 starting as a one meal a day soup kitchen grown to three hot meals a day today. In 2000, the first permanent structures were built of our dining room and medical clinic. In 2015, we added dinner service 7 days a week to our Kitchen and Dining Room program. We have been operating our medical services for over 65 years and dental services for over 34 years.

In 2009 our Social Services program officially opened. In 2016, on-site mental health services were added to our Social Services department which provides prevention and early intervention for behavioral health care. In 2017, we opened our Guest Enrichment Center, providing care for our older adult population and providing a meeting space for a variety of support programs such as AA and domestic violence support groups. In 2018, the Housing Navigator Program was begun as a way to support individuals through the process of obtaining housing or being placed on a waiting list for housing.

Our Clothing and Hygiene Center has been providing showers, clean clothing and hygiene needs to our guests since 1996. In 2020, due to the growing concerns of the pandemic, our Clothing and Hygiene Center went from being open 5 days a week to 7 days a week. At the beginning of January 2022, we have implemented daily data collection through Homeless Management Information System (HMIS) in our dining room. Since our Dining Room attracts most of our guests daily, new and old, this will allow us to collect even more accurate information about our guests and our ability to track the services that have been provided to them.

Each year, due to the increasing needs of the community, St. Mary’s Dining Room has grown and expanded our services to address fundamental needs that are constantly changing.

G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
For us to accomplish our mission of feeding the hungry, caring for health issues and restoring human dignity each day, we heavily look to our limited yet dedicated staff and passionate volunteers in each of our programs. Our Volunteer Manager is key to build and cultivate relationships with community members and organizations in hopes it will empower our community to volunteer. St. Mary's Dining Room is also committed to building genuine relationships through stewardship and cultivation of new and existing donors.

The more we can outreach to community members, organizations and donors (potential and current), we will bring more awareness of our programs and services so that anyone who is experiencing homelessness or struggling financially, is able to access our services if needed.

Project Deliverable # Describe the Deliverable
1 Staff and Volunteers are critical to the daily operations of our organization. If we are not fully staffed, we need both in order to operate at full-capacity. When we operate at full-capacity, Attachment A
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we are able to offer our guests the best service possible. We are fortunate to do this every day.

G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? St. Mary's Dining Room measures the success of our programs and services by the goal of meeting the daily needs of each and every one of our guests that walk through our gates. Success in our Kitchen and Dining Room, Clothing and Hygiene Center and Social Services program means our ability to provide the needs of our guests each day such as a meal, a shower and/or a change of clothes, help with access to resources and referrals. In our Medical and Dental Clinics, we base our success on the amount of services we are able to provide in each clinic to the uninsured of our community. It is difficult to set a number of individuals we hope to achieve in helping because that number and the needs of our guests are always fluctuating. One individual may need a shower one day, but we may never see that person again throughout the calendar year. Whereas we have individuals who access our hygiene center and meal services daily. Our success is knowing we helped these individuals with the basic but overall important needs that every human being deserves.

Deliverable # Task that Support Deliverable
1 Our criteria for our success is minimal. Our success is knowing we helped struggling individuals and families with essential needs that are important to their overall daily health.

Our success is knowing that we helped our guests respectfully and with dignity.

Our community is fortunate to have other programs that offer meals, mobile showers, clothing, medical and dental services to low income individuals and families. St. Mary's Dining Room offers similar services and a medical and dental clinic that offers uninsured guests services at no cost. Our Social Services program is aware and stern on not duplicating services, for example, we do not provide employment services, but we can be utilized as a referral for an individual looking for work. If there is a service that our guests are in need of and we are unable to provide it on campus, we direct them to a service or resource that can help. We also work closely and collaborate with the Emergency Food Bank, Community Medical Centers, San Joaquin Behavior Health, Stockton Shelter for the Homeless and other agencies to ensure the needs of struggling members of our community experiencing homelessness and poverty are taken care of.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

St. Mary's Dining Room is committed to donor and volunteer stewardship and cultivation of those individuals who are passionate and dedicated to our mission. This plays into our long-term financial sustainability plan by offering donors an opportunity to invest in our mission through a donor pledge program. Our over 66 years of service to our Attachment A
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community demonstrates the value we provide to those experiencing homelessness and poverty not only in Stockton, but county-wide.

St. Mary's Dining Room is not aware of any direct or implied conflict of interest existing between our organization's employees or board members and the City of Stockton.

Attachment A
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H. ESG
Completed by [email protected] on 1/21/2022 8:51 AM
Case Id: 48544
Name: St. Mary's Dining Room - 2022/23
Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:

H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

Our programs are dedicated to serving struggling individuals and families with the basic and essential needs to live daily, such as food through our meal services, hot showers and clean clothing through our hygiene services and medical and dental care provided in our clinics. COVID-19 has affected many individuals and families in our community, whether it be a loss of employment that could potentially lead to an inability to pay for housing, food or medical expenses. St. Mary's Dining Room is here to serve individuals and families who have or will face these consequences. When our community is healthy, that helps mitigate the spread of the virus.

Attachment A
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I. Public Facility Project
Completed by [email protected] on 1/10/2022 2:51 PM
Case Id: 48544
Name: St. Mary's Dining Room - 2022/23
Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

N/A
I.5. Will relocation be required if the building is occupied? No
If yes, describe and attach your agency’s relocation plan in the required docs section.

I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants).

N/A
I.8. When will construction start and end? Provide a timeline with all critical milestones.

No
I.11. For Public Service, Public Facility projects and Economic Development activities: Is this a new program/service or an expansion of an existing program/service? Explain.

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 0 0 0 0.00 %
Expect to Retain 0 0 0 0.00 %
Attachment A
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J. Policy Consistency
Completed by [email protected] on 1/18/2022 12:32 PM
Case Id: 48544
Name: St. Mary's Dining Room - 2022/23
Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

Much of our marketing is done through social media or by word of mouth. We try to keep the community updated on any new programs or changes through our social media accounts. We have a great following on social media but that only reaches a small fraction of our community and the chain in communication may only go so far. Before the pandemic, our primary approach to inform the community about our work is through our More than Meals Tours.

These were normally held twice a month and gave us an opportunity to share the importance of our work and how we are a positive impact on the community. We feel that if community members are engaged in at least one of these tours, then support for our mission continues to grow. As critical as our More than Meals Tours are to our marketing approach, unfortunately, due to the pandemic, we were not able to host any More than Meals Tours in 2021. Our goal is to host at least one fundraising event in 2022. We have enhanced our quarterly newsletter and is also available to view digitally through our website. Our website is also currently in the process of a refresh and plans are underway to create a new promotional/informational marketing video to share with the community.

J.3. Describe in detail how the program/project is accessible to clients via public transportation, and if applicable, any measures used to specifically reduce the transportation barriers for clients San Joaquin Regional Transit (RTD) is accessible to and from our campus. Our Social Services department is able to provide our guests with bus passes to get to and from their necessary medical or housing appointments. St. Mary's Dining Room also utilizes health access vans and ride services.

J.4. Identify AT LEAST ONE City of Stockton U.S. Department of Housing and Urban Development (HUD) FY 2020- 2025 Consolidated Goal that relates to your program/project:
 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to Attachment A
Printed By: Kayla Martin on 3/30/2022 2 of 2
improve outcomes and stability and promote successful transitions into permanent housing. Expand the housing first model to provide permanent housing units with intense wrap-around services on-site.  Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income households. Provide homeownership opportunities for low-income-moderate income first-time buyers. Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Attachment A
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K. Required Documents
Completed by [email protected] on 1/21/2022 1:34 PM
Case Id: 48544
Name: St. Mary's Dining Room - 2022/23
Address: *No Address Assigned
K. Required Documents
Please provide the following information.

Please upload the required documents below.

Organization Operational Budgets – A copy of the organization’s operational budget for the current fiscal year and proposed budget for the 2021-2022 fiscal year.

Attachment A
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 Procurement Plan (Typically a minimum of 3 bids, quotes, or estimates is required WBE/MBE Outreach, etc.)
 Necessary federal state and local permit and license (as applicable) – For first time applicants, new projects, or expansion of existing facilities. Include date of approval and status, as applicable.  Copy of Rental or Lease agreement (required if applicant is proposing to use CDBG funds to make a portion of lease payments)
 Evidence of Site Control- For public facility/construction projects, provide a copy of the deed trust to project site
 Title Report -For public facility/construction projects/substantial rehabilitation  Include all program policies and procedures for those programs that you are applying for assistance/funding
 Optional Documents
Documentation
 Project Budget *Required
2022 Organization Budget- No Discretionary.pdf
 Organization Operational Budgets *Required
Departmental Budgets - 2022.xlsx
 Organization Financial Statements *Required
2020 Audit Final.pdf
 Tax Status *Required
501c3 2013.pdf
 Board of Directors Roster *Required
2022 Board List.pdf
Attachment A
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 Articles of Incorporation/Bylaws *Required
Articles of Incorporation.pdf
 Conflict of Interest Statement *Required
Conflict of Interest Policy.pdf
 Organization chart *Required
Org. Chart 2022.pdf
 Board of Directors’ authorization to request CDBG/ESG funding *Required Authorized CEO Board Resolution 0820.pdf
 Business License Number *Required
doc20736120220121133019.pdf
 Type of Insurance Carried, Bonding, Workers ‘Compensation *Required 2021 Certificate of Liability Insurance - City of Stockton.pdf doc20736220220121133040.pdf
 Personnel Policies including Affirmative Action Plan and Grievance Procedure *Required Personnel Policies.pdf
 Use Permit/State License (as applicable)
**No files uploaded
 Rental or Lease agreement
**No files uploaded
Attachment A
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 Evidence of Site Control
**No files uploaded
 SAM.gov - screen shot of sam.gov registration *Required SAM.gov Screen Shot 022221.pdf
 Key Program Staff Resume *Required
Georgie Nguyen Resume for Grant.pdf
doc20734120220121095728.pdf
 Title Report
**No files uploaded
 Optional Documents
**No files uploaded
Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 1
Submit
Completed by [email protected] on 1/21/2022 1:35 PM
Case Id: 48544
Name: St. Mary's Dining Room - 2022/23
Address: *No Address Assigned
Submit
Please provide the following information.
 Applicant certifies that CDBG/ESG funding will not be utilized in a manner that would be considered a duplication of benefits.
 I hereby certify that I have read this application, and the exhibits thereto, and know the contents thereof, and that the statements therein are true, and that I have been authorized by the governing board to submit this application.

Authorized Representative Name
Edward Figueroa
Title
CEO
Date
01/21/2022
Signature
Edward Figueroa
Electronically signed by [email protected] on 1/21/2022 1:35 PM Please download and upload the Certification page here.  Certification Page *Required
Authorized Signatory 22-23.pdf
Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 2
Program Overview
Completed by [email protected] on 1/23/2022 1:35 PM Case Id: 48654
Name: Stockton Shelter for the Homeless - 2022/23
Address: *No Address Assigned
Program Overview
Please provide the following information.

Community Development Block Grant Community Development Block Grant (CDBG) funds are allocated by the U.S.

Department of Housing and Urban Development (HUD) to provide benefits to low- and moderate-income persons, eliminate slums and blight, and meet an urgent community need.

Within this framework, the City of Stockton's Housing Division has also established broad local community development objectives intended to benefit low- and moderate-income households.

EDD Goals and Objectives:

Attachment A
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A. Eligibility
Completed by [email protected] on 1/23/2022 1:38 PM Case Id: 48654
Name: Stockton Shelter for the Homeless - 2022/23
Address: *No Address Assigned
A. Eligibility
Please provide the following information.

1. CDBG National Objective
 Benefit low- and moderate- income persons
 Prevent or Eliminate slums or blight
 Fulfill community development needs that have a particular URGENT Need

2. Project Category: Please select one
If using CDBG funds:

If using ESG funds
Emergency Shelter
Attachment A
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B. Contact Information
Completed by [email protected] on 1/23/2022 1:40 PM Case Id: 48654
Name: Stockton Shelter for the Homeless - 2022/23
Address: *No Address Assigned
B. Contact Information
Please provide the following information.

B.1. Organization Name
Stockton Shelter for the Homeless
B.2. Mailing Address
411 S. Harrison St 611 W. Church Street Stockton c, CA 95203

EXECUTIVE DIRECTOR INFORMATION
B.3. First Name
JoLyn
B.4. Last Name
McMillan
B.5. Email
[email protected]
B.6. Phone Number
(209) 465-3612

POINT OF CONTACT INFORMATION
B.7. First Name
JoLyn
B.8. Last Name
McMillan
B.9. Email
[email protected]
B.10. Phone
(209) 465-3612

ORGANIZATION CONTACT INFORMATION
B.11. Website
www.stocktonshelterforthehomeless.com
B.12. DUNS Number
188,171,904
Attachment A
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B.13. EIN Number
680,095,693
B.14. Business License Number and Expiration Date
Stockton Shelter for the Homeless
B.15. Type of Agency
501(c)(3)
B.16. Number of Paid Staff
46 B.17. Number of Volunteers
27 Attachment A
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C. Funding Request
Completed by [email protected] on 1/23/2022 1:41 PM Case Id: 48654
Name: Stockton Shelter for the Homeless - 2022/23
Address: *No Address Assigned
C. Funding Request
Please provide the following information.

C.1. Title of Proposed Project
Emergency Shelter Program
C.2. Project Site Location
411 S. Harrison St 611 W. Church Street Stockton , CA 95203 C.3. Funding Requested in this application
$200,000.00
C.4. Other funds already secured for the project
$0.00
C.5. Total Cost to Complete Project
$600,000.00
C.6. Other funds not yet secured
$400,000.00
Attachment A
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D. Organization Information
Completed by [email protected] on 1/23/2022 1:50 PM Case Id: 48654
Name: Stockton Shelter for the Homeless - 2022/23
Address: *No Address Assigned
D. Organization Information
Please provide the following information.

D.1. Please describe your agency’s mission.

With support from our community, Stockton Shelter for the Homeless compassionately addresses the needs of homeless individuals and families by providing safe shelter, basic necessities and a structured opportunity to regain self-sufficiency.

Income Limits Clients Served
Moderate Income (More than 80%) 6
Low Income (50%-80%) 498
Very Low Income (30%-50%) 378
Extremely Low Income (Less than 30%) 1,298
2,180
D.3. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in the race/ethnicity categories below. The total number must match the total number listed in the income categories in question #2 above.

Race Clients Served # Hispanic within each
race
White 1,163 0
Black/African American 725 0
Asian 53 0
Am. Indian/Alaskan Native 25 0
Native Hawaiian/Other Pacific Islander 41 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 173 0
2,180 0
D.4. In the Prior fiscal year (2020-2021), list the total number of Stockton clients served in each category below:

Category Clients Served
Disabled 566
Female Headed Households 134
Seniors 305
Youth 378
Homeless 2,180
Attachment A
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3,563
Attachment A
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E. Project Funds
Completed by [email protected] on 1/24/2022 1:05 PM Case Id: 48654
Name: Stockton Shelter for the Homeless - 2022/23
Address: *No Address Assigned
E. Project Funds
Please provide the following information.

Years
Requested
Activity Title Source of
Funding (City
and/or
County)
Fund Amount Status of
Project
(Complete,
underway, or
canceled)
Balance
FY2017/18
CDBG
Shelter
Operations
City $90,000.00 Complete $0.00
FY2017/18
ESG
Shelter
Operations
City,County,
State
$149,109.00 Complete $0.00
FY2018/19
CDBG
$0.00 $0.00
FY2018/19
ESG
Shelter
Operations
City, County,
State
$63,669.00 Complete $0.00
FY2019/20
CDBG
Workforce
Development
City $135,000.00 Renegotiated $0.00
FY2019/20
ESG
Shelter
Operations
City, County $83,645.00 Complete $0.00
FY2020/21
CDBG
Shelter
Operations
City, County $304,315.00 consolidated
contract for
city underway
$109.00
FY2020/21 ESG Shelter
Operations
City, County,
State
$93,495.00 Complete $0.00
FY2021/22
CDBG
Shelter
Operations
City, County $350,000.00 County
contract
pending,
underway
$0.00
Attachment A
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FY2021/22 ESG Shelter
Operations
City, County $56,905.00 City contract
pending,
underway
$0.00
E.4. List all committed and proposed funding sources for your proposed project and indicate the status of each source. Attach copies of any commitment letters you may have in the required documents section.

SSH is requesting, and typically receives, additional ESG funding from San Joaquin County. SSH receives funding from private donors, foundations FEMA, SAMHSA and the annual Festival of International Cuisine fundraiser. We do not currently have any letters of commitment for this project.

E.5. What will be the impact on your agency, program, or project goals be if the program is not funded at the full amount requested? Will your organization have the ability to sustain itself if the funding allocated is less than the amount requested? Please provide detailed information to understand if this is a funding gap and/or funds used to leverage additional sources outside of Stockton i.e. County/State/Federal/Private Funds Stockton Shelter for the Homeless has served San Joaquin County’s homeless population since 1987. Due to the County’s dire need, there is no doubt that SSH will continue to serve the community in one capacity or another in the years to come. However, without ESG funding, the organization’s operational capacity will be impacted. Operations would have to be scaled back. The degree to which is undetermined. The numbers of individuals served would still be tracked using HMIS.

E.6. The City’s funding is intended to benefit residents of the City of Stockton. Briefly define your entire service area (e.g., a portion of the city, entire city, county).

SSH serves the entire city of Stockton
E.7. How does (will)your organization verify income eligibility of your clients? Area Benefit Project service area has been identified and determined to be statistically low-income based on the 2010 Census. If you use this method, provide all Census Tracts and Block Groups served by your project and a calculation of the low-income percentage. Please utilize the following web application to confirm eligibility . Area benefit applicants are required to confirm block groups/census tracts are eligible. Map depicting area with low/mod % is required with this application.

Yes
Attachment A
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Homeless
Economic Development Beneficiaries Financial or Technical Assistance to Businesses. The number of full-time, part- time jobs created or retained; the number of businesses to be provided counseling or technical assistance (DUNS Number required at time of assistance). Please attach a blank worksheet under Required Documents No
Other Survey, other documentation (required documentation for other governmental programs, etc. Please explain in the space below.

No
E.8. Describe in detail how your agency will use Stockton CDBG/ESG funds in this program/project.

Funds will be used to help SSH offset the costs of running the largest low-barrier shelter in Northern California. Costs include utilities, supplies, maintenance and repairs and insurance.

E.9. Select the common indicator that your agency will use to track clients.

Units of service are defined as homeless men, women and children who come to SSH for services.

E.11. Provide a numeric GOAL for the units of service to be provided to Stockton clients by this project. Note:
“Other” refers to the unit of service in question #E.10 above.

Total
Persons 2,200
Households 0
Other 0
2,200
E.12. Describe the service delivery methods and outreach your agency will conduct towards your target population in question E.11 above, including to low income, limited English speakers, and disabled persons.

SSH case managers and intake specialists partner with Stockton Police Department and professionals from other organizations that work with the homeless to form teams to outreach to individuals living on the streets and in encampments to offer shelter and other supportive services such as health care, substance abuse and mental health counselling. SSH staff regularly attend resource fairs where booths are held to raise public awareness of the services the Shelter offers. This allows the Shelter staff to network with other agencies and expand services offered at the Shelter. Upon completion of the new Navigation Center, there will be a single location for homeless and service providers to come together under one roof
Attachment A
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F. Project Impact
Completed by [email protected] on 1/23/2022 2:23 PM Case Id: 48654
Name: Stockton Shelter for the Homeless - 2022/23
Address: *No Address Assigned
F. Project Impact
Please provide the following information.

Income Limits Potential Clients Served
Moderate Income (More than 80%) 5
Low Income (50%-80%) 25
Very Low Income (30%-50%) 250
Extremely Low Income (Less than 30%) 1,920
2,200
F.2. Please list the total number of Stockton clients your agency PROPOSES to serve through this program/project in the race/ethnicity categories below in fiscal year 2022-2023. The **total number must match the total number listed in the income categories in question F.1 above.

Race Clients Served # Hispanic within each
race
White 1,150 0
Black/African American 750 0
Asian 50 0
Am. Indian/Alaskan Native 15 0
Native Hawaiian/Other Pacific Islander 25 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 210 0
2,200
F.3. In the UPCOMING fiscal year 2022-2023, indicate the number of Stockton clients your agency will serve in each category below:

Category Clients Served
Disabled 550
Female Headed Households 150
Seniors 300
Youth 300
Homeless 2,200
3,500
Attachment A
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F.4. List the average number of unduplicated clients served daily, the total unduplicated number served annually, and the percentage of clients served that reside in Stockton for the current year, as well as the number you anticipate serving in Fiscal Year (FY) 2022-2023.

Reporting Year Average # of Clients
Served Daily
Total Unduplicated # of
Clients Served Annually
Total # of Clients Served
residing in Stockton City
Limits
2019-2020 (Projected- if
currently providing this
service)
300 2,180 2,000
2020-2021 (Anticipated) 300 2,180 2,000
2021-2022 300 2,200 2,000
900 6,560 6,000
F.5. Provide a concise description of the proposed project such as work to be performed, services to be provided.

No more than 3 sentences.

SSH will continue to operate as Stockton and San Joaquin County’s only truly low barrier shelter, providing a safe place for homeless men, women and families to live while receiving case management and other services in an effort to regain self-sufficiency. In addition to the Men’s, Women's and Family shelters, SSH will continue to operate a Veteran’s program and Housing Opportunities for People With AIDS (HOPWA) program F.6. How was the need for this service/activity/project determined? Describe the challenges, needs or service gaps in Stockton that your program/projects address.

Stockton Shelter is the only 100% low barrier shelter in the city. The city and state have identified our services as essential and we are not allowed to close during the pandemic. The shelter desperately needs funding to keep programs open and running at full capacity.

Attachment A
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G. Project Narrative
Completed by [email protected] on 1/23/2022 2:48 PM Case Id: 48654
Name: Stockton Shelter for the Homeless - 2022/23
Address: *No Address Assigned
G. Project Narrative
Please provide the following information.

Stabilization – Once the client reduces or stops their substance use or begins to take medications for their mental health issues, they become stable and can then begin working towards bettering their situation. This includes ongoing visits with their case manager, behavioral health or substance abuse professional, volunteering at the Shelter or next door at
St. Mary’s Dining Room and applying for benefits to which they may be entitled.

Self-sufficiency – When a client is stable on medications and no longer spending all of their limited income to feed their substance abuse issues, they can work to regain self-sufficiency. Clients continue to work with their case manager and participate in money management to build a savings account. They look for work, if they are able, or obtain SSI or other
benefits to which they are entitled. They work on paying back creditors and improving their credit scores so that they will be able to move out of the shelter and into their own place.

G.3. Provide a detailed description of your proposed project/ activity. Describe the work to be performed, including the activities to be undertaken or the services to be provided, the goals and objectives and the method of approach. Be specific about the days/times of services and the frequency and duration of services received by the Attachment A
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average client or participant. A timeline/schedule including activity start date and completion date must be submitted with the application.

Stockton Shelter for the Homeless (SSH) “Emergency Shelter Program” focuses on providing temporary emergency shelter, food, clothing, bedding and personal hygiene items. Case management for single women and families provides mental health and substance abuse referrals, assistance with job and housing placement and referrals to other needed services in the community. For our single men, we have a case manager who is focused on assisting with obtaining benefits to which they are entitled, mental health and substance abuse referrals and identifies landlords and property owners who are willing to accept our homeless men as residents. SSH is the largest emergency homeless shelter and the only exclusively low-barrier shelter in San Joaquin County and one of the largest shelters in California.

In2021, we provided services to over 2180 unduplicated individuals, including over 300 children.

In 2020, SSH was forced to change the way we performed our services. The COVID-19 pandemic stretched our resources, both in terms of supplies and personnel. The Shelter had to find a way to keep individuals and families safe while continuing to provide maximum service to the community.

As the pandemic continued into the summer and then the fall of 2020, SSH became the last stop for high-risk homeless individuals before entering Project Roomkey. SSH staff put all the belongings of every new resident of the Motel 6 in our “hotbox” to eradicate bedbugs. The Shelter also served as the meeting point for the transport vans that took the high
risk individuals to the motel. The staff have helped coordinate over a dozen mass COVID testing events on our campus to keep the Shelter staff and the both the sheltered and unsheltered homeless safe from infection. Throughout the pandemic, all new residents to the Shelter, those who are not part of the daily check-ins, are tested for COVID-19.

They are isolated from the main population until their test results are returned. The shelter has remained open with only two minor outbreaks in the men's shelter and until January, 2022, no outbreaks in the family shelter.

In addition to the changes COVID-19 brought to SSH, the agency took possession of 9 RV’s on loan from the City of Stockton from the State of California’s fleet. Seven of the trailers are used to house families who are preparing to move out to their permanent housing. Two of the trailers are housing participants of our Pets and Partners program.

This program allows the Shelter to provide temporary housing for homeless individuals with pets and couples without children, two segments of the homeless population that are underserved in our County. Additionally in January 2021 we opened the City's only low barrier women's shelter to meet a completely unmet need in Stockton.

By the end of 2022, SSH will have completed construction on the Men’s Expansion, adding over 180 beds to our capacity, and a Navigation Center. Our Navigation Center will offer a wide spectrum of services that included case management, medical care, mental health and substance abuse screening, access to appropriate treatment, public benefits and employment resources, and most importantly, assistance to finding appropriate and available housing. In total, we expect that 1,000 people will have received services through the Navigation Center and expansion by the end of 2023.

Project Activity or Program
Service #
Describe the Deliverable
1 Shelter At Capacity
G.4. Describe your agency’s capacity to implement this program or project (identify agency’s federal grants managed, staff resources, skills and experience, number of years in operation, accomplishments to date, etc.).

After many attempts by multiple different organizations over the years, a group of philanthropic business and government professionals succeeded in generating enough support from the community to establish the Stockton Attachment A
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Shelter for the Homeless in 1987. Initially focusing on emergency shelter for single men, SSH’s programs quickly expanded to meet the needs of single women and families. This included case management and referrals, meal service and transitional housing programs. In 1993, Stockton Family Shelter was in danger of closing its doors. So, it was moved from the Confucius Building on Lafayette Street to our main campus. In the last 34 years, SSH has grown to become the largest emergency shelter in the region and among the largest in the state.

In partnership with San Joaquin County Public Health Department, SSH has operated a transitional housing program for the homeless living with HIV/AIDS since 1993. The program was unique to San Joaquin County. Though it began as a 12-bed group home for single men and women, which is still the centerpiece of our services for this population, the program has grown tremendously. Eventually, the federal government would come to fund the program through the Department of Housing and Urban Development’s Housing Opportunities for People with AIDS (HOPWA). Since 2000, SSH has added five 2-bedroom condominiums and a 3-bedroom home, greatly expanding our capacity to offer shelter for homeless families with one or more members living with HIV/AIDS.

Since 2010, we have operated a transitional housing program for homeless, single, male veterans through a contract with the Department of Veterans Affairs. This program currently has a 14-bed capacity and is housed in a separate annex within the Men’s Shelter. Veterans participating in this program live full-time at the Shelter with access to laundry facilities and receive comprehensive case management services.

In 2020, SSH applied for HHAP funding from the City of Stockton, San Joaquin County and the Continuum of Care.

Nearly $4.5 million was awarded for the expansion of the Men's Center and the new Navigation Center, along with over $642,000 for rapid re-housing, case management and outreach services.

In January 2021 the Shelter opened the city's only low barrier women's shelter, serving a previously underserved population. It currently operates over its 22 bed capacity.

Since the start of the pandemic, SSH has implemented a program of cleaning and sanitation, mask and hand sanitizer distribution and enforcing social distancing among the residents of the shelter through CARES and other funding sources.

G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
Ongoing maintenance is performed by the Shelter’s two full-time maintenance team, supplemented by the Assistant Operations Manager and volunteers. Supervising this team is the CEO. Case managers for the Family Shelter are supervised by the Family Shelter Manager. The Men’s case manager is supervised by the CEO Project Deliverable # Describe the Deliverable
1 Shelter at Capacity
G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Success is measured by our ability to keep every bed and room operational through ongoing repairs or replacement of worn out equipment. Being able to continue to operate at or above capacity every day of the year marks achieved effectiveness.

Attachment A
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Deliverable # Task that Support Deliverable
1 Shelter at capacity
G.7. Describe the population this program/project will serve and how they will benefit. Does your program target a special group (i.e., homeless, special needs, elderly) that benefits or will benefit from your program? What are your eligibility requirements?
From its inception, SSH has chosen to serve a wide range of homeless populations living in our region, rather than focusing on specific groups to the exclusion of others. SSH does not discriminate based on age, gender identification, transgender status, sexual orientation, marital/pregnancy status, religious affiliation or lack thereof of, state of sobriety or mental health diagnosis. Clients with a violent criminal history may be denied admittance to the Family Shelter as protection for the many children residing here. However, a criminal background does not necessarily restrict admittance to the Men’s Shelter. The only other restrictions placed on entry into the Shelter is the ability to ambulate and complete activities of daily living without assistance (i.e. eating, bathing, dressing and continence management) as SSH is not equipped to provide assisted living, and the presents of pets. At this time we do not have facilities for the large scale
sheltering of pets. However, in 2020, we began a small pilot program that now shelters four individuals and three animals. Because there are so few restrictions on admittance the Shelter, we serve over 43% of the county’s sheltered homeless.

As the largest low barrier emergency homeless shelter in San Joaquin County, SSH provides a critical service for the entire region by keeping homeless families and individuals safe and off the streets. SSH serves thousands of homeless individuals annually.

SSH is a first responder to our community’s homeless crisis. No other organization in the area is equipped or prepared to address the volume of homeless individuals that SSH serves every day. SSH is the only truly low-barrier homeless shelter in San Joaquin County. Other organizations that serve the homeless do so for only certain segments of the homeless population. SSH accepts all individuals and families seeking emergency shelter regardless of race, color, religious affiliation, gender identity, sexual orientation, marital and/or pregnancy status, veteran status, income, sobriety or mental health diagnosis.

SSH adheres to the “Housing First” model, meaning that we do not test for drugs or alcohol as a condition of acceptance to the shelter. As stated on the SJCOC website, “Starting with the establishment of the United States Interagency Council on Homelessness in 2004 under the George W. Bush Administration, “Housing First” has become one of the guiding
principles of effectively reducing homelessness. Since then, hundreds of jurisdictions across the US, including the Federal Government, State of California, County of San Joaquin, City of Stockton and City of Lodi have all adopted “Housing First” strategies which in part require programs to demonstrate that they are not placing sobriety requirements on
participants as a condition of receiving housing and services in order to acquire grant funds. In particular, the State of California has enacted extensive legislation which set requirements for housing programs under “Housing First”.” SSH is the only low barrier shelter in San Joaquin County adhering to the “Housing First” model in 100% of our programs.

Health experts are optimistic that the new COVID-19 vaccines will stem the tide of infections and deaths related to the disease. However, they are clear in their assessment that the virus, in one form or another, is here to stay. With Attachment A
Printed By: Kayla Martin on 3/30/2022 5 of 5
that in mind, SSH must make permanent many of the changes we adopted in 2020 to safeguard our residents, staff and volunteers. This requires additional staffing, supplies and equipment necessary to keep our Shelter safe.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

SSH requests and receives additional ESG and CDBG funding from City of Stockton and San Joaquin County. SSH also receives funding from private donors, Festival of International Cuisine fundraiser, private foundations, SAMHSA and FEMA to assist with the costs associated with the Emergency Shelter Program. Depending on the amount of ESG funding granted, we may need to scale down shelter operations. We do not have any commitment letters for this project currently.

SSH actively researches and applies for alternative funding sources (i.e. private foundations, government grants, etc.).

Each month a newsletter is sent out to approximately 4,000 residences and businesses, keeping them apprised of shelter activities and needs, while soliciting support. SSH also uses social media and its website to stay connected to the public. The organization has a diverse donor base and continually seeks ways to expand. Further, every year, the Festival of International Cuisine fundraiser is held, bringing in over $100,000. The event also increases the organization’s public profile and raises awareness of the issue of homelessness in our community.

N/A
Attachment A
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H. ESG
Completed by [email protected] on 1/23/2022 2:55 PM Case Id: 48654
Name: Stockton Shelter for the Homeless - 2022/23
Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:
350
H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

Once every hour, SSH staff clean and sanitize hard surfaces of the shelter, such as door knobs, hand rails, counters and bathrooms. Each morning, all beds, including mattresses, and the space around each bed is sanitized. Throughout the day, masks and hand sanitizer are distributed to all residents, staff and guests. Maintain staffing levels to ensure these activities are maintained is critical to the health and safety of the shelter.

No
Attachment A
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I. Public Facility Project
Completed by [email protected] on 1/23/2022 2:59 PM Case Id: 48654
Name: Stockton Shelter for the Homeless - 2022/23
Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

N/A
I.5. Will relocation be required if the building is occupied? No
If yes, describe and attach your agency’s relocation plan in the required docs section.

N/A
I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants).

N/A
I.8. When will construction start and end? Provide a timeline with all critical milestones.

N/A
I.11. For Public Service, Public Facility projects and Economic Development activities: Is this a new program/service or an expansion of an existing program/service? Explain.

Stockton Shelter for the Homeless has served San Joaquin County’s homeless population since 1987. Due to the County’s dire need, there is no doubt that SSH will continue to serve the community in one capacity or another in the years to come. However, without ESG funding, the organization’s operational capacity will be impacted. Operations would have to be scaled back. The degree to which is undetermined. The numbers of individuals served would still be tracked using HMIS.

I.12. For Economic Development activities only. Indicate the number of full-time and part-time jobs you expect to be created and retain, if your application is funded. Also indicate number of jobs likely to be filled by a low-income person:

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 0 0 0 0.00 %
Expect to Retain 5 0 0 0.00 %
Attachment A
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J. Policy Consistency
Completed by [email protected] on 1/23/2022 3:01 PM Case Id: 48654
Name: Stockton Shelter for the Homeless - 2022/23
Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.1. Identify AT LEAST ONE barrier in implementing your program/project:
 A marketing and publicity campaign that provides consumers with additional education and information about the agency’s programs and services.
 Coordination and collaboration with other service providers.  Accessing and utilizing “un-tapped” resources
 Removing barriers that limit access to services and participation (e.g. language, time, cost, transportation, etc.).

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

SSH will continue to fundraise through special events, direct mailings and social media, we well as applying for grants from private foundations and corporations.

J.3. Describe in detail how the program/project is accessible to clients via public transportation, and if applicable, any measures used to specifically reduce the transportation barriers for clients SSH is located on public transportation lines. In addition, we receive numerous donations of bus passes every year for our clients' use.

J.4. Identify AT LEAST ONE City of Stockton U.S. Department of Housing and Urban Development (HUD) FY 2020- 2025 Consolidated Goal that relates to your program/project:
 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing. Expand the housing first model to provide permanent housing units with intense wrap-around services on-site.  Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income households. Provide homeownership opportunities for low-income-moderate income first-time buyers. Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and Attachment A
Printed By: Kayla Martin on 3/30/2022 2 of 2
moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Attachment A
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K. Required Documents
Completed by [email protected] on 1/24/2022 1:05 PM Case Id: 48654
Name: Stockton Shelter for the Homeless - 2022/23
Address: *No Address Assigned
K. Required Documents
Please provide the following information.

Please upload the required documents below.

Organization Operational Budgets – A copy of the organization’s operational budget for the current fiscal year and proposed budget for the 2021-2022 fiscal year.

Attachment A
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 Procurement Plan (Typically a minimum of 3 bids, quotes, or estimates is required WBE/MBE Outreach, etc.)
 Necessary federal state and local permit and license (as applicable) – For first time applicants, new projects, or expansion of existing facilities. Include date of approval and status, as applicable.  Copy of Rental or Lease agreement (required if applicant is proposing to use CDBG funds to make a portion of lease payments)
 Evidence of Site Control- For public facility/construction projects, provide a copy of the deed trust to project site
 Title Report -For public facility/construction projects/substantial rehabilitation  Include all program policies and procedures for those programs that you are applying for assistance/funding
 Optional Documents
Documentation
 Project Budget *Required
City ESG Budget 22-23.xlsx
 Organization Operational Budgets *Required
Final BUDGET 2021 - 2022.xlsx
 Organization Financial Statements *Required
2019 audit.pdf
 Tax Status *Required
501c3.pdf
 Board of Directors Roster *Required
Board Roster_2022.docx
Attachment A
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 Articles of Incorporation/Bylaws *Required
Bylaws Amended FINAL 1-9-22.pdf
 Conflict of Interest Statement *Required
conflict-of-interest-form.pdf
 Organization chart *Required
ORG CHART_2022.pdf
 Board of Directors’ authorization to request CDBG/ESG funding *Required Authorized Signatory.pdf
 Business License Number *Required
Business License_2022.pdf
 Type of Insurance Carried, Bonding, Workers ‘Compensation *Required Cirtificate of Liability Insurance.pdf
 Personnel Policies including Affirmative Action Plan and Grievance Procedure *Required Stockton Shelter Employee Handbook ( Revision) 4.2.21.docx  Use Permit/State License (as applicable)
**No files uploaded
 Rental or Lease agreement
**No files uploaded
 Evidence of Site Control
**No files uploaded
Attachment A
Printed By: Kayla Martin on 3/30/2022 4 of 4
 SAM.gov - screen shot of sam.gov registration *Required SAM Screenshot.png
 Key Program Staff Resume *Required
JoLyn McMillan_Resume.pdf
 Title Report
**No files uploaded
 Optional Documents
**No files uploaded
Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 1
Submit
Completed by [email protected] on 1/24/2022 1:05 PM Case Id: 48654
Name: Stockton Shelter for the Homeless - 2022/23
Address: *No Address Assigned
Submit
Please provide the following information.
 Applicant certifies that CDBG/ESG funding will not be utilized in a manner that would be considered a duplication of benefits.
 I hereby certify that I have read this application, and the exhibits thereto, and know the contents thereof, and that the statements therein are true, and that I have been authorized by the governing board to submit this application.

Authorized Representative Name
JoLyn McMillan
Title
CEO
Date
01/24/2022
Signature
JoLyn McMillan
Electronically signed by [email protected] on 1/24/2022 1:05 PM Please download and upload the Certification page here.  Certification Page *Required
Authorized Signatory.pdf
Attachment A
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Program Overview
Completed by [email protected] on 12/27/2021 9:30 AM
Case Id: 48540
Name: SJC CASA 22.23 - 2022/23
Address: *No Address Assigned
Program Overview
Please provide the following information.

Community Development Block Grant Community Development Block Grant (CDBG) funds are allocated by the U.S.

Department of Housing and Urban Development (HUD) to provide benefits to low- and moderate-income persons, eliminate slums and blight, and meet an urgent community need.

Within this framework, the City of Stockton's Housing Division has also established broad local community development objectives intended to benefit low- and moderate-income households.

EDD Goals and Objectives:

Attachment A
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A. Eligibility
Completed by [email protected] on 12/27/2021 11:36 AM
Case Id: 48540
Name: SJC CASA 22.23 - 2022/23
Address: *No Address Assigned
A. Eligibility
Please provide the following information.

1. CDBG National Objective
 Benefit low- and moderate- income persons
 Prevent or Eliminate slums or blight
 Fulfill community development needs that have a particular URGENT Need

2. Project Category: Please select one
If using CDBG funds:

Public Service
If using ESG funds
Attachment A
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B. Contact Information
Completed by [email protected] on 12/28/2021 1:37 PM
Case Id: 48540
Name: SJC CASA 22.23 - 2022/23
Address: *No Address Assigned
B. Contact Information
Please provide the following information.

B.1. Organization Name
The Child Abuse Prevention Council
B.2. Mailing Address
PO Box 1257 Stockton, CA 95201

EXECUTIVE DIRECTOR INFORMATION
B.3. First Name
Lindy
B.4. Last Name
Turner-Hardin
B.5. Email
[email protected]
B.6. Phone Number
(209) 644-5311

POINT OF CONTACT INFORMATION
B.7. First Name
Jami
B.8. Last Name
Alexander
B.9. Email
[email protected]
B.10. Phone
(209) 851-3486

ORGANIZATION CONTACT INFORMATION
B.11. Website
nochildabuse.org
Attachment A
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B.12. DUNS Number
49,819,613
B.13. EIN Number
942,497,046
B.14. Business License Number and Expiration Date
22-00123602, 7/31/2022
B.15. Type of Agency
501(c)(3)
B.16. Number of Paid Staff
178
B.17. Number of Volunteers
150
Attachment A
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C. Funding Request
Completed by [email protected] on 1/24/2022 7:31 AM
Case Id: 48540
Name: SJC CASA 22.23 - 2022/23
Address: *No Address Assigned
C. Funding Request
Please provide the following information.

C.1. Title of Proposed Project
CASA Growth Plan
C.2. Project Site Location
127 N Sutter Street 2nd Floor Stockton , CA 95202
C.3. Funding Requested in this application
$75,000.00
C.4. Other funds already secured for the project
$0.00
C.5. Total Cost to Complete Project
$115,000.00
C.6. Other funds not yet secured
$40,000.00
Attachment A
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D. Organization Information
Completed by [email protected] on 12/28/2021 2:20 PM
Case Id: 48540
Name: SJC CASA 22.23 - 2022/23
Address: *No Address Assigned
D. Organization Information
Please provide the following information.

D.1. Please describe your agency’s mission.

The Child Abuse Prevention Council protects children and strengthens families through awareness and outcome driven programs delivered with compassion.

Income Limits Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 0
Extremely Low Income (Less than 30%) 6,878
6,878
D.3. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in the race/ethnicity categories below. The total number must match the total number listed in the income categories in question #2 above.

Race Clients Served # Hispanic within each
race
White 4,495 2,385
Black/African American 585 0
Asian 1,052 0
Am. Indian/Alaskan Native 156 0
Native Hawaiian/Other Pacific Islander 0 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 590 0
6,878 2,385
D.4. In the Prior fiscal year (2020-2021), list the total number of Stockton clients served in each category below:

Category Clients Served
Disabled 0
Female Headed Households 0
Seniors 0
Youth 0
Homeless 0
Attachment A
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0 Attachment A
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E. Project Funds
Completed by [email protected] on 1/5/2022 12:07 PM
Case Id: 48540
Name: SJC CASA 22.23 - 2022/23
Address: *No Address Assigned
E. Project Funds
Please provide the following information.

NA
E.3. If you are applying for additional funds for a current program/project, provide a status update on the existing funds and when funds will be fully spent. Please list all CDBG and ESG funds received within the last 3 years including funding amount and their status.

Years
Requested
Activity Title Source of
Funding (City
and/or
County)
Fund Amount Status of
Project
(Complete,
underway, or
canceled)
Balance
FY2017/18
CDBG
$0.00 $0.00
FY2017/18
ESG
$0.00 $0.00
FY2018/19
CDBG
$0.00 $0.00
FY2018/19
ESG
$0.00 $0.00
FY2019/20
CDBG
CASA Growth
Plan
$50,000.00 complete $0.00
FY2019/20
ESG
$0.00 $0.00
E.4. List all committed and proposed funding sources for your proposed project and indicate the status of each source. Attach copies of any commitment letters you may have in the required documents section.

At this time there are no other proposed funding streams. Currently we are in year 2 of a grant from National CASA which ends June 2022. If those funds are made available again we will submit a request.

The Court Appointed Special Advocate Program (CASA) is a program under the umbrella of the Child Abuse Prevention Council (CAPC). The CASA program works with dependent youth in the foster care system. In order to meet the needs of the 1700 children in foster care that reside in San Joaquin County, the CAPC has initiated a capital campaign/growth plan, CASA: Change a Child’s Story.

Attachment A
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The CASA Growth Plan started February 2020 as a 5 year campaign to increase youth served by the CASA program by 20%. This hefty growth plan was scheduled to launch in the community March of 2020 with a large media campaign.

Shortly after billboards and bus awareness ads were placed out and around the community, Covid hit with a vengeance. One year later we altered the plan to add a 6th year to makeup for the losses caused by Covid. At this time, we continue to monitor the trends of the disease and the impact on the CASA growth plan. We are determined to move forward with growth in the CASA program which means more youth in foster care served. The CASA Development Committee, which was created to oversee the philanthropic campaign, continues to move forward and are exploring new partnerships in grant identification and application to further support the staffing growth required to achieve our goals. Additionally, as we watch the struggle with other non profits, as well as other CASA programs around the country, we are happy to share that we continue to serve youth and continue to move trend upwards in number of youth served. The CAPC board also is committed to raise money for this program.

E.5. What will be the impact on your agency, program, or project goals be if the program is not funded at the full amount requested? Will your organization have the ability to sustain itself if the funding allocated is less than the amount requested? Please provide detailed information to understand if this is a funding gap and/or funds used to leverage additional sources outside of Stockton i.e. County/State/Federal/Private Funds If the program is not funded, fewer foster youth will receive advocacy services, increasing youth's risk of homelessness, teen pregnancy, and unemployment. CASA would be able to sustain at current capacity with no further funding. Our identified CASA growth plan will allow us to serve 150 youth by the end of this 2023 grant period. Any funds received will assist in the growth of the program. CASA currently receives limited funds from the Judicial Council of California, Office of Emergency Services, SJC Human Services Agency and Title IV-E. The funding is capped, not based on number of youth served. The CAPC believes CASA services are critical to the safety and well-being of our children, therefore currently subsidizes the short fall of funds through philanthropic fundraising and grants.

E.6. The City’s funding is intended to benefit residents of the City of Stockton. Briefly define your entire service area (e.g., a portion of the city, entire city, county).

The Child Abuse Prevention Council / CASA Program offers services to children and families throughout San Joaquin County. Foster youth placements fluctuate; however, the many of children are from, and placed in, Stockton.

Of the County’s 1700 foster youth, approximately 700 are residents of Stockton.

No
Self Certification Clients independently “self-certify” on an intake form, membership form, etc. If you use this method, please upload a blank intake form under Required Documents No
Client Document Review Clients provide tax documents, pay stubs, etc., to verify income. Documents are reviewed by staff. If you use this method, please upload a blank worksheet under Required Documents No
Attachment A
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Presumed Beneficiaries Clients served are primarily and specifically from one of the following groups: abused children, battered spouses, elderly persons (62 years of age or older), special needs/disabled persons, migrant farm workers, handicapped individuals, homeless persons. If you use this method, please indicate which group in the space below.

Yes
CASA serves dependent youth of the foster care system (abused children).

Economic Development Beneficiaries Financial or Technical Assistance to Businesses. The number of full-time, part- time jobs created or retained; the number of businesses to be provided counseling or technical assistance (DUNS Number required at time of assistance). Please attach a blank worksheet under Required Documents No
Other Survey, other documentation (required documentation for other governmental programs, etc. Please explain in the space below.

No
E.8. Describe in detail how your agency will use Stockton CDBG/ESG funds in this program/project.

E.9. Select the common indicator that your agency will use to track clients.

A minimum of 4 classes a year will be offered. A minimum of 50 community members will be trained with an 85% graduation rate of 42 individuals being sworn in to be matched with a youth in fostercare.

E.11. Provide a numeric GOAL for the units of service to be provided to Stockton clients by this project. Note:
“Other” refers to the unit of service in question #E.10 above.

Total
Persons 50
Households 0
Other 0
50 E.12. Describe the service delivery methods and outreach your agency will conduct towards your target population in question E.11 above, including to low income, limited English speakers, and disabled persons.

CASA staff complete regular outreach/trainings to Social Workers, Attorneys, Judges and other community agencies throughout the year regarding the benefits and positive outcomes that youth achieve when assigned to a CASA Attachment A
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volunteer. Volunteers spend an average of 2 hours per week with their youth, mentoring, advocating and teaching basic life and independent living skills.

Attachment A
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F. Project Impact
Completed by [email protected] on 12/27/2021 1:00 PM
Case Id: 48540
Name: SJC CASA 22.23 - 2022/23
Address: *No Address Assigned
F. Project Impact
Please provide the following information.

Income Limits Potential Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 0
Extremely Low Income (Less than 30%) 150
150
F.2. Please list the total number of Stockton clients your agency PROPOSES to serve through this program/project in the race/ethnicity categories below in fiscal year 2022-2023. The **total number must match the total number listed in the income categories in question F.1 above.

Race Clients Served # Hispanic within each
race
White 90 55
Black/African American 33 0
Asian 1 0
Am. Indian/Alaskan Native 0 0
Native Hawaiian/Other Pacific Islander 1 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 25 0
150
F.3. In the UPCOMING fiscal year 2022-2023, indicate the number of Stockton clients your agency will serve in each category below:

Category Clients Served
Disabled 0
Female Headed Households 0
Seniors 0
Youth 50
Homeless 0
50 Attachment A
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F.4. List the average number of unduplicated clients served daily, the total unduplicated number served annually, and the percentage of clients served that reside in Stockton for the current year, as well as the number you anticipate serving in Fiscal Year (FY) 2022-2023.

Reporting Year Average # of Clients
Served Daily
Total Unduplicated # of
Clients Served Annually
Total # of Clients Served
residing in Stockton City
Limits
2019-2020 (Projected- if
currently providing this
service)
90 120 50
2020-2021 (Anticipated) 90 150 50
180 270 100
F.5. Provide a concise description of the proposed project such as work to be performed, services to be provided.

No more than 3 sentences.

The Child Abuse Prevention Council (CAPC) aims to increase the number of Court Appointed Special Advocates (CASA) volunteers to support the growing number of Stockton children in foster care who have been removed from their homes due to abuse and neglect. Funding requested will be used to fund a Recruiter/Trainer position that will recruit and train more CASA volunteers, developing the CAPC’s capacity to serve 150 youth in foster care.

F.6. How was the need for this service/activity/project determined? Describe the challenges, needs or service gaps in Stockton that your program/projects address.

The County Needs Assessment ranked child abuse among the top 5 priority health needs. Participants in the County wide survey ranked the three primary causes of child abuse and neglect as poverty, drug abuse and the lack of services. Focus groups concurred with these opinions and identified unemployment, the rising poverty rate, shrinking community services, and accessibility to services as the primary obstacles to family stability and reunification.

In San Joaquin County, 2 children enter foster care a day due to abuse or neglect. Currently, we have 1700 children in our foster care system with CASA serving only 6%. Statistics tell us that:
• 50% of foster children will not graduate from high school • 1 in 5 foster youth will be homeless after age 18
• Only 50% of foster youth are employed by the age of 24 • 71% of young women who were in foster care will be pregnant by age 21 As evidenced by the statistics above, youth in foster care may become a pipeline into homelessness, unemployment and other adversities which further strain community services. As a City we must start investing in prevention. The SJC CASA growth plan will allow us to serve 20% of our foster youth over the next 6 years.

Dynamic and creative community engagement planning is the foundation for successful recruitment of volunteers, education and funding. Your funding will support the CASA program as a solution that will not only strengthen and enhance our community, but improve the likelihood of positive life outcomes for the children and youth affected by abuse and neglect.

Attachment A
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G. Project Narrative
Completed by [email protected] on 1/24/2022 7:35 AM
Case Id: 48540
Name: SJC CASA 22.23 - 2022/23
Address: *No Address Assigned
G. Project Narrative
Please provide the following information.

G.1. How would you characterize your program/project based on the continuum of approaches to housing and public service needs listed below: (Select Top Three)
 PREVENTION - Helps prevent a problem before it emerges  EARLY INTERVENTION - Addresses a problem in its early manifestation to keep it from becoming worse  TRANSITION - Helps move clients toward a better situation, lower level of need, etc.  MAINTENANCE - Helps to ensure that clients do not decline, etc.  SELF-SUFFICIENCY - Helps move clients toward a situation in which they will no longer need the program or service
 STABILIZATION - Helps clients attain stability so that they can work toward a better situation G.2. Describe in detail how the program/project will address each of the 3 housing and public service needs selected above (i.e. how it specifically addresses prevention/early intervention etc.) Many states/counties are turning their focus toward prevention efforts within foster care. Statistics illustrate an unfortunate reality that the foster care system provides a clear a pipeline for illiteracy, unemployment and homelessness. In San Joaquin County alone, we have over 1700 children in our foster care system; based on data trends - we know that 50% will not graduate from high school. Imagine for a second the impact that dropping 850 kids into Stockton with no education will have on our community! Undoubtedly, the homeless population would rise, as would unemployment, and it is highly likely that gang participation and violence would also increase.

CASA volunteers provide PREVENTION in many ways. They are a strong advocates in education, and many of our volunteers hold the educational rights of their foster youth: attending IEPs, CFTs, and holding educational institutions accountable by ensuring the educational rights of our youth are delivered and maintained. CASA youth have higher rates of graduation and higher rates of college attendance than foster youth who do not have a CASA volunteer. With higher rates of high school and college graduation, Youth who have CASA volunteers have better opportunities for employment, which provides opportunity for them to achieve stable housing.

A CASA volunteer is a sworn officer of the court, appointed by a juvenile court judge to advocate for children who are living in foster care as a result of abuse or neglect. State caseworkers are very busy and usually have an overload of cases, leaving them unable to attend to each individual child with the necessary care and attention required for their needs. The CASA program ensures that someone is looking out for the best interest of each individual child; we know that each child is one caring adult away from a successful future. Each CASA volunteer spends several hours a month with a youth he or she has been assigned. The CASA volunteer is a stable adult, mentor, and – in most cases – the only person who is not paid to be in a child’s life. The earlier the INTERVENTION of a CASA volunteer in a foster child’s life, Attachment A
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the more opportunities they will have to address the child’s trauma and provide a stable, loving relationship that can serve as the essential foundation for healthy relationships across their lifetime.

CASA volunteers take an active role in STABILITY by helping identify permanency options. The CASA volunteer advocates and supports the child’s journey through the foster care system by identifying permanent living arrangements, rather than simply allowing the youth to age out of the system. Many CASA volunteers stay with their youth until the end of their dependency case which provides them with a stable, positive, and caring individual who helps with healing from trauma, increases motivation and helps address mental health issues. Research shows that this stability increases high school graduation rates, employment options and strengthens our community.

G.3. Provide a detailed description of your proposed project/ activity. Describe the work to be performed, including the activities to be undertaken or the services to be provided, the goals and objectives and the method of approach. Be specific about the days/times of services and the frequency and duration of services received by the average client or participant. A timeline/schedule including activity start date and completion date must be submitted with the application.

The Court Appointed Special Advocates (CASA) program at CAPC began in 2003 and targets our community's most vulnerable children. Currently there are over 1,700 children in San Joaquin County’s Foster Care System. Most children are removed due to extreme physical, sexual, and emotional abuse as well as general and medical neglect.

About 85% of these families have severe drug addictions and domestic violence as a component of the abuse they inflict on their children.

The decision around who cares for a child that is removed from parental custody rests with the Dependency Judge of the San Joaquin County Superior Court. During this often-lengthy process, the CASA volunteers, advocate for the foster child, with the intent of finding a permanent home for the child as quickly as possible.

These volunteers are sworn in as Officers of the Court and perform as independent investigators for the Dependency Court Judge. CASA volunteers undergo extensive background checks, followed by 30+ hours of classroom training, and many hours of homework and personal research. This training equips them with the skills and tools needed to collect detailed information about their assigned child by interviewing parents, teachers, counselors, probation officers, family members and the child to determine the child's needs.

All CASA volunteers are supported in their efforts by a CAPC Case Manager who provides professional staff support to CASA volunteers, ensuring that children involved with the CASA program receive sound advocacy and early permanency planning. The Case Manager also provides overall volunteer supervision and coordination of case assignments.

CASA volunteers spend an average of 6 hours per month/70+ hours per year with the youth, role modeling basic life skills, providing mentorship and advocacy as well as assisting with permanency. One of the overall goals of the CASA volunteer is to help children in foster care develop placement stability and successful permanency, through reunification, guardianship, adoption or another form of life-long connections, commitment and support.

While the main CASA office is open Monday-Friday 8 am -5 pm, CASA volunteers tend to spend time with their youth in the evenings or weekends. CASA volunteers also attend court and school meetings as well as social service appointments which may fall within the regular work week. The CASA program also hosts evening and weekend activities open to all the CASA youth and their volunteers such as holiday parties, social events like swimming and roller skating and educational nights like resume writing.

Attachment A
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The CASA program works! We know that children who have experienced abuse and neglect fare better with a CASA volunteer by their side. Studies have shown that children with CASAs:
 Are more likely to find a safe permanent home
 Are more likely to succeed in school
 Are half as likely to re-enter foster care
Successful funding for the CASA program provides community education, recruitment and the necessary training for new advocates needed to serve our proposed increase in youth. The new advocate trainings will prepare the new CASA volunteer with skills and insight into the unique needs of foster youth so they can effectively advocate for them.

This also ensures they are distinctively positioned to support their foster youth in advocating for the needs that, if unaddressed, would cause challenges in their relationships with foster families, schools and peers.

Program is ongoing with no specific start or end date. Services are continuous.

Project Activity or Program
Service #
Describe the Deliverable
1 The Trainer will deliver a minimum of 4 classes per year providing the CASA curriculum. Graduates will be sworn in and assigned a CASA youth within 2 weeks.

The mission of the San Joaquin County Child Abuse Prevention Council (CAPC) is to eliminate child abuse and neglect through prevention, intervention and education. CAPC has been in operation since 1978. Operating Monday through Friday 8-5pm with afterhours appointments available. The CAPC operates out of two main administrative locations in downtown Stockton and provides services county-wide through 23 off site locations, employing over 175 staff. Our programs are free, confidential, outcome-driven, and always delivered with compassion. Services are available in English and Spanish and available to other non-English speaking clients with the help of translation services. We serve anyone in crisis regardless of income, age, gender, ethnicity, physical or mental challenges, religion, or sexual orientation.

The Child Abuse Prevention Council offers direct services under three Departments:

1. Early Education,

2. Family Strengthening, and

3. Clinical Services.

Governed by a 12-member Board of Directors and under the management of a seasoned team of social service professionals, the CAPC is fiscally strong, with a $20 million budget in the current fiscal year, reflecting a combination of federal, state, local governments, private foundations, businesses, and individuals, as well as the United Way and other philanthropic organizations. CAPC is audited annually and is fiscally and programmatically compliant. CAPC's administrative functions are supported primarily by undesignated donations and special event fundraising, with only a small portion (10%) supported by direct service contracts.

The Executive Director reports to the Board and leads a diverse team of highly qualified and committed directors with varying Bachelors and/or Masters degrees in Marriage & Family Therapy, Social work, and Early Childhood Education.

Program oversight is provided by the Program Director (PD) who oversees and supports all CAPC programs and Attachment A
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assures programmatic compliance. The PD is the supervisor of the Director of Family Services.

The CASA program is in the CAPCs Family Services Department. The Family Services Department is managed by a team comprised currently of a Director and three Program Managers with over 40 years of combined social service experience. Contract compliance is assured by the Program Director and Family Services Director. Monthly managers meetings (with Board representation) are convened to discuss progress, monitor compliance with regard to contract outcomes, and to collaborate to correct any factors that may need immediate attention to ensure that program requirements are being met. The Family Services Director also facilitates the monthly San Joaquin Child Abuse and Neglect meeting (SCAN) and attends the monthly Child Death Review Team meetings as well as the Fetal Infant Mortality Rate meeting.

Our multi-lingual CASA team consists of the program manager, 4 case workers and the Recruiter/Trainer. The team holds various certifications on topics including: trauma informed practices, therapy for children with attachment related concerns, engagement skills for Transitional Age Youth, Strengthening Families and Protective Factors, various parent education curricula and ongoing trainings in providing crisis-intervention and prevention services to children and families. All CAPC staff are required to regularly train in the areas of signs and symptoms of child abuse, mandated reporting laws, child development, Domestic Violence, cultural competency, vicarious trauma and maintenance of professional boundaries
G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
The CASA Program is implemented through the Family Services Department under the umbrella of the Child Abuse Prevention Council and supervised by a Program Manager. The first step of implementation is recruiting and training volunteers. This aggressive recruitment campaign is done by the recruiter/ trainer through outreach, speaking engagements and social media campaigns.

Once volunteers are identified they will attend 30 hours of training receiving the National CASA curriculum. Topics in the curriculum include; courtroom procedures, cultural awareness, adverse childhood experiences and toxic stress, family finding and advocating the special needs of abused and neglected children. The culmination of the initial training is the swearing-in ceremony with the Juvenile Court Judges where CASA volunteers become sworn officers of the Court. We encourage people from all backgrounds and professions to join our volunteer program.

Youth are formally referred to the program via the dependency Judge. Once the youth is matched with the CASA volunteer, the volunteer engages with the child and the stakeholders in their life–parents, family members, social workers, school officials, health providers and anyone else knowledgeable about the child’s history. The CASA volunteer also reviews all records pertaining to the child–school, medical and caseworker reports, and other documents. CASA volunteers advocate for the child’s best interest in the outcome of their case as well as to ensuring their needs are met while they in the foster care system. Each case is as unique as the child involved. What we do know is that this connection can change the trajectory of a foster child’s life.

The CASA volunteer then provides a judge with a carefully researched background of the child to help the court make sound decisions about the child’s future. The CASA makes recommendations to the judge on placement and services so that every child can have a safe, permanent home and the opportunity to thrive.

In fulfilling this child-centered role, the CASA performs three separate functions:
• An INVESTIGATOR whose task is to uncover all relevant facts and report them to the court; • An ADVOCATE for the best interest of the child in the courtroom and in the child welfare and social services systems, Attachment A
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identifying resources and services in the child’s best interest; and • A MONITOR who ensures that court orders are being followed and all services are provided in a timely manner and who brings to the court’s attention any new developments, changes, or concerns.

The Program Manager has direct oversight of the program and CASA staff. Volunteers are supervised by the CASA staff who will ensure that the CASA Volunteer has all the tools and information needed to successfully advocate for the child.

Project Deliverable # Describe the Deliverable
1 Trainer will conduct a minimum of 4 trainings per year 2 Youth will be matched with a volunteer and a Volunteer Coordinator will oversee the volunteers
G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? The CASA Growth Plan effectiveness will be measured by:

1. The number of new CASA volunteers sworn in- 42 by end of FY 2023

2. The number of foster children served - 150 by the end of FY 2023 By successfully meeting the goals above we will serve 150 children in foster youth. These youth will benefit from the relationship with their CASA and experience a sense of stability that will lead to higher self-esteem, stronger academic results and better health outcomes.

Deliverable # Task that Support Deliverable
1 Complete a minimum of 4 trainings per year
2 A minimum of 50 individuals will attend training
3 85% of attendees will graduate and match with a youth 4 150 youth will be served by a CASA 22.23
G.7. Describe the population this program/project will serve and how they will benefit. Does your program target a special group (i.e., homeless, special needs, elderly) that benefits or will benefit from your program? What are your eligibility requirements?
The CASA program serves foster youth throughout San Joaquin County. HUD recognizes foster youth as a priority low- income population. We know that children who have experienced abuse and neglect fare better with a CASA volunteer by their side. Studies have shown that children with CASAs:
• Are more likely to find a safe permanent home
• Are more likely to succeed in school
• Are half as likely to re-enter foster care
Any youth in the SJC dependency system can benefit from a CASA. Research suggests that 95% of the children who have been assigned CASA volunteers tend to spend less time in court and less time within the foster care system than those who do not have CASA representation. Judges have observed that CASA children also have better chances of Attachment A
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finding permanent homes than non-CASA children. Currently, there are over 70 children on the CASA SJC waitlist.

CASA is a National program, with 44 CASA programs throughout California. In SJC it is run under the umbrella of the Child Abuse Prevention Council. This is a one-of-a-kind program. While there are other mentor programs, CASAs are court appointed by the judge to give recommendations regarding education, foster placements, health and general wellbeing. It is a collaboration between the CAPC, Human Services Agency (HSA) and the dependency courts. CASAs reach out to all collateral contacts, including the youth’s social worker, to gather an overall picture of the needs, supports and accomplishments in the youth’s life. These updates are then reported to the judge to assist in recommendations regarding the youth.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

The CASA program currently receives financial support from the Judicial Council of the California Courts, Governor’s Office of Emergency Services and through various fundraising events hosted by the CAPC Marketing Department. To help sustain the recruitment and funding efforts of the campaign we have assembled a CASA Development Committee. The committee is made up of stake holders from our community which include community members, philanthropists, CASA staff and volunteers. The CASA Development Committee is leading the charge in identification of funding streams (which may include philanthropy, grants, contract, and outreach/ community giving campaigns).

The CAPC board is fully committed to supporting the CASA growth plan and marketing campaign. The Development Director will also take leadership in leveraging the city’s investment in growing CASA with additional public and private fundraising to create larger impact and growth.

We are no aware of any conflicts of interest.

Attachment A
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H. ESG
Completed by [email protected] on 1/19/2022 11:03 AM
Case Id: 48540
Name: SJC CASA 22.23 - 2022/23
Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:

H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

Attachment A
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I. Public Facility Project
Completed by [email protected] on 12/28/2021 2:33 PM
Case Id: 48540
Name: SJC CASA 22.23 - 2022/23
Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

NA
I.4. Does the agency own or lease the property where the project will occur? Who is the legal property owner? If you are leasing, please provide a copy of the lease in the required documents section. If you do not have site control, describe your site control plan.

NA
I.5. Will relocation be required if the building is occupied? No
If yes, describe and attach your agency’s relocation plan in the required docs section.

I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants).

NA
I.7. Has a market study, property needs assessment and/or other evaluation that identifies the need for the proposed project been completed? If so, describe and upload the project reports and schedule). If no reports have been completed, explain how you plan to proceed.

NA
I.8. When will construction start and end? Provide a timeline with all critical milestones.

NA
I.9. Is this project a multi-phased activity?
No
I.10. Will this project require implementation of Davis-Bacon/Fair Labor Standard Act requirements? Note: Please contact staff immediately if you have questions regarding Davis-Bacon requirement or for more informationclick Attachment A
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here.

N/A
I.11. For Public Service, Public Facility projects and Economic Development activities: Is this a new program/service or an expansion of an existing program/service? Explain.

NA
I.12. For Economic Development activities only. Indicate the number of full-time and part-time jobs you expect to be created and retain, if your application is funded. Also indicate number of jobs likely to be filled by a low-income person:

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 0 0 0 0.00 %
Expect to Retain 0 0 0 0.00 %
Attachment A
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J. Policy Consistency
Completed by [email protected] on 1/5/2022 1:11 PM Case Id: 48540
Name: SJC CASA 22.23 - 2022/23
Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

The CASA growth plan is a 3-pronged approach which includes recruiting CASA volunteers, building the capacity to serve more children and raising funds to support the additional staff needed with the expansion. In order for the community to participate in the CASA growth plan, we need to educate the community to the depth and severity of the problem. The problem: foster youth leave foster care at alarming rates ill-equipped with the skills needed to graduate from college, hold jobs and find stable housing, the answer, CASA. The recruiter will be utilizing a marketing, publicity campaign which will include community presentations designed to educate our community on the plight of our foster youth. We must educate the community on how they can help change the trajectory of a foster youth’s life.

The foster youth of San Joaquin County deserve a chance to succeed. With the help of this community, we can meet our goal to increase volunteers and build the capacity to serve more youth per year.

J.3. Describe in detail how the program/project is accessible to clients via public transportation, and if applicable, any measures used to specifically reduce the transportation barriers for clients The CAPC’s 3 main administrative locations are located in downtown Stockton, walking distance from the main bus terminal. This proximity allows anyone in Stockton to have viable access to the CAPC and its programs. The CASA program works primarily with youth in foster care. The CASA volunteers are authorized to transport the youth as needed to visits, events, appointments, court and special events/trips.

Attachment A
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 Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income households. Provide homeownership opportunities for low-income-moderate income first-time buyers. Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Attachment A
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K. Required Documents
Completed by [email protected] on 1/24/2022 10:03 AM
Case Id: 48540
Name: SJC CASA 22.23 - 2022/23
Address: *No Address Assigned
K. Required Documents
Please provide the following information.

Please upload the required documents below.

Organization Operational Budgets – A copy of the organization’s operational budget for the current fiscal year and proposed budget for the 2021-2022 fiscal year.

21.22 Agency budget.pdf
 Organization Financial Statements *Required
CAPC Audited Financial Stmts FYE 6.30.20 Final.pdf
 Tax Status *Required
501 c 3.pdf
 Board of Directors Roster *Required
CAPC Board of Directors 2021.pdf
Attachment A
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 Articles of Incorporation/Bylaws *Required
Restated CAPC Bylaws 8.13.2020.pdf
 Conflict of Interest Statement *Required
conflict of interest.pdf
 Organization chart *Required
ORG CHART 7.1.2020 Revision #3.pdf
 Board of Directors’ authorization to request CDBG/ESG funding *Required Board approval notes Item 3.2b.pdf
 Business License Number *Required
21-22 Newberry Business License (1).pdf
 Type of Insurance Carried, Bonding, Workers ‘Compensation *Required City-of-Stockton_San-Joaquin-Cou_21-22-#1-Liabil_6-21-2021_1684329189_1 (1).pdf  Personnel Policies including Affirmative Action Plan and Grievance Procedure *Required HR.001.Employee Handbook CAPC Revised 10.2020.pdf
 Use Permit/State License (as applicable)
**No files uploaded
 Rental or Lease agreement
**No files uploaded
 Evidence of Site Control
**No files uploaded
Attachment A
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 SAM.gov - screen shot of sam.gov registration *Required SAM.GOV info 21.22.pdf
 Key Program Staff Resume *Required
2021 Danielle Daly resume -1.pdf
Jami Alexander resume.pdf
Trinidad Olivas-Newcomb 1.20.22.pdf
 Title Report
**No files uploaded
 Optional Documents
**No files uploaded
Attachment A
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Submit
Completed by [email protected] on 1/24/2022 10:49 AM
Case Id: 48540
Name: SJC CASA 22.23 - 2022/23
Address: *No Address Assigned
Submit
Please provide the following information.
 Applicant certifies that CDBG/ESG funding will not be utilized in a manner that would be considered a duplication of benefits.
 I hereby certify that I have read this application, and the exhibits thereto, and know the contents thereof, and that the statements therein are true, and that I have been authorized by the governing board to submit this application.

Authorized Representative Name
Jami L Alexander
Title
Director of Family Services
Date
01/24/2022
Signature
Jami L Alexander
Electronically signed by [email protected] on 1/24/2022 10:48 AM Please download and upload the Certification page here.  Certification Page *Required
Certification page.pdf
Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 2
Program Overview
Completed by [email protected] on 1/13/2022 11:48 AM Case Id: 48603
Name: Tuleburg Press - 2022/23
Address: *No Address Assigned
Program Overview
Please provide the following information.

Community Development Block Grant Community Development Block Grant (CDBG) funds are allocated by the U.S.

Department of Housing and Urban Development (HUD) to provide benefits to low- and moderate-income persons, eliminate slums and blight, and meet an urgent community need.

Within this framework, the City of Stockton's Housing Division has also established broad local community development objectives intended to benefit low- and moderate-income households.

EDD Goals and Objectives:

Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 1
A. Eligibility
Completed by [email protected] on 1/13/2022 10:19 AM Case Id: 48603
Name: Tuleburg Press - 2022/23
Address: *No Address Assigned
A. Eligibility
Please provide the following information.

1. CDBG National Objective
 Benefit low- and moderate- income persons
 Prevent or Eliminate slums or blight
 Fulfill community development needs that have a particular URGENT Need

2. Project Category: Please select one
If using CDBG funds:

Public Service
If using ESG funds
Attachment A
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B. Contact Information
Completed by [email protected] on 1/19/2022 2:40 PM Case Id: 48603
Name: Tuleburg Press - 2022/23
Address: *No Address Assigned
B. Contact Information
Please provide the following information.

B.1. Organization Name
Tuleburg Press
B.2. Mailing Address
343 E Main St STE 101 Stockton, CA 95202

EXECUTIVE DIRECTOR INFORMATION
B.3. First Name
Paula
B.4. Last Name
Sheil
B.5. Email
[email protected]
B.6. Phone Number
(209) 949-2233

POINT OF CONTACT INFORMATION
B.7. First Name
Paula
B.8. Last Name
Sheil
B.9. Email
[email protected]
B.10. Phone
(209) 949-2233

ORGANIZATION CONTACT INFORMATION
B.11. Website
tuleburgpress.com
B.12. DUNS Number
59,680,084
Attachment A
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B.13. EIN Number
464,171,927
B.14. Business License Number and Expiration Date
22-00130155, October 31, 2022
B.15. Type of Agency
501(c)(3)
B.16. Number of Paid Staff
4 B.17. Number of Volunteers
25 Attachment A
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C. Funding Request
Completed by [email protected] on 1/19/2022 2:01 PM Case Id: 48603
Name: Tuleburg Press - 2022/23
Address: *No Address Assigned
C. Funding Request
Please provide the following information.

C.1. Title of Proposed Project
The Write Place
C.2. Project Site Location
343 E Main St STE 101 Stockton, CA 95202
C.3. Funding Requested in this application
$35,000.00
C.4. Other funds already secured for the project
$69,950.00
C.5. Total Cost to Complete Project
$164,950.00
C.6. Other funds not yet secured
$60,000.00
Attachment A
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D. Organization Information
Completed by [email protected] on 1/18/2022 2:10 PM Case Id: 48603
Name: Tuleburg Press - 2022/23
Address: *No Address Assigned
D. Organization Information
Please provide the following information.

D.1. Please describe your agency’s mission.

As a non-profit publishing company, Tuleburg Press fosters literacy in our diverse community by identifying, publishing, and/or mentoring emerging, talented, local writers, especially those who write about life in the Central Valley. To that end, the organization operates THE WRITE PLACE, a creative writing and book arts center in downtown Stockton, CA, providing a public service that benefits low and moderate income persons that will increase writing proficiency and confidence through guided projects and making and printing books of their own.

Income Limits Clients Served
Moderate Income (More than 80%) 51
Low Income (50%-80%) 28
Very Low Income (30%-50%) 127
Extremely Low Income (Less than 30%) 137
343
D.3. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in the race/ethnicity categories below. The total number must match the total number listed in the income categories in question #2 above.

Race Clients Served # Hispanic within each
race
White 201 118
Black/African American 55 3
Asian 25 1
Am. Indian/Alaskan Native 15 8
Native Hawaiian/Other Pacific Islander 8 3
Am. Indian/Alaskan Native & White 0 0
Asian & White 1 1
Black/African American & White 0 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 38 11
343 145
D.4. In the Prior fiscal year (2020-2021), list the total number of Stockton clients served in each category below:

Category Clients Served
Disabled 14
Female Headed Households 67
Seniors 17
Attachment A
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Youth 27
Homeless 71
196
Attachment A
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E. Project Funds
Completed by [email protected] on 1/19/2022 2:45 PM Case Id: 48603
Name: Tuleburg Press - 2022/23
Address: *No Address Assigned
E. Project Funds
Please provide the following information.

We are submitting only one application.

E.2. Please indicate if this application is a request for one-time funding and/or “seed” funding. If not applicable, state “N/A.

Years
Requested
Activity Title Source of
Funding (City
and/or
County)
Fund Amount Status of
Project
(Complete,
underway, or
canceled)
Balance
FY2017/18
CDBG
$0.00 $0.00
FY2017/18
ESG
$0.00 $0.00
FY2018/19
CDBG
$0.00 $0.00
FY2018/19
ESG
$0.00 $0.00
FY2019/20
CDBG
The Write
Place
City $25,000.00 Completed $0.00
FY2019/20
ESG
$0.00 $0.00
FY2020/21
CDBG
The Write
Place
City $35,000.00 Completed $0.00
FY2020/21 ESG $0.00 $0.00
FY2021/22
CDBG
The Write
Place
City $30,000.00 Underway $25,322.00
FY2021/22 ESG $0.00 $0.00
E.4. List all committed and proposed funding sources for your proposed project and indicate the status of each source. Attach copies of any commitment letters you may have in the required documents section.

Proposed funding for The Write Place July 22- June 23
Attachment A
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San Joaquin County CDBG Grant $10,000 Projected
Stockton Arts Commission Grant $7,200 Applied
Fully Booked Annual Fundraiser $20,000 TBD
Cares Arts and Culture $10,000 Applied
Fees $9000 Projected
E.5. What will be the impact on your agency, program, or project goals be if the program is not funded at the full amount requested? Will your organization have the ability to sustain itself if the funding allocated is less than the amount requested? Please provide detailed information to understand if this is a funding gap and/or funds used to leverage additional sources outside of Stockton i.e. County/State/Federal/Private Funds Affordable housing and economic development projects dominate the local CDBG awards. Tuleburg Press/The Write Place, as a Public Service project, provides creative and much needed literacy programming in our community. Our position downtown is more than a physical space; we are also heavily engaged in social engagement and community activism around arts and culture, traditionally underserved areas in Stockton.

Tuleburg Press does not use CDBG funds to match grant funds as this revenue source is highly competitive on the local level and subject to tremendous uncertainty at the federal level. However, receipt of these funds and our cautious stewardship of these resources has increased our credibility in the community with corporate sponsors. We have been able to sustain our local fundraising efforts for five years in a row, but every year we are looking at new and increased local corporate funding.

The CDBG funds are the ONLY funds that permit operational expenditures. We must receive CDBG funds to remain downtown. When we first applied for CDBG funding the amount was 1/3 of our budget. For this application the amount requested is 1/5 of our budget.

E.6. The City’s funding is intended to benefit residents of the City of Stockton. Briefly define your entire service area (e.g., a portion of the city, entire city, county).

The project service area is the county with primary emphasis in Stockton.

Tuleburg Press uses a HUD Beneficiary Certification Statement updated every April to reflect the new HUD income guidelines. We also print the form in English and Spanish to help with completion.

Clients take classes at our site or during an outreach activity, such as a festival, or when we take programs offsite to community centers or other program sites. Often we are dealing with minors who arrive without parents or guardians or with schoolchildren and their teachers. Getting the 100% of the data forms for all our classes or events has proven impossible.

Therefore, we are relying on federal definitions of low income based on free or reduced lunch eligibility when we are dealing with local school field trips. We are also focusing our outreach to San Joaquin Housing Authority operated community centers, the Stockton Shelter for the Homeless, and to Title I elementary schools where federal low- income levels are predetermined.

We are attaching the LMISD Map (Schools.png) based on 2006-2010 ACS, and noting the locations of schools and centers in which we operate. SUSD Hoover Elementary School is a Title 1 school where 82.2% of the students are socio-economically disadvantaged and 16.7% are English language learners.

Attachment A
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We did not see an upload for these files under REQUIRED DOCUMENTS, so they are added to our OPTIONAL DOCUMENTS: HUD Self-Certification forms in English and Spanish and LMISD (Schools/png) Map E.7. How does (will)your organization verify income eligibility of your clients? Area Benefit Project service area has been identified and determined to be statistically low-income based on the 2010 Census. If you use this method, provide all Census Tracts and Block Groups served by your project and a calculation of the low-income percentage. Please utilize the following web application to confirm eligibility . Area benefit applicants are required to confirm block groups/census tracts are eligible. Map depicting area with low/mod % is required with this application.

Yes
Self Certification Clients independently “self-certify” on an intake form, membership form, etc. If you use this method, please upload a blank intake form under Required Documents Yes
Client Document Review Clients provide tax documents, pay stubs, etc., to verify income. Documents are reviewed by staff. If you use this method, please upload a blank worksheet under Required Documents No
Presumed Beneficiaries Clients served are primarily and specifically from one of the following groups: abused children, battered spouses, elderly persons (62 years of age or older), special needs/disabled persons, migrant farm workers, handicapped individuals, homeless persons. If you use this method, please indicate which group in the space below.

No
Economic Development Beneficiaries Financial or Technical Assistance to Businesses. The number of full-time, part- time jobs created or retained; the number of businesses to be provided counseling or technical assistance (DUNS Number required at time of assistance). Please attach a blank worksheet under Required Documents No
Other Survey, other documentation (required documentation for other governmental programs, etc. Please explain in the space below.

No
E.8. Describe in detail how your agency will use Stockton CDBG/ESG funds in this program/project.

The requested CDBG funds for 2022-2023 will cover rent, utilities (heating/air and partial internet) and insurance at The Write Place, a project of Tuleburg Press. The success of the project is dependent on having an open to the public downtown book arts center.

Attachment A
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The center is where all supplies and equipment are gathered, displayed and stored. Book arts specific equipment includes paper marbling and paper making vats, 5-gallon buckets, drying racks, display cases, sewing frames, foiling machines, book presses, hydraulic paper presses, letterpress printers (the Golding #3 Pearl and the Chandler & Price), paper cutters, board shear, more than 100 drawers of type, a full-color printer; our 500-book library of art, writing and poetry books, paints, inks, papers of all weights and colors, brayers, brushes, book cloth and leather, etc.

The center is where staff and volunteers are trained and where monthly classes are held, field trips occur, and the community gathers to celebrate reading and writing when we present authors, such as the state poet laureate or launch a new book published by Tuleburg Press.

E.9. Select the common indicator that your agency will use to track clients.

HOURS
The primary unit of service are classes/workshops or community outreach HOURS (Stockmarket, Collide, Earth Day, Cinco de Mayo, Dia de los Muertos, Black Family Day, etc). We have chosen hours because all of these service objectives have variable hours.

NUMBERS
We also track numbers of classes provided and numbers of resource materials distributed.

E.11. Provide a numeric GOAL for the units of service to be provided to Stockton clients by this project. Note:
“Other” refers to the unit of service in question #E.10 above.

Total
Persons 350
Households 0
Other 0
350
E.12. Describe the service delivery methods and outreach your agency will conduct towards your target population in question E.11 above, including to low income, limited English speakers, and disabled persons.

To that end, the organization operates THE WRITE PLACE, a creative writing and book arts center in downtown Stockton, CA, providing a public service that benefits low and moderate income persons that will increase writing proficiency and confidence through guided projects and making and printing books of their own.

We have ongoing meetings with downtown area schools to introduce classes at THE WRITE PLACE. We offer introductory workshops at no or minimal cost, with scholarships available for low income participants. We meet with the San Joaquin County Office of Education, Teach for America, Worknet, The Pride Center, and teacher preparation programs at Humphrey’s, University of the Pacific, Delta College, and Stanislaus State.

Attachment A
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We will continue to expand our social media outlets, and our community newsletter. We appear periodically on radio KXVS cultural and Spanish-speaking programs.

We continue to expand a coded database of Tuleburg Press contributors (financial and other), students, local VIPs, and persons/organizations with a “need to know.” We already participate in community events and activities of other organizations, e.g., Chambers of Commerce; Stockmarket and solicit speaking opportunities to community groups, e.g., Rotary, Lions, League of Women Voters, et al.

The project will serve participants by coordinating and collaborating with the Chicano Research Center (Latinx), the Stockton Shelter for the Homeless (Unhoused), Fathers and Families (Low Income), The Pride Center (Youth/LGBTQIA+), and the Family Resource and Referral Center (Youth, Low Income).

Primary service delivery will be at THE WRITE PLACE in Cort Tower, downtown Stockton, CA.

Attachment A
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F. Project Impact
Completed by [email protected] on 1/19/2022 11:53 AM Case Id: 48603
Name: Tuleburg Press - 2022/23
Address: *No Address Assigned
F. Project Impact
Please provide the following information.

Income Limits Potential Clients Served
Moderate Income (More than 80%) 154
Low Income (50%-80%) 49
Very Low Income (30%-50%) 53
Extremely Low Income (Less than 30%) 94
350
F.2. Please list the total number of Stockton clients your agency PROPOSES to serve through this program/project in the race/ethnicity categories below in fiscal year 2022-2023. The **total number must match the total number listed in the income categories in question F.1 above.

Race Clients Served # Hispanic within each
race
White 125 35
Black/African American 45 6
Asian 30 5
Am. Indian/Alaskan Native 4 1
Native Hawaiian/Other Pacific Islander 5 1
Am. Indian/Alaskan Native & White 3 0
Asian & White 5 0
Black/African American & White 10 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 123 110
350
F.3. In the UPCOMING fiscal year 2022-2023, indicate the number of Stockton clients your agency will serve in each category below:

Category Clients Served
Disabled 25
Female Headed Households 85
Seniors 40
Youth 160
Homeless 40
350
Attachment A
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F.4. List the average number of unduplicated clients served daily, the total unduplicated number served annually, and the percentage of clients served that reside in Stockton for the current year, as well as the number you anticipate serving in Fiscal Year (FY) 2022-2023.

Reporting Year Average # of Clients
Served Daily
Total Unduplicated # of
Clients Served Annually
Total # of Clients Served
residing in Stockton City
Limits
2019-2020 (Projected- if
currently providing this
service)
1 322 278
2020-2021 (Anticipated) 1 254 211
2021-2022 1 350 245
3 926 734
F.5. Provide a concise description of the proposed project such as work to be performed, services to be provided.

No more than 3 sentences.

The Write Place will conduct workshops in creative writing, letterpress printing, papermaking and bookbinding for adults and children either at its downtown location or a school or community sites; refurbish and upgrade one elementary school library; and provide printing services for low income students and the unhoused.

F.6. How was the need for this service/activity/project determined? Describe the challenges, needs or service gaps in Stockton that your program/projects address.

In Feb. 2017, Tuleburg Press established The Write Place, modeling it after 826 Valencia in San Francisco and 916 Ink in Sacramento.

THE WRITE PLACE is the ONLY creative writing and book arts center in the San Joaquin Valley. There is a writing center in Sacramento, but it does not offer bookmaking or letterpress printing. There are no literary publishers in Stockton other than Tuleburg Press.

We are providing service. training, and creative opportunities that are only available otherwise in the Bay Area and for free or at 1/4 the cost, prices that our community can afford. It is imperative that Stockton continues to grow its arts and culture scene. The Write place joins the Haggin Museum, the Stockton Symphony, the Children's Museum, etc. in providing needed services and opportunities.

Attachment A
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G. Project Narrative
Completed by [email protected] on 1/19/2022 12:21 PM Case Id: 48603
Name: Tuleburg Press - 2022/23
Address: *No Address Assigned
G. Project Narrative
Please provide the following information.

G.1. How would you characterize your program/project based on the continuum of approaches to housing and public service needs listed below: (Select Top Three)
 PREVENTION - Helps prevent a problem before it emerges  EARLY INTERVENTION - Addresses a problem in its early manifestation to keep it from becoming worse  TRANSITION - Helps move clients toward a better situation, lower level of need, etc.  MAINTENANCE - Helps to ensure that clients do not decline, etc.  SELF-SUFFICIENCY - Helps move clients toward a situation in which they will no longer need the program or service
 STABILIZATION - Helps clients attain stability so that they can work toward a better situation G.2. Describe in detail how the program/project will address each of the 3 housing and public service needs selected above (i.e. how it specifically addresses prevention/early intervention etc.) Prevention: Research shows that engaging youth and adults in project-based learning enhances student performance, increases motivation and engagement. The process of making a book from scratch increases creativity, critical thinking, collaboration, and communication. People of all ages need these skills to help navigate everyday circumstances. Having a sense of oneself as a creator, as problem solver, and as a contributor builds self-esteem and confidence that allows people to withstand negativity and overcome obstacles.

Early Intervention & Intervention in General: The arts are therapeutic. Many of our participants have experienced trauma through domestic violence, street crime, fosterage or homelessness. They lack stable families. They have mental illnesses, including PTSD. For children the early intervention and attention is key to later educational success.

While it is true that people must attain the basics as Maslow described: food, clothing, shelter before they can self- actualize, Tuleburg Press takes up in conjunction with other service providers to add the educational component addressed in Bloom’s Taxonomy: (1) knowledge, (2) comprehension, (3) application, (4) analysis, (5) synthesis, and (6) evaluation. Bloom's taxonomy provides a systematic way of describing how a learner's performance grows in complexity when mastering academic tasks.

Transition: Our writing and book arts programs are beneficial, especially for participants who need quiet, focused time with no distractions. Two of our programs – the Transformational Writing Group and Pieces to Peace Project specifically address “writing trauma out of the body.”
At one writing workshop at the Children's Home of Stockton, the four female participants were agitated due to the attempted suicide of one of their cottage members. All had witnessed the event and the girl being taken away in the ambulance. I asked them to sit and write about what had happened. They didn't have to share and they could destroy Attachment A
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the writing at the end. They just had to write the experience "out of the body." Remarkably, the participants, ages 15-18, wrote for significantly longer than was required, and read out loud what they had written. The narratives were honest and detailed. One participant had experienced the death of her brother from an overdose, so the event was traumatically triggering. Between my facilitation and the intervention of their cottage administrator, all participants left the session relieved of some of the pressure of the day.

These testimonials are from Fall 2021 work with the Children's Home of Stockton:

Ashton, 16. Thank you for allowing me to have the opportunity to experience your workshop. I loved the process of making my own book. I also loved being able to express my feelings in your writing group. I enjoyed the whole thing. If I could go back and do the whole thing all over again, I would.

Logan, 15. Thank you for teaching me how to make paper out of clothes. Maybe I will come back. It was fun. (What is significant about Logan's few remarks is that it took him several visits to the center before he was engaged. He was always quiet and wrote little, but the impact was bigger than he acknowledges. He was able to resume visits with his father.)
Administrator Mike M. The kids love their journals. They are very precious to them. They take them everywhere.

G.3. Provide a detailed description of your proposed project/ activity. Describe the work to be performed, including the activities to be undertaken or the services to be provided, the goals and objectives and the method of approach. Be specific about the days/times of services and the frequency and duration of services received by the average client or participant. A timeline/schedule including activity start date and completion date must be submitted with the application.

Project: The Write Place
The Goal of The Write Place is to educate the public -- youth and adults -- about the book arts (papermaking, letterpress printing and bookbinding) and to develop book artist in our community in order to foster literacy.

Activities as follows:

1. Writers-in-Residence for 4-6 Grades:

Objective is to serve at-risk youth with male teacher role models, engage them in reading and writing through the hip- hop music genre, and enhance their creativity and artistic output. 3 days a week, 1 hour sessions during the school year.

2. Classes
a. Write Place Objective is to expand the community’s appreciation of the book arts and to develop book artists who can teach and make product to sell via Etsy, eBay, Stockmarket, etc. through bookbinding, paper making and letterpress printing. Classes are schedule according to instructor availability and range from 3-8 hours in length.

Classes run year round, 3-4 per month.
b. Pieces to Peace: Transformative Writing Project.

Working with CBOs, we identify clients affected by trauma and/or with mental health issues.

Objective is to rag pulp an article of clothing, make paper, and make a journal.

Objective is to write in monitored, therapeutic sessions to reduce anxiety, depression and guilt. Sessions are twice a Attachment A
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month for 2 hours each.
c. one. Charter Elementary School for homeless students.

Provide on-going arts curriculum support as needed throughout the school year.

Objective is to enhance reading and writing skills and develop creativity and confidence in homeless children. Children come to the center for supplemental writing instruction twice a week during the school year.

3. Children’s Book and Fund Drive
Maintain current level of performance with selected SUSD Title 1 School Objective is to upgrade one library a year, weeding collection, updating collection, establishing a circulation routine.

Activity occurs during the school year. Approximately $5,000 cash and 2500 books per school, Goal is to get all SUSD elementary libraries back into operation.

4. Research and development of community writing programs, such as Tent-2-Tent, zine development, printing services, chapbook creating, anthologies, manuscript review, book editing.

Project Activity or Program
Service #
Describe the Deliverable
1 Writer-in Residence: 3 days a week, 1 hour sessions during the school year.
2 Classes: Write Place Classes run year round, 3-4 per month; Pieces to Peace Sessions are twice a month for 2 hours each; one.Charter Elementary *homeless students) come twice a week during the school year.
3 CBFD SUSD Elementary Library raise approximately $5,000 cash and donate or buy with those funds 2500 books per school,
4 Ongoing creation of programs to meet assessed community needs.

Tuleburg Press was formed in 2012 with a grant of $1,250 from the Marian Jacobs Literary Forum and received nonprofit status in Dec. 2013 and its IRS Tax Exemption in August 2014.

With $28,000 in the bank in Feb. 2017, Tuleburg Press established a writing center in downtown Stockton to serve writers of all ages. Modeled after 826 Valencia in San Francisco and 916 Ink in Sacramento, the center – called THE WRITE PLACE– offers creative and expository writing and publishing opportunities for students and adults and professional development for teachers in teaching writing.

In addition, the center is a venue for book clubs and adult writing groups, such as NaNoWriMo. At night and on the weekends, the center offers books arts workshops to the public, such as letterpress printing, bookbinding and papermaking.

THE WRITE PLACE provides the location and access to writing supplies and creative projects to enhance the lives of marginalized groups: Kelly’s Angels Foundation, STAND, Open Door Services for Disabled Adults, one.Charter Elementary School for Homeless Children and Civic Pride Independent Academy, Stockton Family Shelter, Conway Attachment A
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Homes and Sierra Vista, San Joaquin Housing Authority
2013-Present -- Publishing
The primary work of the parent nonprofit Tuleburg Press is to support the publication of local writers. To date, Tuleburg has published nine (9) books of literary and educational merit that have sold well at Delta College and throughout the region.
· 55 and Counting, a book of poetry by David Walden
· Desperation Passes by Phil Hutcheon
· A Lady’s Place, the history of Stockton’s Philomathean Club by Mary Jo Gohlke.

Books published in 2018:
· The Last Real Hobo, by Galt resident Terry Albritton. · The Great Chinese New Year’s Race and Other Children’s Plays by Heather Rule. · Lost and Found: A Collection of Haiku on Love, Loss and Life by Barron Sudderth.

Books published in 2019:
· There’s Goose in My Tree by Debra K. Johnson
Books published in 2020:
· The Doughboys of San Joaquin County by Elaine Dixon-Ugarkovich Books published in 2021:

My Spiritual Walk as A Wolfhound: A Grunt in Vietnam by Joe Maes 2016-Present--Fully Booked (Annual fundraising dinner)
Our signature fundraising event “Fully Booked” is held in fall. It has netted an average of $20-$25,000. Profits are restricted to THE WRITE PLACE, the focus of this application.

Past and Present Sponsors include: The Port of Stockton, Cortopassi Family Foundation, AG Spanos Companies, University of the Pacific, San Joaquin Delta College, Iacopi Lenz Accounting, Friends of the Stockton Public Library, Animal Protection League, Donald and Susan Lenz, Property Management Experts, Stocktonians Taking Action to Neutralize Drugs (STAND), Derivi Castellanos Architects, Stockton Arts Commission, Channel Brewing, The Stockton Ports, The Stockton Arena, Food4Less, SJ Assessor Steve Bestolarides, SJ Supervisor Kathy Miller, Thomas Zuckerman, Assemblywoman Susan Eggman, Lee Neves, and San Joaquin Community Foundation, Financial Center Credit Union.

The event allows us to educate the public about the book arts and the power of writing to effect change. Short films on writing in the community and presentations by the Stockton poet laureate form the program. 2015-2018 -- Community Building
For 2015-16, Tuleburg Press was a recipient of office space and resources at Huddle/Ten Space, having competed in the Huddle Entrepreneur Lab pitch competition against other entrepreneurs.

We developed BiblioKids and provided a summer book arts camp at Taft Community Center in June, 2017.

Attachment A
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Our 2018 Summer/Fall offerings included a 2-week Book Arts Camp for Kids, and two 4-week “DIY Zine” workshops, one for kids and one for adults, partially funded by the California Arts Council and the Stockton Arts Commission.

Throughout 2018, Tuleburg Press participated in every ArtSplash, El Concilio’s 50th Anniversary Cinco de Mayo Festival, in every Stockmarket, in an Eleanor Project at The Haggin Museum, Family Day at the Park, and held a teambuilding papermaking workshop with the Highwater Brewing Company staff! We went all out for Stockton Arts Week, collaborating with the Mexican Heritage Center on its Dia De Los Muertos Festival – creating gigantic hats a la Catrina -- and offering a day-long printing workshop and tour of the unique Utility Covers downtown, created by artist Molly Toberer and installed in 2004.

We presented Leanne Grabel, Seattle poet and Stockton native; Derek Moore, a Pulitzer Prize-winning journalist, who was part of the team that covered the Sonoma fires last year, and Dan Gioia, California’s Poet Laureate. These programs were attended in total by 150 people.

We are a partner with the Stockton Arts Commission and Visit Stockton.com on Stockton Arts Week/Collide Fest for 2019.
2013-Present -- Child Book and Fund Drive - Library Enhancement Program The library enhancement program was adopted by Tuleburg Press in 2013. The program was begun four years early by a Delta College professor, Sam Hatch. Schools are chosen according to low-income and free-lunch status. Priority is given to the schools without existing libraries or library technicians.

Totals for the Tuleburg Press Children’s Book and Fund Drive Funds raised for local schools $50,100
Number of books provided 22,415
Activities during July 2019-June 2020. Hampered by the Covid-19 pandemic in 2020, we still maintained an important presence in the community.

Tuleburg Press Children's Book Fund Drive (TPCBFD) 2019-2020 - Cleveland School (Title 1 School) Consultation, weekly meetings in the library, weeding the stacks, purchasing new books, and setting up new scheduling for student check out Cleveland School received $5,893 in cash and 841 books. (8 months x 4 weeks x 3 hours/mo, 112 hours) Afterschool Program at The Write Place
Operated Aug-March, 2020 then closed, serving nine families with daily activities including homework help, reading, creative writing and cursive development, bookbinding, and letterpress printing.(5 days a week/2.5 hr X 10 weeks, 125 hours)
100 Resource Packets Distributed
Spring Writer in Resident – Orlando Molina “Dino Rhyme Flow” was working at Sierra Vista-SJ Housing Authority.

When we shut down, we created 100 packets with his Rhymosaurs books, stickers, pens, paper, crayons and an anthology of the students’ poetry. He delivered these door-to-door. (preparation and delivery 4 hours) 30 Resource Packets Distributed
Book/Supply Drop to one. Charter Elementary School included books and arts supplies for 30 students. (preparation and delivery 4 hours)
Attachment A
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Free printing for students and teachers May through September. We promoted this service to University of the Pacific and to Delta College and printed curriculum, handouts, study materials and student notes. (30 Students served, 2 hour printing time and distribution, 60 hours)
Activities in July 2020-June 2021:

Community Medical Centers (CMC) Words Outspoken workshops at Hatch Workshop’s outdoor space Hatch during June-August. We produced a transformative book art program using traditional papermaking processes as a form of trauma therapy, social engagement, and community activism. (35 participants served, 16 workshops, 60 hours) CMC Pieces to Peace Sept to Present workshops at The Write Place working with client referrals to process trauma and experience through papermaking. We produced a transformative book art program using traditional papermaking processes as a form of trauma therapy, social engagement, and community activism. (20 clients served, 5 hours prep and workshop,100 hours)
Stockton Strong Community Support Grant with Orlando Molina/Rhymosaurs. We distributed book supplies and learning materials to families with the SJC Housing Authority at Sierra Vista and Conway. Youth were encouraged to participate in hip-hop and poetry classes via Zoom. Free laptops and hotspots were made available through SJC Housing Authority. (30 Families served, 5 laptops/hotspots distributed) City of Stockton Community Support Grant in collaboration with other arts organizations such as Hatch Workshop, CCHAI, Stockmarket, Placeholder, and Stockton Art League, to host free social-distanced letterpress, bookbinding, paper marbling, and zine workshops during the months of October through December. (42 participants,7 workshops, 87 hours)
Held our annual Fully Booked fundraiser virtually. We created a 25 Video library highlighting video interviews and demonstrations from community partners and included virtual tours of The Write Place. This content is evergreen on our YouTube page and helped publicize local artists, writers, and literary resources. (25 volunteers, 25 videos, 1010 hours)
Transformative Writing Group met bi-monthly 2 hour writing sessions for an average attendance of 6 writers (288 hours)
Held Music Box Fundraiser with board donation of 35 vintage music boxes.

Developed Tent-2-Tent, a local newsletter for people experiencing homelessness with supplies them with resources and recent events. (600 newsletters distributed, featured front page The Record, Feb 1, 2021) Completed the first Pieces to Peace Veterans Writing Project through a California Arts Council grant. We compiled participants’ stories and material for a short video documentary and began the process of publishing one of the veterans’ manuscripts. (30 Participants, 9 workshops/writing sessions, 75 hours) Distributed approximately 5,000 books to community Little Free Libraries.

Completed a California Arts Council grant by hiring four writers to engage the community in online zine workshops for youth and adults and to participate in monthly writing exercises. (57 households reached and 300 art kit bags distributed at Covid-safe events).

Attachment A
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July 2021-Present
Tuleburg Press Children's Book Fund Drive (TPCBFD) 2020-2021 - Hoover Elementary (Title 1 School) Consultation, weekly meetings in the library, weeding the stacks, purchasing new books, and setting up new scheduling for student check out Hoover School received $5,993 in cash and 221 books. Faculty will use cash donated to buy new books. (8 months x 4 weeks x 3 hours/mo, 112 hours)
Afterschool Program at The Write Place
Partnered with Unbound in July 3 workshops geared 21 students/3 instructors/9 hours.

Hired Summer Intern for The Write Place.

Reopened The Write Place August 2021, serving nine families with daily activities including homework help, reading, creative writing and cursive development, bookbinding, and letterpress printing.(3 days a week/2.5 hr X 10 weeks, 75 hours)
Community Medical Centers (CMC) Words Outspoken Event in November. We engaged three participants in performing in the live-streamed capstone event of turning trauma into art. healing through transformation. (3/12 hours)
CMC Pieces to Peace Sept to Present workshops at The Write Place working with Children's Home of Stockton residents to process trauma and experience through papermaking. We produced a transformative book art program using traditional papermaking processes as a form of trauma therapy, social engagement, and community activism. (21 participants/180 hours)
Held our 6th annual Fully Booked fundraiser virtually. We engaged nine local artists in an Artists Challenge to create side tables for our auction. Promoted Tuleburg Press/The Write Place through a virtual auction of art, books, jewelry and ceramics created or donated by local artists/supporters. We acknowledged epic donor the Port of Stockton and local comic artist Stephen Bentley for their commitment to literacy and the book arts.

Transformative Writing Group met bi-monthly 2 hour writing sessions for an average attendance of 6 writers (288 hours). We published 600 copies of a 65-page chapbook of writers' works and distributed for free throughout the community.

Partnered with Sligo Scholars to fund and send 3 local post/writers to the annual Yeats Summer Institute in Sligo, Ireland, July 28-Aug 5, 2022. Raised $7,500 through foundations for these scholarships.

Partnered with San Joaquin Delta College to promote and publish a Youth Poetry Anthology. Coordinated by Professor Gabrielle Myers, local high school and college English teachers received a request to participate and lesson plans for several poetry forms. The theme is Stockton and Its Environs: Poems of Place. Publication due in April, 2022.

Increasing The Write Place Community Studio Memberships so individual artists can utilize the space and equipment for their own book arts projects.

Supported our Writer in Residence, Orlando "Zeps" Molina" with the publication of his fourth book in the Rhymosaurs Attachment A
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series.

With Covid restrictions lifted, we offered four (4) book arts workshops in December: paper marbling, letter press printing, drum leaf binding, Coptic binding. 18 participants/20 hours Delivered 2,800 books to community Little Free Libraries. These books were donated to Tuleburg Press by local businesses after estate sales.

G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
Tuleburg Press, a nonprofit 501 (c) 3 founded in 2012, is an organization managed solely by its board of directors, who represent a culturally and ethnically diverse background similar to that of our region. All Tuleburg Press board members are active in the community in various types of art and literary expression.

Collectively they hold decades of award-winning experience in writing, reporting, publishing, the arts, and community service, as well as other professional experience in business, non-profit, and program development and management.

STAFF: The board is chaired by Paula Sheil, a graduate of the University of the Pacific (UOP) who currently teaches English composition as a tenured instructor at San Joaquin Delta College (SJDC). She has written for, founded, and published two art and literature magazines and quarterlies; Artifact (SJDC student publication), and Zambomba! (Poetry quarterly), which generated nation-wide publication of some of her poetry pieces and the works of poets across the country. Before joining the faculty at Delta she wrote feature stories for The Record, Stockton’s local newspaper, for 10 years. Her board experience includes current board member status of the Stockton Arts Foundation and being the chair of the Marian Jacobs Literary Forum. She is a past president of the Stockton Arts Commission.

Both her writing and community work have earned her awards from the California Newspaper Publishers Association (CNPA), a STAR Award from the Stockton Arts Commission, and the Susan B. Anthony Award for her work in the creative arts.

Sheil also manages The Write Place. Past college interns and current center staff members have arts and education training. Sheil coordinates/manages The Write Place as a volunteer. There are two part-time staff: one administrative/grant writer and the other a studio manager. All are background checked and tested for tuberculosis.

ACCESS - Centrally Located Downtown:

Tuleburg Press leases space in Cort Tower and began developing its book arts curriculum and building out the papermaking and letterpress studios in 2017. On March 1, 2022, Tuleburg Press/THE WRITE PLACE will celebrate its 5th Anniversary as a creative writing and book arts center.

Primary service delivery will be at THE WRITE PLACE in Cort Tower, downtown Stockton, CA in order to maintain client accessibility. Local transit is accessible downtown. We are located one block from the RTD Transit Hub.

Client/participants are solicited from networking with other CBOs, through social media and general press announcements, and through our growing database of participants.

Project Deliverable # Describe the Deliverable
Attachment A
Printed By: Kayla Martin on 3/30/2022 9 of 11
1 Primary deliverable to get our client participation back to pre-Covid numbers.

G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Retention, completion and making stated goals are indicators of success.

We require sign-in sheets at every class or event to track participant hours.

We use participant satisfaction surveys for each class/workshop/event for marketing.

We require HUD Beneficiary Qualification Statements to tract required HUD data. And maintain 51% or better low- income participants.

We seek to reach 70% of our established participant load, on a project-by-project basis.

Because we established the physical location of the book arts center in downtown Stockton with local support bolstered by CDBG funding, we track all the required HUD demographics and have been more successful each year in meeting our numbers.

During the Covid-19 pandemic, we are grateful to the Stockton/San Joaquin leadership for the relief funds that we were able to secure because we have weathered this crisis. We have not served as many individual participants this year due to the pandemic, but all of the funds we received kept artists working and engaged with the community.

Continuing support from major San Joaquin County firms, local arts agencies, and the California Arts Council are also measures of success.

1. Established stronger collaboration with local CBOs

2. Secured NEW funding from local and national foundations Deliverable # Task that Support Deliverable
1 Collaborating with Community Medical Centers, we will explore other underserved client populations (in addition to homeless and veterans)
2 Increase corporate or foundation funds by 5%
G.7. Describe the population this program/project will serve and how they will benefit. Does your program target a special group (i.e., homeless, special needs, elderly) that benefits or will benefit from your program? What are your eligibility requirements?
The Write Place service area is predominately Stockton-based and immediately outside the city limits in the county, such as Taft Community Center and Taft Elementary School on Downing Ave, Stockton, CA 95206.

THE WRITE PLACE is primarily for students, though there are fee-for-service programs for adults. The students identified in the downtown area are largely Hispanic/Latino. The majority are language learners and their English language skills are far below the state average. This population in general is identified through state and local data collection processes.

Empirically, our society has come to realize the direct correlations between literacy and quality of living. Literacy rates Attachment A
Printed By: Kayla Martin on 3/30/2022 10 of 11
have become a common indicator for a range of issues, from health to drop-out rates and to poverty levels, to likelihood of incarceration. Tuleburg Press works to encourage, stimulate, and strengthen both literacy and the literary arts in the interest of improving the overall quality of life for Stocktonians by providing one of the most crucial skills in building a prosperous and meaningful life. These skills apply to both vocation and professional careers .

Given the available data on student populations in the targeted area, it is our belief that being a “student” in Stockton is eligibility enough.

In terms of adults, current Census information from the US Department of Education determined that currently 61% of the population in the primary zip code of South Stockton has completed high school or equivalency level of education, which is 20% lower than the national average .

From the perspective of the writers and educators at Tuleburg Press one necessity in resolving these issues is evident, and that is the opportunity for the community to engage in art and literature in the interest of promoting literacy, inspiration, and hope. Improvement in literacy rates increase people’s success in attaining quality education, and education enhances the other essential quality of life factors, such as health and employment. To us, addressing the disparities that burden our community begins with reading and writing. We are teaching new generations the fundamentals of the craft of book making and offering the community a gathering place for ideas.

Collaborations exist with agencies that promote literacy: Friends of the Stockton Public Library, Reach Out and Read, San Joaquin A+, The Record’s Family Literacy Day in the Park, and Read to Me are just a few of the many that promote reading; THE WRITE PLACE fills in the literacy gap with writing.

Major collaborations in 2020-21 include Pieces to Peace with Community Medical Centers and the Children's Home of Stockton, Hoover Elementary School and one.Charter Elementary School. All provide program participants.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

1. Tuleburg Press/The Write Place continues to seek additional art grants and arts foundation funding.

2. We will increase our product revenue stream from letterpress printing poetry broadsides, letterhead, and greeting cards.

3. We will increase participation in our CRM (customer relationship management) database.

4. Revitalize the Stockton Arts Foundation, a 501 (c) 3, with other artists and arts venue providers.

5. We will lobby the City of Stockton to restore the $1.3M Arts Endowment that was lost in the bankruptcy.

6. We will engage local funders in support of the Arts Foundation similarly to the way our community has participated in the San Joaquin Community Foundation.

7. We will continue to seek contracts with local schools.

G.10. Identify any potential conflict of interest with this application for federal funds. Conflict of interest may exist with employees of the organization who sit on community boards, commission, or committees. Similarly, City of Attachment A
Printed By: Kayla Martin on 3/30/2022 11 of 11
Stockton Council members or City employees who may sit on your board of directors pose possible conflicts of interest.

We have no board members who pose a conflict of interest with community boards, commissions or committees, or who are City Council Members or City employees. However, Joel Reyna, Jr., a member of the board, the Field Representative for CA Senator Susan Eggman, District 5.

Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 1
H. ESG
Completed by [email protected] on 1/19/2022 2:02 PM Case Id: 48603
Name: Tuleburg Press - 2022/23
Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:
0 H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

N/A
H.3. Will the service to be provided with these funds fill a service gap needed to be addressed? H.4. Duplication of Benefits: Federal finance assistance was provided to my organization to addresses losses resulting from a federally declared emergency or disaster, and my organization has not received (or would receive, by acting reasonably to obtain available assistance) financial assistance for the same costs from any other source (including insurance) and the total amount of funding received does not exceed the total needs for those costs.

Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 2
I. Public Facility Project
Completed by [email protected] on 1/13/2022 2:40 PM Case Id: 48603
Name: Tuleburg Press - 2022/23
Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

N/A
I.5. Will relocation be required if the building is occupied? No
If yes, describe and attach your agency’s relocation plan in the required docs section.

I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants).

N/A
I.8. When will construction start and end? Provide a timeline with all critical milestones.

N/A
I.11. For Public Service, Public Facility projects and Economic Development activities: Is this a new program/service or an expansion of an existing program/service? Explain.

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 0 0 0 0.00 %
Expect to Retain 0 0 0 0.00 %
Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 2
J. Policy Consistency
Completed by [email protected] on 1/13/2022 2:36 PM Case Id: 48603
Name: Tuleburg Press - 2022/23
Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.1. Identify AT LEAST ONE barrier in implementing your program/project:
 A marketing and publicity campaign that provides consumers with additional education and information about the agency’s programs and services.
 Coordination and collaboration with other service providers.  Accessing and utilizing “un-tapped” resources
 Removing barriers that limit access to services and participation (e.g. language, time, cost, transportation, etc.).

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

We have found that transportation has been the biggest barrier to servicing low-income participants. The focus of our efforts now are to deliver more programming on site: community centers, shelters, schools.

We have painted and outfitted a small trailer with papermaking and printing equipment so that we can set up on site whether it’s at a school or community playground or park. We successfully utilized our colorful trailer and printing equipment at the Stockton Arts Commissions “Collide” arts festival in October, 2019. We have the required insurance for this rig.

Our plan is to use this trailer set up to take our programs to locations where the participants cannot come to us downtown.

We received funding from the Manteca-based Raymus Foundation for portable bookbinding and letterpress printing equipment to make our practices portable.

We have also applied to the Stockton Arts Commission to set up at 10 community-based, ethnically diverse festivals and serve larger populations in outdoor, Covid-safe environments.

J.4. Identify AT LEAST ONE City of Stockton U.S. Department of Housing and Urban Development (HUD) FY 2020- 2025 Consolidated Goal that relates to your program/project:

Attachment A
Printed By: Kayla Martin on 3/30/2022 2 of 2
 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to improve outcomes and stability and promote successful transitions into permanent housing. Expand the housing first model to provide permanent housing units with intense wrap-around services on-site.  Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income households. Provide homeownership opportunities for low-income-moderate income first-time buyers. Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 4
K. Required Documents
Completed by [email protected] on 1/19/2022 2:28 PM Case Id: 48603
Name: Tuleburg Press - 2022/23
Address: *No Address Assigned
K. Required Documents
Please provide the following information.

Please upload the required documents below.

Organization Operational Budgets – A copy of the organization’s operational budget for the current fiscal year and proposed budget for the 2021-2022 fiscal year.

Attachment A
Printed By: Kayla Martin on 3/30/2022 2 of 4
 Procurement Plan (Typically a minimum of 3 bids, quotes, or estimates is required WBE/MBE Outreach, etc.)
 Necessary federal state and local permit and license (as applicable) – For first time applicants, new projects, or expansion of existing facilities. Include date of approval and status, as applicable.  Copy of Rental or Lease agreement (required if applicant is proposing to use CDBG funds to make a portion of lease payments)
 Evidence of Site Control- For public facility/construction projects, provide a copy of the deed trust to project site
 Title Report -For public facility/construction projects/substantial rehabilitation  Include all program policies and procedures for those programs that you are applying for assistance/funding
 Optional Documents
Documentation
 Project Budget *Required
22-23 Project Budget.pdf
 Organization Operational Budgets *Required
21-22 Actual Budget.pdf
22-23 Operational Budget.pdf
 Organization Financial Statements *Required
IRS 2020 Taxes.pdf
Audit Report 2021_Tuleburg Press_Signed.pdf
Balance Sheet Dec 31 2021.pdf
P&L Dec 31 2021.pdf
 Tax Status *Required
Tuleburg IRS EIN.pdf
 Board of Directors Roster *Required
Roster Rev 12.31.2021.docx.pdf
Attachment A
Printed By: Kayla Martin on 3/30/2022 3 of 4
 Articles of Incorporation/Bylaws *Required
TP_Articles_of_Incorporation_11_1_13.pdf
 Conflict of Interest Statement *Required
TP Conflict of Interest.pdf
 Organization chart *Required
Tuleburg Press ORganizational Chart.pdf
 Board of Directors’ authorization to request CDBG/ESG funding *Required Tuleburg Board Authorization City.pdf
 Business License Number *Required
Business License 2022.pdf
 Type of Insurance Carried, Bonding, Workers ‘Compensation *Required Tuleburg Updated WC Cert with All Policies.pdf
WC Waiver Subrogation.pdf
Tuleburg GL AI Endt (1).pdf
Tuleburg Additional Insured and Endts (1).pdf
 Personnel Policies including Affirmative Action Plan and Grievance Procedure *Required TP Policies_Procedures.pdf
 Use Permit/State License (as applicable)
Business License 2022.pdf
Attachment A
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 Rental or Lease agreement
Lease for Cort Tower, Ground Floor.doc
Tuleburg Addendum V 2020-2023 (1).pdf
 Evidence of Site Control
N:A.pdf
 SAM.gov - screen shot of sam.gov registration *Required SamRegistration_Screenshot2022.png
 Key Program Staff Resume *Required
JessicaFong11_2021Resume.pdf
Sheil RESUME 2022 REV.pdf
 Title Report
N:A.pdf
 Optional Documents
2020 Annual Report (2) (1).pdf
22552-Wolfhound COVER.pdf
CMC_P2P_TuleburgPress_workshop_flyer.pdf
Sligo Flyer (3).pdf
21_22 HUD Form.docx.pdf
Spanish HUD_Form_docx.pdf
Schools.png
Attachment A
Printed By: Kayla Martin on 3/30/2022 1 of 1
Submit
Completed by [email protected] on 1/19/2022 2:47 PM Case Id: 48603
Name: Tuleburg Press - 2022/23
Address: *No Address Assigned
Submit
Please provide the following information.
 Applicant certifies that CDBG/ESG funding will not be utilized in a manner that would be considered a duplication of benefits.
 I hereby certify that I have read this application, and the exhibits thereto, and know the contents thereof, and that the statements therein are true, and that I have been authorized by the governing board to submit this application.

Authorized Representative Name
Paula Sheil
Title
President
Date
01/19/2022
Signature
Paula Sheil
Electronically signed by [email protected] on 1/19/2022 2:28 PM Please download and upload the Certification page here.  Certification Page *Required
City CDBG Certification.pdf
Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 2
Program Overview
Completed by [email protected] on 1/22/2022 8:16 AM
Case Id: 48512
Name: Uplift All Foundation - 2022/23
Address: *No Address Assigned
Program Overview
Please provide the following information.

Community Development Block Grant Community Development Block Grant (CDBG) funds are allocated by the U.S.

Department of Housing and Urban Development (HUD) to provide benefits to low- and moderate-income persons, eliminate slums and blight, and meet an urgent community need.

Within this framework, the City of Stockton's Housing Division has also established broad local community development objectives intended to benefit low- and moderate-income households.

EDD Goals and Objectives:

Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 1
A. Eligibility
Last modified by [email protected] on 1/22/2022 6:36 AM
Case Id: 48512
Name: Uplift All Foundation - 2022/23
Address: *No Address Assigned
A. Eligibility
Please provide the following information.

1. CDBG National Objective
 Benefit low- and moderate- income persons
 Prevent or Eliminate slums or blight
 Fulfill community development needs that have a particular URGENT Need

2. Project Category: Please select one
If using CDBG funds:

Public Service
If using ESG funds
Street Outreach
Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 2
B. Contact Information
Completed by [email protected] on 1/23/2022 11:24 AM
Case Id: 48512
Name: Uplift All Foundation - 2022/23
Address: *No Address Assigned
B. Contact Information
Please provide the following information.

B.1. Organization Name
Uplift All Foundation
B.2. Mailing Address
6351 St Andrews Drive Stockton, CA 95219

EXECUTIVE DIRECTOR INFORMATION
B.3. First Name
Chinu
B.4. Last Name
Mehdi
B.5. Email
[email protected]
B.6. Phone Number
(209) 609-3674

POINT OF CONTACT INFORMATION
B.7. First Name
Chinu
B.8. Last Name
Mehdi
B.9. Email
[email protected]
B.10. Phone
(209) 609-3674

ORGANIZATION CONTACT INFORMATION
B.11. Website
www.upliftallfoundation.org
Attachment A
Printed By: Kayla Martin on 4/1/2022 2 of 2
B.12. DUNS Number
99,175,743
B.13. EIN Number
814,647,810
B.14. Business License Number and Expiration Date
50697 | December 31, 2022
B.15. Type of Agency
501(c)(3)
B.16. Number of Paid Staff
7 B.17. Number of Volunteers
50 Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 1
C. Funding Request
Completed by [email protected] on 1/23/2022 11:26 AM
Case Id: 48512
Name: Uplift All Foundation - 2022/23
Address: *No Address Assigned
C. Funding Request
Please provide the following information.

C.1. Title of Proposed Project
Loads of Hope, 3-Van Fleet Operations 2022-23
C.2. Project Site Location
Multiple high propensity homeless sites within the City of Stockton 316 N El Dorado St Stockton, CA 95202 C.3. Funding Requested in this application
$303,864.00
C.4. Other funds already secured for the project
$94,920.00
C.5. Total Cost to Complete Project
$398,478.00
C.6. Other funds not yet secured
$0.00
Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 2
D. Organization Information
Completed by [email protected] on 1/22/2022 8:47 AM
Case Id: 48512
Name: Uplift All Foundation - 2022/23
Address: *No Address Assigned
D. Organization Information
Please provide the following information.

D.1. Please describe your agency’s mission.

The mission of Uplift All Foundation is to inspire and empower the homeless in our community.

Income Limits Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 0
Extremely Low Income (Less than 30%) 100
100
D.3. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in the race/ethnicity categories below. The total number must match the total number listed in the income categories in question #2 above.

Race Clients Served # Hispanic within each
race
White 688 215
Black/African American 341 0
Asian 46 0
Am. Indian/Alaskan Native 120 0
Native Hawaiian/Other Pacific Islander 27 0
Am. Indian/Alaskan Native & White 43 0
Asian & White 1 0
Black/African American & White 2 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 98 0
1,366 215
D.4. In the Prior fiscal year (2020-2021), list the total number of Stockton clients served in each category below:

Category Clients Served
Disabled 0
Female Headed Households 0
Seniors 0
Youth 0
Homeless 100
100
Attachment A
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Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 4
E. Project Funds
Completed by [email protected] on 1/23/2022 11:36 AM
Case Id: 48512
Name: Uplift All Foundation - 2022/23
Address: *No Address Assigned
E. Project Funds
Please provide the following information.

We are only submitting one
E.2. Please indicate if this application is a request for one-time funding and/or “seed” funding. If not applicable, state “N/A.

Years
Requested
Activity Title Source of
Funding (City
and/or
County)
Fund Amount Status of
Project
(Complete,
underway, or
canceled)
Balance
FY2017/18
CDBG
N/A 0.00 $0.00 0.00 $0.00
FY2017/18
ESG
N/A 0.00 $0.00 0.00 $0.00
FY2018/19
CDBG
N/A 0.00 $0.00 0.00 $0.00
FY2018/19
ESG
N/A 0.00 $0.00 0.00 $0.00
FY2019/20
CDBG
N/A 0.00 $0.00 0.00 $0.00
FY2019/20
ESG
N/A 0.00 $0.00 0.00 $0.00
FY2020/21
CDBG
N/A 0.00 $0.00 0.00 $0.00
FY2020/21 ESG N/A 0.00 $0.00 0.00 $0.00
FY2021/22
CDBG
Loads of Hope
2 205,000 $205,000.00 205000 $0.00
FY2021/22 ESG Loads of Hope:

Mobile
Laundromat
141050 $141,050.00 Underway $0.00
Attachment A
Printed By: Kayla Martin on 4/1/2022 2 of 4
E.4. List all committed and proposed funding sources for your proposed project and indicate the status of each source. Attach copies of any commitment letters you may have in the required documents section.

Uplift All Foundation has secured 94,920; plus, the equipment and infrastructure is in place to roll out three Laundrovans; a program titled Loads of Hope: Mobile Laundromats for the Homeless.

E.5. What will be the impact on your agency, program, or project goals be if the program is not funded at the full amount requested? Will your organization have the ability to sustain itself if the funding allocated is less than the amount requested? Please provide detailed information to understand if this is a funding gap and/or funds used to leverage additional sources outside of Stockton i.e. County/State/Federal/Private Funds - Uplift All Foundation will be forced to scale the services based on funding provided by this grant. - Yes, the funding requested is not intended to sustain the agency. We are requesting funding one of several of our programs to offer services for the homeless .
- The ESG funding requested is to specifically serve the City of Stockton’s homeless population. We are not subsidizing any outside funding or program outside of the city of Stockton.

E.6. The City’s funding is intended to benefit residents of the City of Stockton. Briefly define your entire service area (e.g., a portion of the city, entire city, county).

For over 6 years, Uplift All Foundation has been supporting the City of Stockton’s homeless residents. At this point our 100% services have been in Stockton.

Yes
Self Certification Clients independently “self-certify” on an intake form, membership form, etc. If you use this method, please upload a blank intake form under Required Documents Yes
Client Document Review Clients provide tax documents, pay stubs, etc., to verify income. Documents are reviewed by staff. If you use this method, please upload a blank worksheet under Required Documents No
Presumed Beneficiaries Clients served are primarily and specifically from one of the following groups: abused children, battered spouses, elderly persons (62 years of age or older), special needs/disabled persons, migrant farm workers, handicapped individuals, homeless persons. If you use this method, please indicate which group in the space below.

Yes
Homeless persons
Attachment A
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Economic Development Beneficiaries Financial or Technical Assistance to Businesses. The number of full-time, part- time jobs created or retained; the number of businesses to be provided counseling or technical assistance (DUNS Number required at time of assistance). Please attach a blank worksheet under Required Documents Yes
Other Survey, other documentation (required documentation for other governmental programs, etc. Please explain in the space below.

No
E.8. Describe in detail how your agency will use Stockton CDBG/ESG funds in this program/project.

The funding will be mostly used for payroll for an estimated 13-15 staff members, some will be selected from the homeless clientele. With the funds staff will be paid to ensure services are consistent and continual throughout the city. Additionally, supplies needed will be purchased with the grant funding, (i.e. detergent, propane, fuel and other supplies)
E.9. Select the common indicator that your agency will use to track clients.

The Loads of Hope Mobile Laundromats fleet at the City of Stockton will measure the laundry loads per day. One laundry load is done per person per day (E11 "Other" = Laundry Loads) Quantified individual residents and most importantly statistical data about the population we are serving over a 12-month period.

Uplift All-Foundation will coordinate the annual reports.

E.11. Provide a numeric GOAL for the units of service to be provided to Stockton clients by this project. Note:
“Other” refers to the unit of service in question #E.10 above.

Total
Persons 0
Households 0
Other 18,720
18,720
E.12. Describe the service delivery methods and outreach your agency will conduct towards your target population in question E.11 above, including to low income, limited English speakers, and disabled persons.

The key to the success of Uplift All Foundation's Loads of Hope program is the accessibility to the homeless population. The service is free and we coordinate wrap around services to a population which has no way of obtaining these important, crucial services for their well-being.

We anticipate washing 18,720 Laundry loads at multiple city locations. The service recipients will all be homeless persons.

Attachment A
Printed By: Kayla Martin on 4/1/2022 4 of 4
For outreach, we have an established network of non-profit agency-partners, faith based organizations and a strong rapport with homeless persons. We will use our network to reach those in need.

Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 2
F. Project Impact
Completed by [email protected] on 1/22/2022 11:26 AM
Case Id: 48512
Name: Uplift All Foundation - 2022/23
Address: *No Address Assigned
F. Project Impact
Please provide the following information.

Income Limits Potential Clients Served
Moderate Income (More than 80%) 0
Low Income (50%-80%) 0
Very Low Income (30%-50%) 0
Extremely Low Income (Less than 30%) 100
100
F.2. Please list the total number of Stockton clients your agency PROPOSES to serve through this program/project in the race/ethnicity categories below in fiscal year 2022-2023. The **total number must match the total number listed in the income categories in question F.1 above.

Race Clients Served # Hispanic within each
race
White 9,221 2,898
Black/African American 4,606 0
Asian 616 0
Am. Indian/Alaskan Native 574 0
Native Hawaiian/Other Pacific Islander 364 0
Am. Indian/Alaskan Native & White 1,624 0
Asian & White 14 0
Black/African American & White 182 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 1,330 0
18,531
F.3. In the UPCOMING fiscal year 2022-2023, indicate the number of Stockton clients your agency will serve in each category below:

Category Clients Served
Disabled 0
Female Headed Households 0
Seniors 0
Youth 0
Homeless 100
100
Attachment A
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F.4. List the average number of unduplicated clients served daily, the total unduplicated number served annually, and the percentage of clients served that reside in Stockton for the current year, as well as the number you anticipate serving in Fiscal Year (FY) 2022-2023.

Reporting Year Average # of Clients
Served Daily
Total Unduplicated # of
Clients Served Annually
Total # of Clients Served
residing in Stockton City
Limits
2019-2020 (Projected- if
currently providing this
service)
0 0 0
2020-2021 (Anticipated) 25 122 122
2021-2022 75 478 478
100 600 600
F.5. Provide a concise description of the proposed project such as work to be performed, services to be provided.

No more than 3 sentences.

We anticipate positioning the three mobile laundromats in high density homeless areas. Our staff will ask participants to remove all personal belongings from the clothing (all pockets inside out) and to place them in a basket and complete a brief intake/survey form. The basket will be taken into the laundromat by staff; once washed and dried the belonging will be returned to the participant.

F.6. How was the need for this service/activity/project determined? Describe the challenges, needs or service gaps in Stockton that your program/projects address.

The Homeless population in Stockton has tripled since 2017. This population is at risk of higher infection rates because of the lack of overall personal hygiene. Individuals experiencing homelessness have significant barriers to self-care and personal hygiene. Unkempt clothing and personal contact with others in the same concentrated, infectious situation creates the perfect storm for bacterial infestations and disease transmission. The stigma of drug abuse, alcoholism, and aggressive behavior are significant barriers to using public facilities, such as a public laundromat. Laundromat services are cost-prohibitive, as well as, impossible to access because of lack of transportation. Even though some shelters have limited laundry services for their residents, service is not available to the over one thousand unsheltered population. In a survey of homeless clients, it was revealed that most homeless reported they hand-wash clothes in tepid water in a public bathroom or do not launder their clothes.

Mobile Laundromats are vital to our city’s commitment to public safety and disease prevention, as well as the dignity for the homeless population. This proposal offers the first step in preventing the spread of Covid-19, influenza, chicken pox, meningitis, E. coli, salmonella, staphylococcus, infections transmitted by body lice and many health threats. Also, the homeless population was being missed in being educated and given covid-19 vaccinations and tests.

Uplift All Foundation is the only organization offering mobile and free laundry services to to the homeless. This was a huge service gap provided neither the City of Stockton nor any other community based organization.

Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 5
G. Project Narrative
Completed by [email protected] on 1/23/2022 11:57 AM
Case Id: 48512
Name: Uplift All Foundation - 2022/23
Address: *No Address Assigned
G. Project Narrative
Please provide the following information.

G.3. Provide a detailed description of your proposed project/ activity. Describe the work to be performed, including the activities to be undertaken or the services to be provided, the goals and objectives and the method of approach. Be specific about the days/times of services and the frequency and duration of services received by the average client or participant. A timeline/schedule including activity start date and completion date must be submitted with the application.

Uplift All Foundation has three mobile laundrovans (laundromats in vans) which are placed strategically where the homeless population is dense. Our schedules are posted and proper outreach is done to the homeless. We work five days a week in three different locations at the same time. We service Monday through Friday, from 7:30 am for a duration of eight hours each day or until our last load of laundry is done. On average, each van services at least 25- loads per day. Our services run throughout the year, rain or shine.

Attachment A
Printed By: Kayla Martin on 4/1/2022 2 of 5
Because people experiencing homelessness cannot access a stationary laundromat due to lack of transport, lack of finances to afford the cost of public laundromats and are often unwelcome at public laundromats; because of the social stigma surrounding those who are homeless, clean clothing is not accessible to the population. However, Loads of Hope Mobile Laundromats have the mechanism to rectify this by bringing laundry facilities to them. The mobile unit offers to reach those most in need. As encampments and individuals migrate over time, we can now prioritize placement where the homeless population gather and camp.

Each laundrovan is equipped with four washers and four dryers, a generator, a propane tank, water heater, and a hand washing sink. Each laundrovan can be placed at any location where we feel is going to be most accessible and beneficial to the clients.

Besides providing clean clothes, we are giving Covid-19 vaccinations; as well as, flu shots to the homeless.

While the service recipients wait for their clothes, Uplift All Foundation has an hour to provide services from our partners agencies in the areas of mental health, drug prevention, health care services, holistic services, and/or job training.

Project Activity or Program
Service #
Describe the Deliverable
1 Quantify laundry loads on a daily, weekly, monthly and annual basis G.4. Describe your agency’s capacity to implement this program or project (identify agency’s federal grants managed, staff resources, skills and experience, number of years in operation, accomplishments to date, etc.).

Uplift All Foundation is a registered 501(c)(3) U.S. nonprofit organization with a vision to inspire and empower people experiencing homelessness in San Joaquin County. Since 2016, Uplift All Foundation has offer education services to people experiencing homelessness. We have demonstrated an educational model that bridges people experiencing homelessness with services to reengage self-worth and self-sufficiency.

Uplift All Foundation staff and volunteers achieve this by working directly with the people experiencing homelessness, coordinating various local non-profit services, businesses, public institutions and private citizens to put forth a network process in social re-engagement.

Since 2016, Uplift All Foundation has been working directly with clients to provide job training, writing classes, meditation and yoga classes. To date, we have provided over 600 free education hours for 1000’s of clients annually.

This unique bridge has been built thanks to the consultants and a continual leverage of resources in the City of Stockton.

In 2019, Uplift All Foundation launched the first Mobile Laundromat Program in San Joaquin County. In 2022, we are launching a fleet of three mobile laundrovans, Loads of Hope 1, Loads of Hope 2, and Loads of Hope 3. We have a team of board members, employees, staff, and volunteers working for the success of the program.

G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
Each mobile laundromat will be operated with three specific roles.

Attachment A
Printed By: Kayla Martin on 4/1/2022 3 of 5

1. Driver/Laundromat Staff Member: This staff person will be responsible for driving the Loads of Hope Van to the designated areas. Once the mobile laundromat is stationed; this person will collaborate with an assistant to process client requests.

2. Support Staff: The support staff will ride along with the driver/staff member. Upon arrival; together they will set-up, offer the services, and breakdown to return the van to its headquarters.

3. Manager: Uplift All Foundation’s manager will evaluate the city’s high propensity homeless areas and will establish partnerships to park the Loads of Hope Vans within walking distance of those in need. The manager will coordinate all three vans.

The vans will be placed where the homeless population is high. The demand will dictate where we take the laundrovans. Thus, accessibility will not be an issue. The service is free and therefore, cost is not an issue for the homeless.

Project Deliverable # Describe the Deliverable
1 Quantify service locations and loads per location
G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? On a daily basis; the units will park at different locations. Each service recipient will complete an Intake form. The form will consist of the participants information and it will offer a survey to understand the needs of those being served.

The manager will quantify the number of clients served, and enter the survey data to quantify the area need, and measure responses to the surveys. It is difficult to measure prevention, but the feedback we are getting from our clients as to how much they appreciate the services. The value of the service can be validated by the fact that every day we offer the service, clients are waiting for us even before we arrive.

The partner agency services will be orchestrated via Community Based Organization (CBO) to ensure best match for the need of our city's homeless persons.

Deliverable # Task that Support Deliverable
1 By the number of people that are using partner services G.7. Describe the population this program/project will serve and how they will benefit. Does your program target a special group (i.e., homeless, special needs, elderly) that benefits or will benefit from your program? What are your eligibility requirements?
Population: This program is targeting homeless persons. Via research, statistical data, and measurable outcomes; and, we will identify high propensity areas.

Benefits to the recipient: The recipient of the service will lower the risk of infectious disease; while strengthening its self-care. We have no eligibility requirements.

Benefits to the business community: City businesses and City park facilities will have lower encounters of clogged Attachment A
Printed By: Kayla Martin on 4/1/2022 4 of 5
sinks and bathrooms as homeless persons will not be challenged with washing their clothing in public restrooms.

Benefits to the community: personal hygiene plays a major part in lowering the risk of infectious disease. Loads of Hope gives an opportunity to homeless persons to practice personal hygiene.

Benefit to the city: Each load of laundry is about 10-15 pounds; if not washed, clothing would be thrown away as trash on the streets. This reduces garbage on the streets.

Covid-19 vaccinations and testing: We have been successful in encouraging and giving Covid-19 vaccinations to the homeless.

Flu Shots: We are giving flu shots to the homeless. This has helped mitigate the spread of Covid-19 and the flu.

Loads of Hope is the only mobile Laundromat in the City of Stockton offering Free Laundry services to the homeless.

We are taking the services to the homeless.

We collaborate with the following agencies and programs:

1. Downtown Business Alliance (DSA)- The organization has set-up public restrooms and showers which are being used by the homeless population.

2. St. Mary’s Dinning Room – We have a long standing relationship with St. Mary’s and provide ours services on their facilities.

3. St. John’s Episcopal Church - We provide laundry services and other wrap around services at the church parking lot.

4. Showered with Love - We are aligning our services with Showered with Love to achieve full personal hygiene.

5. Alliance Church - We use their facilities in North Stockton and also coordinate with Showered with Love.

6. County Public Health - In collaboration with County Public Health, we provide Covid-19 vaccinations and testing at various locations.

7. WorkNet - In collaboration with WorkNet, we are providing on the job training to the homeless.

8. Health and Human Services - We are bringing the Human Services department to our site so that the homeless do not have to go to their office.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

Uplift All Foundation continuously engaging private donors and corporate funds. This approach brings additional outside of the local jurisdiction support to maintain the operation going beyond the CDBG Grant.

We hold fundraisers to generate income.

We work with local businesses for funding because the program not only helps the homeless, but the community at large.

Community volunteers- We have a strong core of volunteers who are dedicated to the cause.

Attachment A
Printed By: Kayla Martin on 4/1/2022 5 of 5
Stockton City Council Member Susan Lenz serves on the board of Uplift All Foundation. Enclosed you will find our agency’s conflict of interest form and she has been informed of this grants submission.

Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 1
H. ESG
Completed by [email protected] on 1/22/2022 11:51 AM
Case Id: 48512
Name: Uplift All Foundation - 2022/23
Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:

H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

N/A
H.3. Will the service to be provided with these funds fill a service gap needed to be addressed? Yes
H.4. Duplication of Benefits: Federal finance assistance was provided to my organization to addresses losses resulting from a federally declared emergency or disaster, and my organization has not received (or would receive, by acting reasonably to obtain available assistance) financial assistance for the same costs from any other source (including insurance) and the total amount of funding received does not exceed the total needs for those costs.

No
Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 2
I. Public Facility Project
Completed by [email protected] on 1/22/2022 11:53 AM
Case Id: 48512
Name: Uplift All Foundation - 2022/23
Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

N/A
I.5. Will relocation be required if the building is occupied? No
If yes, describe and attach your agency’s relocation plan in the required docs section.

I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants).

N/A
I.8. When will construction start and end? Provide a timeline with all critical milestones.

N/A
I.11. For Public Service, Public Facility projects and Economic Development activities: Is this a new program/service or an expansion of an existing program/service? Explain.

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 10 10 0 0.00 %
Expect to Retain 10 10 0 0.00 %
Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 2
J. Policy Consistency
Completed by [email protected] on 1/23/2022 11:59 AM
Case Id: 48512
Name: Uplift All Foundation - 2022/23
Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.1. Identify AT LEAST ONE barrier in implementing your program/project:
 A marketing and publicity campaign that provides consumers with additional education and information about the agency’s programs and services.
 Coordination and collaboration with other service providers.  Accessing and utilizing “un-tapped” resources
 Removing barriers that limit access to services and participation (e.g. language, time, cost, transportation, etc.).

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

The Loads of Hope Mobile Laundromats bring the laundry service to the homeless. The mobile vans are located within walking distance of heavily populated homeless areas.

The vans mobility eliminates the accessibility issue since we are going to the different locations and the homeless are aware of our schedules.

The services are free; thus removing the cost barrier.

We have bilingual staff thus removing the language barrier(s).

J.3. Describe in detail how the program/project is accessible to clients via public transportation, and if applicable, any measures used to specifically reduce the transportation barriers for clients Our program is based on bringing access to the population in need eliminating transportation barriers for our clients.

Attachment A
Printed By: Kayla Martin on 4/1/2022 2 of 2
 Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income households. Provide homeownership opportunities for low-income-moderate income first-time buyers. Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 4
K. Required Documents
Completed by [email protected] on 1/23/2022 12:01 PM
Case Id: 48512
Name: Uplift All Foundation - 2022/23
Address: *No Address Assigned
K. Required Documents
Please provide the following information.

Please upload the required documents below.

Organization Operational Budgets – A copy of the organization’s operational budget for the current fiscal year and proposed budget for the 2021-2022 fiscal year.

Attachment A
Printed By: Kayla Martin on 4/1/2022 2 of 4
 Procurement Plan (Typically a minimum of 3 bids, quotes, or estimates is required WBE/MBE Outreach, etc.)
 Necessary federal state and local permit and license (as applicable) – For first time applicants, new projects, or expansion of existing facilities. Include date of approval and status, as applicable.  Copy of Rental or Lease agreement (required if applicant is proposing to use CDBG funds to make a portion of lease payments)
 Evidence of Site Control- For public facility/construction projects, provide a copy of the deed trust to project site
 Title Report -For public facility/construction projects/substantial rehabilitation  Include all program policies and procedures for those programs that you are applying for assistance/funding
 Optional Documents
Documentation
 Project Budget *Required
Loads of Hope 3-Laundrovans Program Budget 2022-23.pdf
 Organization Operational Budgets *Required
Uplift Agency Budget 2022-23.pdf
 Organization Financial Statements *Required
Uplift All 2020 Tax Returns.pdf
 Tax Status *Required
UPLIFT All Foundation IRS Determination Letter.pdf
 Board of Directors Roster *Required
Board Roster 2022-23.pdf
Attachment A
Printed By: Kayla Martin on 4/1/2022 3 of 4
 Articles of Incorporation/Bylaws *Required
Articles of Incorporation.pdf
 Conflict of Interest Statement *Required
Susan Lenz Conflict of Interest form 2022.pdf
 Organization chart *Required
UPLIFT All Foundation - Organization chart.pdf
 Board of Directors’ authorization to request CDBG/ESG funding *Required Presidents Letter in support of grant.pdf
 Business License Number *Required
Uplift Stockton License 22 - 106679.pdf
 Type of Insurance Carried, Bonding, Workers ‘Compensation *Required Uplift All Foundation Liabiltiy and Workers comp.pdf
 Personnel Policies including Affirmative Action Plan and Grievance Procedure *Required Affirmative Action and Grievance Procedure.pdf
 Use Permit/State License (as applicable)
**No files uploaded
 Rental or Lease agreement
**No files uploaded
 Evidence of Site Control
**No files uploaded
Attachment A
Printed By: Kayla Martin on 4/1/2022 4 of 4
 SAM.gov - screen shot of sam.gov registration *Required Uplift All Foundation - SAMS Number.jpg
 Key Program Staff Resume *Required
Ron Amador Resume 2021.pdf
 Title Report
**No files uploaded
 Optional Documents
Uplift - Self certification-intake form for Loads of Hope Program.pdf Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 1
Submit
Completed by [email protected] on 1/23/2022 12:15 PM
Case Id: 48512
Name: Uplift All Foundation - 2022/23
Address: *No Address Assigned
Submit
Please provide the following information.
 Applicant certifies that CDBG/ESG funding will not be utilized in a manner that would be considered a duplication of benefits.
 I hereby certify that I have read this application, and the exhibits thereto, and know the contents thereof, and that the statements therein are true, and that I have been authorized by the governing board to submit this application.

Authorized Representative Name
Mandeep "Chinu" Mehdi
Title
Treasurer
Date
01/23/2022
Signature
Chinu Mehdi
Electronically signed by [email protected] on 1/23/2022 12:02 PM Please download and upload the Certification page here.  Certification Page *Required
Uplift CDBG 2022 Authorisation.pdf
Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 2
Program Overview
Completed by [email protected] on 1/19/2022 10:24 AM
Case Id: 48635
Name: Visionary Home Builders of California, Inc. -
2022/23Address: *No Address Assigned
Program Overview
Please provide the following information.

Community Development Block Grant Community Development Block Grant (CDBG) funds are allocated by the U.S.

Department of Housing and Urban Development (HUD) to provide benefits to low- and moderate-income persons, eliminate slums and blight, and meet an urgent community need.

Within this framework, the City of Stockton's Housing Division has also established broad local community development objectives intended to benefit low- and moderate-income households.

EDD Goals and Objectives:

Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 1
A. Eligibility
Completed by [email protected] on 1/24/2022 10:58 AM
Case Id: 48635
Name: Visionary Home Builders of California, Inc. -
2022/23Address: *No Address Assigned
A. Eligibility
Please provide the following information.

1. CDBG National Objective
 Benefit low- and moderate- income persons
 Prevent or Eliminate slums or blight
 Fulfill community development needs that have a particular URGENT Need

2. Project Category: Please select one
If using CDBG funds:

Decent Affordable Housing
If using ESG funds
Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 2
B. Contact Information
Completed by [email protected] on 1/24/2022 11:03 AM
Case Id: 48635
Name: Visionary Home Builders of California, Inc. -
2022/23Address: *No Address Assigned
B. Contact Information
Please provide the following information.

B.1. Organization Name
Visionary Home Builders of California, Inc.

B.2. Mailing Address
315 N. San Joaquin Street Stockton, CA 95202

EXECUTIVE DIRECTOR INFORMATION
B.3. First Name
Carol
B.4. Last Name
Ornelas
B.5. Email
[email protected]
B.6. Phone Number
(209) 466-6811

POINT OF CONTACT INFORMATION
B.7. First Name
Jose
B.8. Last Name
Nuno
B.9. Email
[email protected]
B.10. Phone
(209) 466-6811

ORGANIZATION CONTACT INFORMATION
B.11. Website
www.visionaryhomebuilders.org
Attachment A
Printed By: Kayla Martin on 4/1/2022 2 of 2
B.12. DUNS Number
196,737,563
B.13. EIN Number
680,062,062
B.14. Business License Number and Expiration Date
Lic #: 22-00129543 / Expiration Date: 8/31/2022
B.15. Type of Agency
501(c)(3)
B.16. Number of Paid Staff
72 B.17. Number of Volunteers
0 Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 1
C. Funding Request
Completed by [email protected] on 1/24/2022 11:46 AM
Case Id: 48635
Name: Visionary Home Builders of California, Inc. -
2022/23Address: *No Address Assigned
C. Funding Request
Please provide the following information.

C.1. Title of Proposed Project
VHB Homeownership and Rental Center: Education, Counseling and Program Enrollment Services C.2. Project Site Location
315 N. San Joaquin Street Stockton, CA 95202
C.3. Funding Requested in this application
$145,000.00
C.4. Other funds already secured for the project
$241,500.00
C.5. Total Cost to Complete Project
$386,500.00
C.6. Other funds not yet secured
$145,000.00
Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 2
D. Organization Information
Completed by [email protected] on 1/24/2022 11:06 AM
Case Id: 48635
Name: Visionary Home Builders of California, Inc. -
2022/23Address: *No Address Assigned
D. Organization Information
Please provide the following information.

D.1. Please describe your agency’s mission.

Is to create and advocate for healthy, vibrant, safe communities through the development of affordable housing and educational opportunities for families, seniors and individuals of low and moderate income.

Income Limits Clients Served
Moderate Income (More than 80%) 290
Low Income (50%-80%) 583
Very Low Income (30%-50%) 436
Extremely Low Income (Less than 30%) 508
1,817
D.3. Please list the total number of Stockton clients your agency served in the PRIOR fiscal year (2020-2021) in the race/ethnicity categories below. The total number must match the total number listed in the income categories in question #2 above.

Race Clients Served # Hispanic within each
race
White 890 763
Black/African American 636 0
Asian 127 0
Am. Indian/Alaskan Native 18 0
Native Hawaiian/Other Pacific Islander 0 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 55 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 91 1,054
1,817 1,817
D.4. In the Prior fiscal year (2020-2021), list the total number of Stockton clients served in each category below:

Category Clients Served
Disabled 0
Female Headed Households 1,526
Seniors 18
Youth 0
Homeless 0
Attachment A
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1,544
Attachment A
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E. Project Funds
Completed by [email protected] on 1/24/2022 2:53 PM
Case Id: 48635
Name: Visionary Home Builders of California, Inc. -
2022/23Address: *No Address Assigned
E. Project Funds
Please provide the following information.

This application request is for one-time funding.

E.3. If you are applying for additional funds for a current program/project, provide a status update on the existing funds and when funds will be fully spent. Please list all CDBG and ESG funds received within the last 3 years including funding amount and their status.

Years
Requested
Activity Title Source of
Funding (City
and/or
County)
Fund Amount Status of
Project
(Complete,
underway, or
canceled)
Balance
FY2017/18
CDBG
N/A N/A $0.00 N/A $0.00
FY2017/18
ESG
N/A N/A $0.00 N/A $0.00
FY2018/19
CDBG
N/A N/A $0.00 N/A $0.00
FY2018/19
ESG
N/A N/A $0.00 N/A $0.00
FY2019/20
CDBG
N/A N/A $0.00 N/A $0.00
FY2019/20
ESG
N/A N/A $0.00 N/A $0.00
FY2020/21
CDBG
N/A N/A $0.00 N/A $0.00
FY2020/21 ESG N/A N/A $0.00 N/A $0.00
FY2021/22
CDBG
N/A N/A $0.00 N/A $0.00
FY2021/22 ESG N/A N/A $0.00 N/A $0.00
E.4. List all committed and proposed funding sources for your proposed project and indicate the status of each source. Attach copies of any commitment letters you may have in the required documents section.

Attachment A
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Committed Source: UnidosUS; $241,500 The Status of this source is: Awarded A copy of the Committed Grants Funds is provided as an attachment. It is labeled as: Leveraged Grant Funds-$241,500 UnidosUS-VHB Award Agreement. It is uploaded into the following Application Section: Under Required Documents; Optional Documents.

E.5. What will be the impact on your agency, program, or project goals be if the program is not funded at the full amount requested? Will your organization have the ability to sustain itself if the funding allocated is less than the amount requested? Please provide detailed information to understand if this is a funding gap and/or funds used to leverage additional sources outside of Stockton i.e. County/State/Federal/Private Funds The impact to our agency by not being funded the full amount requested is that we will have longer wait times to serve clients due to the number of staff/HUD Certified Housing Counselors available to assist. Instead of clients being able to meet with a HUD Certified Housing Counselor within 1 to 2 days after they submit an application with their supportive documents, the client may have to wait 3 to 4 days depending on the number of clients/case load a HUD Certified Housing Counselor may be experiencing at the time. Funding our agency at the full amount requested will allow us to hire and retain an adequate staffing level of HUD Certified Housing Counselors and clerical/admin staff to serve Stockton residents.

If the funding allocated is less than requested, our agency can sustain our program however, the program will experience a decrease on the number of clients served due to limited staffing levels created by a funding gap. We anticipate that in the upcoming months due to housing costs and ending of various rental subsidy and mortgage forbearance programs, a large number of renters and homeowners will be seeking our educational and counseling services. Specifically for services under our rental assistance and mortgage delinquency & default resolution programs. Additionally, we anticipate an increase of First Time Homebuyers wanting to purchase a home and seek guidance on how to save money, pay down debt, increase their credit scores and information on Down Payment Assistance Programs by the City of Stockton.

The funding being requested under the City of Stockton CDBG funds FY22-23 is to fill the funding gap identified to operate our program with an adequate staffing capacity. The program cost is: $386,500.

Our agency has already secured and received a commitment from a private funding source in the amount of:
$241,500 from (UnidosUS) located outside of Stockton. Their commitment is 62.5% of the program budget. The remaining funding gap of $145,000 represents 37.5% of the program budget. A copy of the Committed Grants Funds is provided as an attachment. It is labeled as: Leveraged Grant Funds-$241,500 UnidosUS-VHB Award Agreement. It is uploaded into the following Application Section: Under Required Documents; Optional Documents.

E.6. The City’s funding is intended to benefit residents of the City of Stockton. Briefly define your entire service area (e.g., a portion of the city, entire city, county).

Our agencies primary service area is serving the residents of the City Stockton located in San Joaquin County. The methodology that our agency uses to target and delineate the most efficient and effective service coverage area begins at our corporate office within our Homeownership and Rental Center in Downtown Stockton, CA (315 N. San Joaquin Street Stockton, CA 95202). At this location, our Education and Counseling services are carried our in person and via remote virtual video and phone teleconference formats. Our entire service area includes San Joaquin County although our clients served reside in the City of Stockton.

Our agency has provided housing education and counseling services to residents of the City of Stockton since 1999.

Since 2008, our agency has provided Foreclosure Prevention/Default Counseling and foremost has been a local non- profit community builder of Affordable Housing since 1983; over Thirty Nine (39) years, with the majority of developments in the City of Stockton.

Attachment A
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E.7. How does (will)your organization verify income eligibility of your clients? Area Benefit Project service area has been identified and determined to be statistically low-income based on the 2010 Census. If you use this method, provide all Census Tracts and Block Groups served by your project and a calculation of the low-income percentage. Please utilize the following web application to confirm eligibility . Area benefit applicants are required to confirm block groups/census tracts are eligible. Map depicting area with low/mod % is required with this application.

No
Self Certification Clients independently “self-certify” on an intake form, membership form, etc. If you use this method, please upload a blank intake form under Required Documents No
Client Document Review Clients provide tax documents, pay stubs, etc., to verify income. Documents are reviewed by staff. If you use this method, please upload a blank worksheet under Required Documents Yes
Presumed Beneficiaries Clients served are primarily and specifically from one of the following groups: abused children, battered spouses, elderly persons (62 years of age or older), special needs/disabled persons, migrant farm workers, handicapped individuals, homeless persons. If you use this method, please indicate which group in the space below.

No
Economic Development Beneficiaries Financial or Technical Assistance to Businesses. The number of full-time, part- time jobs created or retained; the number of businesses to be provided counseling or technical assistance (DUNS Number required at time of assistance). Please attach a blank worksheet under Required Documents No
Other Survey, other documentation (required documentation for other governmental programs, etc. Please explain in the space below.

No
E.8. Describe in detail how your agency will use Stockton CDBG/ESG funds in this program/project.

Our agency will use Stockton CDBG funds during this grant term of FY22-23 to hire and and retain an adequate staffing level of: one (1) HUD Certified Housing Counselor, one (1) Intake Specialist/Clerical staff member and one (1) Receptionist/Admin staff member to serve Stockton residents with various Education and Counseling services. Clients will be assisted with any of the following services: Homebuyer Education/Counseling, Rental Counseling and Financial Capabilities/Education with Mortgage Delinquency & Default Resolution Counseling. A HUD Certified Housing Counselor will asses the clients needs which may include being in danger of eviction or having a need to stabilize their housing situation. We often service clients whom are are most at risk of losing their housing. Through effective client Attachment A
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management, we help create a housing pathway tailored to individual client needs. The HUD Certified Housing Counselors also help clients identify the root causes of why people lose their housing and empower residents to address and identify various causes of housing instability.

Per the program budget, we will use funds for Direct Program costs and Project Administration. For a specific line items breakdown of costs to be covered by this funding please refer to the Program Budget. It is uploaded into the following Application Section: Project Budget.

E.9. Select the common indicator that your agency will use to track clients.

Households: unit of measurement for housing activities only E.10. Define the primary unit of service (e.g. number of classes provided, hours of case management, number of medical visits, number of meals served, etc.) to be used when tracking this program/project, submitting invoices, etc. Note: Do NOT reiterate the number of clients or number of households served.

The primary unit of service to be used during the grant period of FY22-23 is Activity 1 (Households): the number of clients that received Education & Counseling services and Activity 2 (Other): Program Enrollment Services via Pre, Post and Follow up counseling.

E.11. Provide a numeric GOAL for the units of service to be provided to Stockton clients by this project. Note:
“Other” refers to the unit of service in question #E.10 above.

Total
Persons 0
Households 300
Other 1,500
1,800
E.12. Describe the service delivery methods and outreach your agency will conduct towards your target population in question E.11 above, including to low income, limited English speakers, and disabled persons.

Our agencies outreach efforts will include researching the latest marketing trends that will reach our target population in the City of Stockton consisting of clients that are: Moderate Income (More than 80%), Low Income (50%-80%), Very Low Income (30%-50%) and Extremely Low Income (Less than 30%).

During the previous FY 2021 and into 2022 due to COVID-19 health and safety precautions, our agency pivoted and enhanced our program service delivery model to provide our target populations a safe alternative. We used remote virtual video, phone teleconference formats and if needed an in-person appointment if virtual was not possible by the client. As an organization providing essential services, we adapted to the “new normal” and continued helping our clients, residents and community members with our services. Additionally, our agency was able to provide services to limited English speakers and disabled persons and will continue to do so. We have HUD Certified Counselors on staff that speak Spanish and can deliver these services in house as needed.

For this new FY22-23 grant period we will continue a hybrid of services as it turned out to be a very effective for both clients and staff. We plan to strategize effective ways to communicate and engage with our target populations. We also plan meaningful ways to incorporate the communities participation and input into our activities and services.

Examples of our service delivery methods include as follows:
- Develop and maintained a comprehensive list of resources (employment, education, social services, other transitional supportive housing agencies) available to the community Attachment A
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- Conduct a needs assessments with community input
- Host multiple home buyer, rental counseling and financial capability/education workshops and classes - Engage rental community residents; low to moderate income by bringing them into the decision making process on appropriate services for their communities
- Meet with rental property/community managers to advertise our agency service to their residents - Build community participation with various activities, programs and events - Develop strategies to assist clients in overcoming various barriers that might impede access to services - Initiate outreach that better address the needs of our Spanish-speaking community members - Create a leadership platform with partner agencies for residents to exercise their voice and community power - Meet with agency executive team and community managers to determine community needs and desired outcomes - Plan consistent and meaningful resident and community meetings around housing and rental needs - Promote resident involvement on housing advocacy and community issues - Measure outcomes through surveying community needs
- Expose individuals and families information on opportunities for home ownership and rental services - Participate in housing advocacy partner meetings and share programs provided by our agency.

Attachment A
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F. Project Impact
Completed by [email protected] on 1/24/2022 4:17 PM
Case Id: 48635
Name: Visionary Home Builders of California, Inc. -
2022/23Address: *No Address Assigned
F. Project Impact
Please provide the following information.

Income Limits Potential Clients Served
Moderate Income (More than 80%) 270
Low Income (50%-80%) 540
Very Low Income (30%-50%) 450
Extremely Low Income (Less than 30%) 540
1,800
F.2. Please list the total number of Stockton clients your agency PROPOSES to serve through this program/project in the race/ethnicity categories below in fiscal year 2022-2023. The **total number must match the total number listed in the income categories in question F.1 above.

Race Clients Served # Hispanic within each
race
White 882 774
Black/African American 648 0
Asian 108 0
Am. Indian/Alaskan Native 18 0
Native Hawaiian/Other Pacific Islander 0 0
Am. Indian/Alaskan Native & White 0 0
Asian & White 0 0
Black/African American & White 72 0
Am. Indian/Alaskan Native & Black/African American 0 0
Other Multi-Racial 72 1,026
1,800
F.3. In the UPCOMING fiscal year 2022-2023, indicate the number of Stockton clients your agency will serve in each category below:

Category Clients Served
Disabled 0
Female Headed Households 1,530
Seniors 18
Youth 0
Homeless 0
1,548
Attachment A
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F.4. List the average number of unduplicated clients served daily, the total unduplicated number served annually, and the percentage of clients served that reside in Stockton for the current year, as well as the number you anticipate serving in Fiscal Year (FY) 2022-2023.

Reporting Year Average # of Clients
Served Daily
Total Unduplicated # of
Clients Served Annually
Total # of Clients Served
residing in Stockton City
Limits
2019-2020 (Projected- if
currently providing this
service)
4 1,500 1,490
2020-2021 (Anticipated) 4 1,650 1,640
2021-2022 6 1,800 1,790
14 4,950 4,920
F.5. Provide a concise description of the proposed project such as work to be performed, services to be provided.

No more than 3 sentences.

During this grant period FY22-23, we anticipate a total of 1,800 persons would have received services via in person/alternative formats including virtual: Activity 1 (Households): 300 Education and Counseling services and Activity 2 (Other): 1,500 Program Enrollment Services via Pre, Post and Follow up counseling.

Activity 1 (Households): 300 clients received services in any of the following Education and Counseling services:

Activity 2 (Other): 1,500 clients received services in any of the following Program Enrollment Services: Pre, Post and Follow up counseling.

F.6. How was the need for this service/activity/project determined? Describe the challenges, needs or service gaps in Stockton that your program/projects address.

Our agency has been providing Educational and Counseling services since 1999. We are one of the local non-profit HUD Approved agencies in Stockton that provide these services at no cost to to clients.

The need for this service was determined by our agency researching key issues causing housing challenges to residents of the City of Stockton. We conducted informal interviews with our current clients and residents of our multi-family low-income-housing developments and asked what situations they believed lead to residents losing or retaining their housing. We found especially during this time of COVIID-19 Pandemic that a lack of communication between landlord and tenants, fluctuations in job stability and job loss, strained family or roommate relationships, poor spending habits, sudden or long term disability and illness including addictions, and changes in the housing market rates contributed.

The housing issues in Stockton are significant due to several factors including: the high cost of living in the State of California, the relatively affordable pricing of single and multi-family housing units in comparison to surrounding areas located within a one-hour distance radius and the shortage of housing units available in the general Stockton market.

Per an online report provided by Rent Cafe; (https://www.rentcafe.com/average-rent-market- trends/us/ca/sanjoaquin-county/stockton/), 27,192 or 28% of the households in Stockton, CA are renter-occupied while 68,322 or 71% are owner-occupied". Additionally it goes on to say that "the average rent for an apartment in Stockton is $1,503 for a Average Apartment Size of 788 sq. ft.".

Attachment A
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Due to a shortage of low-to-moderate income housing it has led to an increase in homelessness in the City of Stockton. Per the San Joaquin County Continuum of Care; 2019 Point in Time Count of the Sheltered and Unsheltered Homeless; (http://www.sanjoaquincoc.org/point-in-time-sjc/), the San Joaquin Continuum of Care counted 1,558 unsheltered homeless individuals living within the geographic region of San Joaquin County. Of those, 59% were in the City of Stockton.

The COVID-19 pandemic has increased the need for affordable housing and resources to programs and services that help individuals and families in need. Per an online report provided by Bloomberg CityLab; (https://www.bloomberg.com/news/features/2020-07-06/why-is-homelessness-such-a-problem-in-u-s-cities), "the coronavirus pandemic has created unprecedented new homelessness policy challenges" and further points out that "homeless advocates are concerned that once coronavirus-related rent and mortgage forbearance policies expire, many more people could be driven into homelessness".

The strain of homelessness in the community has led to issues of blight, economic insecurities, health and safety concerns and an overall sense that there is a lack of progress. We want to help make a difference in our community to provide stability to current and prospective Homeowners and Renters through our Educational and Counseling programs.

Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 7
G. Project Narrative
Completed by [email protected] on 1/24/2022 3:56 PM
Case Id: 48635
Name: Visionary Home Builders of California, Inc. -
2022/23Address: *No Address Assigned
G. Project Narrative
Please provide the following information.

G.1. How would you characterize your program/project based on the continuum of approaches to housing and public service needs listed below: (Select Top Three)
 PREVENTION - Helps prevent a problem before it emerges  EARLY INTERVENTION - Addresses a problem in its early manifestation to keep it from becoming worse  TRANSITION - Helps move clients toward a better situation, lower level of need, etc.  MAINTENANCE - Helps to ensure that clients do not decline, etc.  SELF-SUFFICIENCY - Helps move clients toward a situation in which they will no longer need the program or service
 STABILIZATION - Helps clients attain stability so that they can work toward a better situation G.2. Describe in detail how the program/project will address each of the 3 housing and public service needs selected above (i.e. how it specifically addresses prevention/early intervention etc.) Through the VHB Homeownership and Rental Center: Education, Counseling and Program Enrollment Services program, we are addressing the following three (3) continuum of approaches to housing and public service needs:

Prevention, Self-Sufficiency and Stabilization. Examples for each are below:

Prevention: Preventing housing instability would also alleviate strain on local programs and services that are overwhelmed with current demand.

Self Sufficiency: By teaching individuals and families healthy financial habits and how to navigate and understand various housing programs and resources available to them (local, state and federal) by preparing participants of the program to make the best choices for themselves.

Stabilization: Our agency assess household needs to eligible individuals and families who are in danger of eviction and to stabilize those who are most at risk of losing their housing. Through effective client management, we help create a housing pathway tailored to individual and family needs. Our Housing Counselors also help clients identify the root causes of why people lose their housing and empower residents to address and identify various causes of housing instability.

G.3. Provide a detailed description of your proposed project/ activity. Describe the work to be performed, including the activities to be undertaken or the services to be provided, the goals and objectives and the method of approach. Be specific about the days/times of services and the frequency and duration of services received by the average client or participant. A timeline/schedule including activity start date and completion date must be Attachment A
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submitted with the application.

Description of Proposed project:

Through the VHB Homeownership and Rental Center: Education, Counseling and Program Enrollment Services program we are providing essential services to residents of the City of Stockton to assist them with their housing needs to navigate and understand the various housing programs and resources available to them (local, state and federal). Languages that the services can be provided in house are English and Spanish. Our agency provides guidance to clients so that they can make the best choices for themselves. From preventing housing instability to building better healthy financial habits, we assist them in the process and alleviate strain on local programs and services that are overwhelmed with current demand.

Timeline/Schedule: This project will be broken out in two (2) Activities with the following schedule: Start date of 7/1/22 and Completion date of 6/30/23.

Activities are as follows:

During this grant period FY22-23 a total of 1,800 persons would have received services in person/alternative formats including virtual: 300 Education and Counseling services and 1,500 Program Enrollment Services via Pre, Post and Follow up counseling.
- Activity 1 (Households): 300 clients received services in any of the following Education and Counseling services:

Homebuyer-Pre-Purchase Education workshops, classes, counseling sessions, Rental Counseling/ Education orientations and workshops, Financial Capabilities/Education with Mortgage Delinquency & Default Resolution Counseling.
- Activity 2 (Other): 1,500 clients received services in any of the following Program Enrollment Services: Pre, Post and Follow up counseling.

For a visual representation of the of the path clients take when they seek services at our agency please review the VHB PAS Dept. Client Flow Diagram_20220124 document under the Required Document Section, Optional Documents.

Days /times of Service: The days/times of services for Education and Counseling services to be rendered to clients is Monday thru Friday 8:00AM to 5:00PM.

Workshops/Classes are offered one (1) Saturday every two (2) months with the flexibility to increase to a monthly basis depending on client demand for services. An overview of Work to be performed under Activity 1 and Activity 2 is below. For additional details please refer to the VHB HC Dept-Annual Work Plan FY 2020_20210407 document under the Required Document Section, Optional Documents "Program policies and procedures for those programs that you are applying for assistance/funding".

Work to be Performed: (Activity 2: Other):

Intake: The typical entry point is a walk-in, picking up/downloading from our website an application or phone call prompted by hearing about our services by word of
mouth, referral by a city or county down payment assistance program, a lender, a realtor, a community presentation with community partners or at a local church or
club, a radio or TV PSA, etc. An Intake Specialist, Counselor or administrative staff person who is trained in requirements of the Privacy Act obtains and or reviews the completed Education and Counseling Programs Application Packet with Disclosure Statements and Third Party Authorization for Services. This basic information review is used to determine if the agency can assist a potential client, schedule an appointment with a housing Attachment A
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counselor or refer the potential client to other resources. If the potential client is eligible, basic information gathered from their application will be entered into the Client Management system (CMS). This client intake process is housing counseling and is reported to HUD under housing counseling activities.

Work to be Performed: (Activity 1: Households)
Initial Session: At their one-on-one appointment via in person or alternative location/setting format for cases in which the agency and the client mutually agree on the need for an alternative setting or alternative format (which can include: Telephonic, Remote systems, Virtual/Video Conferencing using Skype, Google Hangouts, Zoom technology, other platforms, video cameras and the internet), and cases in which the agency’s facilities are not accessible by which are mutually acceptable
to the housing counselor and client. a. The client meets individually with a pre-purchase housing counselor. During this appointment, the client’s situation is assessed as far as their goals, credit history, income and expenses. An assessment is made to determine when they might be able to purchase a home and how much mortgage they can afford. Together with their housing counselor, a work plan is created which will allow the client to reach their goal of homeownership. If the client is already mortgage ready, we give them a list of at least three lenders to go mortgage shopping. We follow those clients through their home purchase and encourage them to come in for another appointment to review their loan documents. For those clients who are not mortgage ready, a work plan is created for them to become mortgage ready.

Work to be Performed: (Activity 1 Households / Activity 2: Other) Follow-Up: VHB counselors will make a reasonable effort to have follow-up communication with the client, to assure that the client is progressing toward his or her housing goal, to modify or terminate housing counseling, and to learn and report outcomes. Client follow-up should be conducted by a qualified housing counselor.

The counselor should make reasonable efforts to conduct a verbal (in person, phone or virtual/video conferencing) follow-up session within the first 60 days of no client contact. If unsuccessful, after two attempts to conduct a verbal follow-up session, the counselor must write a letter or send an e-mail to the client stating that such efforts have been made and inform the client that there is a need for follow-up communication. The letter will request that the client contact the housing counseling agency no later than 30 days from the date of the letter, to help the agency assess if additional client services are necessary to assist them in achieving their housing goals or if services should be terminated. Issuing surveys to assess housing outcomes does not fully meet the requirement for client follow up.

Hiring a third party agency to conduct follow-up services is prohibited.

Work to be Performed: (Activity 1 Households / Activity 2: Other) Termination of Counseling/Resolution: The housing counseling agency will document in the clients file when housing counseling services are terminated. The housing counselor must notate the Clients file with the date and cause/explanation of termination. Client files must not remain open indefinitely. The counselor must make reasonable efforts to conduct a verbal (in person, phone or virtual/video conferencing) follow-up session within the first 60 days of no client contact. If unsuccessful, after several attempts to conduct a verbal follow-up session, the counselor will write a letter or send an email to the client stating that such efforts have been made and inform the client that there is a need for follow-up communication. The letter must request that the client contact the housing counseling agency no later than 30 days from the date of the letter, to help the agency assess if additional client services are necessary to assist them in achieving their housing goals or if services should be terminated. If the agency does not have any client contact within a 90-day period, the agency must not bill or count that client as an active file against any future billing periods unless client contact is reinitiated.

Goals, Objectives and Expected Outcomes: Follow ups calls are made to check progress against the work plan. Some clients are ready within 6 months; others may take up to two years. Follow up appointments are made to keep the Attachment A
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client on track. If a client does not return for their follow up appointment, we use HUD’s 3 touch rule to try to regain contact. If after the 3rd contact the client is not responding, the file is closed. On average, the pre-purchase counselor spends about 3 hours on a client who is mortgage ready. For a client who is not mortgage ready, approximately another 2 hours is spent every 4 to 6 months.

For additional details on our Education and Counseling services offered with additional detail for each, please refer to the VHB HC Dept-Annual Work Plan FY 2020_20210407 document under the Required Document Section, Optional Documents.

Project Activity or Program
Service #
Describe the Deliverable
1 300 clients received services in any of the following Education and Counseling services: Homebuyer-Pre-Purchase Education workshops, classes, counseling sessions, Rental Counseling/ Education orientations and workshops, Financial Capabilities/Education with Mortgage Delinquency & Default Resolution Counseling.
2 1,500 clients received services in any of the following Program Enrollment Services: Pre, Post and Follow up counseling.

Our agency has been providing services to the City of Stockton since 1983 over Thirty-Nine (39) years. From improving the living environment for farm workers living in public housing, to todays realization of being a prominent leader in the development and renovation of housing for families, senior and Veterans in the Central Valley region. The agency serves primarily low-and-moderate income families and individuals within the City of Stockton and San Joaquin County. The agencies multi-family communities has brought in from private sector partners millions of dollars into the local community.

Our agency has the capacity to implement this program with HUD Certified Housing Counselors and administrative staff ready to deliver the program. Accounting staff having the technology, tools and experience in managing the federal funds.

Jose Nuno; Vice President of Programs and Services and HUD Certified Housing Counselor, as the Direct Program Administrator of this program has over 17 years of experience and the skills in overseeing Educational and Counseling program along with various other Affordable Housing programs that range from the Development of multi-family and Single Family units to overseeing the agencies multi-family communities in the Capacity of the agencies Director of Asset Management. A copy of the Resume for Jose Nuno is included under the Required Document Section, Optional Documents.

G.5. Explain how your agency will implement this program/project and what staff will administer the activities.

How will clients access the program/project?
Our agency will implement this program by advertising the program to the City of Stockton community and working with other local community agency partners.

For specific information about the how clients will be serviced though the specific program they are being assisted with, please refer to the VHB HC Dept-Annual Work Plan FY 2020_20210407 document under the Required Document Section, Optional Documents "Program policies and procedures for those programs that you are applying for assistance/funding".

Attachment A
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For a visual representation of the of the path clients will take once they are connected with our agency for services, please refer to the VHB PAS Dept. Client Flow Diagram_20220124 document under the Required Document Section, Optional Documents.

Project Deliverable # Describe the Deliverable
1 Jose Nuno; Vice President of Programs and Services and HUD Certified Housing Counselor, as the Direct Program Administrator of this program has over 17 years of experience and the skills in overseeing Educational and Counseling program along with various other Affordable Housing programs that range from the Development of multi-family and Single Family units to overseeing the agencies multi-family communities in the Capacity of the agencies Director of Asset Management.
2 Two (2) Hud Certified Housing Counselors will be conducting the Initial Client Sessions assisting clients with their Education and Counseling needs that include: Homebuyer-Pre- Purchase Education workshops, classes, counseling sessions, Rental Counseling/ Education orientations and workshops, Financial Capabilities/Education with Mortgage Delinquency & Default Resolution Counseling.
3 One (1) Intake Specialist will be conducting client file preparation including Data Entry of Client Files and Coordinating Set up of Workshops/Classes). The Intake Specialist will assist the client prior them prior to being serviced by a HUD Certified Housing Counselor. 4 One (1) Receptionist/Admin will be receiving and returning client inquiries as part of carrying out Program Enrollment Services for Clients from the entry point they seek services which include: Pre, Post and Follow up counseling.

G.6 Describe how you will measure the effectiveness of this program/project. Describe your criteria for success.

What results do you expect to have achieved at the end of this grant? Our agency measures our success and failures using SMART goals. We set specific, measurable, aggressive yet achievable, relevant and time bound outcomes. This enables us to measure our production and successes more effectively. A Phase and Gates model is used to measure progress and outcomes and helps us to define the success of our models. For this program we will be reviewing the client services on a Weekly, Monthly and Quarterly basis.

Adjustments will made as needed throughout the grant funding period and changes will go into effect no later than on a Monthly and Quarterly basis to achieve Activity Goals.

Deliverable # Task that Support Deliverable
1 At the Monthly Check of Activity 1 Client Services provided, Program Administrator will review report to see if a minimum of 25 clients have been serviced under Education and Counseling services that include: Homebuyer-Pre-Purchase Education workshops, classes, counseling sessions, Rental Counseling/ Education orientations and workshops, Financial Capabilities/Education with Mortgage Delinquency & Default Resolution Counseling. 2 At the Monthly Check of Activity 2 Client Services provided, Program Administrator will review report to see if a minimum of 125 clients have been serviced under any of the following Program Enrollment Services: Pre, Post and Follow up counseling. 3 At the Quarterly Check of Activity 1 Client Services provided, Program Administrator will review report to see if a minimum of 75 clients have been serviced under Education and Counseling services that include: Homebuyer-Pre-Purchase Education workshops, classes, Attachment A
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counseling sessions, Rental Counseling/ Education orientations and workshops, Financial Capabilities/Education with Mortgage Delinquency & Default Resolution Counseling. 4 At the Quarterly Check of Activity 2 Client Services provided, Program Administrator will review report to see if a minimum of 375 clients have been serviced under any of the following Program Enrollment Services: Pre, Post and Follow up counseling.

The services offered to clients is custom to each client depending on their specific situation at that moment of time that they are seeking assistance. regardless of the AMI income level.

Our program differs from other services offered within the City of Stockton, as Visionary Home Builders is a local HUD Approved Counseling agency with HUD Certified Housing Counselors based in the City of Stockton. We specialize in teaching individuals and families healthy financial habits and how to navigate and understand various housing programs and resources available to them (local, state and federal) by preparing participants of the program to make the best choices for themselves. Our agency collaborates with various local non-profits (i.e. El Concilio and Community Partnership for Families of San Joaquin County) and governmental agencies (i.e. Housing Authority of the County of San Joaquin and San Joaquin Fair Housing) and refers clients to services that we believe may assist the client further beyond/in addition to the service that we offer.

Additionally, through our multi-family communities located throughout the City of Stockton we can quickly share and connect our multi-family residents to resources and services offered in the City of Stockton.

G.9. Describe leveraging or sustainability efforts your organization is implementing to ensure the long-term viability of this program/project.

Our agency is actively engaged in an ongoing basis for funding opportunities and grants by Local State, Federal and Private entities. This is done on an ongoing annual basis seeking funding ranging from $150,0000 to over $400,000.

No potential conflict of interest identified at this time with this application for federal funds.

Attachment A
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Attachment A
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H. ESG
Completed by [email protected] on 1/24/2022 3:48 PM
Case Id: 48635
Name: Visionary Home Builders of California, Inc. -
2022/23Address: *No Address Assigned
H. ESG
Please provide the following information.

H.1. For ESG only Number of Beds:
0 H.2. Provide a concise description of the proposed project and how will directly prevent, prepare for and/or respond to the COVID-19 pandemic.

Due to COVID-19 pandemic our program is essential for families to get the assistance and guidance they need to find resources to assist them with Rental Counseling, rental subsidy resources, Financial Education and Mortgage Delinquency & Default Resolution Counseling. As a HUD Approved Agency with HUD Certified Housing Counselors our staff can advise clients with accurate and latest information and programs available to assist them through their crisis at no cost to them. Clients will participate on an Initial Counseling Session where they will go over with a HUD Certified Counselor and guide them on options/solutions to assist in overcoming their issue. Please note, at times, due to the complexity of a clients situation it is not a guarantee that even an action plan; created by the client with the assistance of the HUD Certified Counselor, is followed it still may not remove the barriers to resolve the Clients' issue.

No
Attachment A
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I. Public Facility Project
Completed by [email protected] on 1/24/2022 12:53 PM
Case Id: 48635
Name: Visionary Home Builders of California, Inc. -
2022/23Address: *No Address Assigned
I. Public Facility Project
Please complete this step if you are applying for a Public Facility project. If not, please mark this step as complete and continue.

N/A
I.5. Will relocation be required if the building is occupied? No
If yes, describe and attach your agency’s relocation plan in the required docs section.

N/A
I.6. Identify the project team. (e.g. architect/engineer/general contractor, and or consultants).

N/A
I.8. When will construction start and end? Provide a timeline with all critical milestones.

N/A
I.11. For Public Service, Public Facility projects and Economic Development activities: Is this a new program/service or an expansion of an existing program/service? Explain.

Job Type Total Full-Time Jobs Total Jobs Full-Time
& Low-Income
Total Part- Time Jobs Percent of Part-Time
Jobs that will be
Low-Income
Expect to Create 0 0 0 0.00 %
Expect to Retain 0 0 0 0.00 %
Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 2
J. Policy Consistency
Completed by [email protected] on 1/24/2022 3:53 PM
Case Id: 48635
Name: Visionary Home Builders of California, Inc. -
2022/23Address: *No Address Assigned
J. Policy Consistency
Please provide the following information.

J.1. Identify AT LEAST ONE barrier in implementing your program/project:
 A marketing and publicity campaign that provides consumers with additional education and information about the agency’s programs and services.
 Coordination and collaboration with other service providers.  Accessing and utilizing “un-tapped” resources
 Removing barriers that limit access to services and participation (e.g. language, time, cost, transportation, etc.).

J.2. Describe in detail how the program/project will address the barrier selected in question I.1.

We will reach out to community partners and funders for any advise/suggestions to help ensure our program is meeting the needs of the community.

Our agency collaborates with various local non-profits (i.e. El Concilio and Community Partnership for Families of San Joaquin County) and governmental agencies (i.e. Housing Authority of the County of San Joaquin and San Joaquin Fair Housing) and refers clients to services that we believe may assist the client further beyond/in addition to the service that we offer. This will help in determining if we need to make adjustment or create a new program that will help meet any new community needs.

J.3. Describe in detail how the program/project is accessible to clients via public transportation, and if applicable, any measures used to specifically reduce the transportation barriers for clients During this grant period we do not foresee any accessibility issues or transportation barriers issues for our clients to receive services. We are near to public transportation in Downtown Stockton if a client needed/wanted to receive services in person inside our office. This would be the in person option for clients that were not able to have access to to an electronic device (mobile phone, tablet, computer) that would allow them to be provided services via Virtual format. If they do not have an electronic device or want to participate with the Counselor in person, we would explore alternatives that would work for the client and counselor an effort to provide the service without incurring a transportation barrier to the client.

J.4. Identify AT LEAST ONE City of Stockton U.S. Department of Housing and Urban Development (HUD) FY 2020- 2025 Consolidated Goal that relates to your program/project:
 Housing and Services for the Homeless: Provide housing and supportive services for the City’s homeless populations, including emergency, transitional, and permanent supportive shelter, as well as rapid rehousing and homelessness prevention. Increase and maintain transitional housing opportunities with supportive services to Attachment A
Printed By: Kayla Martin on 4/1/2022 2 of 2
improve outcomes and stability and promote successful transitions into permanent housing. Expand the housing first model to provide permanent housing units with intense wrap-around services on-site.  Affordable Housing: Preserve, improve, and expand the supply of decent affordable housing for lower-income households. Increase the supply of affordable multifamily housing units targeting households at extremely low- and very low-income households. Provide homeownership opportunities for low-income-moderate income first-time buyers. Assist existing low-income owner-occupied households keep their homes safe and well maintained by providing rehabilitation funding and other needed assistance.  Support Economic Development: Promote economic development activities that create, attract, and retain jobs and promote economic activity and vitality, especially those that provide economic opportunities for low- and moderate-income persons. Prioritize and expand job readiness programs targeting low-income youth, disabled persons, and homeless persons
 Public Services: Ensure the provision of high-quality public services to support ongoing community development, including the provision of funding for fair housing services, among other activities. Actively and faithfully promote fair housing and investigate housing discrimination. Prioritize the maintenance and improvement of municipal services, facilities, and infrastructure  Disaster Response: Support disaster response and recovery activities in the event of a local, state, or national disaster or emergency.

Attachment A
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K. Required Documents
Completed by [email protected] on 1/24/2022 2:55 PM
Case Id: 48635
Name: Visionary Home Builders of California, Inc. -
2022/23Address: *No Address Assigned
K. Required Documents
Please provide the following information.

Please upload the required documents below.

Organization Operational Budgets – A copy of the organization’s operational budget for the current fiscal year and proposed budget for the 2021-2022 fiscal year.

Attachment A
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 Procurement Plan (Typically a minimum of 3 bids, quotes, or estimates is required WBE/MBE Outreach, etc.)
 Necessary federal state and local permit and license (as applicable) – For first time applicants, new projects, or expansion of existing facilities. Include date of approval and status, as applicable.  Copy of Rental or Lease agreement (required if applicant is proposing to use CDBG funds to make a portion of lease payments)
 Evidence of Site Control- For public facility/construction projects, provide a copy of the deed trust to project site
 Title Report -For public facility/construction projects/substantial rehabilitation  Include all program policies and procedures for those programs that you are applying for assistance/funding
 Optional Documents
Documentation
 Project Budget *Required
Budget-VHB Program Budget FY22-23_20220124.pdf
 Organization Operational Budgets *Required
VHB-Budget FY22-23.pdf
VHB-Budget FY21-22.pdf
 Organization Financial Statements *Required
2020 Visionary Home Builders Final Audit.pdf
 Tax Status *Required
VHB 501(c)(3) Exempt Status Letter_2018-11-13.pdf
 Board of Directors Roster *Required
VHB-Board of Directors 2022 Roster.pdf
Attachment A
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 Articles of Incorporation/Bylaws *Required
VHB Articles of Incorporation.pdf
 Conflict of Interest Statement *Required
VHB-Board Conflict of Interest Statement.pdf
 Organization chart *Required
VHB Org Chart 2022-01-18.pdf
 Board of Directors’ authorization to request CDBG/ESG funding *Required VHB BOD-Authorization to Request FY22-23 CDBG Funding.pdf  Business License Number *Required
VHB-Business License-City of Stockton_Up to 8-31-2022.pdf  Type of Insurance Carried, Bonding, Workers ‘Compensation *Required VHB-Insurance Certificate_2022.PDF
 Personnel Policies including Affirmative Action Plan and Grievance Procedure *Required VHB-Personnel Policies-Highlighted_Employment Handbook 2.23.2020 Final.pdf  Use Permit/State License (as applicable)
NA Page.pdf
 Rental or Lease agreement
VHB-Lease Agreement_PAS Dept..pdf
Attachment A
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 Evidence of Site Control
NA Page.pdf
 SAM.gov - screen shot of sam.gov registration *Required SAM.gov_VHB Administrator & Agency Entity Info.pdf
 Key Program Staff Resume *Required
Resume-Jose A. Nuno_20220123.pdf
 Title Report
NA Page.pdf
 Optional Documents
Leveraged Grant Funds-$241,500 UnidosUS-VHB Award Agreement.pdf VHB Property Map - Revised January 2022.pdf
Client Application for Services-PAS Education and Counseling _20210830.pdf VHB HC Dept-Annual Work Plan FY 2020_20210407.pdf
VHB PAS Dept. Client Flow Diagram_20220124.pdf
Attachment A
Printed By: Kayla Martin on 4/1/2022 1 of 1
Submit
Completed by [email protected] on 1/24/2022 4:23 PM
Case Id: 48635
Name: Visionary Home Builders of California, Inc. -
2022/23Address: *No Address Assigned
Submit
Please provide the following information.
 Applicant certifies that CDBG/ESG funding will not be utilized in a manner that would be considered a duplication of benefits.
 I hereby certify that I have read this application, and the exhibits thereto, and know the contents thereof, and that the statements therein are true, and that I have been authorized by the governing board to submit this application.

Authorized Representative Name
Jose Nuno
Title
Vice President of Programs and Services
Date
01/24/2022
Signature
Jose Nuno
Electronically signed by [email protected] on 1/24/2022 4:20 PM Please download and upload the Certification page here.  Certification Page *Required
VHB-BOD-Submission Authorization FY22-23 Certification Page.pdf Attachment A

City Council and Concurrent AuthoritiesMay 3, 2022

City Council and Concurrent Authorities
May 3, 2022