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CC 2020-12-08_09a Preliminary Approval CDBG Projects 2021 MEMORANDUM TO: CITY COUNCIL FROM: WHITNEY McDONALD, CITY MANAGER/ACTING COMMUNITY DEVELOPMENT DIRECTOR BY: CAMILLA KARAMANLIS, PROGRAM ANALYST SUBJECT: CONSIDERATION OF PRELIMINARY APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROJECTS FOR YEAR 2021 DATE: DECEMBER 8, 2020 SUMMARY OF ACTION: Consideration and approval of preliminary funding recommendations for the City’s allocation of 2021 CDBG funds. Preliminary recommendations from the City will assist the County of San Luis Obispo (the “County”) with its 2021 Action Plan process. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: The County has estimated that $89,976 in CDBG funds will be available to the City in the Fall of 2021. Overall, the amount of CDBG funding the City has received over the last fifteen (15) years has consistently decreased due to Federal budget cutbacks to the CDBG program. Similar to last year, the County will help administer the CDBG program for the City, which will reduce City staff time involved, and will be paid for these administration services through the CDBG program funds allocated to the City. Per the Cooperation Agreement between the County and the City entered into on July 7, 2020 (Attachment 1), 65% of the total available administration funds, or $11,697, will be deducted by the County for administrative costs. The remaining 35% of the total available administration funds, or $6,298, is recommended to be allocated for City Planning and Capacity Building for development of an Americans with Disabilities Act (ADA) Transition Plan. RECOMMENDATION: It is recommended the City Council provide preliminary approval of proposed projects to be funded with the City’s allocation of Community Development Block Grant (CDBG) funds for the Year 2021, as shown in Table 1 below. Final City approval of the CDBG allocation will tentatively occur in March 2021. Item 9.a. - Page 1 CITY COUNCIL CONSIDERATION OF PRELIMINARY APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT PROJECTS FOR YEAR 2021 DECEMBER 8, 2020 PAGE 2 Table 1: Recommended 2021 CDBG Allocations Project and Category 2020 Allocation 2021 Requested Proposed 2020 Allocation Public Services (15% Cap - $13,496) CASA $0 $2,500 $0 Five Cities Homeless Coalition (5CHC) $0 $13,455 $0 Subtotal $0 $15,955 $0 Public Facilities (No Cap) City of Arroyo Grande – Phase IV Soto Sports Complex Barrier Removal Project at Ikeda Field $69,634 $31,981 $31,981 City of Arroyo Grande – City Hall Front Entrance Barrier Removal Project $0 $40,000 $40,000 Subtotal $69,634 $71,981 $71,981 Economic Development (No Cap) Subtotal $0 $0 $0 Area Benefit (30% Cap - $26,113) Subtotal $0 $0 $0 Housing Rehabilitation (No Cap) $0 $0 $0 Administration/Planning and Capacity Building (20% Cap - $17,995) City Planning and Capacity Building – ADA Transition Plan $6,093 $6,298 $6,298 County Administration $11,315 $11,697 $11,697 Subtotal $17,408 $17,995 $17,995 Total $89,976 BACKGROUND: Addressing ADA accessibility deficiencies has been a primary goal for the City over the past decade. Universal access to public facilities, especially those that are used by thousands of community members annually is a critical priority. The City is proposing two (2) projects for the 2021 CDBG fund allocation; 1) Ikeda Field at Soto Sports Complex, and 2) Arroyo Grande City Hall Front Entrance Barrier Removal. Item 9.a. - Page 2 CITY COUNCIL CONSIDERATION OF PRELIMINARY APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT PROJECTS FOR YEAR 2021 DECEMBER 8, 2020 PAGE 3 Ikeda Field has two (2) dedicated softball/baseball fields and are used by numerous AYSO and Club teams during soccer season. Adult leagues also consistently utilize the lighted facilities in the evening and later hours. Lastly, large community events such as sports tournaments and Cops and Kids Day take place in this fully fenced basin setting to allow for a safe, contained and controlled environment for children’s activities. Out of the seven fields in the complex, these are the only fields that do not have ADA access. Because City Hall is a widely accessed public building, completing a barrier removal project to improve access for all members of the public is highly important. The City Council approved a Cooperation Agreement with the County in July 2020 for the joint participation in the CDBG Program for fiscal years 2021 through 2023. The City, as a participant in the Housing and Urban Development (HUD) designated Urban County program, receives an annual formula-based allocation of CDBG funds. These funds are available for a variety of Community Development activities as long as the activities meet at least one of three national objectives. The objectives are: 1. Benefit low- and moderate-income persons; 2. Aid in the prevention or elimination of slums or blight; or 3. Address urgent community development needs that pose a serious or immediate threat to public health or welfare. The County distributed a Request for Proposals (RFP) and notified the public that the County and participating cities would accept applications for funding until October 23, 2020. In total, four (4) applications were submitted for funding from the City’s allocation of CDBG funds. Additionally, the Salvation Army applied to the County for funding towards permanent supportive housing, but informally solicited any cities that may be interested in allocating funds for a unit in their jurisdiction. ANALYSIS OF ISSUES: The following criteria set forth by the County in the RFP are used to make funding recommendations: 1. Consistency with Federal regulations and laws; 2. Community support (for example, approval of project by a City Council); 3. Seriousness of community development need proposed to be addressed by project; 4. Degree to which project benefits low-income and very low-income families or persons; 5. Feasibility of the project to be completed as budgeted and by December 31, 2021; 6. Cost effectiveness of funds requested and leveraging of other funds; and Item 9.a. - Page 3 CITY COUNCIL CONSIDERATION OF PRELIMINARY APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT PROJECTS FOR YEAR 2021 DECEMBER 8, 2020 PAGE 4 7. Organization's experience or knowledge regarding CDBG or HOME requirements. The Cooperation Agreement between the County and the City gives discretion regarding allocation of funds. Unless the City’s recommendation to the County for funding is clearly in conflict with CDBG regulations, the County will approve the recommendation. The County Board of Supervisors will make its final decision for funding priority in the spring of 2021. The County Board of Supervisors will consider final CDBG projects for the 2021 Action Plan once all of the urban county jurisdictions have submitted Council adopted resolutions with final recommendations for their funding allocations. The annual County Action Plan process usually occurs in March, and requires the City to hold a second public hearing where Council will make final CDBG project funding recommendations for the City’s 2021 fund allocation. Public Services The competitiveness for public service funds, which is capped at 15%, has historically been strong with requests far exceeding available funds. As discussed in recent years regarding CDBG allocations, HUD has significantly increased its monitoring efforts of jurisdictions participating in the CDBG program, which means that local jurisdictions must increase their monitoring efforts of recipients as well. As stated in the Cooperative Agreement, only activities that can either individually or cumulatively receive more than $8,000 in CDBG funding will be considered due to the staff cost of processing such awards in compliance with federal requirements. Because public service organizations are more aware of the stricter CDBG regulations and funding opportunities through the City’s Community Service Grant Program (CSGP), and because the City Council had previously directed to apply CDBG funds toward Public Facility projects, the City has received very few applications over the past several years for CDBG funding. This year, the City received two (2) CDBG public service applications, one from Court Appointed Special Advocates of San Luis Obispo County (CASA) and the other from 5Cities Homeless Coalition (5CHC). CASA applied for a program that fosters child intervention to avert homelessness. The requested funds would be used to recruit, train, and supervise lay people from the community who volunteer to advocate for an abused child, one on one, until the child is reunified with parents or otherwise finds a permanent placement. 5CHC applied for a program to provide emergency subsistence and deposit payments with case management services for people who are homeless or at risk of becoming homeless. The total amount of CDBG public service funds that CASA and 5CHC have requested from local agencies is provided in Tables 2 and 3 below. Item 9.a. - Page 4 CITY COUNCIL CONSIDERATION OF PRELIMINARY APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT PROJECTS FOR YEAR 2021 DECEMBER 8, 2020 PAGE 5 Table 2: 2020 CDBG Public Service Funds Requested from CASA Agency Amount Requested City of Arroyo Grande $2,500 City of Atascadero $2,500 City of Paso Robles $2,500 City of San Luis Obispo $2,500 County of San Luis Obispo $5,000 Total: $15,000 Table 3: 2020 CDBG Public Service Funds Requested from 5Cities Homeless Coalition Agency Amount Requested City of Arroyo Grande $13,455 City of Atascadero $2,200 City of Morro Bay $900 City of Paso Robles $3,500 City of Pismo Beach $5,445 City of San Luis Obispo $3,500 County of San Luis Obispo $60,000 Total: $89,000 Based on prior direction from Council that funding for public services should come from the Arroyo Grande CSGP and that CDBG funds should be dedicated to ADA projects, it is not recommended to fund Public Service requests through CDBG for 2021. Additional information about the Arroyo Grande CSGP is provided on Page 7 of this staff report. Housing The Salvation Army applied for $300,000 from the County’s CDBG funds for permanent supportive housing. Though the City did not receive a formal application from the Salvation Army, staff was informed by the County that if the City is interested in allocating funding to the Salvation Army, they would like to find a unit in the City’s jurisdiction. Funding recommendations for this project, if any, are at Council’s discretion and are not currently included in staff’s recommended projects. Public Facilities One of the City’s highest priorities is addressing Americans with Disabilities Act (ADA) accessibility deficiencies. During the last several years, with Year 2018 being the exception, Council has allocated the majority of CDBG funds to help pay for disabled access barrier removal projects throughout the City. These projects include Hoosegow Park ADA improvements, mid-block crosswalk ADA improvements, the Arroyo Grande Item 9.a. - Page 5 CITY COUNCIL CONSIDERATION OF PRELIMINARY APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT PROJECTS FOR YEAR 2021 DECEMBER 8, 2020 PAGE 6 Woman’s Club building barrier removal project, and various barrier removal projects at the Soto Sports Complex. Last year, the City Council approved $69,634 to be used for barrier removal projects under the Public Facilities category, and $6,093 for Administration, for a total of $75,727. Both 2019 and 2020 funds were allocated to Phase IV of the Soto Sports Complex Barrier Removal Project at Ikeda Field. This year, $31,981 is proposed to go towards finishing the barrier removal project at Ikeda Field, and $40,000 is proposed to be used for barrier removal at the front entrance of City Hall. Phase IV Soto Sports Complex Barrier Removal Project – Ikeda Field The Soto Sports Complex is a regional asset to the Five-Cities community and this project will address ADA barriers that will allow for better access to tournaments, practices, and games for both Arroyo Grande residents and visitors. This project will also address the first national CDBG objective by enhancing accessibility for individuals with disabilities on City-owned property. Guidance from HUD presumes that such persons are principally low and moderate income. City Hall Front Entrance Barrier Removal Project In addition to the Phase IV Soto Sports Complex Barrier Removal Project, staff is proposing $40,000 of the 2021 CDBG funds be allocated to a barrier removal project at City Hall. Currently, the existing entrance doors to the Arroyo Grande City Hall building are not ADA accessible. The proposed project would install an accessible entrance to the Arroyo Grande City Hall building, including installing exterior doors with automatic door openers that can be easily operated by citizens with mobility limitations. This project also addresses the first national CDBG objective by enhancing accessibility for individuals with disabilities on City-owned property. Again, HUD guidance presumes that such persons are principally low and moderate income. Housing Rehabilitation The City did not receive any requests for housing rehabilitation projects. Economic Development The City did not receive any requests for economic development projects. Area Benefit Projects qualifying under the area benefit category are limited to a 30% cap ($26,993). Area benefit refers to activities that are available to benefit all residents of an area that is primarily residential where at least 51% of the residents are low or moderate income persons. In the past, the City considered efforts to eliminate slums and blight, such as code enforcement activities to remove illegal signs and providing funds for façade improvements, as valid activities. HUD determined in 2013 that the City’s code enforcement and façade improvement programs are invalid for use of CDBG funding Item 9.a. - Page 6 CITY COUNCIL CONSIDERATION OF PRELIMINARY APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT PROJECTS FOR YEAR 2021 DECEMBER 8, 2020 PAGE 7 based on the lack of blight, and therefore these programs have been discontinued. The City did not receive any funding requests for this category. Planning and Capacity Building Staff is proposing to use 2021 CDBG funds typically allocated towards administration for planning and capacity building, to assist with the preparation of an ADA Transition Plan. Under Title II of the ADA, the City is required to have a current Self-Evaluation and Transition Plan. In order to complete this plan, the City will need a comprehensive inspection and evaluation identifying potential barriers in all City owned facilities (including buildings, parks, parking lots, public rights-of-way, and bike paths). Once the inspections and evaluation are completed, a final report will be prepared identifying priority projects. Staff has coordinated with CJPIA and their sub-consultants, Disability Access Consultants (DAC), to obtain a project proposal, scope of work, and estimated budget. The total estimated cost to the City for this project is $88,225. The funds from CDBG would decrease that total cost to $81,927. Additionally, staff has identified a financing program for ADA projects through CJPIA that may be of assistance in this project. Like administration, planning and capacity building funds are limited to a 20% cap. Per the Cooperation Agreement between the County and the City entered into on July 7, 2020 (Attachment 1), 65% of the 20% of available funds for planning and capacity building/administration, or $11,697, will be deducted by the County to meet its obligations under the terms of the agreement for administrative costs. The remaining 35% of the total available funds, or $6,298 is recommended to be allocated for planning and capacity building for development of an ADA Transition Plan. ARROYO GRANDE COMMUNITY SERVICE GRANT PROGRAM (AGCSGP) In response to CDBG funding limitations and restrictions, the City established the Arroyo Grande Community Service Grant Program in 2014 separate and apart from the CDBG program. This local grant program typically provides $20,000 to eligible non-profit organizations that offer specialized social service, educational, cultural, beautification, and recreational programs and projects benefitting Arroyo Grande citizens. Last year, the City received a total of ten (16) applications totaling $66,630. Due to the COVID-19 pandemic and the distribution of CARES Act monies, the available grant funds for 2020- 21 was increased to $50,000. The deadline this year to submit a completed application was Wednesday, November 25, 2020, and the City received a total of sixteen (16) applications. For reference, the City has funded both CASA and 5CHC in the past through the AGCSGP for support services and related activities as provided in Table 4 below. Both CASA and 5CHC were notified of the 2021 AGCSGP application opportunity. Item 9.a. - Page 7 CITY COUNCIL CONSIDERATION OF PRELIMINARY APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT PROJECTS FOR YEAR 2021 DECEMBER 8, 2020 PAGE 8 Table 4: Past AGCSGP Allocations to CASA and 5CHC Program Year CASA Amount Allocated 5CHC Amount Allocated 2015 NA $1,500 2016 $1,500 $2,000 2017 $2,000 $2,500 2018 $2,000 $2,500 2019 NA NA 2020 $1,500 $5,500 Total: $7,000 $14,000 The Community Service Grant Review Panel will convene early next year to review the applications, and due to impacts from COVID-19, an expedited recommendation for funding will be brought to Council as soon as the grant review panel has completed its review. ADVANTAGES: The recommended 2021 CDBG allocations fund important City priorities and are consistent with the Cooperation Agreement between the County and City. The City’s AGCSGP provides a funding opportunity, separate from CDBG, for local public service programs that address unmet needs in the community. DISADVANTAGES: The recommendations result in unfunded requests from two public service organizations. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Approve preliminary funding for the CDBG programs for the Year 2021 as proposed; 2. Modify and approve preliminary funding for the CDBG programs for the Year 2021; or 3. Provide other direction to staff. ENVIRONMENTAL REVIEW: The allocation of CDBG funds is not considered a project under the California Environmental Quality Act (CEQA) and National Environmental Policy Act (NEPA). Specific projects that may have environmental impacts will be reviewed under CEQA and NEPA prior to implementation. Item 9.a. - Page 8 CITY COUNCIL CONSIDERATION OF PRELIMINARY APPROVAL OF COMMUNITY DEVELOPMENT BLOCK GRANT PROJECTS FOR YEAR 2021 DECEMBER 8, 2020 PAGE 9 PUBLIC NOTIFICATION AND COMMENTS: A public hearing notice was published in The Tribune on Friday, November 27, 2020. The Agenda was posted in front of City Hall and on the City’s website in accordance with Government Code Section 54954.2. ATTACHMENTS: 1. Cooperation Agreement between the County of San Luis Obispo and the City of Arroyo Grande for the joint participation in the CDBG program, the HOME Investment Partnerships Program, and the Emergency Solutions Grant Program for Fiscal Years 2021 through 2023 2. CASA 2021 CDBG Application 3. 5CHC 2021 CDBG Application 4. City of Arroyo Grande 2021 CDBG Soto Sports Complex Application 5. City of Arroyo Grande 2021 CDBG City Hall Front Entrance Application 6. City of Arroyo Grande 2021 Planning and Capacity Building Application Item 9.a. - Page 9 ATTACHMENT 1 Item 9.a. - Page 10 Item 9.a. - Page 11 Item 9.a. - Page 12 Item 9.a. - Page 13 Item 9.a. - Page 14 Item 9.a. - Page 15 Item 9.a. - Page 16 Item 9.a. - Page 17 Item 9.a. - Page 18 Item 9.a. - Page 19 Item 9.a. - Page 20 Item 9.a. - Page 21 10th September Item 9.a. - Page 22 Item 9.a. - Page 23 Item 9.a. - Page 24 Powered by ZoomGrants™ Email This Preview Save as PDF Print Close Window A▲▼ County of San Luis Obispo 2021 Public Services and Economic Development (CDBG, ESG, HOME, General Fund, ESG-CV, and PLHA) Deadline: 10/29/2020 Court Appointed Special Advocates of San Luis Obispo County, Inc. Foster child intervention to avert homelessness Jump to: Eligibility Application Questions Budget Tables Documents $ 55,000.00 Requested Submitted: 10/27/2020 7:01:08 AM (Pacific) Project Contact Patty Smith psmith@slocasa.org Tel: 805 541 6542 Additional Contacts ttardiff@slocasa.org Court Appointed Special Advocates of San Luis Obispo County, Inc. 75 Higuera St Ste 180 San Luis Obispo, CA 93401 United States Executive Director Teresa Tardiff ttardiff@slocasa.org Telephone 805 541 6542 Fax Web www.slocasa.org DUNS 198692803 SAM Expires2/5/2021 Eligibility top 1. Please identify all funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers. National Objectives 2. CDBG ONLY - Please select the national objective that best applies to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. gfedc CDBG only gfedc ESG only gfedc ESG-CV only gfedc HOME only gfedc General Funds only gfedc PLHA only ✔✔✔✔Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, PLHA, and General Funds) ATTACHMENT 2 Item 9.a. - Page 25 information regarding CDBG national objectives. 3. CDBG ONLY - IF LOW/MODERATE INCOME WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding the Low/Moderate Income national objective. 4. CDBG ONLY - IF SLUM OR BLIGHT WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Slums or Blight objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective. 5. CDBG ONLY - Please explain how the proposed project meets the selected National Objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab. This project meets the Primary National Objective stated in Basically CDBG of benefitting low to moderate income persons (3.2), in this case children who urgently need assistance due to abuse or neglect by their parents and therefore reside under the court's care. Abused children qualify under the Low Mod Limited Clientele (LMC) category of abused children (3.2.2). The public defender for the Superior Court of SLO County identifies this population as 90% low income. As the sole population served by CASA of San Luis Obispo County, we meet the statute requirement of 51% of beneficiaries being LMI persons (3.2.2). Further, as 90% of the population served are low income, CASA meets the requirement that 70% of CDBG funds benefit LMI persons (3.2). This program meets the LMC qualification: serving a specific group of persons regardless of their residence (3.2.2). Nationally, 50% of homeless people have spent time in foster care. Our program seeks to reduce the likelihood of an abused child becoming a homeless adult by improving their health, education, and overall well-being through a long-term relationship with a dedicated volunteer who befriends and assists the child throughout their time under the court’s care. Current research indicates that mentoring children in foster care has positive impacts on targeted outcomes: mental health, educational functioning and attainment, peer relationships, placement outcomes, and life satisfaction. We provide children a highly-trained volunteer who works one-on-one with them to assure they find a safe, loving, permanent home as quickly as possible. Children with a CASA volunteer are more likely to graduate high school, less likely to be involved with the criminal justice system, and spend less time in foster care. In 2019, CASA reduced foster care stays for children in the county by at least 118.8 months by finding 13 children permanent homes (not including those reunited with birth families). The estimated value of this savings to the county is $1,497,749. To the child without a home, this is priceless. Children in foster care are housing insecure and lack stability. 69% of children in foster care IN THIS COUNTY live in two or more homes a year (Child Welfare Services, 06/19). Each move can mean a new school, a new teacher, a new social worker, and even new doctors. Foster children with a CASA volunteer have a committed adult who stays with them throughout these changes, assuring no child "slips through the cracks" of the child welfare system. The CASA volunteer does for the child what a healthy, available parent would do. CASA's internal Outcomes Report found our efforts had an 80% positive impact on kids we served achieving closure. 6. ESG/ESG-CV ONLY - Please select all objectives applicable to the proposed project, as established in “Opening Doors: Federal Strategic Plan to Prevent and End Homelessness” or the CARE Act. ✔✔✔✔Low/Moderate Income gfedc Slums or Blight gfedc Urgent Need gfedc Area Benefit ✔✔✔✔Clientele gfedc Housing gfedc Jobs gfedc N/A - Low/Moderate Income NOT selected gfedc Area Basis gfedc Spot Basis gfedc N/A - Slums or Blight NOT selected gfedc Finish the job of ending chronic homelessness in five years gfedc Prevent and end homelessness among veterans in five years gfedc Prevent and end homelessness for families, youth, and children in ten years gfedc Set a path to ending all types of homelessness gfedc Prevent, prepare for, and respond to COVID-19 outbreak among individuals and families who are homeless or receiving homeless assistance gfedc Support additional homeless assistance and homelessness prevention activities to mitigate the impacts of COVID-19 Item 9.a. - Page 26 7. ESG/ESG-CV ONLY - Please explain how the proposed project supports the selected objective(s). -no answer- Beneficiary Documentation 8. How will you document and maintain income status or presumed benefit status for CDBG? Please provide a sample of your Client Intake Form under the Documents Requested section below. Income verification for CDBG beneficiaries must be provided in accordance with 24 CFR Part 5; a link is provided in the Library. The population we serve are abused and neglected children, assigned to us by the Superior Court of California in San Luis Obispo County, and they are court-dependent. As children, they have no income and are reliant upon the courts for care. Further, according to the Dependency Court Public Defender, 90% of the families of origin of the population served are identified as low to very low income, as assessed by the attorney who determines the family of origin’s qualification for appointed counsel. Further documentation on each child comes to us via court orders and the petition filed by the San Luis Obispo County Department of Social Services. Each child’s case history is documented and maintained on an on-going basis by us, the Department of Social Services, and the Superior Court of San Luis Obispo County. The Public Defender takes responsibility for income qualification and communicates this status to us by asking the court to appoint counsel for the parents. Children who turn 18 may elect to continue receiving services under state law AB40, but only if they continue to remain qualified by DSS. 9. How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? (General Fund requests are exempt from this requirement) Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of Fenderal and State funds, the agency must collect race and ethnicity information from all clients. Demographic data on the beneficiaries of our project are provided by the family of origin to the San Luis Obispo County Department of Social Services. We collect this data in a secure, proprietary database which forms the backbone of our case management technology and can only be accessed by authorized users. With frequency, the records provided to us by the county are augmented by the research each volunteer performs on the history and status of their assigned child. Through the deep knowledge and weekly interactions the CASA volunteer has with the child, a close relationship typically develops between the volunteer advocate and the assigned child. It often occurs that volunteers identify relatives who were unknown to the court and/or the Department of Social Services. These people may know more about the child’s ethnicity than the birth parents, who, due to substance abuse, incarceration or other factors, have been unable or unwilling to provide complete information. The people “discovered” by CASA often ultimately lead to a permanent home for the child. Eligible Activities 10. CDBG ONLY - Identify all eligible activities that apply to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities. ✔✔✔✔Public Services (General) gfedc Operating Costs of Homeless/AIDS patients programs gfedc Senior Services gfedc Handicapped Services gfedc Legal Services ✔✔✔✔Youth Services gfedc Transportation Services gfedc Substance Abuse Services gfedc Services for Battered and Abused Spouses gfedc Crime Awareness or Neighborhood Cleanups gfedc Fair Housing Activities gfedc Tenant/Landlord/Housing Counseling gfedc Child Care Services gfedc Health Services ✔✔✔✔Services for Abused and Neglected Children gfedc Mental Health Services gfedc Subsistence Payments, Homeless Assistance, Rental Housing Subsidies or Security Deposits gfedc Job training and job placement services Item 9.a. - Page 27 11. ESG ONLY - Identify all eligible activities that apply to the proposed project 12. GENERAL FUND ONLY - Identify all eligible activities that apply to the proposed project General Funds activities are limited to those regarding emergency/homeless shelters and warming centers 13. ESG-CV ONLY - Identify all eligible activities that apply to the proposed project 14. HOME ONLY - The only activity under the public service application for HOME is Tenant Based Rental Assistance (TBRA) 15. PLHA ONLY - Identify all eligible activities that apply to the proposed project Eligible activities must assist persons who are experiencing or At risk of homelessness and can include, but are not limited providing rapid rehousing, rental assistance, supportive/case management services, and opperating costs. Eligible activities which will be paid for with these grant funds will assist people at risk of homelessness through supportive services and case management. It is well known, and well documented, that a child experiencing foster care often becomes a homeless person. According to Foster Focus magazine, within 18 months of emancipation, 40 to 50% of foster youth become homeless. Further, a history of foster care correlates to individuals becoming homeless at an earlier age and remaining homeless for a longer period of time. Children in foster care are also at higher risk of becoming homeless than their peers due to factors like ongoing neglect or abuse after an attempted family reunification, dissatisfaction with a foster or group home, and issues associated with gender identity and sexual orientation (First Place for Youth). The population served by CASA of San Luis Obispo County are foster children from our county, of which there are typically 500 active cases. We seek a safe, loving, permanent home for every child, and achieve this by providing a highly-trained one- on-one volunteer advocate to assist a child under the court’s care. The CASA volunteer makes sure the child does not get lost in the system, languish in foster care, nor fall behind in education and health care while in foster care. A child in foster care who has a CASA volunteer spends less time in foster care (per National CASA), which reduces the opportunity for the adverse effects of foster care to occur. The CASA volunteer is invested with the court’s authority to do nearly anything for the child which a reasonable adult finds necessary. Supportive services provided by the child’s CASA volunteer, guided by the volunteer’s CASA Advocate Supervisor, include speaking with the child’s stakeholders (social workers, parents, foster parents), medical providers, educators, and telling the court of the child’s interests. CASA volunteers can advocate directly for educational services and tutoring for children, family-friend and next-of-kin placements, and can arrange for children to receive medical, dental, optical, and therapeutic services. CASA volunteers also provide “soft” services to children, such as arranging sibling visits, attending sporting and school events, and easing children through transitions between new foster placements. CASA volunteers also work with children on their homework, help them complete job applications, assist with college preparation, and tutor in life skills. During the COVID crisis, we had volunteers calming children who were scared and alone when suddenly isolated in a stranger’s home, facilitating children’s access to equipment and wifi for on-line education, and entertaining children over Zoom to provide much-needed respite for taxed foster parents. What a CASA volunteer does is life changing and can beneficially alter the trajectory of a child’s life. gfedc Assistance to microenterprises (technical assistance, business support services, and other similar services to owners of microenterprises or persons developing microenterprises) gfedc Emergency Shelter gfedc Street Outreach gfedc Rapid Re-Housing gfedc Homelessness Prevention gfedc HMIS gfedc Operations (e.g. maintenance, repair, utilities) ✔✔✔✔ Services (e.g. case management, child care, education services, employment assistance, outpatient health services, legal services, life skills training, mental health services, and substance abuse treatment) gfedc Administration gfedc HMIS gfedc Emergency Shelter gfedc Street Outreach gfedc Rapid Re-Housing gfedc Homelessness Prevention gfedc HMIS gfedc TBRA Documents Requested *Required?Attached Documents * Client Intake Form(s) for Limited Clientele (if CASA client intake form Item 9.a. - Page 28 applicable) 300 orders for CASA intake form Map for Area Benefit (if applicable) CDBG Requirements and Acknowledgements (Please download the template below and upload an initialed document here) download template CASA Req n Acknolmnts General Liability Insurance Liability Insurance CASA SLO Application Questions top 1. Please identify the funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application - so don't worry if your application has skipped question numbers. Project Summary 2. Project Address(es): If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab We serve children from throughout the county who either, through their families of origin or foster home residences, may reside in any city or unincorporated area of the county. Determining the residence for these children is particularly difficult to determine because they are often moved from their community of origin when entering foster care, and typically move two or more times per year. This is a highly fluid population. A child in foster care may reside in San Miguel in the morning but be moved to Nipomo by the afternoon. Our 150+ volunteers also reside throughout the county, and drive their personal vehicles to visit children (outside of pandemic restrictions), last year logging over 113,000 miles assisting children with activities like court appearances, sibling visits, meeting with social workers and others on the child’s care “team”, and attending extra-curricular events such as the child’s sports games. 3. Jurisdiction(s)/Area(s) Served: Select all that apply 4. Brief Project Description: You will have the chance to expand on your project description further in the application. Please upload any maps, photos, drawings or plans under the Documents tab To help foster children in our county avert homelessness, the funds requested will be used to recruit, train, and supervise lay people from the community who volunteer to advocate for an abused child, one on one, until the child is reunified with parents or otherwise finds a permanent placement. This CASA volunteer is unique in the child welfare system for several reasons: the volunteer has the court’s full authority; the volunteer stays with the child regardless of changing home placements and school Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. gfedc CDBG only gfedc ESG only gfedc ESG-CV only gfedc HOME only gfedc General Funds only gfedc PLHA only ✔✔✔✔Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, General Funds, and PLHA) ✔✔✔✔Arroyo Grande ✔✔✔✔Atascadero ✔✔✔✔Morro Bay ✔✔✔✔Paso Robles ✔✔✔✔Pismo Beach ✔✔✔✔City of San Luis Obispo ✔✔✔✔County of San Luis Obispo Item 9.a. - Page 29 assignments; the volunteer represent the child to all stakeholders; the volunteer has a personal, weekly connection with the child. Each volunteer relies upon a paid CASA Advocate Supervisor for professional guidance in navigating the terminology, legal proceedings, educational rights, social service systems, and resources of the child welfare system. 5. Please answer the following: Please write N/A for any questions that are not applicable. 6. Type of agency: Agency Details, Capacity, and Experience 7. Is the organization faith-based? 8. Please answer the following: If this is your first time applying to the County for funds, please upload your organizations’ incorporation documents in the Documents tab. 9. Agency Mission Statement: CASA of San Luis Obispo County advocates for the best interests of abused and neglected children within the court system. CASA recruits, trains, and supervises volunteers who advocate for this vulnerable population with the goal of ensuring that each and every child grows up in a safe, nurturing, and permanent home. 10. Please describe the services your organization is CURRENTLY providing (regardless of funding source). Seeking to help every child secure a long-term safe and loving home, CASA of San Luis Obispo County recruits, trains, and supervises lay people from the community who volunteer to become the one-on-one friend and advocate for the child who has been removed from all they know due to abuse or neglect by their parents. The CASA volunteer supports the most vulnerable child in our community. We began doing this in 1993 and, with support from city, county, state and the federal governments, plus local jurisdictions such as Judicial Council and widespread support from individuals, businesses, and foundations throughout the county, we have grown until we now provide a volunteer advocate to half of the children in the county currently under the court’s care. Using the training and professional support provided by CASA, a child’s CASA volunteer works to help assure the child achieves the best possible outcome. Youth in foster care must cope not only with the stress and trauma of the abuse they experienced, but also the profound disruption of going to live with a total stranger. The child faces high mobility, a lack of appropriate resources, failed reunification efforts, crises in placements, changes in permanency plans, shattering instability in 15000 CDBG funding requested n/a ESG funding requested n/a ESG-CV funding requested n/a HOME funding requested 5000 General Funds requested 35000 PLHA funding requested '' 55,000.0055,000.00 SUBTOTAL ongoing Anticipated start date ongoing Anticipated end date 55,000.0055,000.00 TOTAL ✔✔✔✔ 501(c)(3) gfedc For Profit gfedc Gov't/Public gfedc Other: gfedc Yes ✔✔✔✔ No 1993 Date of incorporation 1111987 Annual operating budget 14 Number of paid staff 170 Number of volunteers 1,114,164.001,114,164.00 TOTAL Item 9.a. - Page 30 their school placements, and loss of faith in adults. The CASA volunteer works to redress and improve this situation by, first and foremost, becoming a friend the child can count upon to visit every week, regardless of where living or attending school. Often the CASA volunteer is the first adult a child knows who is this regular and reliable. The CASA volunteer models responsibility, caring, and the value of perseverance and long-term relationships. The CASA volunteer also researches all aspects of the child’s “case” to make sure the child is current on medical care, getting appropriate support at school if needed, and receiving any therapies deemed necessary by the courts, social workers, or medical providers. As the CASA volunteer works to assure the child finds a safe, permanent home in the shortest time possible, the volunteer also helps the child develop skills to avoid homelessness. In addition to working with teachers and schools to assure the child receives appropriate education and the remediation so often necessitated by frequent moves, the CASA volunteer also works with the child on job skills, long-range planning, life skills like shopping and bank account opening, and the all-important role of forming healthy long-term social connections. Children with a CASA volunteer are more likely to succeed in school and half as likely to re-enter the foster care system (nationalcasagal.org)—an inestimable value to the child, and the community. 11. Please describe the services your organization PROPOSES to provide (regardless of funding source). Guided by our Board of Directors, CASA of San Luis Obispo County recently adopted a Strategic Plan which includes a growth goal of serving 8% more of the county’s foster children per year. The 50% of the county’s foster children currently served is a threshold created by the size of our budget and the National CASA guideline of one professional Advocate Supervisor overseeing the efforts of 30 volunteer child advocates. Through careful financial management and exemplary commitment by our staff, we are able to serve these children with just 14 full and part time staff. The small paid staff make possible the huge efforts of our volunteers—who donated over 32,000 hours last year to improving the lives of children in this county. We feel confident in our ability to manage growth of this nature because over the past five years we have grown our program by approximately 20%. We achieved this growth through increased financial support from our community, which recognizes the value we bring to the children and the county. Our volunteer’s hours last year are valued at $813,760. The reduced time children spent in foster care last year, as a result of CASA’s efforts, saved the county an estimated $1.5 million---and that’s a conservative estimate. With increased funding, we will serve more children and leverage even higher value to the county and communities. 12. How does the project complement and collaborate with existing efforts? Does your organization partner with other organizations? In the pursuit of helping children in foster care achieve the best possible outcome in the shortest time possible, we partner with every child-serving agency and entity in the county. We have received praise from the Superior Court of California in San Luis Obispo, the SLO County Department of Social Services, the Office of Emergency Services, and Victim Witness for our efforts in helping children secure outcomes that improve the quality of their life. We work with every school district in the county, and the county Department of Education, to assure foster children receive the educational credits and supports they need, regardless of where they live, so they may have the skills to succeed in life. We work with the Juvenile Dependency Court to assist children in their care with educational planning and transitions back to public school, because education is the key to self-sufficiency. Our work with the Victim Compensation Board to help children receive a $70,000 federal entitlement to health care to deal with the effects of abuse, a benefit they can access into adulthood, has been held up as an example for other CASA organizations to follow. By coordinating efforts between the courts, DSS, and the Victim Compensation Board we have eliminated what was a year-long waitlist for abused children to begin receiving services to help them deal with the trauma and stress of abuse. (The wait is now zero, children being receiving services almost immediately upon entering the system.) To help foster children develop the strength and education they need to avoid homelessness, we hold Operational Agreements with RISE, Victim Witness and Child Welfare Services. A non-inclusive list of other organizations we collaborate with includes: the Assistance League, Cuesta College, the Center for Family Strengthening, Child Protection Court, Family Care Network, Family Treatment Court, Martha’s Place, Regional Center, San Luis Obispo Probation Department, Special Education Local Plan Area (SELPA). 13. If the proposed project will serve homeless households, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources. If this question is not applicable, write N/A in the box below. Adverse Childhood Experiences—known as ACE’s—are childhood traumas that reduce neurological development and increase risk for immediate and long-term adverse health outcomes. A child with one or more ACEs stands an increased likelihood of cumulative bad outcomes: not completing high school, living below the poverty line, and experiencing homelessness (National Healthcare for the Homeless Council). Tragically, the very act of saving a child from the highest- ranked ACEs—emotional, physical, and sexual abuse—leads to the fourth-highest ranked ACE: foster care. But the goal of CASA and its volunteers, to find a safe, permanent, loving home for every child—can redress the trauma of these ACEs and, most importantly, prevent further damage. The CASA volunteer connects the child with resources to help the child overcome the trauma of the abuse or neglect that brought them into foster care, and help stem any future adverse effects from foster care. When a CASA receives their child assignment, one of the first steps taken is to review available medical and education records. All too often, the abused child has attended school irregularly, not received consistent medical care, and often suffers from long-standing undiagnosed and untreated conditions such as ADD, vision problems, dental carries, lack of vaccinations, etc. The CASA volunteer works with Item 9.a. - Page 31 the schools, medical providers, Regional Center, Martha’s Place, and other providers to bring the child’s health and education up to current standards. The CASA also is the responsible adult who follows up to assure needed treatments and therapies are actually provided to the child. This becomes especially important when a child’s foster placement changes—it takes a responsible, committed person to assure the child’s care gets established at the new home and school. It is the CASA volunteer who helps assure the child does not “fall through the cracks” of an overburdened child welfare system. The CASA volunteer has access to all of the child’s records, all of the child’s providers, and all of the child’s current and former caregivers. It is this unique perspective, focus, and access which enables the CASA volunteer, backed with the court’s authority, to address the needs of the whole child. CASA volunteers do this work because, literally, you could not pay someone to work this hard for a child. The typical CASA represents their one assigned child until the “case” is closed, either with an adoption, a long-term permanent placement, or family reunification. Our most recent figures shows that takes an average of 35.5 months. 14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed. CASA of San Luis Obispo County has served the children of this county since 1993. In these 27 years we have earned the trust and respect of both the Superior Court of San Luis Obispo County and the Department of Social Services. Our staff and organization have the experience, education, and commitment to continue serving abused children in a prudent, financially responsible manner. Our Executive Director, Teresa Tardiff, is the second-longest serving CASA director in California. She has worked with CASA continuously for 26 years. She was elected in January of 2020 to the Children’s Services Network Executive Board, where local leaders work together to solve issues of child abuse and foster care. Under her direction, our CASA chapter has achieved a volunteer retention rate of 77%. CASA benefits from a well-educated, highly-experienced and very motivated staff. When the COVID pandemic struck, we served children in care without pause. Although we are an all office-based operation, each member of staff managed to quickly outfit themselves to work-from-home. All members of staff hold college degrees, and many hold advanced degrees in Social Work and Law. The Office of Emergency Services has supported our work in helping abused children with the award of three separate grants (ongoing). We have successfully met all reporting requirements for these grants and qualified for all available grant renewals. A routine OES audit found us in compliance with all reporting requirements. OES grants have played a significant role in helping us increase the number of children served by 20% over the past 5 years. Innovation, dedication and persistence are common characteristics of the CASA staff. For instance, they improved access to health care for abused children by facilitating submission of Victim Compensation applications for child victims of crime. This lets each child access a $70,000 federal health care benefit to address the physical and mental trauma they have suffered. Before CASAs efforts, very few children in the county received this benefit. Today, every single child under the court’s care has an application filed for them. The Victim Witness Coordinator from the District Attorney’s office has expressed that she is “grateful for the partnership” with CASA in this work because children now receive more services, faster. Another success is our work with Must! Charities, which entrusted us with $250,000 over 4 years to increase services to children in North County. We used these funds to hire an Advocate Supervisor dedicated to North County children and increase volunteer recruitment in this area. Because of the value of our work to improving outcomes for children, the county Department of Education facilitates our work by providing reduced rent office space. 15. Briefly describe your agency’s record keeping system with relevance to the proposed project. Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG. We at CASA approach performance measurement as an organized process where we gather information to determine how well programs and activities are meeting established needs and goals. Our primary tool is a state-of-the-art secure database called Optima. All of our Program Staff and child volunteers have received professional training on the use of it. Each child volunteer may view the file for their child only, and through this secure password-protected access update information about the child’s progress and needs. Building upon our experience with OES grants, CASA will be able to hold objectives that closely mirror the statutory objective of the CBDG program (13.1.2). Our objective is to help create suitable living environments that benefit individuals who are LMI by addressing issues they face such as physical problems with their environment and their personal health and safety, plus social issues like literacy, family stability, and personal safety. The Outcome we seek is that abused children have improved health, education, and stability so that they may become healthy adults with stable housing. We can track our progress in making services, public facilities, and housing accessible to LMI people (13.1.3), including those with disabilities, using the Optima database. Using our Optima database and the resources of our accounting consultants, we can track the four common indicators required for the Integrated Disbursement and Information System (IDIS). We can identify the money we leverage from federal, state, local and private sources and the number of persons, by percent of area income served. The CDBG race/ethnicity data required is also tracked for each person served, again using our Optima database. The experiences, and successes, CASA has achieved in maintaining OES grants include monthly billing, quarterly statistical updates via the OJP PMP, and bi-annual reporting via narrative and statistics. This experience establishes that we are suitable to record objectives and outcomes using CPD Outcome Performance Measurement System and IDIS to report required indicators. Item 9.a. - Page 32 16. CDBG/ESG ONLY - Will the services offered by your organization increase or expand as a result of CDBG/ESG assistance? 17. CDBG/ESG ONLY - IF YES TO ABOVE - What new programs or services will be provided? If this question is not applicable, write N/A in the box below. N/A 18. CDBG/ESG ONLY - IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected. If this question is not applicable, write N/A in the box below. With receipt of CDBG funds, and the others in this grant application, CASA intends to make progress on the Strategic Plan, set by our Board of Directors, of serving 8% more of the abused and neglected children in our county. Every dollar of grant funding received goes toward serving more children. The $15,000 in total CDBG funds requested here will help us improve services to children in each area of the county. These grant funds will help us assign a dedicated volunteer to more of the children in each community served, helping to reduce their stay in foster care and thus reduce their likelihood of suffering the adverse consequences of out-of-home care. 19. Please describe the proposed project in detail (i.e. What activities are to be undertaken? What are the projects' goals?). Please attach a timeline of the project milestones under the Documents tab. Our goal is a safe, permanent, loving home for every child. To do this, we recruit adults from SLO county to become CASA volunteers: highly-trained court-appointed lay people who advocate for the best-interests of an abused child under the court’s care. The first screening step is an “Information Session”, where we explain the responsibility, confidentiality, and training required. Potential volunteers learn they must pass: fingerprint examination; FBI records check; background check; reference checks; a lengthy interview with 2 CASA professionals. The individual who passes our criteria then enrolls in CASA’s 36-hour training on child advocacy. After passing the training, the new volunteer is sworn in by a judge and receives orders to represent a child who has been abused by their parents. The new CASA volunteer is also assigned to an Advocate Supervisor, the professional who guides them technically and legally through child advocacy, identifies resources to help the child, and assists with coordinating multi-agency efforts. A CASA volunteer typically stays with their individual child (or sibling group) until the court resolves the case in a permanent placement, which our analysis shows typically take 35.5 months. When a child enters the court’s care they are typically assigned to CASA at the same moment. When we have an appropriate volunteer available, the judge assigns one who immediately begins reviewing all available information concerning that child (court documents; medical & educational files; reports from therapists, social workers & law enforcement). In addition to visiting the child weekly (virtually during a pandemic), the CASA volunteer consults regularly with everyone associated with the child: teachers, doctors, dentists, attorneys, foster parents, and group home personnel. The CASA volunteer also attends meetings at the child’s school like a caring, interested, and available parent would do. CASA volunteers give an extraordinary amount of time and attention to the child. In 2019, CASA volunteers devoted 32,318 hours to improving SLO children’s lives. In 2019, 19 CASA volunteers newly earned a Special Education Local Plan Area (SELPA) certification so they can exercise educational rights for the child they represent. CASA is the only program which delivers individual, focused, long-term attention to a child in the court’s care. Guiding the CASA volunteer is their Advocate Supervisor, a highly-specialized professional who aids with managing the case, preparing court reports, and navigating the child welfare and legal system. One Advocate Supervisor typically oversees 30 volunteers and also performs myriad other duties (screen potential volunteers, review new child cases, maintain case files; attend the child’s team meetings, school meetings, etc.) The economic value of CASA volunteer hours to this county in 2019 alone was estimated at $813,760—all made possible by the Advocate Supervisor. Project Details 20. Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households. Please refer to the Library for HUD Income Limits and information on CDBG Presumed Low/Mod Income populations. Please enter any presumed benefit persons as low-income. ✔✔✔✔ Yes gfedc No 500p TOTAL number of persons (p) or households (hh) regardless of income 0%Of the total number of persons (p) or households (hh) entered above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(HUD funding only) 100%Of the total number of persons (p) or households (hh) entered above, how many will be VERY LOW- INCOME (earning 50% or less of the County median-income)(HUD funding only) Item 9.a. - Page 33 21. CDBG ONLY - If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified. If this question is not applicable, write N/A in the box below. This project benefits the Low/Moderate Income population of abused children. 90% of the children served in this program originate with families qualified for appointed counsel, which affirms that they are LMI. The project directly benefits the identified population by increasing the child’s access to physical and mental healthcare and education. Furthermore, the project improves the child’s life by working to decrease the time a child spends in foster care. The importance of the continuity of the one CASA volunteer to the child cannot be overstressed. The CASA volunteer works with the child wherever they reside—a home, a group home, in-patient, or other facility. So often in foster care, every change of a child’s residence results in a change in social workers, schools, and even doctors. Only the CASA remains the same. With the average child changing foster placement two or more times a year, it is sadly common that the CASA is the only adult connected to the child for a full year, or longer. The longevity and continuity of the CASA volunteer’s relationship with the child gives the CASA volunteer the insight and knowledge to best assist the child in securing a permanent, safe, and loving home. CASAs, like parents, help children is many ways the child does not see. CASA volunteers routinely help secure mental, medical and dental health care, plus educational assessments, for the child. Through weekly contact, the CASA volunteer proves instrumental in identifying and coordinating services needed by the child. The CASA shepherds the child’s education, physical, and mental care with the consideration and dedication of a healthy, available parent. CASA volunteers also prepare reports for the court, providing objective, relevant information and recommendations to meet the child's best interests. The Juvenile Court judge relies on these reports. According to a Superior Court judge for the child dependency system, “The CASA gets to know the child as no one else, serving as a trusted companion and advocate. As an officer of the court, the CASA provides unique input to the juvenile judge about how well the child is progressing over time.” The CASA volunteer often provides information otherwise unavailable to the court (i.e. observations on relationships, academic performance, behavior that may warrant mental health services or counseling, identifying services that may be needed or are supposed to be provided as outlined in the case plan but not yet delivered). The CASA volunteer often proves instrumental in helping the child find a permanent, loving home. In the Economic Impact Report performed for CASA’s FY 2018/19, it was found we reduced stays for children in foster care by 118.8 months, helping to find permanent homes for 13 children (not including those reunited with birth families). While the savings of one day less in foster care is priceless to a child, to our community it equated to savings of approximately $1,497,749. 22. ESG ONLY - FOR EMERGENCY SHELTER ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. Write N/A for all categories not covered in the project. A maximum of 60% of the program year grant may be allocated to Emergency Shelter and Street Outreach activities. 23. ESG ONLY - FOR STREET OUTREACH ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. Write N/A for all categories not covered in the project. A maximum of 60% of the program year grant may be allocated to Emergency Shelter and Street Outreach activities. 100%Of the total number of persons (p) or households (hh) entered above, how many will be earning 60% or less of County median-income(PLHA only) 0.000.00 TOTAL n/a Projected persons to be served n/a Projected households to be served n/a Projected % of participants exiting the program that will move into permanent housing n/a Projected % of adult participants exiting the program that have more income at exit n/a Portion of funding to go towards essential services (i.e. case management, child care, education services, employment assistance and job training, etc.) n/a Portion of funding to go towards shelter operations (i.e. maintenance, rent, security, insurance, etc.) n/a Portion of funding to go towards renovation (i.e. labor, materials, tools, etc.) n/a TOTAL funding request for Emergency Shelter 0.000.00 TOTAL n/a Projected persons to be served n/a Projected households to be served n/a Portion of funding to go towards engagement n/a Portion of funding to go towards case management Item 9.a. - Page 34 24. ESG ONLY - RAPID RE-HOUSING ONLY - Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. Write N/A for all categories not covered in the project. 25. ESG ONLY - FOR HOMELESSNESS PREVENTION ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. Write N/A for all categories not covered in the project. 26. ESG ONLY - FOR HMIS ONLY: Please identify the portion of funding requested to go towards each service type for the 12-month contract period. Write N/A for all categories not covered in the project. n/a Portion of funding to go towards emergency health services n/a Portion of funding to go towards transportation n/a Portion of funding to go towards services for special populations n/a TOTAL funding request for Street Outreach 0.000.00 TOTAL n/a Projected persons to be served n/a Projected households to be served n/a Projected % of participants exiting the program that will remain in permanent housing n/a Projected % of adult participants exiting the program that have more income at exit n/a Projected % of adult participants exiting the program that have employment income at exit n/a Portion of funding to go towards application fees, deposits, utility payments, last month’s rent n/a Portion of funding to go towards housing search and placement n/a Portion of funding to go towards housing stability case management n/a Portion of funding to go towards mediation n/a Portion of funding to go towards legal services n/a Portion of funding to go towards credit repair n/a Portion of funding to go towards short- and long-term rental assistance n/a TOTAL funding requested for Rapid Re-housing 0.000.00 TOTAL n/a Projected persons to be served n/a Projected households to be served n/a Projected % of participants exiting the program that will remain in permanent housing n/a Projected % of adult participants exiting the program that have more income at exit n/a Projected % of adult participants exiting the program that have employment income at exit n/a Portion of funding to go towards application fees, deposits, utility payments, last month’s rent n/a Portion of funding to go towards moving costs n/a Portion of funding to go towards housing search and placement n/a Portion of funding to go towards housing stability case management n/a Portion of funding to go towards mediation n/a Portion of funding to go towards legal services n/a Portion of funding to go towards credit repair n/a Portion of funding to go towards short- and long-term rental assistance n/a TOTAL funding request for Homelessness Prevention 0.000.00 TOTAL n/a Portion of funding to go towards purchasing software/licenses Item 9.a. - Page 35 27. GENERAL FUND ONLY - OVERNIGHT SHELTERS ONLY - Please answer the following: If the proposed project does not include overnight shelter, write N/A in the boxes below. 28. GENERAL FUND ONLY - Please identify the following projected accomplishments: Please indicate either "p" for persons or "hh" for households. 29. Identify the projected target population(s) your proposed project and activities will serve (including age, race, residency, handicap status, income level or other unit characteristics or subgroup information) and how those populations will benefit This project targets youth at high risk for homelessness due to abuse by their parents, resulting in their living in foster care in SLO county. This population ranges in age from birth to age 18, plus Non Minor Dependents (youth aged 18-21 who legally continue receiving foster care benefits by maintaining eligibility). CASA serves children regardless of race, ethnicity, or sexual orientation. We serve children the court assigns to us, who qualify for CDBG support as abused children. In October of 2020, this population is 7% Black, 30% Hispanic/Latino, 2% Multi-Race, 57% White/Non Latino, and 5% Unknown and 62% female, 38% male. 90% of these children come from families of low to very low income, as determined by the Superior Court of SLO County. Regardless of family of origin, “foster children are considered, along with abused children in general, as a category of persons that may be presumed to be low and moderate income.” (HUD) As is common among the homeless, this population exhibits health conditions at a higher rate than the general population. Specifically, 89% have one or more physical or mental health conditions requiring treatment (SLO DSS). CASA benefits this population by securing early intervention that can alleviate these health problems, paid for by the $70,000 VOCA benefit. Establishing this population’s residency is hard because of the extremely unstable home lives. They are often moved from their community of origin when entering care, and then moved multiple times while in care. Typically, a child removed from the family for their safety is placed into “shelter.” This lasts 3 to 30 days. Then, a child receives a foster home “placement.” Every hope is that this lasts until the child secures a permanent home, but 55% will experience 3 or more placements. 27% experience 6 or more placements (SLO DSS). Given this tumultuous life, it is no wonder that only 50% of foster youth graduate high school, 40% experience homelessness within 18 months of leaving the system, 28% receive public assistance by age 21, and 40% are unemployed by age 24 (Cal CASA). Regardless of current residence, all children this project serves entered care in the County of SLO and are therefore considered the responsibility of the Superior Court of California in SLO County. Our project benefits this population because, through longevity and consistency, the CASA volunteer becomes a reliable adult whom the child trusts. The volunteer teaches the child valuable life skills and appropriate social interactions. The volunteer n/a Portion of funding to go towards purchasing/leasing hardware or equipment n/a Portion of funding to go towards technical support n/a Portion of funding to go towards leasing office space n/a Portion of funding to go towards utility services necessary to operate HMIS n/a Portion of funding to go towards salaries for operating HMIS n/a Portion of funding to go towards travel to attend approved HMIS training n/a Portion of funding to go towards travel costs to conduct HMIS intake n/a TOTAL funding request for HMIS 0.000.00 TOTAL n/a Number of shelter nights provided between July 1, 2019 to June 30, 2020 n/a Number of beds available between July 1, 2019 to June 30, 2020 n/a Number of shelter nights PROPOSED to be provided between July 1, 2021 to June 30, 2022 n/a Number of beds PROPOSED to be provided between July 1, 2021 to June 30, 2022 n/a How many homeless persons can your organization’s shelter currently serve each day during the daytime hours? n/a On average, how many homeless persons did your organization’s shelter serve each day during the daytime hours during the program year of July 1, 2019 to June 30, 2020? n/a How many total persons did your organization serve during the program year of July 1, 2019 to June 30, 2020? 0.000.00 TOTAL 347 Projected persons (p)/households (hh) to receive case management Projected persons (p)/households (hh) to receive a referal to services/housing Projected persons (p)/households (hh) to be connected to an income source 347.00347.00 TOTAL Item 9.a. - Page 36 also connects the child with community resources and helps the child plan for the future. The volunteer helps the system help the child by providing valuable recommendations and information to the court, schools, and the child’s stakeholders. The CASA volunteer is a positive intervention that interrupts the legacy of abuse by connecting the child to the community and supportive services which can help prevent homelessness. 30. Has environmental review been completed (CEQA and/or NEPA)? 31. Please answer yes or no to the following: If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab. 32. Identify all permits necessary for the project (local, state or federal). By contract, Court Appointed Special Advocates of San Luis Obispo County, Inc. is the sole provider of volunteer advocate services to children under the care of the Superior Court of California in San Luis Obispo County. The state authorizes CASA to serve children under the court’s care, and there may be only one CASA organization per county. We are not government funded, but we are government ordered and authorized. CASA has established best practices for executing the program, working with the court and in compliance with California Rule of Court, rule 5.655. Further, we hold an Operational Agreement with Child Welfare Services, of the Department of Social Services for San Luis Obispo County, to provide for children in care. 33. State whether or not the necessary permits have been issued. If a permit has not yet been issued, indicate when the permit(s) will be applied for or issued. Please provide proof of permit issuance under the Documents tab. Orders from the Superior Court of California in San Luis Obispo County and the Operational Agreement with Child Welfare Services are issued and current. 34. Briefly describe your agency’s auditing requirements, including those for the proposed project. Please upload a copy of your most recent audit under the Documents tab. We undergo an independent financial statement audit on an annual basis. As part of this audit process, the auditors make inquiries of grant compliance procedures and any potential compliance issues, if applicable, for the audit period. The auditor also reviews selected grant agreements, and performs a search for disallowed costs for selected grants based on allowable cost parameters. We also have a written Grant Audit Process with which the Executive Director, Grants Manager, and other affected staff comply. CASA of San Luis Obispo County, Inc. is subject to California Rule of Court 5.655 which provides that our fiscal plan "must include an annual audit, conducted by a qualified professional, that is consistent with generally accepted accounting principles and the audit protocols in the program's Judicial Council contract.” We have conducted audits for all years required and have been found in compliance with all requirements. It is out intention, and within our capacity, to meet the audit requirements of the grants for this proposed project. Financial 35. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? CASA seeks a loving, permanent home for every child under the court’s jurisdiction, and prudent budgeting has allowed us to serve an increasing percentage of children under the court’s care every year since our inception in 1993. Over the past five years, our county court has averaged 500 children a year under its care. Through hard work and careful management of funds gfedc Yes - CEQA review completed gfedc No - CEQA review not completed ✔✔✔✔ N/A - CEQA not required gfedc Yes - NEPA review completed gfedc No - NEPA review not completed ✔✔✔✔ N/A - NEPA not required no Has a Phase I or Phase II environmental assessment been conducted for the property? List and describe any known hazards (e.g. asbestos, storage tanks – underground, aboveground) no Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site? Are the building(s)/structure(s) located on a Historic Site or within a Historic District? no Is the project located within a 100-year flood plain? IF YES TO ABOVE, does your agency have flood insurance? no Will there be demolition required? 0.000.00 TOTAL Item 9.a. - Page 37 donated, raised, and sourced through grants, we have grown our program in the past 5 years to serve 20% more of these children. We maintain an operating reserve of 6 month’s expenses. Through a combination of long-range grants (OES), annual fundraisers, and support from the community and local jurisdictions, we secure funds to provide for operation and maintenance costs. We are overseen by a Board of Director who assist the Executive Director with long-range planning to assure the organization raises funds consistently and spends wisely. 36. Do you have any grant funds remaining from prior Fiscal Year allocations? 37. IF YES TO ABOVE, please answer the following: If this question is not applicable, write N/A in the boxes below. 38. CDBG ONLY - Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction. Write N/A for jurisdictions not being applied to for CDBG funds. Note: Any project/program being recommended less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County. 39. GENERAL FUND ONLY - Please indicate the estimated portion of funding to go towards the following activities: 40. HOME Only - TBRA Only - Please indicate the amounts to be spent for rental assistance, deposit assistance, and project administration? -answer not presented because of the answer to #1- gfedc Yes ✔✔✔✔ No n/a What fiscal year(s) did you receive the funding? n/a What project did you receive the funding for? n/a How much is remaining? 0.000.00 TOTAL 2500 City of Arroyo Grande 2500 City of Atascadero City of Morro Bay 2500 City of Paso Robles City of Pismo Beach 2500 City of San Luis Obispo 5,000 County of San Luis Obispo 15,000.0015,000.00 TOTAL 0 Operations (e.g. maintenance, repair, utilities) 100%Services (e.g. case management, food, health care, child care, life skills training) 0 Administration 0 HMIS 100%TOTAL funding requested 0.000.00 TOTAL Budget top Funding Sources/Revenues Committed Conditional Proposed CDBG Funding (this request) $ 15,000.00 ESG Funding (this request) $ 0.00 General Funds (this request) $ 5,000.00 ESG-CV Funding (this request) $ 0.00 HOME Funds (this request): $ 0.00 PLHA Funds (this request): $ 35,000.00 Item 9.a. - Page 38 Local/County (non-federal)(please specify): Probation, $25000, Mentor with County of SLO, $30000 $ 55,000.00 Local/City (non-federal)(please specify): In-kind Other (please specify): OES grants, committed, 68370: donations & fundraising, conditional, 359275 $ 68,370.00 $ 359,275.00 Total $ 123,370.00 $ 359,275.00 $ 55,000.00 Funding Uses/Expenses CDBG ESG & ESG-CV General Fund HOME PLHA Personnel Costs $ 10,350.00 $ 3,450.00 $ 20,700.00 Operating Costs $ 4,050.00 $ 1,350.00 $ 8,100.00 Professional Services $ 600.00 $ 200.00 $ 1,200.00 Capital Outlay Permits, Development Fees Legal and Public Notices Other (please specify): Total $ 15,000.00 $ 0.00 $ 5,000.00 $ 0.00 $ 30,000.00 Budget Narrative On a budget of $1.1 and with a staff of just 14 (35% are part time), CASA gave 322 children in foster care in this county in 2019 a single, consistent adult dedicated to their care who interacted with them weekly and orchestrated the activities of county, city, regional, educational, and private providers to better serve the child. This level of care, attention to detail, and follow through keeps children in foster care from “falling through the cracks” of the child welfare system. A child with a CASA spends less time in foster care and is more likely to graduate high school and have stronger long-term connections to siblings, relatives, and support people. These efforts help a child not become a homeless adult. A child with a CASA also is more likely to be enrolled in an appropriate educational setting, receive needed services in a timely manner, and enroll in post-secondary education—all factors which can reduce a person’s likelihood of becoming homeless. It takes a lot of work to get results like this. Our volunteers devoted over 32,000 hours last year to kids in this county. We achieve this by recruiting, screening, training and supervising lay people from the community who serve as a child’s volunteer advocate—and friend. This process begins with recruiting new volunteers, who must then be screened for safety and appropriate interpersonal skills. The screened volunteer then receives 36 hours of National CASA approved training, presented by our staff. The judge then orders the newly trained CASA volunteer to represent one child (or sibling group) and begin advocating for the child—a technical and legal feat made possible by the professional CASA Advocate Supervisor. By statute, CASA volunteers must be supervised and trained by CASA. The Advocate Supervisor oversees up to 30 CASA volunteers, who assist up to 45 individually children. Our Advocate Supervisors are supported by a small administrative staff which recruit the new volunteers and raise funds. It’s a tight budget circle—fundraise so we have monies to recruit, train, and supervise volunteers until we have a volunteer for every child in the county under the court’s care. CASA’s benefit to the child is priceless, but the value to the county can be measured. Every month a child doesn’t spend in foster care reduces county costs between $1000-$15,000 a month. Our analysis for FY2018/19 shows CASA reduced stays in foster care for children in this county by 118.8 months: a savings of $1,497,749. In addition, CASA submits an application for every abused child under the court’s care for Victim of Crime benefits--$70,000 in federal health funds to address the physical, mental, and emotional trauma of abuse. To date we have submitted 491 children’s applications, bringing federal health care dollars to this county valued at $34 million which can be used to pay for immediate private care to address the impacts of abuse. This benefit stays with the child into adulthood. Tables top ESG Matching Funds Sources Amount $ $ $ Item 9.a. - Page 39 Application ID: 278852 Become a fan of ZoomGrants™ on Facebook Problems? 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Logout | Browser * ZoomGrants™ is not responsible for the content of uploaded documents. $ $ $ $ Total $ 0 Documents top Documents Requested *Required?Attached Documents * Incorporation Documents (if applicable) Articles of Incorporation Timeline of Project Milestones ✔✔✔✔ Project Milestones from CASA SLO Proof of Permit Issuance (if applicable) CASA OA with CWS Contract with Superior Court CASA Permit Map of Multiple Project Locations (if applicable) Most Recent Audit ✔✔✔✔ Audit CASA SLO Commitment Letters for funds (if available) Timeline of Expenditures ✔✔✔✔ Timeline for Expenditure CASA SLO Item 9.a. - Page 40 Powered by ZoomGrants™ Email This Preview Save as PDF Print Close Window A▲▼ County of San Luis Obispo 2021 Public Services and Economic Development (CDBG, ESG, HOME, General Fund, ESG-CV, and PLHA) Deadline: 10/29/2020 5CITIES HOMELESS COALITION Subsistence Payments, Homeless Assistance, & Security Deposits Jump to: Eligibility Application Questions Budget Tables Documents $ 89,000.00 Requested Submitted: 10/28/2020 11:44:46 AM (Pacific) Project Contact Janna Nichols janna.nichols@5chc.org Tel: 805-574-1638 Additional Contacts devon.mcquade@5chc.org 5CITIES HOMELESS COALITION P.O. Box 558 GROVER BEACH, CA 93483 United States Executive Director Janna Nichols janna.nichols@5chc.org Telephone 805-574-1638 Fax 805-668-2380 Web 5chc.org DUNS 060524497 SAM Expires2/6/2021 Eligibility top 1. Please identify all funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application, so don't worry if your application has skipped question numbers. National Objectives 2. CDBG ONLY - Please select the national objective that best applies to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. ✔✔✔✔CDBG only gfedc ESG only gfedc ESG-CV only gfedc HOME only gfedc General Funds only gfedc PLHA only gfedc Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, PLHA, and General Funds) ATTACHMENT 3 Item 9.a. - Page 41 information regarding CDBG national objectives. 3. CDBG ONLY - IF LOW/MODERATE INCOME WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding the Low/Moderate Income national objective. 4. CDBG ONLY - IF SLUM OR BLIGHT WAS SELECTED: Select which criteria the proposed project intends to qualify under to meet the Slums or Blight objective Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective. 5. CDBG ONLY - Please explain how the proposed project meets the selected National Objective. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab. Assistance will be provided to benefit a clientele who are generally presumed by HUD to be principally L/M income persons - those who are homeless. This population is among those who are currently presumed by HUD to be made up principally of L/M income persons: Reference: §570.208(a)(2)(i)(A) Additionally, as some assistance will be provided to those of imminent threat of homelessness, 5CHC's program additionally requires information on family size and income so that it is evident that at least 51% of the clientele are persons whose family income does not exceed the L/M income limit. Reference: §570.208(a)(2)(i)(B) and (C) 6. ESG/ESG-CV ONLY - Please select all objectives applicable to the proposed project, as established in “Opening Doors: Federal Strategic Plan to Prevent and End Homelessness” or the CARE Act. -answer not presented because of the answer to #1- 7. ESG/ESG-CV ONLY - Please explain how the proposed project supports the selected objective(s). -answer not presented because of the answer to #1- Beneficiary Documentation 8. How will you document and maintain income status or presumed benefit status for CDBG? Please provide a sample of your Client Intake Form under the Documents Requested section below. Income verification for CDBG beneficiaries must be provided in accordance with 24 CFR Part 5; a link is provided in the Library. Attached are our current policies regarding income verification for our current programs. A household’s income is any money that goes to, or on behalf of, the head of household or spouse (even if temporarily absent) or to any other household member. When calculating income for eligibility, annual income includes the current gross income of all adult household members and unearned income attributable toa minor (e.g., child support, TANF payments, SSI payment, and other benefits paid on behalf of a minor). Gross income is the amount of income earned before any deductions (such as taxes and health premiums) are made. Current Gross Income is the income that the household is currently receiving at the time of application for assistance. Income recently terminated should not be included. The attached calculation form is used to determine the applicant's income eligibility. 9. How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? (General Fund requests are exempt from this requirement) Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of Fenderal and State funds, the agency must collect race and ethnicity information from all clients. ✔✔✔✔ Low/Moderate Income gfedc Slums or Blight gfedc Urgent Need gfedc Area Benefit ✔✔✔✔ Clientele gfedc Housing gfedc Jobs gfedc N/A - Low/Moderate Income NOT selected gfedc Area Basis gfedc Spot Basis gfedc N/A - Slums or Blight NOT selected Item 9.a. - Page 42 Utilizing the attached Enrollment Packet, including Coordinated Intake assessment, applicants are asked to self-disclose their demographic data, including race and ethnicity, age range and disability. Eligible Activities 10. CDBG ONLY - Identify all eligible activities that apply to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities. 11. ESG ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- 12. GENERAL FUND ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- 13. ESG-CV ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- 14. HOME ONLY - The only activity under the public service application for HOME is Tenant Based Rental Assistance (TBRA) -answer not presented because of the answer to #1- 15. PLHA ONLY - Identify all eligible activities that apply to the proposed project -answer not presented because of the answer to #1- gfedc Public Services (General) gfedc Operating Costs of Homeless/AIDS patients programs gfedc Senior Services gfedc Handicapped Services gfedc Legal Services gfedc Youth Services gfedc Transportation Services gfedc Substance Abuse Services gfedc Services for Battered and Abused Spouses gfedc Crime Awareness or Neighborhood Cleanups gfedc Fair Housing Activities gfedc Tenant/Landlord/Housing Counseling gfedc Child Care Services gfedc Health Services gfedc Services for Abused and Neglected Children gfedc Mental Health Services ✔✔✔✔ Subsistence Payments, Homeless Assistance, Rental Housing Subsidies or Security Deposits gfedc Job training and job placement services gfedc Assistance to microenterprises (technical assistance, business support services, and other similar services to owners of microenterprises or persons developing microenterprises) Documents Requested *Required?Attached Documents * Client Intake Form(s) for Limited Clientele (if applicable) 5CHC Intake and Income Verification Forms HOMELESS CERTIFICATION Map for Area Benefit (if applicable) CDBG Requirements and Acknowledgements (Please download the template below and upload an initialed document here) download template CDBG Requirements Acknowledgement - 5CHC General Liability Insurance 5CHC Liability Insurance Item 9.a. - Page 43 Application Questions top 1. Please identify the funding sources being requested: This question will be used to branch only those questions related to the funding sources requested in this application - so don't worry if your application has skipped question numbers. Project Summary 2. Project Address(es): If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab Services are coordinated out of 5Cities Homeless Coalition's headquarters - currently 1566 W. Grand Ave., Grover Beach. 5CHC's headquarters are soon to be relocated to 100 S. 4th Street, Grover Beach, CA 93433. Mailing address is P.O. Box 558, Grover Beach, CA 93483. Services are provided county-wide (with the exception of Grover Beach for purposes of this CDBG application), As the City of Grover Beach is not a participating jurisdiction of the Urban County of San Luis Obispo, CDBG regulations do not allow the expenditure of CDBG funds to benefit residents of, nor expend these funds within, the City of Grover Beach. Therefore, 5CHC shall not use CDBG funds to benefit clients from the City of Grover Beach or for subsistence payments within the City of Grover Beach. 5CHC receives referrals county-wide from area partners including 40 Prado, ECHO, family resource centers (LINK & CAPSLO); and members of Supportive Housing Consortium. 3. Jurisdiction(s)/Area(s) Served: Select all that apply 4. Brief Project Description: You will have the chance to expand on your project description further in the application. Please upload any maps, photos, drawings or plans under the Documents tab This program will provide emergency subsistence and deposit payments, with case management services. These emergency subsistence payments (rental assistance) and deposits will be provided on behalf of people who are homeless or at risk of becoming homeless as allowed per 24 CFR 570.207(4) of the CDBG regulation. Services will assist those who are homeless and those at risk of homelessness to develop a housing stability plan, and provide short-term emergency homeless prevention rental assistance or move-in deposits. This program will be augmented by other services also provided by 5CHC, including benefits determination and streamlining access, client resource center (mailing address, computer access, printer, phone, internet), transportation and utilities assistance, family reunification opportunities, and documentation assistance. 5. Please answer the following: Please write N/A for any questions that are not applicable. Some answers will not be presented because they are not part of the selected group of questions based on the answer to #1. ✔✔✔✔ CDBG only gfedc ESG only gfedc ESG-CV only gfedc HOME only gfedc General Funds only gfedc PLHA only gfedc Select this for any combination of grant funding requests(CDBG, ESG/ESG-CV, HOME, General Funds, and PLHA) ✔✔✔✔ Arroyo Grande ✔✔✔✔ Atascadero ✔✔✔✔ Morro Bay ✔✔✔✔ Paso Robles ✔✔✔✔ Pismo Beach ✔✔✔✔ City of San Luis Obispo ✔✔✔✔ County of San Luis Obispo 89000 CDBG funding requested ESG funding requested ESG-CV funding requested Item 9.a. - Page 44 6. Type of agency: Agency Details, Capacity, and Experience 7. Is the organization faith-based? 8. Please answer the following: If this is your first time applying to the County for funds, please upload your organizations’ incorporation documents in the Documents tab. 9. Agency Mission Statement: Organization’s Mission: 5Cities Homeless Coalition strengthens the southern San Luis Obispo County, California, community by mobilizing resources, fostering hope, and advocating for the homeless and those facing homelessness. Who We Serve: 5Cities Homeless Coalition is transforming the lives of those who are homeless or facing homelessness. While predominantly focused on assisting those in Southern San Luis Obispo County, our rapid re-housing and homeless prevention services are offered county-wide. Our efforts focus on helping the most vulnerable in our community maintain dignity while working toward a new home (or retaining their home). Through a standardized Coordinated Entry assessment we work to help people identify and resolve their housing challenges, including helping to prevent homelessness. We work to prioritize services; prevent duplication of repetitive client assessments and services; identify immediate needs (particularly focused on resolving the crisis that caused them to seek services); and develop a “progressive engagement” plan with short- and long-term goals ultimately leading to stable housing and increased economic stability. In this process, services may take the form of limited direct financial assistance that will resolve and prevent further deterioration of their circumstance. Depending on need, additional services for benefit advocacy, counseling and acquisition for public assistance programs (SSI, SSDI, CalFresh, General Assistance) are provided – especially for those who are disabled (mentally or physically). Additionally we provide financial literacy counseling, and linkages to other community support services such drug and alcohol treatment and mental health services to ensure that clients plan for stability and have the resources and support to succeed and maintain their success. The Coalition provides services in both English and Spanish, with community support to translate to Mixteco and Zapoteco as needed. Core Values: 1. We act with transparency, integrity, and honesty; 2. We see the whole person, not just the barrier or issue they face; 3. We offer hope, support and resources; 4. We are inclusive; HOME funding requested General Funds requested PLHA funding requested '' 89,000.0089,000.00 SUBTOTAL 7/1/2021 Anticipated start date 6/30/2022 Anticipated end date 89,000.0089,000.00 TOTAL ✔✔✔✔ 501(c)(3) gfedc For Profit gfedc Gov't/Public gfedc Other: gfedc Yes ✔✔✔✔ No 3/3/2009 Date of incorporation $1,400,000 Annual operating budget 10 FT 10 S Number of paid staff 500 Number of volunteers 1,400,500.001,400,500.00 TOTAL Item 9.a. - Page 45 5. We act professionally and ethically, and are culturally responsive. The Coalition is now considered a "go-to" agency for housing and supportive services for those who are homeless or facing homelessness in San Luis Obispo County. Under the guidance of a volunteer board of directors representative of our service area, the agency has a dedicated staff working to address the challenges of homelessness on an individual basis, meeting each client “where they’re at.” Collectively the staff of 5CHC shares more than 30 years of experience in serving those who are homeless or facing homelessness. 10. Please describe the services your organization is CURRENTLY providing (regardless of funding source). 5Cities Homeless Coalition’s housing navigation services assist with identifying immediate and long-term housing solutions, providing crisis management, coordinated entry, accessing benefits that are important to housing stability, case management and housing navigation, and providing on-site access and referrals to medical, mental health and substance use disorder services. Through its Rapid Re-Housing and Homeless Prevention program, 5CHC receives referrals for housing support from ECHO, CAPSLO and Family Resource Centers located throughout the county, and other community-based organizations, to provide housing case management for those facing homelessness and homeless residents. Other services provided by 5CHC that are targeted to South County residents include with winter warming center seasonal shelter, benefits determination and streamlining access, street outreach and engagement, client resource center (mailing address, computer access, printer, phone, internet), transportation and utilities assistance, family reunification opportunities, and documentation assistance. 5CHC also offers a countywide Homeless Youth Program which targets homeless youth age 16-24, providing support for immediate needs, education and job development, and housing assistance. Partners in this program include Lucia Mar School District, Cuesta College, County Office of Education, and local law enforcement. In the last 12 months 5CHC has moved families (Households = HH) into housing, or prevented them from eviction in all areas of the County, providing both case management and financial assistance through subsistence payments and deposits. For this reason are requesting assistance from a broad spectrum of the Cities as well as the County: Arroyo Grande: 19 HH Housed, 12 HH Eviction Prevention Atascadero: 2 HH Housed, 2 HH Eviction Prevention Morro Bay: 1 HH Housed, 1 HH Eviction Prevention Pismo Beach: 2 HH Housed, 1 HH Eviction Prevention Paso Robles: 6 HH Housed, 3 HH Eviction Prevention San Luis Obispo: 7 HH Housed, 3 HH Eviction Prevention County Unincorporated: 7 HH Housed, 5 HH Eviction Prevention These services have been provided apart from services to Grover Beach, for which other funds are utilized. 11. Please describe the services your organization PROPOSES to provide (regardless of funding source). The Rapid Re-Housing and Homelessness Prevention activities proposed in this application (coupling financial assistance for rent with housing stabilization services of case management, benefits advocacy, financial literacy, and housing search and deposit expenses) have been documented to be cost-effective in both preventing the occurrence of homelessness, and ensuring that homelessness is brief and a one-time occurrence. For those who are homeless, this program assists families and individuals who do not need the added support of permanent housing, to obtain housing in the shortest time possible or avoid homelessness due to short-term . 5CHC’s housing program has a demonstrated 90% housing retention rate for clients who remain housed one-year after program exit. It should be noted that this program will also assist those who are veterans. While we have a robust SSVF program in our County, 5CHC has been able to assist homeless veterans who may not qualify for the SSVF program or who are between funding cycles when the SSVF program experience limited funds. With the two SSVF programs offered through CAPSLO and with 5CHC (in partnership with Good Sam), we are able to assist a broader spectrum of clients coming through our doors, and maximize all available resources through various funding streams. Specific Programs Include Coordinated Entry & Referral: Assistance begins with general information and referral to community services coupled with a comprehensive assessment of Item 9.a. - Page 46 needs, identification of barriers and development of an immediate action plan. Access to computer, internet, phone, mailing address, food, clothing and hygiene supplies. Housing Support Program Case management and financial assistance for deposit, rent and immediate needs for those who are homeless or facing homelessness. Services provided Countywide. Partnership with Good Samaritan includes Veteran Services. Immediate Needs: 5CHC assists homeless and low-income families and individuals in South County with limited funds to address their immediate needs, and move them to self–sufficiency. Examples of assistance are utilities, gasoline, bus voucher, auto repairs, clothing, employment readiness, detox/sober living, basic needs, emergency food etc. Benefits Determination & Streamlining Access: 5CHC clients are offered additional support for client to obtain and retain public benefits to which they are entitled, including SSI, SSDI, Medicare, along with financial literacy and budgeting training. Outreach Inreach into area encampments, and working to improve discharge planning with Arroyo Grande Community Hospital, and County Jail, The program serves those who are camping out of doors, in safe parking zones. Also for those leaving the hospital or jail 5CHC offers support to develop a post-release discharge plan. Homeless Youth: Outreach and case management targeting homeless youth age 16-24, providing support for immediate needs, education and job developme 12. How does the project complement and collaborate with existing efforts? Does your organization partner with other organizations? 5CHC is a member of the Coordinated Entry collaborative, actively participates with the Homeless Services Oversight Council, is a member of the Supportive Housing Consortium, and regularly meets with local government, South County Chamber of Commerce and with South County service providers (including churches, schools, and other community-based organizations). Efforts of 5CHC staff include outreach with Arroyo Grande Community Hospital, Community Health Centers of the Central Coast, Lucia Mar Unified School District Families In Transition Program; SAFE System of Care, County Drug and Alcohol, County Jail, Dept. of Social Services, State Rangers, Law Enforcement, City Government, business and other community stakeholders. Services provided through this grant add to the existing collaboration of Coordinated Entry and Rapid Re-Housing providers countywide to provide housing resources coupled with appropriate case management services for those who are homeless or facing homelessness. 13. If the proposed project will serve homeless households, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources. If this question is not applicable, write N/A in the box below. As stated in the previous section, 5CHC works closely with its partners, ECHO in North SLO County, and CAPSLO 40 Prado in SLO and Coastal areas. Through their shared case management data system, the three agencies are able to share basic information on all clients coming through their doors, preventing unnecessary duplication. The three agencies routinely refer appropriate clients to one another and other organizations, including TMHA, HASLO, HomeShare SLO, Transitional Food & Shelter, Los Osos Cares, Paso Cares and the Family Resource Centers throughout the county. CAPSLO, 5CHC and ECHO all work closely with the countywide Community Action Teams (CAT). This street outreach collaboration has provided tremendous assistance in helping individuals move out of the area and back to their family when appropriate. Adult Protective Services has also played a vital role in personally accompanying frail individuals back to their homes if needed, in order to ensure a safe and smooth transition. 5CHC's case managers regularly participate in county-wide case management meetings to assess client needs, review the County's service priority list. 5CHC participates in the SAFE system of care targeting children and youth and their families. As mentioned previously we are meeting with clients in the Jail, and participate in the Jail to Community case plan meetings (as COVID allows). 14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed. 5CHC, now in its 11th year, has more than seven years experience managing homeless prevention and rapid re-housing efforts in the County. In 2019 5CHC housed 90 households and prevented homelessness for an additional 75 households. 5CHC is now seen as the lead organization in the region for addressing the breadth of challenges facing homeless families. Item 9.a. - Page 47 The efforts of the 5Cities Homeless Coalition are focused on transforming lives, enhancing community awareness through volunteers, faith communities and media communications; expanding client services; and improving the homeless services delivery system in South County. Our strength is in mobilizing community resources, especially utilizing volunteers and in- kind services, and strengthening the network of services. 5Cities Homeless Coalition has a strong history of providing assistance for immediate needs, rapid re-housing and eviction prevention services, with a high success rate of clients remaining housed. The Coalition, by virtue of name and philosophy, is a community-building and convening organization – whereby we seek to strengthen the service continuum and leverage funding for our community. As an example in 2018 the Coalition assisted Shower The People to launch is program, collaborating on grants, and providing community connections and non-profit governance expertise. 5CHC has or is currently administering a number of similar grants. A sample include: City of Grover Beach CDBG (current): $465,000 Community Foundation Klaproad Housing: $800,000 County CDBG: $69,999 County ESG: $63,000 County - ESG Pass Through: $102,000 Personnel Involved Include: Janna Nichols, Executive Director Janna Nichols has more than 25 years of nonprofit experience, and has been recognized as a Woman of Distinction in 2017 by Cuesta College and the Women’s Legacy Fund. She currently serves on the Homeless Services Oversight Council; Secretary to the Supportive Housing Consortium; was a founding board member of the San Luis Obispo County Housing Trust Fund; and served 8 years as chair of the City of San Luis Obispo’s Human Relations Commission. Veronica Cablayan, Director of Programs Veronica has spent more than 10 years providing housing assistance. She is in charge of ensuring coordination of 5CHC client activities. She also serves as lead case manager for permanent housing placement through ESG and CDBG programs. She is supported in this housing program by the following program staff: Michael Azevedo, Case Manager – Unaccompanied Youth Program Isela Pena Pena - Coordinated Entry Intake Specialist Paul Frankel, Benefits Specialist Jorge Gonzales - Housing Case Manager Andrea Montes Alvarado - HMIS Specialist Devon McQuade - Associate Director, Grants Management 15. Briefly describe your agency’s record keeping system with relevance to the proposed project. Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG. Programmatically: Clients initially are asked to complete a coordinated intake that is documented through ClientTrack. Referrals and client files are formatted in specific order to ensure all forms are completed and accounted for, detailing client housing stability plan, income verification, etc. Lastly all enrolled clients are tracked through the County's Homeless Management Information System (HMIS), both at intake and program exit. Administratively: All funding requests are dual tracked through the agency's financial accounting process by class and grant and a program- based master assistance file. All expenditures for the program are verified for eligibility against program budget and HUD requirements and CDBG regulations with appropriate back-up documentation, copies of which are maintained separately for review and monitoring. Matching responsibilities are tracked concurrently against grant expenditures. 5CHC staff have received training in the requirements of Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (2 CFR Part 200) and Community Development Block Grants (24 CFR Part 570). 16. CDBG/ESG ONLY - Will the services offered by your organization increase or expand as a result of CDBG/ESG assistance? gfedc Yes ✔✔✔✔ No Item 9.a. - Page 48 17. CDBG/ESG ONLY - IF YES TO ABOVE - What new programs or services will be provided? If this question is not applicable, write N/A in the box below. N/A 18. CDBG/ESG ONLY - IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected. If this question is not applicable, write N/A in the box below. If funded as requested, a greater number of households will receive assistance with eviction prevention and deposit assistance for move-in. Expansion of the program is directly dependent on final award. Based on our request of $89,000 compared to a current grant of $69,000; we anticipate serving not less than 6 additional households. Our current contract calls for serving 16 households (32 people) with $56,431. With the $33,000 increase requested, we seek to provide assistance to not less than 24 households. That said, our track record to maximize use of these funds has traditionally resulted in actual outcomes more than 30% above goal. With these funds, we would seek to do the same, while ensuring that families housing is stabilized and they have the resources to maintain their housing. We are anticipating that the CV funds being distributed in early 2021 will be insufficient heading into 2022; and a number of clients will not meet some of the grant restrictions. 19. Please describe the proposed project in detail (i.e. What activities are to be undertaken? What are the projects' goals?). Please attach a timeline of the project milestones under the Documents tab. Addressing homelessness has been identified as one of the County's important goals. San Luis Obispo County is consistently one of the least affordable housing markets in California and the nation. The National Association of Home Builders found that this county was the 10th least affordable out of 229 metropolitan housing markets in the nation for the fourth quarter of 2016. The 2010 Census found that 35.8% of the renters in San Luis Obispo County had a severe housing cost burden. This was a higher percentage than in either San Francisco and Los Angeles County. Based on HUD data, our county also had a higher incidence of homelessness than both. As noted, with rental rates increasing at double-digit rates annually to more than a 50% increase in the last five years, and limited new housing units expected on the market, those who's income qualifies them for this program (very-low and low) are especially challenged, and oftentimes lack the awareness of community resources, budgeting expertise, and financial ability to pay deposit and move-in expenses. Living homeless is financially expensive, with much of one's income spent on motel, prepared food, etc. which makes saving for deposit and move-in virtually impossible. Following the Housing First model, and recently adopted goals of the Consolidated Plan, an investment in housing subsidies for deposit, and rent for eviction prevention is the most effective method of addressing the challenges of homelessness, and preventing homelessness. 5CHC has a demonstrated 93% success rate for housing retention over the past five years. Activities include: Community Outreach Coordinated Entry assessment Diversion - Rapid Resolution Discussion Short-Term Immediate Needs Assistance Short and Long-Term Case Planning Housing Search/Landlord Mitigation Benefits Advocacy and/or Work Development Resources/Guidance Budgeting Financial Literacy Training Connection to other Community Resources (food pantries, agencies, health care, education). Direct financial assistance Regular and Often case management meetings lasting no less than 3 months. Exit Interview HMIS and Client Track Data Tracking Activities related to grant accounting and admin Project Details 20. Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households. Please refer to the Library for HUD Income Limits and information on CDBG Presumed Low/Mod Income populations. Please enter any presumed benefit persons as low-income. 24HH TOTAL number of persons (p) or households (hh) regardless of income 0 Of the total number of persons (p) or households (hh) entered above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(HUD funding only) 24HH Of the total number of persons (p) or households (hh) entered above, how many will be VERY LOW- INCOME (earning 50% or less of the County median-income)(HUD funding only) Item 9.a. - Page 49 21. CDBG ONLY - If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified. If this question is not applicable, write N/A in the box below. Through the Coordinated Entry assessment, clients are asked whether they are homeless, length of time homeless, etc. In addition 5CHC will expand outreach efforts to specifically target the most vulnerable populations including disabled, elderly, single-parent, and youth. 22. ESG ONLY - FOR EMERGENCY SHELTER ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 23. ESG ONLY - FOR STREET OUTREACH ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 24. ESG ONLY - RAPID RE-HOUSING ONLY - Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 25. ESG ONLY - FOR HOMELESSNESS PREVENTION ONLY: Please identify the following projected accomplishments and portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 26. ESG ONLY - FOR HMIS ONLY: Please identify the portion of funding requested to go towards each service type for the 12-month contract period. -answer not presented because of the answer to #1- 27. GENERAL FUND ONLY - OVERNIGHT SHELTERS ONLY - Please answer the following: -answer not presented because of the answer to #1- 28. GENERAL FUND ONLY - Please identify the following projected accomplishments: -answer not presented because of the answer to #1- 29. Identify the projected target population(s) your proposed project and activities will serve (including age, race, residency, handicap status, income level or other unit characteristics or subgroup information) and how those populations will benefit Current housing programs provided by 5CHC meet the demographic breakdown of the County (including age, race, residency, handicap status, income level). All services provided through this grant will be provided based on income. Additionally 5CHC's website, facebook page, and outreach materials all provide logos for Fair Housing and Accessibility. As noted above, 5CHC is expanding its outreach and public information efforts particularly with landlords, property management companies, and housing developers to ensure that those eligible are made aware of the program. 30. Has environmental review been completed (CEQA and/or NEPA)? 31. Please answer yes or no to the following: If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab. Of the total number of persons (p) or households (hh) entered above, how many will be earning 60% or less of County median-income(PLHA only) 0.000.00 TOTAL gfedc Yes - CEQA review completed gfedc No - CEQA review not completed ✔✔✔✔ N/A - CEQA not required gfedc Yes - NEPA review completed gfedc No - NEPA review not completed ✔✔✔✔ N/A - NEPA not required n/a Has a Phase I or Phase II environmental assessment been conducted for the property? n/a List and describe any known hazards (e.g. asbestos, storage tanks – underground, aboveground) Item 9.a. - Page 50 32. Identify all permits necessary for the project (local, state or federal). None needed 33. State whether or not the necessary permits have been issued. If a permit has not yet been issued, indicate when the permit(s) will be applied for or issued. Please provide proof of permit issuance under the Documents tab. N/A 34. Briefly describe your agency’s auditing requirements, including those for the proposed project. Please upload a copy of your most recent audit under the Documents tab. 5CHC engages an independent auditor annually to review the financial records of the organization. The last one completed, attached, represents calendar year ending Dec. 31, 2019. The level of federal grants administered by 5CHC to-date has not required a secondary federal audit. However, we anticipate augmenting our audit for 2020 to include a federal single audit. Financial 35. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? General maintenance and occupancy expenses are funded through other grants and direct donations. No extraordinary costs are anticipated as a result of this program. 36. Do you have any grant funds remaining from prior Fiscal Year allocations? 37. IF YES TO ABOVE, please answer the following: If this question is not applicable, write N/A in the boxes below. 38. CDBG ONLY - Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction. Write N/A for jurisdictions not being applied to for CDBG funds. Note: Any project/program being recommended less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County. n/a Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site? n/a Are the building(s)/structure(s) located on a Historic Site or within a Historic District? na Is the project located within a 100-year flood plain? n/a IF YES TO ABOVE, does your agency have flood insurance? n/a Will there be demolition required? 0.000.00 TOTAL ✔✔✔✔ Yes gfedc No 2020-2021 What fiscal year(s) did you receive the funding? Same What project did you receive the funding for? $35,000 How much is remaining? 35,000.0035,000.00 TOTAL 13455 City of Arroyo Grande 2200 City of Atascadero 900 City of Morro Bay 3500 City of Paso Robles 5445 City of Pismo Beach 3500 City of San Luis Obispo 60000 County of San Luis Obispo 89,000.0089,000.00 TOTAL Item 9.a. - Page 51 39. GENERAL FUND ONLY - Please indicate the estimated portion of funding to go towards the following activities: -answer not presented because of the answer to #1- 40. HOME Only - TBRA Only - Please indicate the amounts to be spent for rental assistance, deposit assistance, and project administration? -answer not presented because of the answer to #1- Budget top Funding Sources/Revenues Committed Conditional Proposed CDBG Funding (this request) $ 89,000.00 ESG Funding (this request) General Funds (this request) CDBG Funding (previous years) Other Federal Funds (please specify which source): State (please specify which source): Local/County (non-federal)(please specify): Local/City (non-federal)(please specify): In-kind Other (please specify): Total $ 0.00 $ 0.00 $ 89,000.00 Funding Uses/Expenses CDBG ESG & ESG-CV General Fund HOME PLHA Personnel Costs $ 26,000.00 Operating Costs Professional Services Capital Outlay Permits, Development Fees Legal and Public Notices Other (please specify): 05Q Rental Assistance $ 36,000.00 05T Deposits $ 27,000.00 Total $ 89,000.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 Budget Narrative Rental Assistance at $3,000 Avg/Household = $36,000 Deposits Assistance at $2,250 Avg/Household =$27,000 Case Manager @$27/hr x 35 hours/Household = $19,000 Primary Activity Delivery Cost (Grant Management Specialists) $23.50/hr X 298 Hours = $7,000 Tables top ESG Matching Funds Sources Amount $ $ $ $ $ $ $ Total $ 0 Item 9.a. - Page 52 Application ID: 246911 Become a fan of ZoomGrants™ on Facebook Problems? Contact us at Questions@ZoomGrants.com ©2002-2020 GrantAnalyst.com. All rights reserved. "ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC. Logout | Browser * ZoomGrants™ is not responsible for the content of uploaded documents. Documents top Documents Requested *Required?Attached Documents * Incorporation Documents (if applicable) Timeline of Project Milestones ✔✔✔✔ Timeline and Milestones Proof of Permit Issuance (if applicable) Map of Multiple Project Locations (if applicable) Most Recent Audit ✔✔✔✔ 5CHC Audit 2019 Commitment Letters for funds (if available) Timeline of Expenditures ✔✔✔✔ TIMELINE OF EXPENDITURES Item 9.a. - Page 53 Powered by ZoomGrants™ Email This Preview Save as PDF Print Close Window A▲▼ County of San Luis Obispo 2021 Public Facilities and Improvements (CDBG, PLHA, and ESG-CV) Deadline: 10/28/2020 City of Arroyo Grande Soto Sports Complex Barrier Removal Project - Phase IV (Ikeda Field) Jump to: Eligibility Application Questions Budget Documents $ 31,981.00 Requested Submitted: 10/23/2020 2:15:13 PM (Pacific) Project Contact Jill McPeek jmcpeek@arroyogrande.org Tel: 805 473-5444 Additional Contacts ckaramanlis@arroyogrande.org City of Arroyo Grande 300 East Branch Street Arroyo Grande, CA 93420 United States Acting Community Development Director Whitney McDonald wmcdonald@arroyogrande.org Telephone 805 473-5400 Fax 805 473-0386 Web www.arroyogrande.org DUNS SAM Expires Eligibility top CDBG National Objectives 1. Please select the CDBG national objective that best applies to the proposed project. (Skip question for PLHA) Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding CDBG national objectives. 2. IF LOW/MODERATE INCOME WAS SELECTED - Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective. (Skip question for PLHA) Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding CDBG national objectives. 3. IF SLUM OR BLIGHT WAS SELECTED - Select which criteria the proposed project intends to qualify under to meet the Slums or Blight objective. (Skip question for PLHA) ✔✔✔✔Low/Moderate Income gfedc Slums or Blight gfedc Urgent Need gfedc Area Benefit ✔✔✔✔Limited Clientele gfedc N/A - Low/Moderate Income NOT selected ATTACHMENT 4 Item 9.a. - Page 54 Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective. 4. Please explain how the proposed project meets the selected National Objective. (Skip question for PLHA) Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab. Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab. The proposed activity is the construction of accessible access to Ikeda Field at the Soto Sports Complex. The City of Arroyo Grande's Housing Element states that there are approximately 194 persons with disabilities within the City. After 2014, the Census Bureau revised the American Community Service data (ACS), under the ACS 2008-2012 Disability by Age, Race, Ethnicity data, and the County reported a total of 2,012 disabled adults living within the three Census Tracks in the City of Arroyo Grande. The project would help assure that this group of people have adequate access to all areas of the City. It is presumed that such persons are principally low and moderate income. Beneficiary Documentation 5. How will you document and maintain income status or presumed benefit status of each beneficiary in compliance with regulations? Please provide a sample of your Client Intake Form under the Documents Requested section below. The City of Arroyo Grande does not currently collect income status data on users of the Soto Sports Complex due to the short duration of those utilizing the facility. 6. How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of CDBG funds, the agency must collect race and ethnicity information from all clients. The City of Arroyo Grande does not currently collect demographic data on users of the Soto Sports Complex due to the short duration of those utilizing the facility. Eligible Activities 7. Identify all eligible activities that apply to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities. Please refer to "PLHA Guidelines and Regulations" in the Library tab. gfedc Area Basis gfedc Spot Basis ✔✔✔✔ N/A - Slums or Blight NOT selected ✔✔✔✔ Public Facilities and Improvements gfedc Privately-Owned Utilities gfedc Shelter Documents Requested *Required?Attached Documents * Client Intake Form(s) for Limited Clientele (if applicable) Map for Area Benefit (if applicable) CDBG Requirements and Acknowledgements (Please download the template below and upload an initialed document here) download template 2021 CDBG Req and Acknowledge General Liability Insurance Application Questions top Project Summary Item 9.a. - Page 55 1. Project Address(es): If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab Soto Sports Complex (Ikeda Field) 1275 Ash Street Arroyo Grande, CA 93420 2. Jurisdiction(s)/Area(s) Served: Select all that apply 3. What is the project structure type? 4. Brief Project Description: You will have the chance to expand on your project description further in the application. Please upload any maps, photos, drawings or plans under the Documents tab Improve accessibility at Ikeda Field located within the Soto Sports Complex on Ash Street (APN 077-121-004). It is proposed that the project included accessible access from the Soto Sports Complex parking lot to Ikeda Field. 5. Please answer the following: Agency Details, Capacity, and Experience 6. Type of agency: 7. Is the organization faith-based? 8. Please answer the following: If this is your first time applying to the County for funds, please upload your organizations’ incorporation documents in the Documents tab ✔✔✔✔ Arroyo Grande gfedc Atascadero gfedc Morro Bay gfedc Paso Robles gfedc Pismo Beach gfedc City of San Luis Obispo gfedc County of San Luis Obispo gfedc Residential gfedc Commercial ✔✔✔✔ Public Facility or Shelter gfedc Public right-of-way 31,981 CDBG funding requested PLHA funding requested ESG-CV funding requested 31,981.0031,981.00 TOTAL gfedc 501(c)(3) gfedc For Profit ✔✔✔✔ Gov't/Public gfedc Other: gfedc Yes ✔✔✔✔ No 07/10/1911 Date of incorporation $40M Annual operating budget 133 Number of paid staff 20 Number of volunteers 153.00153.00 TOTAL Item 9.a. - Page 56 9. Agency Mission Statement: The City of Arroyo Grande is dedicated to providing efficient and responsive government services. The mission of theorganization is to make Arroyo Grande the best place possible for everyone who lives, works, and visits here. 10. Please describe the services your organization is CURRENTLY providing (regarding public facilities and improvements). • Installation of ADA compliant drinking fountains at parks and City buildings • Annual sidewalk repairs 11. Please describe the services your organization PROPOSES to provide (regarding public facilities and improvements). • Construction of ADA compliant curb ramps • Replace playground structures with ADA compliant playground equipment • Annual sidewalk repairs • Removal of architectural barriers at City buildings and sports facilities 12. How does the project complement and collaborate with existing efforts? Does your organization partner with other organizations? The proposed project complements the City’s goal to provide accessible public facilities to serve the overall community including those with mobility challenges. The City may at times partner with other organizations when appropriate. 13. If the proposed project will serve homeless persons, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources. If this question is not applicable, write N/A in the box below. N/A 14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed. City staff from several departments (Public Works, Community Development, and Administrative Services) will implement the project, including the Capital Improvement Project Manager, Program Analyst, and Accounting Manager. 2008-2012 CDBG - Soto Sports Complex Barrier Removal I - Porter & Volunteer Fields 2010-2014 CDBG - Soto Sports Complex Barrier Removal II - Pilg & Campbell Fields 2016 CDBG - City of Arroyo Grande and Woman's Club Site Accessibility Improvements 2017 CDBG - Soto Sports Complex Barrier Removal III - Santos Field 15. Briefly describe your agency’s record keeping system with relevance to the proposed project. Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG. City staff responsible for CDBG projects use time sheets to track time spent on CDBG projects. The City's Public Works Department designs, bids, awards, and oversees the construction of the City's capital improvement program and this accessibility project will be under the management and oversight of the City's Capital improvement Project Manager to ensure project records are maintained. 16. Will the services offered by your organization increase or expand as a result of CDBG and/or PLHA assistance? 17. IF YES TO ABOVE - What new programs or services will be provided? If this question is not applicable, write N/A in the box below. Construction of the proposed improvements will enhance accessibility for persons with disabilities on City-owned property. 18. IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected. If this question is not applicable, write N/A in the box below. Accessibility will be expanded to this area of the Soto Sports Complex . ✔✔✔✔ Yes gfedc No Item 9.a. - Page 57 Project Details 19. Please describe the proposed project in detail. What activities are to be undertaken? Please attach a timeline of the project milestones under the Documents tab. Currently there is no ADA access to Ikeda Field. There is only a vehicle maintenance road providing access to the field. It is proposed that an accessible path of travel from the Soto Sports Complex parking to Ikeda Field be constructed . 20. Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households. Please refer to the Library for HUD Income Limits and information on Presumed Benefit populations. Please enter any presumed benefit persons as low-income. 21. If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified.(Skip question for PLHA) If this question is not applicable, write N/A in the box below. The project will allow disabled individuals both within Arroyo Grande and visiting to access Ikeda Field at Soto Sports Complex. Many sports activities are held at these fields, including baseball, football, and soccer. 22. Identify the projected target population your proposed project will serve (including age, race, residency, handicap status, income level or other unit characteristics or subgroup information) and how that population will benefit from the project. The projected target population for the proposed project are disabled adults. This population is presumed to be low/moderate income. This population will benefit from this project by the elimination of architectural barriers to access Ikeda Field at Soto Sports Complex, a regional sports complex serving Arroyo Grande and the Five Cities area. 23. Has environmental review been completed (CEQA and/or NEPA)? 24. Please answer yes or no to the following: If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab. 1500 hh TOTAL number of persons (p) or households (hh), regardless of income 800 hh Of the total number of persons (p) or households (hh) above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(CDBG Only) 200 hh Of the total number of persons (p) or households (hh) above, how many will be VERY LOW-INCOME (earning 50% or less of the County median-income)(CDBG Only) Of the total number of persons (p) or households (hh) above, how many will be earning 60% or less of the County median-income (PLHA Only) 0.000.00 TOTAL gfedc Yes - CEQA review completed ✔✔✔✔ No - CEQA review not completed gfedc N/A - CEQA not required gfedc Yes - NEPA review completed ✔✔✔✔ No - NEPA review not completed gfedc N/A - NEPA not required No Has a Phase I or Phase II environmental assessment been conducted for the property? No Are there any known hazards on or around the site (e.g. asbestos, storage tanks – underground, aboveground)? No Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site? No Are the building(s)/structure(s) located on a Historic Site or within a Historic District? No Is the project located within a 100-year flood plain? N/A IF YES TO ABOVE, does your agency have flood insurance? Yes Will there be demolition required? 0.000.00 TOTAL Item 9.a. - Page 58 25. Are there any existing buildings on the project property that were constructed prior to 1978? 26. IF YES TO ABOVE, please answer the following questions: If this question is not applicable, write N/A in the boxes below. Please upload a copy of the asbestos risk assessment report (s) and/or lead hazard risk assessment report(s) under the Documents tab, if applicable. 27. Identify all permits necessary for the project (local, state or federal). N/A 28. State whether or not the necessary permits have been issued. If permits are required but not yet obtained, when will the permits be applied for or issued? Please provide proof of permit issuance under the Documents tab. N/A Financial 29. Briefly describe your agency’s auditing requirements, including those for the proposed project. Please upload a copy of your most recent audit under the Documents tab. The City is audited annually. 30. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? The City of Arroyo Grande funds City facility maintenance annually, including Park Funds. The staffing and supplies necessary for the maintenance of the proposed improvements are included in the City's annual operating budget. 31. Identify whether or not the project is required to pay a prevailing wage. If not, briefly explain. Yes, the project will be required to pay State prevailing wage or Federal wage rates, which ever is higher. 32. Do you have any CDBG/HOME/ESG funds remaining from prior Fiscal Year allocations? 33. IF YES TO ABOVE, please answer the following: If this question is not applicable, write N/A in the boxes below. 34. Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction Write N/A for any jurisdiction not applied to for CDBG funding. Note: Any project being recommended less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County. gfedc Yes ✔✔✔✔ No N/A Have asbestos risk assessment reports been prepared for the building(s)? N/A Have the building(s) been abated for asbestos? N/A Have lead hazard risk assessment reports been prepared for the building(s)? N/A Have the building(s) been abated for lead paint? N/A Will children occupy the building(s)? N/A IF CHILDREN WILL OCCUPY THE BUILDING, indicate the age range of the children 0.000.00 TOTAL ✔✔✔✔ Yes gfedc No 2019 &2020 What fiscal year(s) did you receive the funding? Ikeda Fiel What project did you receive the funding for? 129,129.50 How much is remaining? 129,129.50129,129.50 TOTAL 31,981 City of Arroyo Grande Item 9.a. - Page 59 N/A City of Atascadero N/A City of Morro Bay N/A City of Paso Robles N/A City of Pismo Beach N/A City of San Luis Obispo N/A County of San Luis Obispo 31,981.0031,981.00 TOTAL Budget top Funding Sources/Revenues Committed Conditional Proposed CDBG Funding (this request) $ 31,981.00 CDBG Funding (previous years) $ 144,692.00 Other Federal Funds State County Local/City (non-federal)(please sepcify which jurisdiction): In-kind Other (please specify): Total $ 144,692.00 $ 0.00 $ 31,981.00 Funding Uses/Expenses CDBG Amount Personnel Costs Operating Costs Professional Services $ 29,500.00 Construction Costs $ 147,173.00 Capital Outlay Relocation Expenses Permits, Development Fees Appraisal Fees Property Aquisition Legal and Public Notices Other: Total $ 176,673.00 Documents top Documents Requested *Required?Attached Documents * Incorporation Documents (if applicable) Timeline of Project Milestones ✔✔✔✔ Timeline of Project Milestones Proof of Permit Issuance (if applicable) Asbestos Risk Assessment (if applicable) Lead Hazard Risk Assessment (if applicable) Phase I or II Environmental Assessment (if applicable) Map of Multiple Project Locations (if applicable) Project Photos/Plans/Drawings (if applicable) Most Recent Audit ✔✔✔✔ City of AG 2019 CAFR Commitment Letters for funds (if available) Timeline of Expenditures ✔✔✔✔ Timeline of Expenditures Item 9.a. - Page 60 Application ID: 288497 Become a fan of ZoomGrants™ on Facebook Problems? 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Item 9.a. - Page 61 Powered by ZoomGrants™ Email This Preview Save as PDF Print Close Window A▲▼ County of San Luis Obispo 2021 Public Facilities and Improvements (CDBG, PLHA, and ESG-CV) Deadline: 11/3/2020 City of Arroyo Grande Arroyo Grande City Hall Front Entrance Barrier Removal Jump to: Eligibility Application Questions Budget Documents $ 40,000.00 Requested Submitted: 10/23/2020 2:18:36 PM (Pacific) Project Contact Jill McPeek jmcpeek@arroyogrande.org Tel: 805 473-5444 Additional Contacts ckaramanlis@arroyogrande.org City of Arroyo Grande 300 East Branch Street Arroyo Grande, CA 93420 United States Acting Community Development Director Whitney McDonald wmcdonald@arroyogrande.org Telephone 805 473-5400 Fax 805 473-0386 Web www.arroyogrande.org DUNS SAM Expires Eligibility top CDBG National Objectives 1. Please select the CDBG national objective that best applies to the proposed project. (Skip question for PLHA) Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding CDBG national objectives. 2. IF LOW/MODERATE INCOME WAS SELECTED - Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective. (Skip question for PLHA) Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library for more information regarding CDBG national objectives. 3. IF SLUM OR BLIGHT WAS SELECTED - Select which criteria the proposed project intends to qualify under to meet the Slums or Blight objective. (Skip question for PLHA) ✔✔✔✔Low/Moderate Income gfedc Slums or Blight gfedc Urgent Need gfedc Area Benefit ✔✔✔✔Limited Clientele gfedc N/A - Low/Moderate Income NOT selected ATTACHMENT 5 Item 9.a. - Page 62 Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding the Slums or Blight national objective. 4. Please explain how the proposed project meets the selected National Objective. (Skip question for PLHA) Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab. The proposed activity is the construction of an accessible entrance to the Arroyo Grande City Hall building. The City of Arroyo Grande's Housing Element states that there are approximately 194 persons with disabilities within the City. After 2014, the Census Bureau revised the American Community Service data (ACS), under the ACS 2008-2012 Disability by Age, Race, Ethnicity data, and the County reported a total of 2,012 disabled adults living within the three Census Tracks in the City of Arroyo Grande. The project would help assure that this group of people have adequate access to all areas of the City. It is presumed that such persons are principally low and moderate income. Beneficiary Documentation 5. How will you document and maintain income status or presumed benefit status of each beneficiary in compliance with regulations? Please provide a sample of your Client Intake Form under the Documents Requested section below. The City of Arroyo Grande does not currently collect income status data on users of City Hall due to the short duration of those utilizing the facility. 6. How will you collect demographic data on the beneficiaries of the proposed project (i.e. racial/ethnic characteristics)? Please provide a sample of your Client Intake Form under the Documents Requested section below. To qualify for an award of CDBG funds, the agency must collect race and ethnicity information from all clients. The City of Arroyo Grande does not currently collect demographic data on users of City Hall due to the short duration of those utilizing the facility. Eligible Activities 7. Identify all eligible activities that apply to the proposed project Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" in the Library tab for information regarding CDBG eligible activities. Please refer to "PLHA Guidelines and Regulations" in the Library tab. gfedc Area Basis gfedc Spot Basis ✔✔✔✔ N/A - Slums or Blight NOT selected ✔✔✔✔ Public Facilities and Improvements gfedc Privately-Owned Utilities gfedc Shelter Documents Requested *Required?Attached Documents * Client Intake Form(s) for Limited Clientele (if applicable) Map for Area Benefit (if applicable) CDBG Requirements and Acknowledgements (Please download the template below and upload an initialed document here) download template 2021 CDBG Req and Acknowledge General Liability Insurance Application Questions top Project Summary Item 9.a. - Page 63 1. Project Address(es): If the proposed project has multiple addresses, please upload a map of the specific locations under the Documents tab Arroyo Grande City Hall 300 East Branch Street Arroyo Grande, CA 93420 2. Jurisdiction(s)/Area(s) Served: Select all that apply 3. What is the project structure type? 4. Brief Project Description: You will have the chance to expand on your project description further in the application. Please upload any maps, photos, drawings or plans under the Documents tab Installation of exterior doors, including automatic door openers, that can be easily operated by citizens with mobility limitations. 5. Please answer the following: Agency Details, Capacity, and Experience 6. Type of agency: 7. Is the organization faith-based? 8. Please answer the following: If this is your first time applying to the County for funds, please upload your organizations’ incorporation documents in the Documents tab ✔✔✔✔ Arroyo Grande gfedc Atascadero gfedc Morro Bay gfedc Paso Robles gfedc Pismo Beach gfedc City of San Luis Obispo gfedc County of San Luis Obispo gfedc Residential gfedc Commercial ✔✔✔✔ Public Facility or Shelter gfedc Public right-of-way 40,000 CDBG funding requested PLHA funding requested ESG-CV funding requested 40,000.0040,000.00 TOTAL gfedc 501(c)(3) gfedc For Profit ✔✔✔✔ Gov't/Public gfedc Other: gfedc Yes ✔✔✔✔ No 07/10/1911 Date of incorporation $40M Annual operating budget 133 Number of paid staff 20 Number of volunteers 153.00153.00 TOTAL Item 9.a. - Page 64 9. Agency Mission Statement: The City of Arroyo Grande is dedicated to providing efficient and responsive government services. The mission of the organization is to make Arroyo Grande the best place possible for everyone who lives, works, and visits here. 10. Please describe the services your organization is CURRENTLY providing (regarding public facilities and improvements). • Installation of ADA compliant drinking fountains at parks and City buildings • Annual sidewalk repairs 11. Please describe the services your organization PROPOSES to provide (regarding public facilities and improvements). • Construction of ADA compliant curb ramps • Replace playground structures with ADA compliant playground equipment • Annual sidewalk repairs • Removal of architectural barriers at City buildings and sports facilities 12. How does the project complement and collaborate with existing efforts? Does your organization partner with other organizations? The proposed project complements the City’s goal to provide accessible public facilities to serve the overall community including those with mobility challenges. The City may at times partner with other organizations when appropriate. 13. If the proposed project will serve homeless persons, please describe how the project will coordinates with other homeless service providers to connect homeless individuals and families to resources. If this question is not applicable, write N/A in the box below. N/A 14. Please describe your organization’s capacity to implement the proposed project. Who will be involved? List projects of similar size and type that your organization has completed. City staff from several departments (Public Works, Community Development, and Administrative Services) will implement the project, including the Capital Improvement Project Manager, Program Analyst, and Accounting Manager. 2008-2012 CDBG - Soto Sports Complex Barrier Removal I - Porter & Volunteer Fields 2010-2014 CDBG - Soto Sports Complex Barrier Removal II - Pilg & Campbell Fields 2016 CDBG - City of Arroyo Grande and Woman's Club Site Accessibility Improvements 2017 CDBG - Soto Sports Complex Barrier Removal III - Santos Field 15. Briefly describe your agency’s record keeping system with relevance to the proposed project. Refer to Chapter 13 of "Basically CDBG" in the Library for more information on record keeping for CDBG. City staff responsible for CDBG projects use time sheets to track time spent on CDBG projects. The City's Public Works Department designs, bids, awards, and oversees the construction of the City's capital improvement program and this accessibility project will be under the management and oversight of the City's Capital improvement Project Manager to ensure project records are maintained. 16. Will the services offered by your organization increase or expand as a result of CDBG and/or PLHA assistance? 17. IF YES TO ABOVE - What new programs or services will be provided? If this question is not applicable, write N/A in the box below. Construction of the proposed improvements will enhance accessibility for persons with disabilities on City-owned property. 18. IF YES TO QUESTION 16 - Describe how existing programs or services will be expanded and what percentage of an increase is expected. If this question is not applicable, write N/A in the box below. ✔✔✔✔ Yes gfedc No Item 9.a. - Page 65 Improved accessibility will be provided to the Arroyo Grande City Hall building. Project Details 19. Please describe the proposed project in detail. What activities are to be undertaken? Please attach a timeline of the project milestones under the Documents tab. The existing entrance doors to the Arroyo Grande City Hall building are not ADA accessible. It is proposed to install exterior doors, including automatic door openers, that can be easily operated by citizens with mobility limitations. 20. Please estimate the number of unduplicated persons or households to benefit from the proposed project. Write "p" for persons or "hh" for households. Please refer to the Library for HUD Income Limits and information on Presumed Benefit populations. Please enter any presumed benefit persons as low-income. 21. If the project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified.(Skip question for PLHA) If this question is not applicable, write N/A in the box below. The project will allow disabled individuals both within Arroyo Grande and visiting to access City Hall and the various services the City of Arroyo Grande provides. 22. Identify the projected target population your proposed project will serve (including age, race, residency, handicap status, income level or other unit characteristics or subgroup information) and how that population will benefit from the project. The projected target population for the proposed project are disabled adults. This population is presumed to be low/moderate income. This population will benefit from this project by the elimination of architectural barriers to access City Hall and City of Arroyo Grande services. 23. Has environmental review been completed (CEQA and/or NEPA)? 24. Please answer yes or no to the following: If applicable, please upload a copy of the Phase I or II environmental assessment under the Documents tab. 1000 hh TOTAL number of persons (p) or households (hh), regardless of income 500 hh Of the total number of persons (p) or households (hh) above, how many will be LOW-INCOME (earning 51% - 80% or less of the County median-income)(CDBG Only) 500 hh Of the total number of persons (p) or households (hh) above, how many will be VERY LOW-INCOME (earning 50% or less of the County median-income)(CDBG Only) Of the total number of persons (p) or households (hh) above, how many will be earning 60% or less of the County median-income (PLHA Only) 0.000.00 TOTAL gfedc Yes - CEQA review completed ✔✔✔✔ No - CEQA review not completed gfedc N/A - CEQA not required gfedc Yes - NEPA review completed ✔✔✔✔ No - NEPA review not completed gfedc N/A - NEPA not required No Has a Phase I or Phase II environmental assessment been conducted for the property? No Are there any known hazards on or around the site (e.g. asbestos, storage tanks – underground, aboveground)? No Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historic site? Yes Are the building(s)/structure(s) located on a Historic Site or within a Historic District? Yes Is the project located within a 100-year flood plain? Yes IF YES TO ABOVE, does your agency have flood insurance? Yes Will there be demolition required? 0.000.00 TOTAL Item 9.a. - Page 66 25. Are there any existing buildings on the project property that were constructed prior to 1978? 26. IF YES TO ABOVE, please answer the following questions: If this question is not applicable, write N/A in the boxes below. Please upload a copy of the asbestos risk assessment report (s) and/or lead hazard risk assessment report(s) under the Documents tab, if applicable. 27. Identify all permits necessary for the project (local, state or federal). City of Arroyo Grande building permit. 28. State whether or not the necessary permits have been issued. If permits are required but not yet obtained, when will the permits be applied for or issued? Please provide proof of permit issuance under the Documents tab. A building permit will be applied for/issued before construction begins in April 2022. Financial 29. Briefly describe your agency’s auditing requirements, including those for the proposed project. Please upload a copy of your most recent audit under the Documents tab. The City is audited annually. 30. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? The City of Arroyo Grande funds City facility maintenance annually, including General Funds. The staffing and supplies necessary for the maintenance of the proposed improvements are included in the City's annual operating budget. 31. Identify whether or not the project is required to pay a prevailing wage. If not, briefly explain. Yes, the project will be required to pay State prevailing wage or Federal wage rates, which ever is higher. 32. Do you have any CDBG/HOME/ESG funds remaining from prior Fiscal Year allocations? 33. IF YES TO ABOVE, please answer the following: If this question is not applicable, write N/A in the boxes below. 34. Identify all jurisdictions you are applying to for CDBG funds by indicating the amount applied for at each jurisdiction Write N/A for any jurisdiction not applied to for CDBG funding. Note: Any project being recommended less than $8,000 total will not be funded per the Cooperation Agreement between the County and participating cities of the Urban County. ✔✔✔✔ Yes gfedc No N/A Have asbestos risk assessment reports been prepared for the building(s)? N/A Have the building(s) been abated for asbestos? N/A Have lead hazard risk assessment reports been prepared for the building(s)? N/A Have the building(s) been abated for lead paint? No Will children occupy the building(s)? N/A IF CHILDREN WILL OCCUPY THE BUILDING, indicate the age range of the children 0.000.00 TOTAL ✔✔✔✔ Yes gfedc No 2019 &2020 What fiscal year(s) did you receive the funding? Ikeda Fiel What project did you receive the funding for? 129,129.50 How much is remaining? 129,129.50129,129.50 TOTAL Item 9.a. - Page 67 40,000 City of Arroyo Grande N/A City of Atascadero N/A City of Morro Bay N/A City of Paso Robles N/A City of Pismo Beach N/A City of San Luis Obispo N/A County of San Luis Obispo 40,000.0040,000.00 TOTAL Budget top Funding Sources/Revenues Committed Conditional Proposed CDBG Funding (this request) $ 40,000.00 CDBG Funding (previous years) Other Federal Funds State County Local/City (non-federal)(please sepcify which jurisdiction): In-kind Other (please specify): Total $ 0.00 $ 0.00 $ 40,000.00 Funding Uses/Expenses CDBG Amount Personnel Costs Operating Costs Professional Services Construction Costs $ 40,000.00 Capital Outlay Relocation Expenses Permits, Development Fees Appraisal Fees Property Aquisition Legal and Public Notices Other: Total $ 40,000.00 Documents top Documents Requested *Required?Attached Documents * Incorporation Documents (if applicable) Timeline of Project Milestones ✔✔✔✔ Timeline of Project Milestones Proof of Permit Issuance (if applicable) Asbestos Risk Assessment (if applicable) Lead Hazard Risk Assessment (if applicable) Phase I or II Environmental Assessment (if applicable) Map of Multiple Project Locations (if applicable) Project Photos/Plans/Drawings (if applicable) Most Recent Audit ✔✔✔✔ City of AG 2019 CAFR Commitment Letters for funds (if available) Item 9.a. - Page 68 Application ID: 294753 Become a fan of ZoomGrants™ on Facebook Problems? Contact us at Questions@ZoomGrants.com ©2002-2020 GrantAnalyst.com. All rights reserved. "ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC. Logout | Browser * ZoomGrants™ is not responsible for the content of uploaded documents. Timeline of Expenditures ✔✔✔✔ Timeline of Expenditures Item 9.a. - Page 69 This application is designed to provide the participating jurisdictions of the Urban County of San Luis Obispo to apply for 2020 Community Development Block Grant (CDBG) program Administrative and Planning and Capacity Building funds as allowed in 24 CFR 570.206 and 24 CFR 570.205. Completed applications should provide the necessary budget and itemize expenditures as allowed uses in §570.205 and §570.206. Email your grant applications to Matt Leal at mleal@co.slo.ca.us, (805) 781-5113, by the application deadline of 5:00 P.M., Friday, October 23, 2020. Please label your email subject with the grant program name and the agency name (Exampl e: 2020 CDBG – City Name). Consult with applicable federal regulations and County staff if you intend to apply for Planning and Capacity Building funds. Separate applications must be provided by the applicant for Administrative and Planning and Capacity Building activities. APPLICANT INFORMATION (1-1) City Name Arroyo Grande DUNS Number 077252575 Contact Person/Title Camilla Karamanlis, Program Analyst Phone/Fax Numbers 805-473-5448 Email ckaramanlis@arroyogrande.org Address 300 E. Branch Street City, State, Zip Arroyo Grande, CA 93420 PROJECT SUMMARY (2-1) Project/Program Title Administration Project/Program Address 300 E. Branch Street Jurisdiction/Area Served City of Arroyo Grande Targeted clientele N/A Project type (select one): Administration (24 CFR 570.206) Planning and Capacity Building (24 CFR 570.205) https://www.govinfo.gov/content/pkg/CFR-2012-title24-vol3/xml/CFR-2012-title24-vol3-sec570-206.xml https://www.govinfo.gov/content/pkg/CFR-2011-title24-vol3/xml/CFR-2011-title24-vol3-sec570-205.xml (2-2) Brief Project Description: Development of an ADA Transition Plan (Planning and Capacity Building) (Please specify between §570.205 and §570.206 uses) (2-3) Total CDBG Funding Requested $6,298 Total Cost to Complete Project $6,298 Anticipated Start Date: July 1, 2021 Anticipated End Date: June 30, 2022 ATTACHMENT 6 Item 9.a. - Page 70 AGENCY DETAILS, CAPACITY, AND EXPERIENCE (3-1) Type of Agency 501 (c)(3) For Profit Gov’t/Public Faith-based Other: Date of Incorporation 07/10/1911 Annual Operating Budget $40 Million Number of Paid Staff 133 Number of Volunteers 359 (3-2) Agency Mission Statement: The City of Arroyo Grande is dedicated to providing efficient and responsive government services. The mission of the organization is to make Arroyo Grande the best place possible for everyone who lives, works, and visits here. (3-3) Please describe your organization’s capacity to implement the proposed project/program. Who will be involved in the project/program? (In-house employees, contractors, other agency partners, etc.) City full time staff from several departments (Public Works, Community Deve lopment, and Administrative Services) will implement the project. (3-4) Briefly describe your agency’s record keeping system with relevance to the proposed project/program (For invoice payment and monitoring purposes please create a charge code specifically for the CDBG program, if one is not already in use): City staff responsible for CDBG administration use detailed time sheets to track time spent on CDBG projects. A specific Planning project number will be assigned to the project to assist in tracking project costs. (3-5) Briefly describe your agency’s auditing requirements, including those for the proposed project/program, and attach a copy of your most recent audit: The City is audited annually. (3-6) Will the services offered by your organization increase or expand as a result of CDBG assistance? If YES, please answer the following two questions. Yes No What new programs or services will be provided? Item 9.a. - Page 71 An ADA Transition Plan will identify priority projects to enhance accessibility for persons with a disability on City owned property. Describe how existing programs or services will be expanded and what percentage of an increase is expected? (3-7) If your program serves homeless households, please describe how your program coordinates with other homeless service providers to connect homeless individuals and families to resources. PROJECT DETAILS/DESCRIPTION (4-1) Targeted Clientele: Individuals or households? Identify the projected target population your proposed activity will serve. (Include age, race, residency, handicap status, income level or other unit characteristics or subgroup information) The proposed activity is the development of an ADA Transition Plan which will be used to enhance accessibility for individuals with disabilities on City-owned property. It is presumed that such persons are principally low and moderate income. (4-2) Please describe the proposed project or program in detail. Make a case for why your project should be funded. Describe the need and the degree of urgency for the proposed project or program. What would the consequences be if the proposed project or program is not funded in the next year? Please attach a timeline of the project/program milestones. Under Title II of the ADA, the City of Arroyo Grande is required to have a current ADA Self- Evaluation and Transition Plan. Title II entities, such as the City of Arroyo Grande may be at significant risk for claims and litigations by not having a current plan. Also, recent inquiries and enforcement activities by the DOJ, CalTrans and HUD have shown that cities can be at risk of Item 9.a. - Page 72 losing or not being able to receive their state and federal pass through funding should you not have a current plan in place. FINANCIAL INFORMATION (5-1) Itemize all sources by name of funding and amount expected to be available for each category, if applicable (please include commitment letters if available): CDBG Funds Requested* $6,298 Other Federal Fund(s) $ State Source(s) $ Local Source(s) $ Applicants Matching Funds $ Other: $ (5-2) Identify all jurisdictions you are applying to for CDBG funds. Indicate the amount applied for at each jurisdiction, and the total amount requested. City of Arroyo Grande $6,298 City of Atascadero $ City of Morro Bay $ City of Paso Robles $ City of Pismo Beach $ City of San Luis Obispo $ County of San Luis Obispo $ TOTAL $ (5-3) Please list expenditures under CDBG by item or cost category and attach a timeline of the expenditures. Development of an ADA Transition Plan $6,298 $ $ $ $ $ $ TOTAL $6,298 Item 9.a. - Page 73 *20% cap: Costs that are charged to administrative costs and to Planning and Capacity Building per §570.205 and §570.206 are subject to the statutory limitation that not more than 20% of grant funds plus program income may be used for planning and administration and consistent with the Cooperative Agreement with the County of San Luis Obispo. FEDERAL REQUIREMENTS ACKNOWLEDGEMENTS Every person or Agency awarded a 2020 CDBG Contract or grant by San Luis Obispo County for the provision of services shall be required to certify to the County that they will comply with federal and local requirements including, but not limited to, those listed below. Please initial each certification listed to indicate you or your agency can and will comply with these requirements if funded. Federal Requirements Initials Americans with Disabilities Act Certify that this agency has reviewed its projects, programs and services for compliance with all applicable regulations contained in Title II, Americans with Disabilities Act of 1990. CK Audits Agrees to have an annual audit conducted in accordance with current San Luis Obispo County policy regarding audits and 2 CFR 200.501 audit requirements. Shall comply with current San Luis Obispo County policy concerning the purchase of equipment and shall maintain inventory records of all non-expendable personal property as defined by such policy as may be procured with funds provided through the grant. CK Conflict of Interest (2 CFR 200.112, 200.318, and 570.611) Certify and agree that no covered persons who exercise or have exercised any functions or responsibilities with respect to CDBG-assisted activity, or who are in a position to participate in a decision-making process or gain inside information with regard to such activities, may obtain a financial interest in any contract, or have a financial interest in any contract, subcontract, or agreement with respect to the CDBG-assisted activity, either for themselves or those with whom they have business or immediate family ties, during their tenure or for a period of one (1) year thereafter. A “covered person” includes any person who is an employee, agent, consultant, officer, or elected or appointed official of the agency CK Civil Rights Act Certify that it complies with and prohibits discrimination in accordance with Title VI of the Civil Rights Act of 1964. CK Debarment Status of Contractors Certify that, to the best of its knowledge and belief, that it and its principals will not knowingly enter into any subcontract with a person who is, or organization that is, debarred, suspended, proposed for debarment, or declared ineligible from award of contracts by any Federal agency (https://www.sam.gov/portal/public/SAM/) CK Drug-Free Workplace Certify that it will provide a drug-free workplace. CK Item 9.a. - Page 74 Financial Management Accounting Standards: Agrees to comply with 2 CFR 200(E)(F) and agrees to adhere to the accounting principles and procedures required therein, utilize adequate internal controls, and maintain necessary source documentation for all costs incurred. CK Cost Principles: Shall administer its program in conformance with 2 CFR 200(E), “Cost Principles for Non-Profit Organizations,” or 2 CFR 225, “Cost Principles for State and Local Governments,” as applicable. These principles shall be applied for all costs incurred whether charged on a direct or indirect basis. CK Procurement Policies: Certify and agree to procure all materials, property, or services in accordance with the requirements of 2 CFR 200.320-326. CK Lobbying Activities Certify that no Federal appropriated funds have been paid or will be paid, by or on behalf of the agency, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan or cooperative agreement. CK Minority Business Enterprise (MBE), Women’s Business Enterprise (WBE), Small Business Contracting Certify that it will comply with 2 CFR 200.321 to take all necessary affirmative steps to assure that minority firms, women business enterprises, and labor surplus area firms are used when possible. Further certify that it will submit to San Luis Obispo County at the time of project completion a report of the MBE and WBE status of all subcontractors to be paid with CDBG funds with contracts of $10,000 or greater, in a format that will be provided by the County. CK Real Property Certify that it will comply with real property standards (24 CFR Part 570.505) applicable to any property within the owner’s control that is acquired or improved in whole or in part using CDBG funds in excess of $25,000. CK Religious Activities Certify and agree that funds provided to the agency will not be utilized for inherently religious activities prohibited by 24 CFR 570.200(j), such as worship, religious instruction, or proselytization. CK Section 3 Certify and agree to ensure that opportunities for training and employment arising in connection with contracts or subcontracts for a housing rehabilitation (including reduction and abatement of lead- based paint hazards), housing construction, or other public construction project are given to low- and very low-income persons residing within the metropolitan area in which the CDBG-funded project is located; where feasible, priority should be given to low- CK Item 9.a. - Page 75 and very low-income persons within the service area of the project or the neighborhood in which the project is located, and to low- and very low-income participants in other HUD programs; and award contracts for work undertaken in connection with a housing rehabilitation (including reduction and abatement of lead-based paint hazards), housing construction, or other public construction project to business concerns that provide economic opportunities for low- and very low-income persons residing within the metropolitan area in which the CDBG-funded project is located; where feasible, priority should be given to business concerns that provide economic opportunities to low- and very low-income residents within the service area or the neighborhood in which the project is located, and to low- and very low-income participants in other HUD programs. Section 504 Section 504 of the Rehabilitation Act of 1973: Certify that it has read and understands all its obligations under Section 504 to prohibit discrimination against persons with disabilities in the operation of programs receiving federal financial assistance. CK Liability The County and cities require all grant recipients to maintain general liability, automobile and workman’s compensation insurance with limits of not less than $1 million (may vary by jurisdiction). If you are successful in obtaining a reward, you will be asked to provide documentation regarding your ability to provide the required coverage. CK Environmental Review Prior to HUD’s release of grant conditions and/or funds for the CDBG-funded project, a review of the project’s potential impact on the environment must be conducted and approved by the County of San Luis Obispo prior to obligating or incurring project costs. The County must certify to HUD that it has complied with all applicable environmental procedures and requirements. Should project costs be obligated or incurred prior to the completion of the necessary environmental review, the project shall not benefit from the federal funds. The level of environmental review required depends on the nature of the project. 24 CFR Part 58 is available at http://www.hud.gov/offices/pih/ih/codetalk/onap/docs/24cfr58.pdf. CK Relocation Any project that involves the acquisition of property, construction, and/or rehabilitation and that is funded in whole or in part with federal CDBG funds is subject to federal relocation requirements. In general, any property owner, commercial business, or residential occupant who is displaced by a HUD-funded project may be eligible for relocation benefits. A project cannot be broken into separate “projects” in order to avoid the federal requirements connected with property acquisition and relocation. Any questions concerning the relocation regulations for a specific property acquisition project CK Item 9.a. - Page 76 should be directed to the County Housing and Economic Development staff before any action is taken on the project. HMIS Reporting All homeless service providers applying for CDBG funds to assist, house, or shelter the homeless must identify and demonstrate the capacity to participate in the County of San Luis Obispo Homeless Management Information System (HMIS) to provide: personnel for data entry, user licensing, and hardware and software necessary for compatibility with HMIS. HMIS is an electronic data collection system that stores client level information about persons who access the homeless services system in a Continuum of Care, and reports aggregate data for the County as per HUD’s Data Standards. HUD updated its data standards in 2014, and the new standards are in effect as of October 1, 2014. More information can be found at https://www.hudexchange.info/resources/documents/HMIS-Data- Standards-Manual.pdf and https://www.hudexchange.info/resources/documents/HMIS-Data- Dictionary.pdf. CK Affirmative Marketing Quarterly and annual reports shall be submitted by the project/program manager to the County for CDBG-funded public services and housing projects. Each report shall include the total number of project/program applicants and clients served with respect to race, ethnicity, gender, and disability status. Affirmative marketing efforts shall be taken to increase the participation of any underserved groups. CK I certify that the information in this application is true and accurate to the best of my knowledge and ability. __________________________________________________________________ ___________________ Signature DATE __________________________________________________________________ ___________________ Printed or Typed Name Title 10/19/2020 Camilla Karamanlis Program Analyst Item 9.a. - Page 77 City of Arroyo Grande Proposal for Accessibility Services AMERICANS WITH DISABILITIES ACT (ADA) SELF-EVALUATION AND TRANSITION PLAN May 19, 2020 Disability Access Consultants 2862 Olive Highway, Suite D Oroville, CA 95966 Item 9.a. - Page 78 COVER LETTER May 19, 2020 To: Ms. Whitney McDonald, Director of Community Development Ms. Lisa Christensen, Human Resources Manager City of Arroyo Grande 300 E. Branch Street Arroyo Grande, CA 93420 Re: Americans with Disabilities (ADA) Self-Evaluation and Transition Plan Proposal Firm Information: Disability Access Consultants (DAC) Headquarters: 2862 Olive Highway, Suite D Oroville, CA 95966 bthorpe@dac-corp.com Phone: 1-800-743-7067 We appreciate the opportunity to submit our statement of qualifications and proposal for providing consultant services for an Americans with Disabilities Act (ADA) Self-Evaluation and Transition Plan for the City of Arroyo Grande public facilities and public rights-of-way. As you may be aware, under Title II of the ADA, the City of Arroyo Grande is required to have a current Self- Evaluation and Transition Plan. Title II entities, such as the City of Arroyo Grande may be at significant risk for claims and litigations by not having a current plan. Also, recent inquiries and enforcement activities by the DOJ, CalTrans and HUD have shown that cities can be at risk of losing or not being able to receive their state and federal pass through funding should you not have a current plan in place. DAC has extensive experience in the evaluation of program and facility accessibility and provides a full continuum of Americans with Disabilities Act (ADA) and accessibility services for public entities, such as the City of Arroyo Grande. Founded as a California corporation and woman owned business in 1998, DAC has provided services for the past 22 years to assist public entities to comply and implement accessibility requirements in accordance with the ADA, Title 24 of the California Building Code, Section 504 and related federal, state and local disability-related nondiscrimination laws and regulation. DAC has conducted over 19,000 building inspections, surveyed thousands of parks and playgrounds, thousands of miles of sidewalks and performed hundreds of programmatic reviews and self-evaluations to study the accessibility of programs, services, activities, events and related areas. DAC has a comprehensive understanding of applicable standards, regulations and requirements under Title II of the ADA, California Building Code and related state accessibility standards. DAC has completed over a hundred similar studies. DAC has also worked on a project for the Department of Transportation in Washington, D.C. to develop a pilot study for potential duplication of methodologies in other geographic areas, using tools and standards for public rights-of-way accessibility reviews by means of a software program to update and manage the ADA public rights-of-way transition plan. DAC is providing recommendations for best practices and technologies for the DOT. To provide for easy management of the transition plan and documentation of compliance efforts, DAC has developed web-based software called DACTrak. DACTrak is a powerful tool to manage and update the transition plan, project costs and document progress. Custom reports can be printed in a variety of formats. Respectfully submitted by Barbara Thorpe, President Item 9.a. - Page 79 FIRM ORGANIZATION AND DESCRIPTION OF QUALIFICATIONS Since Disability Access Consultants was founded as a woman owned California Corporation in 1998, DAC has provided services for the past 22 years to assist public entities to comply and implement accessibility requirements in accordance with the ADA, Title 24 of the California Building Code, Section 504 and related federal, state and local disability-related nondiscrimination laws and regulation. DAC has extensive experience in the evaluation of program and facility accessibility and provides a full continuum of Americans with Disabilities Act (ADA) and accessibility services for public entities, such as the City of Arroyo Grande. As our founder, Barbara Thorpe, worked with a public entity for 20 years as the ADA Coordinator, 504 Coordinator, and Director of Planning and Compliance, she has extensive experience working with individuals with disabilities and organizations representing individuals with disabilities. In addition, she has collaborated with individuals with disabilities and organizations that represent individuals with disabilities in a facilitative manner that has benefited city and town governments during her work with other municipalities. Barbara and the DAC team members have demonstrated the ability to engage and interact with individuals and organizations to assist with the prioritization, long range planning and implementation of the ADA plan. DAC has a team of more than 25 staff, with our Facility Team Leader Michael Boga holding CASp Certificate #152, dedicated to assisting public entities, such as the City of Arroyo Grande, with ADA compliance. DAC has a comprehensive understanding of applicable standards, regulations and requirement under Title II of the ADA, California Building Code and related state accessibility standards. DAC has a reputation to being responsive to the client’s needs, providing on-time project completion within budgets. DAC has a proven track record for comprehensive experience in conducting ADA Self Evaluations and Transition Plans, implementation and related services. Other public entities for which DAC has provided similar services include Fair Oaks Recreation and Park District, Padre Dam Water District, Hayward Parks and Recreation, 15 California Fairs, 160 California public school districts, and several large Joint Power Authorities and insurance carriers for groups of public entities. DAC is currently assisting the California Joint Powers Insurance Authority (CJPIA) members, of which the City of Arroyo Grande belongs, to assist members with ADA compliance at a discounted rate. DAC has been assisting several Joint Power Authorities since 2000 and currently provides updates, consultation, plan reviews and expert witness services. DAC has worked with public entities of all sizes, from one site to 506 sites. Members of the DAC team have also served as expert witnesses to assist public entities to defend their current practices and ADA plan. DAC has only served on the side to assist public entities to defend their practices and plan and has never assisted with litigation against a public entity. Our mission statement and philosophy embrace the enhancement and assistance to our clients to build an ADA accessibility plan while documenting previous and current compliance methods. Over the 22 years of serving our clients, DAC has demonstrated financial stability, staff stability and has a no claims insurance record. DAC provides a full continuum of professional services that include, but are not limited to: • Facility inspections • Self-evaluations for ADA and Section 504 of the Rehabilitation Act • Policy review and development • Transition plans • Public rights-of-way surveys • Consultation • Accessibility compliance intake and management software – DACTrak Item 9.a. - Page 80 • DACTrak training to conduct your own inspections • Expert witness services • Plan reviews • ADA Plan implementation assistance and consultation • Outdoor developed and recreational areas (pools, parks, trails, camping areas) • NPSI playground safety inspections • ADA Playground inspections DAC utilizes the appropriate standard(s) for the inspection that may include, but is not limited to: • ADA 2010 Standards • California Building Code • ADA-ABA • UFAS • ANSI • Section 504 of the Rehabilitation Act • Outdoor developed and recreational standards • National Playground Safety Institute (NPSI) standards • PROWAG – Federal Public Rights-of-way Guidelines • Federal Highway Administration’s Manual on Uniform Traffic Control Devices (MUTCD) Our firm stands out in the public entity arena due to proven performance in a w ide range of services, from programmatic and policy reviews, facility inspections, transition plans, consultation, plan reviews and expert witness services. We excel at providing a comprehensive assessment of our clients’ current status by preparing a study of all areas related to accessibility in different departments to document ongoing compliance. Innovative Tools, Strategies and Best Practices Based on experience and knowledge of the accessibility field and best practices, DAC continues to develop innovative methodologies, easy to use ADA management tools, and proven, successful strategies for evaluating programs, services, activities, events, facilities, parks and public rights-of-way. DACTrak was developed by DAC for the purpose of easy and useful importing and management of the accessibility data collected in the field. DACTrak is interactive web-based software and is not an enhanced Excel spread sheet. The ability to collect, compile, analyze and use report data in a practical format was one of the driving forces to develop the DACTrak intake and management software. Our DAC accessibility management software, DACTrak, provides our clients with a powerful management tool to document compliance, project costs, print custom reports and record progress. DACTrak is not an Excel spreadsheet, but actual software that has been developed by our company to assist with the imple mentation and documentation of the City’s ADA plan and provides photographs of as-is site conditions, which has proved to be valuable documentation. Findings and recommendations, in addition to other data are preloaded into the DACTrak software. As DAC owns and licenses the DACTrak software, we can make custom modifications for our clients. DACTrak Accessibility Management Software The accessibility management software is included at no cost to the City for the first year as the cost is paid by the CJPIA. If the City decides to continue with the use of the web-based management software after the initial year, the cost is $2,000 and includes unlimited seat licenses. The use of the DACTrak software includes the storage and maintenance of the data. If the City decides not to continue to use the online DACTrak Accessibility Management System to maintain, update and document compliance of the ADA plan, the data can be transferred to an Excel spreadsheet or an alternate format. DAC has found that usable and easy to manage software (instead of Excel spreadsheets) is imperative to maintaining and updating the ADA plan. Categories can be customized, and findings organized as demonstrated in the screen shots of the DACTrak software included in the supplemental materials Appendix. Item 9.a. - Page 81 PROJECT TEAM STAFFING AND RESUMES Disability Access Consultants (DAC) has a dedicated team of twenty-five professionals with backgrounds in administrative leadership roles with public entities, construction and code enforcement. DAC is an equal opportunity employer and our team composition includes minority and veteran representation. The team has worked together on numerous ADA compliance projects with City and Town governments and public entities. DAC works with several large JPA’s and insurance pools to assist public entities with ADA compliance. The DAC team has a proven record to provide on-site services in a collaborative and efficient manner. DAC has experienced team members who have worked with public entities for successful and on time completion of numerous projects. Necessary staff members have ICC, NPSI, and CASp certification. A CASp certified Team Leader will be involved with the project and field evaluations. The project team is organized to provide a representation of skills needed to accomplish the project objectives. In addition, teams that have worked together previously will be assigned to the City of Arroyo Grande project. Barbara Thorpe, M.Ed., LOT - DAC Project Manager As DAC Project Manager, Barbara will coordinate activities and schedules and report to City’s designee. Barbara will serve in the leadership role regarding the ADA Self-Evaluation of programs, services, activities and events along with the review of policies and procedures. Barbara brings twenty years of experience in public administration and providing services to individuals with disabilities to Disability Access Consultants. As an administrator in a public entity, Barbara provides unparalleled understanding of the application of the Americans with Disabilities Act and related legislation. In addition to assisting public entities with compliance with the ADA, Barbara has conducted compliance reviews for the Department of the Interior to audit for compliance with the ADA, Section 504 of the Rehabilitation Act and related civil rights laws and regulations. Barbara has served as an expert witness for the Department of Justice, Office of the Attorney General. Additionally, Barbara is a licensed occupational therapist. Barbara served on the Division of State Architect Advisory Board and served as the vice-chair for the DSA Access Compliance Committee. Barbara has worked on over 200 public entity projects that are similar to the City. City Contacts City of Arroyo Grande Barbara Thorpe Project Manager Srikant Talasila Director of IT Michael Boga CASp-152, ICC Facility Team Leader / Quality Control Candice Pursch Director of Accessibility Services Field Inspectors (4-6) Jennie Grover Director of Administrative Services Tim Mahoney General Manager Item 9.a. - Page 82 Michael Boga, B.A. Education, California Certified Access Specialist, ICC Accessibility, Usability and Plans Examiner - Facility Team Leader As manager of the production and the inspection team, Michael brings a unique blend of experience in the building industry along with his understanding of individuals with disabilities to the accessibility team. Michael is a certified accessibility specialist through the International Conference of Building Officials (ICC), certified in Accessibility, Usability and Plans examination and is California certified CASp inspector #152. Michael has completed the updated DSA courses regarding the 2010 California Building Code. Michael has provided numerous staff development sessions to public entities regarding accessibility requirements. If requested, Michael would provide training, assist with plan reviews and review new work completed for compliance, as requested. Mike has worked on over 260 projects that are similar to the City of Arroyo Grande. Srikant Talasila - Director, Information Technology Srikant brings many years of experience with information technology and management information services from a large corporation. He has the ability to categorize and organize large volumes of information regarding public facilities into a manageable database. He provides training and consultation to our clients in the use of DACTrak. Srikant would work directly with City of Arroyo Grande staff to train and assist with the data entry and management of data. Jennie Grover - Director of Administrative Services Jennie draws on her experience in technical writing to provide leadership and management of the production and technical writing team, organizing the completion of technical reports, as well as managing production schedules, staff and timelines. SUBCONSULTANTS DAC does not use subcontractors or subconsultants, as DAC prefers team members that have direct accountability and training by DAC to provide a seamless project delivery and interaction with City staff. SCOPE OF WORK Disability Access Consultants (DAC) understands that the City is seeking a qualified firm to inspect, evaluate and prepare reports identifying potential barriers in the City -owned buildings, parks, parking lots, public rights-of-way, and bike paths. The inspections will identify barriers or potential barriers in accordance with applicable Federal and State accessibility standards and regulations. In addition, it is understood that DAC will assist the City in developing a schedule for barrier removal over time in a cost effective and realistic manner, using programmatic solutions where available. In order to successfully complete the project activities in a timely manner, DAC will work closely and collaboratively with the City of Arroyo Grande without imposing unnecessary interruptions or burdens to staff. During the past 22 years, Barbara Thorpe and her team have developed ongoing working relationships with City, Town and County governments and have worked diligently to have clear lines of communication. DAC has the extensive knowledge and experience with all Federal and State regulations during the past 22 years in business, that includes, but is not limited to the ADA up to and including the current 2010 American’s Disability Act Standards (ADAS), 28 Code of Federal Regulation (CFR) 35, Title 24 California Building Standards Code, Title II of the ADA, PROWAG, MUTCD, Section 504 and related Federal and State Standards and Regulations. Value Added Items to Enhance the Project at No Additional Cost or that Provide a Cost Savings In addition to the above understandings and confirmations, DAC has found through its experience of working with City, Town and County Governments and Joint Power Authorities, such as the California Joint Powers Insurance Authority, of which the City of Arroyo Grande is a member, that certain other items enhance the level of success and implementation of ADA Transition Plans and Self-Evaluations by public entities. Item 9.a. - Page 83 The California JPIA (CJPIA) offers a discounted price to its members that has been negotiated with DAC. The CJPIA is also assisting members, such as the City, with costs for selected services for ADA compliance. The use of DACTrak by City staff to conduct surveys at facilities, process reports and manage the information to implement and document the plan may assist the City to more efficiently and effectively achieve the City’s project objectives and will provide longevity to the plan. As an additional value at no cost, DAC provides at least one photograph of each noncompliant accessible item or element, a record number for reference, estimated costs and other features to assist with the implementation of the Transition Plan. To provide for easy management of the transition plan and documentation of compliance efforts, DAC has developed online software called DACTrak. DACTrak is a powerful tool to manage and update the accessibility plan, project costs and document progress. Custom reports can be easily prepared, printed and saved in a variety of formats. Disability Access Consultants (DAC) includes the following additions at no additional cost: • Noncompliant findings and recommendations are included in the DACTrak software • One or more photographs of each noncompliant finding are included • Additional photographs can be viewed of the noncompliant item by one click • DACTrak provides a method to schedule and track the barrier removal • Documentation of progress and compliance using the progress reporting feature of DACTrak • Priorities can be established and further refined using DACTrak DACTrak provides for an organized input method that captures all the information gathered from the site inspections with photographs for each noncompliant finding. All the field information is captured in a web- based software package and provides for “green” data collection and avoids paper and pencil checklists and unorganized photographs. DACTrak can also be used on a tablet pc to add new facilities and update compliance assessments and transition plans. DAC has also found that having usable “software” and not just a database is very important to be able to easily manage and update the transition plan. Our extensive experience with clients needing to have an easy to manage and update plan was the catalyst for DAC to develop our DACTrak software for use by our clients. Thus, other critical issues include: • Software to update and manage your Transition Plan • The ability to document progress and barrier removal • The ability to print custom reports • The ability to update the plan “automatically” when codes change without re-inspecting sites • The ability to project costs • The ability to add or delete facilities DAC’s collection of actual measurements of as-is conditions and GIS information for public rights-of-way is another value-added item. The collection of an as-is condition is a valuable asset to allow the user to make an informed decision based on an actual measurement. For example, if a “yes” or “no” approach is utilized to indicate if an item is compliant, the user may not know what the actual level of noncompliance is and would not be able to set a priority or severity rating. If codes change, the information collected can be reprocess without the need to re-inspect, thus providing longevity of the plan and internal capacity of the City in a cost- effective manner. Item 9.a. - Page 84 SCOPE OF WORK OVERALL PHASES DAC proposes to execute the project in two phases. Detailed activities and deliverables are provided in the following scope of work description. Phase I: Study and Evaluation - Self-Evaluation/Facility Survey/Barrier Assessment a) DAC will conduct an initial project kick-off meeting, if requested, with selected City of Arroyo Grande staff to establish roles and lines of communication, refine project goals, review the overall project schedule, schedule surveys of City of Arroyo Grande facilities and identify key City of Arroyo Grande personnel related to the project scope. Initial self-evaluation activities will be completed during this step. b) The initial orientation meeting should include an assessment of previous compliance activities and areas of current or potential litigation. The review of compliance activities and high priority areas will assist with the development of an overall project plan. The review and documentation of prior initiatives will also build a more defensible plan if the City is challenged by litigation. c) DAC will conduct field surveys of the buildings, facilities and parks listed in the property schedule, as well as the maintained public rights-of-way to sidewalks, curb ramps and signalized intersections. d) Surveys will identify all physical barriers (interior and exterior) including the path of travel in and around the facility and from the public right-of-way at each site in accordance with Title 24 of the California Building Code and the ADA Standards (previously referred to as ADAAG). e) DAC currently provides geographical information (latitude and longitude) for each identified exterior barrier in the public right-of-way that can be incorporated into the City’s Geographical Information System (GIS). DAC incorporated the map-linked GIS feature based on the needs of many of our Town, City and County clients. DAC uses a comprehensive approach to inspecting public rights-of-way (PROW). In order to assess all the requirements in the PROW, DAC conducts manual measurements of the field conditions and enters the information into our DACTrak pc tablet in the field. DAC has found that the use of automated equipment for running slopes on sidewalks, such as ultra-light profilers, do not provide an actual measurement, but only provide a chart showing ranges. In some cases, if a change in level is greater than ½ inch, no actual quantifiable information is reported of how much greater or of the severity. In order to get the actual measurements for the sidewalks and intersections, the use of a “profiler” does not provide the measurements needed for items such as automated pedestrian signals and street furniture. f) As required by the ADA, the 2010 ADA Standards will be compared with state codes (Title 24 of the California Building Code) and the standard that provides the greater level of accessibility utilized. As DAC collects as-is field conditions and records all information, data can be reprocessed if codes change without conducting a re-inspection, thus resulting in a significant savings when codes change, and the plan needs to be updated. g) Provisions and standards for historic buildings will be applied as appropriate. h) Assessments and reports will include a high degree of detail with photographs, code references, and cost estimates. The DACTrak software and reports will include additional specifics, such as as-built dimensions, progress reports, additional prioritizations, preset reporting features and other custom reports. Reports will be delivered in the format requested, and reports will also be available using DACTrak. The inclusion of photographs showing the as-is condition has proven to be valuable assistance to clients in the formulation of the decisions regarding barrier removal priorities. The DACTrak software provides an easy to use accessibility management platform that exceeds the ability to manage the plan by hard copies and binders. The assessment report of each facility will include cost estimates to correct deficiencies in accordance with the ADA, Title 24 of the California Building Code. i) Barriers are identified by building, floor, or location and given a unique identifier record number (UIN) to assist with navigation in the accessibility software and location of the finding and recommendation by area and site. Estimated applicable costs will be given by item and element in accordance with industry standards. Costs can be easily adjusted to adhere to any cost estimates the City may utilize. j) Physical access problems that require structural solutions will be documented in the Compliance Assessment/Transition Plan. The proposed method for removal will be provided. The transition plan will identify physical barriers that may limit accessibility of City programs, services or activities for individuals Item 9.a. - Page 85 with disabilities. The schedule for removal of barriers and appropriate timelines will be developed in consultation with the City. k) The field survey information will be presented to the ADA Compliance Team as requested using the DACTrak web-based accessibility management system. Many different types of reports will be available for the City. Feedback will be incorporated as appropriate. l) The survey data will be compiled into a Transition Plan which will identify actual as-is conditions and prioritize current barriers, provide a schedule for barrier removal, as well as establish procedures for addressing future accessibility issues. The Transition Plan data can be exported to Excel or PDF formats. The Transition Plan data will include photographs, findings, recommendations, code references, estimated costs, priority settings (in addition to prioritized report) in accessibility software for accessibility management. Photographs and GIS coordinates are valuable for the development of the transition plan. m) DAC will assist the City to solicit input from members of the community and persons with disabilities. Methods will be utilized to solicit public input may include notices, information on the website and surveys. n) The Transition Plan data will be provided using DACTrak which has management, monitoring, and web- based tracking tools that allow staff to manage current and future accessibility issues, update the deficiency status, and generate reports to show progress in meeting the Transition Plan requirements. Phase II: Implementation Phase - Transition Plan Development a) DAC will develop, in collaboration with the City, a comprehensive ADA Self-Evaluation and Transition plan for facilities, buildings, PROW and parks. b) DAC will develop a first draft of the ADA Transition Plan with recommended priority levels. c) DAC will meet with the City to review the draft document and incorporate any comments, changes or feedback. d) DAC will assist the City to conduct public outreach activities that may include website announcements, postings, surveys, announcements, individual meetings and other activities as requested. e) DAC will prepare and produce a second draft if necessary with a detailed description of the barrier and the proposed method for barrier removal. f) DAC will train the City in the use of the DACTrak online accessibility management system to prepare reports as well as update and manage the ADA Plan. g) DAC will provide an executive summary of the project. h) DAC does not recommend that the plan be adopted by the City, as adoption is not required and may cause additional discussion regarding projected dates in the plan that are meant to be “projected and estimated dates” and not final dates of barrier removal. i) DAC will provide the City with DACTrak, a web-based monitoring, tracking, and management system at project completion. DACTrak allows users to review and update progress in barrier removal, and to generate many different styles of reports to document progress. DACTrak contains one or more integrated photographs that are attached to the finding, eliminating the need to reference another area or report supplement. DACTrak is an actual accessibility management software, not just electronic database of items contained in the Facility Survey Report. DAC has found that an electronic database or Excel format does not provide the City with a tool containing integrated photographs needed to implement the plan, set priorities, make notes and print custom reports. If the City does not want to use the software, the data can be placed in an Excel spreadsheet. Item 9.a. - Page 86 • DAC will license DACTrak to the City to manage all the field data collected, print custom reports, document progress, estimate costs and perform other management functions; • Data collected will be the property of the City should the City decide for any reason not to continue to use the DACTrak accessibility intake and management software system; • The California JPIA, of which the City is a member, has an agreement with DAC to pay for the use of DACTrak; • DACTrak will include and provide correlation with field data collected, reports, transition plans, drawings, code references, estimated costs and photographs for each noncompliant accessibility item or element; • Reference maps for GIS information will be provided in addition to a linked mapping system for each item; • DACTrak provides a description, location and record number for each barrier that allows the user to access the information and location j) DAC will provide City staff with training regarding ADA Compliance from both a programmatic and administrative point of view and for facility management and maintenance. Item 9.a. - Page 87 COST PROPOSAL 1. Total estimated cost for the survey of the City’s facilities and parks (AL-2): $37,225* Facilities and Parks 1. City Hall 2. Police Department Building 3. Storage Building 4. Fire Station 5. Storage and Workout Building 6. Carport 7. Sign Storage Building 8. Shop Building 9. Yard Equipment Building 10. Storage - Chemical Shed 11. Well Station 12. Administration Building 13. Carport 14. Fuel Island 15. South County Historical Society Building 16. Museum 17. The Barn 18. Gazebo 19. Historical Library and Resource Center 20. Karriage Garage 21. Hoosegow Park Old Jail 22. Council Chambers 23. New City Hall Building 24. Parkside Park 25. Kingo Park 26. Centennial Park 27. Soto Sports Complex 28. Strother Park 29. Heritage Square Park 30. Rancho Grande Park 31. Recreation Center 32. Woman's Club and Community Center 33. Recreation Services and Mark Mill Community Center 34. Elm Street Park, Dog Park and Community Garden 35. Terra De Oro Park 36. James Way Oak Habitat and Wildlife Preserve 2. Total estimated cost for the inspection of public rights-of-way, $67,500* The City of Arroyo Grande has indicated it currently owns an estimated 67.9 centerline road miles, which would potentially convert to 135 linear sidewalk miles within its owned Public Right -of-Way (PROW). DAC will survey an estimated 135 linear miles of sidewalks, curb ramps, APS intersections and bus stops/shelters for a total cost of $67,500 using the rate of $500 per linear mile of sidewalk. Keep in mind, DAC will only charge for actual sidewalks surveyed. If it is determined, there are less sidewalk miles below the estimate 135 miles, DAC will only charge for actual miles surveyed. Total cost for the PROW inspections is $67,500. *Note: CJPIA is providing AL-2 assistance funding of $16,500 toward the cost of items 1 & 2. Net cost to the City of Arroyo Grande for the facility, park and PROW inspections (AL-2) is $88,225 Example: • $37,225(facilities/parks) + $67,500 (PROW) = $104,725 • $104,725- $16,500 (AL-2 assistance) = $88,225 3. Review of policies, procedures and programs cost (AL-3): $5,000 Review of policies, procedures and programs and assistance with public input at a cost of $5,000 which is paid by the CJPIA for a net cost of zero. Item 9.a. - Page 88 Cost Summary 1. Total estimated cost for facility/park inspections (AL-2): $37,225 2. Total estimated cost for Public Rights-of-Way inspections (AL-2): $67,500 a. Total estimated cost facilities, parks and PROW/trail head/bridge Inspection $104,725 b. Less AL-2 assistance funding provided by CJPIA ($16,500) Total AL-2 Cost AL-2 to City of Arroyo Grande $88,225 3. Cost of review of policies, procedures and programs and assistance with public input: $5,000 a. Review of programs, policies and procedures and public input process. b. Less AL-3 assistance funding provided by CJPIA ($5,000) Total AL-3 to City of Arroyo Grande $0.00 4. DACTrak Licensing is paid for by the CJPIA in year one. $2,000 a. Less CJPIA DACTrak assistance ($2,000) b. Year 2 and beyond DACTrak licensing is $2,000/year. Total DACTrak Cost to City of Arroyo Grande in Year 1 $0.00 *Total AL-2 and AL-3 Assistance provided by CJPIA: $23,500 SCHEDULE: SCOPE OF SERVICES SUMMARY BY ESTIMATED TIMELINES Based upon experience, a project milestone chart is provided in months. It is estimated that the project will be completed in 9 months, or sooner. The chart below is a summary of major milestones and is not necessarily representative of all the individual project activities. Scope of Service –Activity or Task 1 2 3 4 5 6 7 8 9 DAC Team meeting with City of Arroyo Grande kick-off meeting; survey methodologies, deliverables and schedule confirmation Project planning, scheduling, procedures review Field inspection data compiled (compiled daily and available for review throughout the inspection process) Public input and community outreach Draft Self-Evaluation of services, policies, programs and practices First Draft Presentation to selected City staff (recommended that the review occur at several milestones, not only at the conclusion) Final Draft Deliverables completed and provided to City Item 9.a. - Page 89 Consultant Responsibilities DAC will arrange all project management activities for an efficient process to develop the ADA Transition plan and provide the City with an anticipated project schedule prior to commencement of work. DAC will perform all work in conformance with current City policies and procedures and carry out the instructions received from the City, in cooperation with other City approved and involved agencies. Additional Information Conflict of Interest Statement DAC does not have any financial, business or other relationship with the City that may have an impact upon the outcome of this contract and does not have any current clients that may have a financial interest in the outcome of this contract. Disability Access Consultants has no conflict of interest with the City of Arroyo Grande, any associates, representative, consultants, sub consultants, or others. DAC does not have any conditions that would affect our ability to perform the services described in this proposal. DAC does not have any previous, pending or current litigation. Our firm has not been debarred, suspended or declared ineligible to contract with any federal state or local public agency. The firm, owners or president is not in the Federal Excluded parties List System (EPLS) for Ineligible Professionals and Debarred Contractors. Insurance Coverage and Stability Disability Access Consultants carries all the necessary insurance coverage, such as general liability, automobile liability, worker’s compensation and employer’s liability, and professional errors and omissions malpractice liability insurance. DAC has a no claims record on all policies for our entire 22 years in business and does not have any pending, previous or current litigation. DAC has the financial, operational and staff stability to complete a quality and comprehensive project on time. DAC has no adverse conditions. Minority Utilization and Affirmative Action DAC is an equal opportunity employer and has recruited minorities and veterans. DAC’s quality control team leader is a Vietnam veteran with a disability. Background Checks and Fingerprinting All employees of Disability Access Consultants have been fingerprinted and have background checks. DAC has FBI and DOJ fingerprint clearances on file for DAC staff. We have conducted studies for school districts, state and local governments, the Federal Government, Judicial Chambers and Correctional Institutions that require background checks. DAC has found that background checks are important especially in situations where inspection staff may be working near children and are required in certain situations. Item 9.a. - Page 90 Supplemental Materials Sample DACTrak Screen Shots and Information These samples are generated from the DACTrak Accessibility Management web-based software program. The following screen shots are recent examples of the DACTrak Management software prepared for several public entity clients. Upon logging into the secure DACTrak website, you are able to choose the facility you would like to view and manage. These two screen shots are examples of facility lists for two recent public entity transition plan projects. Item 9.a. - Page 91 After choosing a facility, you are able to use Reports drop down menu to choose which report style to view. You may also choose to view multiple facilities in one report. This screenshot is an example of the home page for a Basic Photo Report. The sort and filter panel allows users to quickly run reports that generate findings for specified locations or categories, or by progress, priority or resolution status. Item 9.a. - Page 92 These two screenshots are examples of a finding page in a Basic Photo Report. This type of report shows the user the finding, with accompanying recommendation to correct the non- compliant item, the associated photo, code reference(s), estimated cost to remove the barrier, and any progress that has been added to update the transition plan. Item 9.a. - Page 93 This screenshot is an example of a finding page in a Dual Photo Report. This type of report shows the user two findings per page, with accompanying recommendations to correct the non- compliant item, the associated photo, code reference(s), and estimated cost to remove the barrier. Item 9.a. - Page 94 The Dual Photo and Basic Photo Reports may be exported to an Excel workbook for easy management of the transition plan data. The Excel workbook exports into a pre-formatted table with the filter function atop each data column. The report is a fully functioning Excel spreadsheet that may be sorted, filtered and manipulated by the user. The column for Picture identification numbers includes cells that are live links to the second tab of the workbook which contains report photos. Clicking the cell for a particular report finding will bring up the associated picture on the Photos tab. Item 9.a. - Page 95 Users can update progress using the Tools drop down menu. Record Manager allows each record to be updated individually. Global Progress Editor allows many records to be updated at once with identical information. Priority Manager allows many records to be updated at once with unique information. Record Manager allows the user to choose which record to update individually. Item 9.a. - Page 96 Once a record is chosen in Record Manager, the user can set the priority, select the status of progress, add projected and actual dates of completion and also document any notes regarding the record. This screen shot represents an example of a record with progress, updates and comments added. Item 9.a. - Page 97 This is an example of Global Progress Editor, where the user may select many records to update at one time. In this example, the category has been filtered to Passenger Loading Zones using the Categories drop down menu. This is an example of Priority Manager, where the user may select many records to update with unique information from one screen. The user may select progress information from the drop down menus and enter dates for each line item. All information is updated with one click of the Submit button. In this example, the category has been filtered to Sinks using the Categories drop down menu. Item 9.a. - Page 98 When GPS information is recorded for the location of an outdoor finding, such as the sidewalk report below, a Map Overlay report is available to view on DACTrak. This report shows a map of the area where the survey was performed, and pinpoints the location of the finding. Clicking on the pinpoint brings up a screen showing the finding, recommendation to bring the item into compliance, a photo of the finding and the associated code references. Item 9.a. - Page 99 THIS PAGE INTENTIONALLY LEFT BLANK Item 9.a. - Page 100