HomeMy WebLinkAboutAGENDA REPORT 2002 0306 CC REG ITEM 09BITEM - q. 13 0
CITY OF A400RPARK, C_.AT,TFORNTA
City Council MeetinLr
ACTION:
IV
MOORPARK CITY COUNCIL
AGENDA REPORT
To: Honorable City Council
From: Nancy Burns, Senior Management Analyst
Date: February 24, 2001 (CC Meeting of March 6, 2002)
Subject: CONSIDER PROPOSALS FOR COMMUNITY DEVELOPMENT BLOCK
GRANT (CDBG) FUNDS ($197,623) FOR FY 2002/2003
BACKGROUND
At its regular meeting February 6, 2002, Council received a
staff report summarizing proposals for the use of CDBG funds for
FY 2002/2003. After hearing public testimony, Council closed
the public hearing and directed the Budget and Finance Committee
to prepare a recommendation for final appropriations for
Council's consideration prior to the next regularly scheduled
meeting of March 6, 2002.
DISCUSSION
Eight (8) Public Service proposals were received totaling eighty
thousand seventy -two dollars ($80,072) . Department of Housing
and Urban Development (HUD) regulations limit funds for Public
Service projects to fifteen percent (150) of the City's total
allocation, or twenty -nine thousand six hundred forty -three
dollars ($29,643) . One (1) proposal for a Public Improvement
project was received for ten thousand dollars ($10,000).
At its Special Meeting of February 11, 2002, the Budget and
Finance Committee (Mayor Hunter and Councilmember Wozniak)
considered the proposals submitted and found that three (3)
Public Service projects could provide a variety of basic
services to a large number of residents with immediate needs.
These programs are the Catholic Charities Community Services
Program, the Ventura County Human Services Agency's Senior
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Honorable City Council
Date 02/27/02
Page 2
Nutrition Program, and the City's Senior Center Operations
(Part -time Staff Assistance).
The Committee also considered ways to fund Special Olympics.
Due to current budget uncertainties at the State level which may
impact funding for local needs, the Committee deferred
recommending CDBG funds for this program at this time, in order
to provide for a full Council review in the coming budget
session.
The Committee recommended that staff research the feasibility of
a small neighborhood park (a "mini- park ") in the downtown -
adjacent residential neighborhood. This research is to include
a search for a suitable site for a mini -park.
RECOMMENDATIONS (ROLL CALL VOTE)
1. Discuss funding allocations for FY 2002/2003
2. Authorize the following allocations from FY 2002/2003 CDBG
funds :
A.$143,400 for acquisition and improvements of a Mini -Park
in the Downtown Residential Area
B. $29,643 for Public Service projects with the following
allocations:
i. Catholic Charities $ 7,643
ii. Senior Center Operations $12,000
Senior Nutrition $10,000
C. $24,580 for Administration costs with the following
allocations:
i.
ii
Attachment:
City Staff
Fair Housing
$22,580
$ 2,000
Agenda Report for City Council Meeting of 2/6/02
on FY 2002/2003 CDBG Allocations
�i
�1' 0 8
ITEM I. D.
MOORPARK CITY COUNCIL,;.
AGENDA REPORT
To: Honorable City Council
From: Nancy Burns, Senior Management Analyst
Date: January 24, 2001 (CC Meeting of February 6, 2002)
Subject: CONSIDER PROPOSALS FOR COMMUNITY DEVELOPMENT BLOCK
GRANT (CDBG) FUNDS ($197,623) FOR FY 2002/2003
BACKGROUND
This report will introduce key excerpts from nine (9) proposals
the City received in response to a Request for Project Proposals
for CDBG funds for FY 2002/2003, issued December 10, 2001.
Complete proposals and the Consolidated Plan are available in
the Conference Room for Council review. The last section of the
Consolidated Plan (Section VI) is the Annual Action Plan.
CDBG projects are expected to address the unmet needs of low
income persons as identified in the Consolidated Plan. Eligible
recipients are those whose income does not exceed 80% of area
median income. Area median income currently is $71,800 for a
family of four (4) .
DISCUSSION
Moorpark is expected to receive $197,623 in CDBG funds for FY
2002/2003, a two per cent (2 %) decrease in funding from the
previous year. Last year's funding allocation was $202,206.
Public Service programs may be considered for funding based on
anticipation of increased levels of service, or to assist in
establishing a new service. A maximum of fifteen per cent (15 %)
of the annual allocation, or $29,643, may be allocated for
Public Service projects this year, per HUD guidelines. Eight
(8) proposals for Public Service projects were received,
0 �0J 20 9
Honorable City Council
Date 01/24/02
Page 2
totaling eighty thousand seventy -two dollars ($80,072). One (1)
proposal for a Public Improvement project was received, for ten
thousand dollars ($10,000).
This year's applications have been summarized as Attachment "A ".
Attachments "B" and "C" provide an overview of past CDBG
funding. Excerpts taken directly from each of this year's
proposals follow this report and its attachments.
All three Public Service programs funded last year are among
this year's applicants for Public Service funds. These include
the Catholic Charities Community Services Program, providing
emergency assistance and referrals to low income residents; the
Senior Nutrition Program, providing nutritious noon meals on a
congregate basis and home delivery for homebound seniors; and
Senior Center Operations (Part -time Staff Assistance), providing
staff assistance for administrative functions and coordination
of activities at Moorpark's Senior Center.
Public Service proposals for programs not currently funded
include the following:
1. Food Transportation Services and Bulk Food Purchase for the
existing Brown Bag for Seniors Program, submitted by Food Share;
2. Subsidized Therapy Vouchers for Seniors to provide free
counseling services, submitted by Interface Children Family
Services;
3. Long -term Care Ombudsman Program to provide advocacy and
support services for seniors in long -term care facilities and
assistance for individuals placing loved ones in long -term care,
submitted by Long -term Care Services;
4. Re- employment Assistance to provide employment counseling,
job skills development, employer contacts, job interview
preparation, as well as other support as needed, such as
transportation, haircuts, clothing, and referrals for additional
services, submitted by Lutheran Social Services; and
5. Expansion of Adult Athletes Services to provide
transportation, equipment and uniforms for adult mentally
retarded athletes to participate in softball, volleyball and
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Honorable City Council
Date 01/24/02
Page 3
basketball competitions,
Olympics.
submitted by Ventura County Special
The Public Improvement proposal, submitted by RAIN, requests
funds to continue the rehabilitation of its Lewis Road site,
including renovation of the children's play yard; exterior
lighting, fencing and security system; relocation of electrical
service to the main building; and rehabilitation and
installation of donated kitchen equipment. As a Public
Improvement project which benefits homeless families and
individuals, this project is not subject to the Public Service
funding limit.
Joint Powers Agreements (JPAs) between the City and the County
may be considered for some programs, enabling administrative
functions for these programs to be assumed by the County. In
the past, the County has offered to participate in JPAs for the
Long -term Care Ombudsman Program, RAIN, Food Share, and Fair
Housing Counseling, which is considered an Administrative
program.
Given an allocation of $197,623, staff recommends funding levels
as shown in Table 1 below.
Table 1: FUNDING RECOMMENDATIONS BY CATEGORY
FUNDING CATEGORY
HUD LIMIT
STAFF REQUEST
Administration
(including Fair
Housing Counseling)
$24,580
$24,580
Public Service
$29,643
$29,643
Affordable Housing,
Code Enforcement,
Public Improvements,
Economic Development
$143,400
$143,400
Total Funding
$197,623
$197,623
000013:1 -
Honorable City Council
Date 01/24/02
Page 4
STAFF RECOMMENDATION
1. Open public hearing and receive public testimony for
consideration in the appropriation of FY 2002/2003 CDBG funds
estimated to total $197,623; close public hearing;
2. Refer this matter to the Budget and Finance Committee for
review prior to the next regularly scheduled Council meeting,
directing the Committee to prepare a recommendation for final
appropriations for Council's consideration at the regular
meeting scheduled for March 6, 2002;
3. Continue this item to the meeting of March 6, 2002.
Attachments:
A Summary of Proposals for FY 2002/2003
B Overview of Past CDBG Funding: Public Service Projects
C Overview of Past CDBG Funding: Other Categories
Excerpts from Proposals Submitted for FY 2002/2003
Qv00 -32
Organization
PUBLIC SERVICES
Catholic Charities
Food Share
Human Services Agency
Interface Children Family Services
Long Term Care Services
Lutheran Social Services
Special Olympics
City of Moorpark
Subtotal (Public Services)
CAPITAL IMPROVEMENTS
RAIN Project
Subtotal (Capital Improvements)
BRAND TOTAL (ALL PROPOSALS)
iGNA�
Coo
liroposals Recd FY 2002 -2003
Attachment A
CDBG Proposals Received for FY 2002/2003
Number of
Number of
Name of Project Anticipated
Anticipated
Moorpark
County
Beneficiaries
Beneficiaries
Community Services Program
Food Transportation Services/
Bulk Food Purchase for Seniors
Senior Nutrition
Subsidized Therapy Vouchers for
Seniors
Long Term Care Ombudsman
Re- Employment Assistance
Adult Athletes Services
Senior Center Staff
Rehabilitation
5,000
1872/
65
200
15
N/A
N/A
N/A
N/A
160 9,266 $3,000
150 UNKNOWN $20,000
47 N/A $3,000
1,250 N/A $13,000
$10,000
$80,072
$10,000
$90,072
1/24/2002
Page 1 of 1
Amount
Category
Requested
Total
Request
$23,370
$3,000
$11,000
$3,702
160 9,266 $3,000
150 UNKNOWN $20,000
47 N/A $3,000
1,250 N/A $13,000
$10,000
$80,072
$10,000
$90,072
1/24/2002
Attachment 8
CDBG OVERVIEW OF PAST FUNDING: PUBLIC SERVICES
Program 1989/90 1990191 1991192 1992/93 1993/94 1994195 1995/96 1996197 1997/98 1998199 1999/2000 200012001 2001/2002
PUBLIC SERVICES
Adult Literacy $8,000 $5,000 $5,000 $5,000 $5,000 $5,000 $3,600 $1,000 $1,000
Catholic Charities $7,500 $7,500 $8,000 $8,000 $8,000 $6,000 $6,200 $9,097 $5,366 $7,293 $7,330
Child Health Care $4,591 $2,000
Homeless Ombudsman
$500 $500
$500
$2,000
$2,000
Legal Services $563
$7,000 $1,200
$3,650
$4,506
$4,506 $1,884 $2,000
Long -term Care Ombudsman
$2,500
$1,000
$2,000
$2,790 $3,300 $3,000
PDAPITeen Counseling
Senior Center Part-time Staff
Senior Equipment
$1,987
Senior Survivalmobile
Senior Lifeline $5,480
Senior Nutrition $10,000
$10,000 $10,500
$10,000
$10,000
$12,000 $12,000 $9,000
Vocational Training $5,437
TOTAL (All Public Service projects)
NOTE: Program year 1989 was the first year Public Service projects were funded in Moorpark.
Miew of Past Funding: Public Services
l�
$2,000
$1,964
$1,500
$9,200 $10,100 $13,000 $12,000 $12,000
$1,000
$9,000 $9,000 $10,000 $10,000 $10,000
TOTAL
$38,600
$80,286
$6,591
$5,500
$27,309
$16,554
$1,500
$56,300
$1,987
$1,000
$5,480
$131,500
$5,437
$378,044
1/2412002
Attachment C
CDBG OVERVIEW OF PAST FUNDING: OTHER CATEGORIES
Category Total
Organization Amount Funding
AFFORDABLE HOUSING
CEDC $53,540
Networking $5,000
Property acquisition $11,728
Undefined projects $238,918
Total (Affordable Housing) $309,186
CODE ENFORCEMENT
Code Enforcement - Residential $25,000 $25,000
CAPITAL IMPROVEMENTS
Street Improvements, Handicap Ramps
$1,453,116
Food Share
$7,000
ADA Play Equipment (Mountain Meadows Park)
$23,731
Casa Pacifica
$25,000
Boys & Girls Club Re- stucco
$58,000
Senior Center Expansion
$483,500
Street Light Improvement Project
$146,876
RAIN (Facility Rehabilitation)
$5,000
Total (Capital Improvements)
$2,050,347
ECONOMIC DEVELOPMENT
RAIN Project $1,000
Total (Economic Development) $1,000
Total (All Projects other than Public Service) $2,385,533
NOTE: Affordable Housing and Capital Improvement Projects often are funded over multiple years.
0
Cam; Overview of Past Funding: Affordable Housing,
0 Code Enforcement,
CJ Capital Improvements,
(f; Economic Development
1124/2002
Community 5erviceo Program
Catholic Charities
CPBG FY 2002/2003
PART III -- Description of Community Needs and Proposed Project
Section A -- Community Needs to be Addressed by Project
Please describe the unmet community needs that this project proposes to meet?
The needs associated with poverty are fairly predictable and Catholic Charities has a long history in Moorpark of
addressing these needs on a daily basis. Often known as "the food pantry ", the Moorpark Community Services
Center provides food, clothing, case management counseling and planning for families and individuals that need them.
Catholic Charities also provides eviction prevention and utility assistance so that resident's do not become homeless.
The agency also assists those who are homeless with a portion of their first month's rent when the funding is available.
Because the staff has served the Moorpark community for many years, they are able to make appropriate referrals
for clients. Because the staff is culturally sensitive, they are able to present information and suggestions in a way that
is acceptable to the clients. In addition to providing emergency assistance, ongoing case management services allow
staff and volunteers to follow -up with individuals and families to enhance their stability.
With the increased space at the Flory Avenue location, Catholic Charities is able to offer office and telephone usage
for an OASIS caseworker 2 days a week. OASIS provides case management for frail senior citizens that are living at
home and want to remain there. Also, Catholic Charities provides space and support to the Commission on Human
Concerns so that they can prepare taxes for low income families and individuals and assist with homeowners and
renters assistance.
Section B — Agency's Plan to Meet Community Needs
How will your agency use these grant monies to address these unmet community needs?
The type of needs that Catholic Charities addresses in Moorpark are challenging, time consuming and constant.
Each year, over 5,000 Moorpark residents come to the Community Service Center for assistance in meeting their
basic needs. Catholic Charities provides Moorpark with a knowledgeable and experienced staff that is very capable
of addressing the problems and needs of the low income families and individuals that it serves regardless of their race,
nationality, creed or gender. The Consolidated Plan for the County of Ventura Entitlement Area places a priority on
homeless individuals and families obtaining food and emergency shelter. Securing permanent housing, preventing
homelessness and connecting individuals and families with the appropriate services are also part of the 5 -year plan.
The Moorpark Community Service Center has been actively working to achieve these goals for over 25 years.
Therefore the funds will be used to pay the 2 caseworkers salaries (current number of total hours is 32) so that
Moorpark is ensured reliable and consistent service. All staff are bilingual (Spanish - English) and culturally sensitive.
1%J
Food Transportation /Bulk Food f urchaoe
Food Share
C D P G FY 2002/2003
PART III Description of Community Needs and Proposed Project
Section A - Community Needs to be Addressed by Project
Please describe the unmet community needs which this project proposes to meet?
The unmet community needs that FOOD Share proposed to meet with this project are the escalating
hunger instances within Moorpark's elderly and low- income families.
As Ventura County's only regional food bank, FOOD Share collects, transports, warehouses and
distributes nutritious, excess and salvageable food throughout Ventura County for five Moorpark nonprofit
organizations (216 countywide) that are certified to receive our food. Transporting the food is crucial, and with
a current fleet of 18 trucks, the cost of fuel and maintenance is a major cost of our food bank's annual
operation.
The second unmet need we aim to meet is securing further bulk purchases of protein foods that are
essential to health of all age groups, but particularly senior citizens. This would be the chicken, meat and fish
that is costly and unaffordable to seniors on fixed income. Furnishing the protein to this population prevents
and cures iron - deficiences, advanced anemia and other nutritonal crises in the elderly.
Section B - Agency's Plan to Meet Community Needs
How will your agency use these grant monies to meet these unmet community needs?
FOOD Share transports food from the fields, grocery stores, restaurants, manufacturers and other
donors with a fleet of 18 trucks. These trucks include pick -up trucks for gleaning Ventura County's agricultural
fields for fresh produce, box vans for dry good pick up and delivery, and one larger refrigerated truck for fresh
food pick up and delivery. A minimum of three trucks are on the raod each week to serve Moorpark
people in need of supplemental food assistance.
FOOD Share would use these grant monies to:
1) Purchase truck fuel and maintenance for the Moorpark segment of its community hunger services;
2) Make a bulk food purchase of protein foods for its Moorpark "Brown Bag for Seniors" site.
We serve four community sites in Moorpark:
1) MPS; 799 Moorpark Avenue, Moorpark; the location of our "Brown Bag for Seniors" site.
Low and fixed- income seniors pick up a 13 to 17 pound bag of groceries every week of the year.
2) Catholic Charities; 30 Flory Avenue, Moorpark
3) Moorpark Active Sniors; 4968 Mirasol Avenue, Moorpark
4) Villa del Arroyo; Moorpark.
000037
Senior Nutrition Program
Human 5ervice5 Agency
CDBG FY 2002/2003
PART III - Description of Community Needs and Proposed Project
Section A - Community Needs to be Addressed by Project
Please describe the unmet community needs which this project proposes to meet?
Many older adults do not get adequate nutrition. Loneliness and depression cause lack of appetite, or an
apathy that can make preparing a meal seem like too great a-task. Some people do not want to cook just for
themselves, or do not like to eat alone. People on a fixed income often choose to pay the rent and utilities
first, and spend only what is left for food. Some people simply do not know how to prepare nutritious meals
for themselves. Among the elder population of the nation, inadequate nutrition has been associated with
over -and underweight, nutrition - related chronic health conditions, and premature institutionalization.
In 1999, forty -one percent of Title III service providers nationwide had waiting lists for home - delivered
meals, suggesting a significant unmet need for these meals that has carried into the present. Today, some
jurisdictions are reporting waiting lists for both home - delivered and congregate meals. The absence of
waiting lists in the City of Moorpark and other cities in Ventura County is solely due to the additional funds
the Senior Nutrition program receives. Private donations and the generosity of the cities in allocating
CDBG funds to their respective dining centers and home - delivered meal routes supplement the basic
funding provided by the Area Agency on Aging.
Many of our participants are surviving soley on social security benefits; most of which is used for rent and
medication and very little is left for food. Some people simply do not know how to prepare nutritious meals
for themselves. Among the elder population of the nation, inadequate nutrition has been associated with
over- and underweight, nutrition - related chronic health conditions, and premature institutionalization.
Section B — Agency's Plan to Meet Community Needs
The mission of the Senior Nutrition program is to improve the nutritional status of elderly people in our
communities, and decrease their social isolation. We target services to seniors with the greatest economic or
social need. We are requesting this money to allow us to continue providing this service at the current level
for the citizens of Moorpark.
We propose to continue to employ one Nutrition Program Worker II in Moorpark with the help of CDBG
funding. This staff person assists with final food preparation, serving, and clean up. The NPW II plans
special events, celebrations, and educational programs for the participants, in addition to his/her kitchen
duties.
0010938
5uboidized Therapy Vouchers for 5enior5
Interrface Children and Family 5ervice5
CDBG FY 2002/2003
PART III -- Description of Community Needs and Proposed Project
Section A -- Community Needs to be Addressed by Project
Please describe the unmet community needs that this project proposes to meet?
The National Institute of Mental Health estimates that 6% of the elderly suffer from some form of
depression. In fact, Americans 65 and over constitute 13% of the American population, but 20% of the
suicides. Ventura County's elderly population comprises 18 %, or over 100,000 individuals, all of whom are
facing special physical, emotional, and social needs simply as a result of their growing older. The
American Association of Geriatric Psychologists gives a list of 15 different mental health challenges
confronted by seniors for which treatment is indicated. From coping with the onset of illness such as heart
disease, diabetes, Parkinson's, Alzheimers, late life schizophrenia, dementia, and strokes, to managing the
anxiety, grief and loss associated with major life changes, death of friends and loved ones. memory
problems, insomnia and its debilitating emotions; effects, seniors face multiple losses and dimirod on in
control over their bodies, minds, and circumstances. While some of the elderly are well -off and can afford
high quality insurance programs which include mental health benefits, a far greater number are reliant
upon social security and MediCal benefits which limit their access to non- crisis based counseling support.
An even more fragile sub -group of seniors are more severely challenged. The Federal Interagency
Forum on Aging warns that seniors aged 85 years and older are currently the fastest growing segment of
the population. At the national figure of 2 %, Ventura County's 85+ population translates to 14,660 people.
These numbers are steadily increasing, and it is projected that several thousand individuals will age into
this group each year for the next five decades. Statistically, this population is most likely to be frail,
challenged by health problems, female, and widowed resulting in an increased likelihood of their living
alone, and in poverty, than any other sector of the senior population. Males over 85 are six times more
likely to commit suicide than the general population. Given health, and economic limitations, these elderly
are most likely to be homebound, isolated, and subject to abuse and exploitation by caregivers upon whom
they depend for almost every basic need.
Section B — Agency's Plan to Meet Community Needs
How will your agency use these grant monies to address these unmet community needs?
We are applying to the City of Moorpark for funding which would permit us to provide vouchers for free
therapeutic assistance for seniors. The vouchers will be distributed through Moorpark's Senior Center to
clients seeking assistance for themselves, or for others. Each Voucher would entitle the bearer to one
hour of therapy through our Family Guidance Program. Therapists could come to clients at the Senior
Center, provide the therapy in senior's homes, or at our Family Guidance Clinical Services office.
Vouchers will be negotiable for 90 days from the date of issuance, and Senior Center staff will advise
Family Guidance staff on a regular basis of the number of vouchers they have distributed.
Since this is a pilot effort, this application is for the provision of 104 vouchers -- the equivalent of two hours
per week of therapeutic assistance. We anticipate that individual seniors will participate in an average of
six to 12 visits with their therapists for a wide variety of concerns. Therapists will receive specialized
training in assessing and addressing the needs of seniors and will work with clients to create linkages with
providers of other programs and services which correspond to individual needs. Individual, family, or
group counseling may be provided as is appropriate for individual clients. Community service access, and
development of peer support will be encouraged to the maximum extent appropriate to each senior's
capacities. This program will bring an approach to treatment designed to encourage and empower seniors
to strengthen their connections with family, friends, Senior Center staff community service providers, and
others who share their interests and support their overall wellbeing.
We anticipate that a minimum of 10 and a maximum of 20 of Moorpark's senior citizens will receive
therapeutic treatment for depression, anxiety, stress, grief, family conflict, elder abuse, or other
psychological distress through this pilot program in fiscal 2001/2002. QOQ,039
Long Term Care Ombudsman Program
Long Term Care Ombudsman
CDBG FY 2002/2003 (pg. 1 of 2)
PART 111— Description of Community Needs and Proposed Project
Section A -- Community Needs to be Addressed by Project
Please describe the unmet community needs that this project proposes to meet?
Long Term Care Services Ombudsmen are federally mandated to monitor all long tern care facilities and
advocate for the frail elderly residents who live within them to ensure that the residents are not being
neglected, abused or mistreated.
According to the U.S. Census Bureau, the elderly population in California (age 65 and over) is 3.3 million.
The U.S. Census Bureau also projects that the elderly population in California will increase by 100% over the
next 15 to 20 years. In May 2000 the California Attorney General released a statistic that stated 40% of
Californians who live past 65 will spend some time in long term care. If this statistic holds true, as many as
2,640,000 Californians may require long term care at any given time over the next 15 to 20 years.
In Ventura County, elderly persons over 65 comprise 13.6% of the total population of 753,162 persons
(Census 2,000). Over the next 15 to 20 years, according to the Attorney General, 97,890 Ventura County
elderly could require long term care at any given time. And if the current statistic holds true, 60% of these
individuals will have outlived their spouses and friends or will have no family or friends who visit or help
them.
In Moorpark there are almost 1200 residents over the age of 60. There are two facilities in Moorpark — one
is a hospice with a turnover rate of almost 12 times per year and the other is a residential care facility.
Monitoring visits to Moorpark facilities increased by 60% this vear. miles driven by volunteers serving
Moorpark elderly in these facilities increased by 222% and pre- admission counseling with Moorpark residents
considering placement for themselves or a loved one increased by 66 %.
Long Term Care Ombudsmen are not friendly visitors, rather they are trained and certified mandated
advocates and reporters of complaints of neglect and abuse and other issues that arise on behalf of elderly
persons living in long term care settings.
For example, the federal mandate under which the ombudsman operates only requires one visit to a long term
care facility each year. In Ventura County it is different. Long Term Care Services through the Ombudsman
program monitors all long term care facilities throughout the county unscheduled and unannounced wee
and monthly. This is unique to Ventura County and not generally practiced by other Ombudsmen programs
state and nationwide, but it is the only way — through frequent, consistent, unscheduled visitations and
monitoring -- that we are able to help ensure a quality of life for our county's frail senior population who
require extended and long term care.
'11 0
Long Term Care Ombudsman Frogram
Long Term Care Ombudsman
CDBG FY 2002/2003 (pg. 2 of 2)
Without the constant, consistent expansion of the Ombudsman program Moorpark's frail elderly will not have
access to an advocate who will support, represent and work on their behalf. Without regular and frequent
monitoring of long term care facilities by trained certified ombudsmen it is feared that most elder abuses and
complaints in skilled nursing facilities and residential care facilities for the elderly would go urnticed and
unremedied while levels of care and the quality of He for the &ail elderly residents in long term care would
most certainly deteriorate.
Long Term Care Services through the Ombudsman program is the sole agency providing advocacy and
support services to this elderly population who require long term care. No other agency or program,
organization or group provides these much needed services.
Long Term Care Services is a not for profit charitable agency. All services are free and confidential.
CDBG fields are used for 90% of the elderly residents living in long term care facilities who are over the age
of 75 and considered to be disabled. These funds also apply to the 701/6 of residents who are receiving either
MediCal or SSI and have been determined low-income recipients.
Section 13 — Agency's Plan to Meet Community Needs
Haw will your agency use these grant monies to address these unmet convnunity needs?
1. We will expand our recruitment and training efforts of new volunteer Ombudsmen to serve the elderly in
long -term care facilities. Training sessions will be increased to four times per year and held in February,
May, July and September, which will provide additional Ombudsman to cover the growing number of
residents living in long -term care facilities.
2. Creation of bi- lingual staff position and training and certifying bi- lingual ombudsmen to serve the
increasing Latino population in Ventura County
3. Providing 12 hours of mandated in- service to our volunteer Ombudsmen on subjects relating to the care
and well -being of the frail elderly living in long -term care situations including elder abuse and current
legislation that affects seniors living in long -term care such as MediCal, HMO's, social security, nursing
home regulations, etc,
4. Providing specialized training of staff and Direct Caregivers in long -tern care facilities in conjunction
with Department of Health Services and Department of Social Services Community Care Licensing.
5. Providing training of law enforcement on elder abuse.
0000 -rd 1.
Re- Employment A55i5tance Program (KEAF)
Lutheran Social 5ervice5
CDBG FY 2002/2003
PART 111 -- Description of Community Needs and Proposed Project
Section A -- Community Needs to be Addressed by Project
Lutheran Social Services of Southern California's Re- Employment Assistance Program (REAP)
will benefit the whole community of Moorpark. With the unemployment rates at an all -time high,
REAP has never been needed more than right now. Targeted for low- income and no- income
residents, REAP provides the services needed for individuals to find employment. The Program
Coordinator provides case management services to all clientele, helping them to recognize
barriers and to deal with the barriers in an effective way.
The REAP Program Coordinator will also act as a liaison between each client and other
programs offered through LSS /SC or other agencies that may help to break down a barrier. If the
clientele are in need of food, shelter, clothing, etc, then the Program Coordinator will make the
appropriate referrals. This position will also be responsible for aiding in the expansion of
emergency shelter programs by coordinating the efforts to open winter shelter sites in Moorpark.
Mirroring LSS /SC's Conejo Valley Meal and Shelter Program, various churches, synagogues, and
temples would rotate turns opening their doors during the cold nights of winter (December —
March), providing a hot meal for dinner, a warm place to stay for the night, breakfast, and sack
lunch for the guests to take with them.
Expanding the REAP program into Moorpark will directly 1) assist homeless individuals /families
to obtain job counseling to secure employment, 2) assist individuals /families who are at risk of
becoming homeless, 3) assist homeless individuals /families to obtain emergency food and shelter,
including those with mental illness, 4) provide outreach, information, and referral services to
homeless individuals and families, and 5) provide support services for low- income persons,
including seniors.
Section B — Agency's Plan to Meet Community Needs
How will your agency use these grant monies to address these unmet community needs?
Lutheran Social Services of Southern California will use the grant monies to hire a part-time
Project Coordinator. This position will allow an expansion of the services that LSS /SC already
provides in other areas of the county to take place in the City of Moorpark. These services
include: employment counseling, education, job preparation skills, employer contacts, resume
preparation, mock interviews, job lead notification, advocacy, emergency shelter, vouchers for
gas, transportation, haircuts, clothing, and motels, and referrals for anything else that LSS /SC
cannot immediately provide.
The Program Coordinator will also be responsible for screening applicants for rental assistance
and for the disbursement of the EHAP (Emergency Housing and Assistance Program) funds that
have been applied for by LSS /SC. These funds will help those at risk of becoming homeless and
those individuals /families who are exiting homelessness.
0000-12
Expansion of Adult Athletes 5ervice5
Ventura County 5pecial Olympics
CDP6 FY 2002/2003 (pg. 1 of 2)
PART III -- Description of Community Needs and Proposed Project
Section A -- Community Needs to be Addressed by Project
Moorpark's unmet need:
For years individuals with mental retardation in the Moorpark area have had to travel to other cities in Ventura County in
order to participate in Special Olympics. Given the limited transportation accessibility in Ventura County in general and
Moorpark specifically, it has been a hardship for many of our mentally handicapped adults who typically do not have
reliable transportation resources or the personal means to travel outside of their local community. Our research finds
that there is an untapped potential of 6,800 to 22,260' individuals in Ventura County who are eligible to participate in
Special Olympics. We know that there is both an underserved and un -served athlete base in Moorpark that with proper
resources would benefit from our programs. After conducting informal follow -up of athletes no longer participating in our
programs, we have found that a major obstacle in their participation were challenges associated with transportation to
and from training sites. We also found that these same individuals did not find local alternative community activities to
join.
Recognizing this unmet need of the under or un -served population in Moorpark, VCSO began offering basketball two
years ago within the local community. Recently, we have assessed that the current services provided are not sufficient
to meet the need; therefore we began to plan for capacity building. The first step to recruit coaches to provide training
has been accomplished. We now have an additional four coaches willing to train in Moorpark as well as a strong head
coach. Additionally, VCSO has developed the appropriate contacts for securing local facility sites; therefore, the
remaining obstacle is obtaining the financial resources necessary to properly train and travel athletes to away
competitions. We have determined that realistically we can expand our program services to three sports and continue to
increase number of teams as demand and resources permit. These new expanded services will provide us with the
capacity to serve a minimum of 30 participants on new teams.
Please see following page attachment on VCSO's goals and services.
' This number is based on World Health Organization 3% of the total world's population has some form of mental retardation and
would be eligible to participate in Special Olympics. Special Olympics Inc. most conservative estimate is 1% of total population.
According to Census 2000, the total population of Ventura County is 742,000 — making the untapped eligible population at 21.640 at
3% or 6,800 at 1% after deducting current base served (620 athletes).
Please describe the unmet community needs that this project proposes to meet? (Page 2Continued)
Who we are and our goals:
Ventura County Special Olympics (hereinafter VCSO) is an accredited area program of Special Olympics Southern
California (hereinafter SOSC). VCSO provides year -round training and competitions in Olympic type sports to
individuals with mental retardation. The population VCSO serves resides within Ventura County: Ojai, Ventura, Oxnard,
Camarillo, Simi - Valley, Conejo, Thousand Oaks, Moorpark, Santa Paula, Fillmore, Piru and all unincorporated county
areas. Currently, we have 697 registered athletes, 620 of which are active. At least 60% of these athletes compete and
train in more than one sport. In addition to mental retardation, many of our athletes possess multiple disabilities whose
origin can be physically, mentally, and /or emotionally based. Consequently, the range of the athletes' disabilities and
needs are multifaceted. Presently 63% of athletes in Moorpark and 81 % in all of Ventura County are over the age of 18
and are receiving some form of government subsidies. The youngest participant in our program at this time is eight
years of age and the oldest is 78.
The goal of VCSO is in fact the mission of Special Olympics world wide: to provide year -round sports training and
athletic competition in a variety of Olympic -type sports for individuals with mental retardation by giving them continuing
opportunities to develop physical fitness, demonstrate courage, experience joy and participate in a sharing of gifts, skills
and friendship with their families, other Special Olympics athletes and the community. We offer athletic training and
competitions in the 15 following sports: alpine & cross country skiing, snow shoeing, aquatics, basketball, bocce,
bowling, equestrian sports, soccer, gymnastics, powerlifting, softball, tennis, track and field, softball and volleyball.
There is never a fee charged to participants and all our coaches serve in a volunteer capacity.
00 C.9Z1a
Expansion of Adult Athletes 5erviceo
Ventura County Special Olympics
CD36 FY 2002/2003 (pg. 2 of 2)
(continued from section A)
Through sports training and competition, athletes learn discipline, develop self- esteem and increase their social skills.
For the first time, many athletes experience a sense of accomplishment and feelings of self worth. This newfound sense
of self encourages the athletes to attempt things in their private lives they never believed possible. Our program assists
them in developing social skills necessary to succeed out in the world. By helping them to achieve a higher degree of
independence we are also encouraging them to seek employment, become self - supporting and be looked upon by
society as a valued member. The majority of VCSO athletes have chosen to continue their education or attend
vocational work programs and seek employment.
A note about our organizational structure, Special Olympics Southern California (SOSC), the umbrella nonprofit
organization, has 32 self - funded independent area programs such as Ventura County Special Olympics, in 11 counties
governed by a Board of Directors. SOSC provides technical assistance, personnel and accounting management,
insurance, and financial oversight. It is very important to note that VCSO is required to manage all their own sports
training and competition program operations committee meetings volunteers, and fundraising efforts. SOSC does not
take any percentage of funds raised by the Areas. Also, each local Special Olympics program must request grants and
corporate sponsorship only within the area it serves, with specific exceptions.
Section B — Agency's Plan to Meet Community Needs
How will your agency use these grant monies to address these unmet community needs?
1) Transportation
To meet the unmet needs listed in section A. it is the plan of VCSO to provide the maximum number of training and
competitions to their athletes in this fiscal year. Special Olympics believes that competition among those of equal
abilities is the best way to test its athletes skills, measure their progress, and inspire them to grow by giving them the
opportunity to achieve. In order to compete, the athletes of VCSO must travel throughout Southern California to
attend the meets. This requires the hiring of numerous buses, vans and drivers to transport the athletes and
constitutes one of the largest expenses incurred by the program.
The proposed expansion project will provide the maximum number of competitions to its athletes so they can grow
physically and emotionally. In recent years, VCSO has had to limit the number of competitions attended by its
athletes due to the enormous cost of transportation. It is the intent of VCSO to not let money stand in their way this
year and to provide every opportunity possible for the athletes to compete. To quantify this goal, in the year 2002
every athlete will compete in a minimum of three competitions per athlete in their respective sport.
The majority of competitions require traveling some distance, most one day competitions, located throughout Southern
California costs $200 for van rental plus fuel. Each team attends a minimum of two and often three tournaments to
qualify for our larger, higher level, Southern California Championships. All Championships are a minimum of two days
and normally at some distance away. This requires the hiring of a charter bus for the entire time to transport not only
to the Championship site but shuttle athletes between their lodging and the competition venues. Therefore, our
conservative estimate of expense for new sports transportation costs Is $2,700.
2) Equipment and uniforms.
The lowest estimate for softball, volleyball and basketball uniforms for one team (10 players), not including coaches, is
as follows: Softball uniforms $300, volleyball $350, and basketball $350. Please note these uniforms are on loan and
are reused. Equipment start-up costs for two new sports and one new basketball team are as follows: batting helmets
$225, rubber bases $50, bats $180, softballs $72, volleyballs $250, ball pump $30, and basketballs $360 = $1,167.
The total for both equipment and uniforms is $2,167.
5enior Center Operations
City Of Moorpark
CDBG Fy 2002/2003
MEMORANDUM _
COMMUNITY SERVICES DEPARTMENT
TO: Nancy Burns, Senior Management Analyst
FROM: Peggy Rothschild, Senior Center Coordinator
DATE: January 16, 2002
SUBJECT: FY 2002/03 CDBG Request
I am requesting Community Development Block Grant (CDBG) funds in the amount of
$13,000 for fiscal year 2002/03 for part -time salaries in the Senior Center Program. The
requested CDBG funds would provide approximately 1280 hours to be spread between
two Recreation Coordinator II positions (about 640 hours each).
The two Recreation Coordinator II positions are responsible for coordinating classes,
special events, and information and referral activities. Additionally, the positions assist
with the production and distribution of the monthly Senior Center newsletter,
coordinating volunteer assignments and tracking hours, performing various fundraising
activities, room set -up, general correspondence, answering phones, tracking program
participation numbers, staffing the Center in my absence, and other general program
activities. In FY 2001/02, the City Council approved the use of CDBG in the amount of
$12,000 for the aforementioned purposes.
In order to ensure that Senior Center programming meets HUD income levels and is
consistent with the objectives identified in the CDBG contract, intake forms are
completed to determine eligibility for those seniors over and under age 62. The Senior
Center is well on its way of meeting its objective of serving 1200 beneficiaries in FY
2001/02, having served and registered over 500 eligible seniors in the first quarter. We
anticipate registering an average of 230 additional new eligible seniors per month in the
second, third and fourth quarters. Our goal for serving eligible seniors in FY 2002/03 is
1250.
I am also requesting CDBG funds in the amount of $1,000 for FY 2002/03 for the Senior
Survival Mobile. The Senior Survival Mobile provides free transportation for Moorpark
seniors to medical appointments located outside the limits of the City's local
transportation service. Seniors are allowed to use the Senior Survival Mobile service one
time per month, with 7 -14 days advance notice. In FY 2001/02, the City Council
approved the use of CDBG in the amount of $1,000.
Although the service is provided free of charge to the senior consumer, the cost for a
half -time dispatcher's salary is spread proportionately among each participating city.
0413)100�i5
Drivers are paid the current minimum wage plus mileage, and each city is billed for
service provided to their residents. Billings are sent to the Senior Center on a quarterly
basis. In FY 2000/01, Senior Survival Mobile provided 24 rides for a total of 1,001 miles
of transportation service to Moorpark seniors. The total cost to the City of Moorpark of
was $1,062.80.
cc: Mary Lindley
Kain Project - Building Rehabilitation
County of Ventura
CDBG FY 2002/2003
PART III -- Description of Community Needs and Proposed Project
Section A -- Community Needs to be Addressed by Project
Please describe the unmet community needs that this project proposes to meet?
It is estimated that there are between 3,000 and 4,000 homeless individuals in Ventura County.
There are a limited number of beds available for the homeless. The few existing programs serve
target populations and do not provide the case management, job development, training and
search, tutoring, child care, money management, transportation, counseling, access to health
care, 12 -step programs, parenting skill training, and structured after care that the RAIN Project
provides in a sober living environment.
In order for individuals & families to become self - sufficient, they must attain sobriety, be mentally
and physically stable, have assistance in locating and qualifying for regular employment, and be
afforded an opportunity to save the money necessary for deposits and move -in expenses to
unsupported housing. Germane to the long -term success of our clients is the continuum of care
afforded by comprehensive case management from intake and assessment through regularly
scheduled after care.
Section B — Agency's Plan to Meet Community Needs
How will your agency use these grant monies to address these unmet community needs?
Prior to moving into the Lewis Road site the Children's play yard must be renovated, landscaped
and fitted with safety surfacing. In addition, exterior lighting, fencing and an exterior security
system must be installed. An existing out - building must be rehabilitated for bicycle and play
equipment storage and electrical service to the main building must be relocated underground.
In order to provide meals and food services employment training, the estimated $200,000 in
donated kitchen equipment must be inspected, cleaned, sanitized and installed in the Lewis Rd.
kitchen upon completion of the rehabilitation of the building.
"5947