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Home My WebLink AboutAGENDA REPORT 2005 0316 CC REG ITEM 08CITEM S • C •• CITY OF MOORPARK, CALIFORNIA City Council Meeting of 13 -AV "&%, ACTION:/LIi. A,f:2S ,t +dCa►�Y�_____ MOORPARK CITY COUNCIL AGENDA REPORT' TO: Honorable City Council FROM: Barry K. Hogan, Community Development Directo Laura Stringer, Senior Management Analyst DATE: March 3, 2005 (CC Meeting of 3/16/05) SUBJECT: Consider Allocation of Community Development Block Grant (CDBG) Funds ($186,292) for Fiscal Year (FY) 2005/2006 BACKGROUND At the meeting of February 16, 2005, the City Council received public testimony, closed the public hearing and directed the Budget and Finance Committee (Mayor Hunter and Mayor Pro Tem Harper) to consider CDBG funding allocations for FY 2005/2006, and continued the matter to the March 16, 2005, meeting for consideration of the Committee's recommendation. The Budget and Finance Committee considered the submitted proposals for the anticipated $186,292 in FY 2005/2006 CDBG Funding. Below is a breakdown by funding category: FUNDING CATEGORY HUD LIMIT Administration Incl. Fair Housing Counseling) $ 23,170 Public Service Programs $ 27,944 Public Projects $135,178 Total $186,292 DISCUSSION Nine (9) proposals for public service programs were received, totaling $67,091, and three (3) proposals for public projects were received, totaling $145,178. The attached February 16, 2005 0000'7JL Honorable City Council March 16, 2005 Page 2 agenda report provides a summary of the requests by category and excerpts from each application describing the program or project. The Budget and Finance Committee recommends the following allocations for FY 2005/2006: Category Request B &F Committee Recommendation Administration: City Staff $ 20,670 $ 20,670 Fair Housing $ 2,500 $ 2,500 Subtotal $ 23,170 $ 23,170 Public Service Catholic Charities $ 14,400 $ 12,000 Active Adult Center Staff $ 10,500 $ 7,444 Senior Nutrition $ 5,000 $ 0 Coalition to End Family Violence $ 15,000 $ 3,000 Consumer Credit Counseling Service $ 6,371 $ 0 Long Term Care Services- Ombudsman $ 2,000 $ 3,000 Loving Heart Hospice Foundation $ 4,320 $ 2,500 ` Lutheran Social Services $ 4,500 $ 0 Samaritan Center $ 5,000 $ 0 Subtotal $ 67,091 $ 27,944 Public Improvements Human Services Complex $130,178 $130,178 Food Share Expansion $ 5,000 $ 5,000 Women's Economic Ventures $ 10,000 $ 0 Subtotal $145,178 $135,178 TOTAL FY 05/06 $235,439 $186,292 ENVIRONMENTAL DOCUMENTATION As final approval authority for CDBG funding allocations, the County of Ventura is the lead agency for preparation of environmental documentation pursuant to California Environmental Quality Act (CEQA) requirements. 0000'72 Honorable City Council March 16, 2005 Page 3 The Committee also recommended that funds for the Senior Nutrition Program be funded from the General Fund and considered as part of the City's FY 2005/2006 budget deliberations. STAFF RECOMMENDATION Authorize the allocations recommended by the Budget and Finance Committee and staff from FY 2005/2006 CDBG funds as described in the staff report. Attachment: February 16, 2005, City Council Agenda Report 0000'73 MOORPARK CITY COUNCIL AGENDA REPORT TO: Honorable City Council FROM: Barry K. Hogan, Community Development Director Laura Stringer, Senior Management Analyst DATE: January 19, 2005 (CC Meeting of February 16, 2005) SUBJECT: Consider Proposals for Community Development Block Grant (CDBG) Funds ($186,292) for Fiscal Year (FY) 2005/2006 BACKGROUND On November 16, 2004, the County of Ventura issued a Request for Project Proposals for CDBG funds for FY 2005/2006. Twelve proposals specific to Moorpark were received in response to this request. This year's applications have been summarized as Attachment 1. Attachment 2 includes excerpts from this year's applications, and Attachment 3 provides an overview of past CDBG Public Services funding. Complete proposals and the Draft Consolidated Plan are available in the City Hall Large Conference Room for City Council review and are available for public review upon request. The City's funding proposals are due to the County by March 18, 2005. DISCUSSION The City of Moorpark will receive $186,292 in CDBG funds for FY 2005/2006. This amount, determined by the County of Ventura based on U.S. Department of Housing and Urban Development (HUD) allocations, is down from the FY 2004/2005 allocation of $196,980. 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 800 of area median income. Area median income is currently $77,400 for a family of four. The CDBG funds may be used for housing, public facilities, economic development, housing rehabilitation, along with public service programs and administrative activities. CC ATTACHMENT 0®00'74 Honorable City Council February 16, 2005 Page 2 Most of the requests for funding received by the City are for public service programs. These programs may be considered for funding based on anticipation of increased levels of service, or to assist in establishing a new service. Per HUD guidelines, a maximum of fifteen percent (15%) of the City's annual share may be allocated for public service programs. The maximum public service program funding available for FY 2005/2006 is $27,944. Nine (9) proposals for public service programs were received, totaling $67,091. Three (3) proposals for public projects were received, totaling $145,178. Of this amount, $5,000 has been requested by Food Share Inc, for Phase III of the Food Bank Capital Expansion Project and $10,000 has been requested from Women's Economic Venture for self employment training and business counseling. $130,178 is being requested to fund the Phase I site improvements for the Human Services Complex. Requests received for CDBG funding for public projects and public service programs combined total $212,269. With $23,170 for administrative activities, the funding requests total $235,439. This is $49,147 above the City's allocation. A summary of the funding requests is shown below: FUNDING CATEGORY HUD LIMIT PROPOSALS RECEIVED Public Projects $135,178 $145,178 Public Service Programs $27,944 $67,091 Administration (Incl. Fair Housing Counseling) $23,170 $23,170 Total $186,292 $235,439 ENVIRONMENTAL DOCUMENTATION As final approval authority for CDBG funding allocations, the County of Ventura is the lead agency for preparation of environmental documentation pursuant to California Environmental Quality Act (CEQA) requirements. l i l 1 `! Honorable City Council February 16, 2005 Page 3 STAFF RECOIrNENDATION 1. Open public hearing and receive public testimony for consideration in the appropriation of FY 2005/2006 CDBG funds estimated to total approximately $186,292; and close the public hearing; 2. Refer this matter to the Budget and Finance Committee for review prior to the next regularly scheduled City Council meeting, directing the Committee to prepare a recommendation for final appropriations for City Council consideration at the regular meeting scheduled for March 16, 2005; 3. Continue this item with the public hearing closed to the meeting of March 16, 2005. Attachments: 1. Summary of Proposals for FY 2005/2006 2. Excerpts from Proposals Submitted for FY 2005/2006 3. Overview of Past CDBG Funding for Public Service Projects 000076 O O O CDBG Proposals Received for FY 2005/2006 PUBLIC SERVICE PROGRAMS 200212003 200312004 200412005 2005/2006 Number of Organization Name of Project Approved Approved Approved Amount Anticipated Funding Funding Funding Requested Moorpark Catholic Charities Community Service Center and Food $ 7,643 $ 7,643 $ 9,047 $ 14,400 2400 P Pantry City of Moorpark Senior Center Staff $ 12,000 $ 12,000 $. 5,500 $ 10,500 1340 P City of Moorpark - Senior Nutrition" _ $_ 10_,0_0_0_ $ 10,000 $ 10,000 $ 5,000 260P Coalition to End Family Violence, The Family Violence Therapy/ Parenting Classes $ $ _ $ 3,000 $ 15,000 200 P Consumer Credit Counseling Service Credit, Debt, Housing and Cashflow: $ _ $ - $ - _ $ 6,371 _ 193 H Long Term Care Services Important Tools Long Term Care Ombudsman $ - $ 459 $ 2,000 $ 2,000 150 P -Loving Heart Hospice Foundation Bereavement Coup ling Sessions $ - $ - $ - $ 4,320 480 P Lutheran Social Services Community Outreach Program $ - $ - $ 4,500 100 P Supportive Services for Homeless Samaritan Center, The Individuals $ $ _ $ _ $ 5,000 75 P Subtotal Public Service Programs) $ 29,643 $ 30,102 $ 29,547 $ 67,091 PUBLIC PROJECTS 200212003 200312004 200412005 2005/2006 Number of Organization Name of Project Approved Approved Approved Amount Anticipated Funding Funding Funding Requested Moorpark Beneficiaries FOOD Share, Inc. Food Bank Capital Expansion I Project, Phase III $ _ $ 5,000 $ 5,000 $ 5,000 Unspecified -- City of Moorpark _ - -_ -_- Human Services Complex Phase I Site Improvements $ - $ 96,667 - $ 137,933 $ 130,178 Unspecified Cit of Moorpark Y p Downtown Mini -Park (Later Reallocated $ 143, 400 $ $ $ - - -- -- - - RAIN _ - Building Rehabilitation tSelf $ 2,500 $ - $ - _ - Women's Economic Ventures Employment Training Program $ _ Is _ $ _ $ 10,000 10 P and Business Counseling Subtotal Public Projects $ 145,178 GRAND TOTAL (ALL PROPOSALS) I $ 212,269 SAComml,nity Development \CDBG \05 -06 Applications\Application Data SheetAs 2/9/2005 PUBLIC SERVICE PROGRAM PROPOSALS 0000'78 Section C — Project Information Community Needs to be Addressed by Project Please describe the unmet community needs that this project proposes to meet? Describe your project in the next box. According to Part It of Ventura County's 2004 -2005 Consolidated Plan, Moorpark is a family based community: 85.6% of the households are families. Statistically, 13.4% of Moorpark's households fit into the low and extremely low- income levels and 12.7% are considered moderate income. Hispanics are 28% of the population in Moorpark. Our mission is to serve these families and individuals in the greatest need of basic human services, assistance and support. According to the Draft 2005 Consolidated Plan, there are two strategic goals for the next three years pertaining to services for the homeless: (1) "to assist homeless or at -risk individuals /families to obtain emergency food, shelter and /or interim assistance;" (2) "to provide support services to homeless individuals /families." In the area of Public Service, the County's goal is to: (3) "provide support services for low- income persons (non - homeless individuals /families)." These goals are also a part of the mission of Catholic Charities of Los Angeles, Inc., implemented throughout its regions in Los Angeles, Santa Barbara, and Ventura Counties. In Ventura County, Catholic Charities provides services to the homeless, extremely -low and low - income individuals in a network of community centers and food pantries, including Moorpark, Oxnard, Thousand Oaks, and Ventura. The Moorpark Community Service Center & Food Pantry statistics mirror the identified needs within the City of Moorpark. During the 2003 -2004 fiscal year, 622 low- income families (95.8 %) and 27 individuals (4.2 %) were served through the Center. Hispanics constituted 93% of the people served. Furthermore, 96% of the people coming to our center can be classified according to the HUD Income Limits as extremely poor. The Center provided 1,540 children with 11,433 units of service. In total, 3,085 low - income clients (unduplicated count) received 21,928 units of service and averaged seven visits to our Center during the 2003 -2004 fiscal year. All of these statistics remain constant for the current 2004 -2005 fiscal year and we anticipate this data to not change in 2005 -2006. Catholic Charities `Re_ront'Je�?ura`20C�'Pa !lmecrraru db�GS -06s ^c doc General Application — Part I Page 7 cf 9 000079 Agency's Plan to Meet Community Needs Section D -- Application Certifications How will Your agency use these grant monies to address these unmet community needs? What is your project? Food, clothing and secure housing are basic and ongoing needs of the people who come to the Moorpark Community Service Center & Food Pantry. The staff and volunteers at the Center provide supplemental food, clothing, eviction prevention assistance, utility assistance and problem - solving counseling. In 2003 -2004, the total sum of approximately $25,000 was made available by our staff to prevent low- income families from being evicted and to prevent their utilities from being shut -off. The Center also runs a healthy nutrition education program funded by the Moorpark Neighborhoods for Learning. In addition to our weekly Food Pantry operation, during the 2004 -2005 fiscal year, 'we will also be distributing $23,000 worth of grocery store SCRIP to clients with children of ages 0 -5 who are participating in our nutrition education classes. To provide the support services to the poor residents coming to our Center, we need to have a staff of experienced, bi- lingual caseworkers that can assist these clients in finding solutions to their problems and who can help them access a variety of community resources. In order to maintain this staff, we need CDBG funds. These funds help cover the salary costs of Patricia Calderon (bi- lingual Client Resource Coordinator 1) who works 22 hours a week and to help cover a portion of Ruben Castors salary (bi- lingual Client Resource Coordinator II) who also works 22 hours a week. The total projected salary costs, not counting benefits, for these two staff members in FY 2005 -2006 is $25,925. The total annual budgeted payroll costs for the Center is projected to be $57,155. This total includes a portion of the salary for Patrice Esseff, the Center Coordinator, as well as a portion of the salary of the Food Pantry Coordinator position and the payroll taxes and benefits for all four of them. Our grant request of $14,400 totals 25% of our Center payroll costs and approximately 13% of the overall annual Center expenses. Though these services are not part of our funding request, the Center is also the home for Catholic Charities' OASIS Senior Outreach Program for frail homebound seniors in Moorpark and hosts representatives from the rent rebate program and income tax assistance programs for low- income families. General Application — Part I Page 8 rf cl 0 '.RegionlVentura'20C5`,Partt moorparkcdbg05- 06short doc 000080 MEMORANDUM COMMUNITY SERVICES DEPARTMENT TO: Laura Stringer, Senior Management Analyst FROM: Peggy Rothschild, Senior Center Coordinator DATE: January 3, 2005 SUBJECT: FY 2005/06 CDBG Request I am requesting City Community Development Block Grant (CDBG) funds in the amount of $10,500 for fiscatf year 2005/06 to fund part -time Recreation Leader II and Recreation Assistant positions (one of each) at the Active Adult Center. The requested CDBG funds would provide approximately 980 part-time hours, which averages 18 hours per week. The Recreation Assistant position is responsible for coordinating classes, special events, and information and referral activities. Additionally, the position assists with the production and distribution of the monthly Active Adult 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. The Recreation Leader II position is responsible for room set -up, answering phones, promoting activities, providing information and referral, as well as general program activities. The CDBG contract requires the Active Adult Center to serve seniors who meet HUD income requirements. In order to demonstrate that Active Adult Center programming is consistent with the objectives identified in the CDBG contract, the Active Adult Center completes intake forms to determine eligibility for those seniors over and under age 62. The Active Adult Center is has served and registered 661 eligible seniors in the first and second quarters and is on track to meet its objective of serving 1325 beneficiaries in FY 2004/05. Our goal for serving eligible seniors in FY 2005/06 is 13401 projecting 475 qualifying participants in the first quarter, and an average of 289 for each of the remaining quarters. cc: Mary Lindley City of Moorpark Senior Center Staff 000081 MEMORANDUM COMMUNITY SERVICES DEPARTMENT TO: Laura Stringer, Sr. Management Analyst, Community Development FROM: Mary K. Lindley, Director of Community Services J j DATE: January 20, 2005 SUBJECT: CDBG Request for Sr. Nutrition Program Pending Council approval on February 2, 2005, the City of Moorpark will be assuming operational responsibility for the Senior Nutrition Program as of April 1, 2005. In the past, this program was operated by the County of Ventura. Historically, the City appropriated $10,000 annual to the County of Ventura to support its operation of the Senior Nutrition meal site in Moorpark. With the assumption that the City will be taking over the program, I am requesting $5,000 to fund the cost of a meal site aide. The Senior Nutrition Program provides a fully nutritious noon meal, Monday through Friday, to senior citizens 62 years of age and older. Meals are provided in a congregate setting at the meal site, located in the City Active Adult Center, or delivered to participants' home if they are not able to visit the site. The goal of the program is to prevent premature institution of senior citizens, enhance the health of seniors through good nutrition, and provide socialization opportunities. It is estimated that the City will serve approximately 10,000 meals in FY 2005106. The $5,000 request will subsidize a percentage of a meal site kitchen aide that is proposed to work 15 hours per week to order and prepare meals, assembly the home delivered meals, and prepare the required monthly statistical reports. City of Moorpark Senior Nutrition I:\MLin 11ey \BENTOR. ACDBG Request 2005 -06. oc 000082 Fiscal Year and Audit Reports July through June Other FDnateof ur agency's fiscal year? (Check one) January through December Check if Attached X_ _ r organiza tion's most recently completed audit. (MonthNear) 2003- 2004 What fiscal year did this most recent audit include? (MonthNear through Month/Year) 7 -03 to 6 -04 Was this audit conducted in compliance with the Single Audit Act? Yes or No. Yes Are there any outstanding audit findings which remain unresolved? No Organizational Structure Documents Check if Attached Bylaws X Organization Chart X List of the Board of Directors X Non - Profit Determination letters from the Federal Internal Revenue Service and the State Franchise Tax Board (Form 501.3.c) X Evidence of Insurance — General Liability and Automobile X Section C -- Community Needs to be Addressed by Project Please describe the unmet community needs that this project proposes to meet? Describe your project in the next box. The Coalition to End Family Violence and the Boys & Girls Clubs of Ventura County has identified that at least 50% of the youth that utilize the clubs each month have cognitive, behavioral, social and emotional issues that are not being addressed. To address this the Family Support Center Program was developed to work with disadvantaged and at -risk youth and their families, who are at risk due to behavioral and environmental factors. These include being a victim of /or witnessing domestic violence and /or sexual assault, child abuse and /or neglect, poverty, disabilities, parents who are substance dependent and being a victim of crimes, racial, ethnic and /or sexual preference prejudice. They are also at risk if they themselves are using drugs, have low academic achievement, antisocial behaviors, running away, teen pregnancy, suicide attempts and mental health issues. Youth who don't receive treatment, will have a significantly higher chance to become juvenile delinquents and become tomorrow's adult criminal. Early intervention and treatment helps the at risk youth to become responsible, caring adults, whose lives can be lived violence free. The Family Support Center is located at the Moorpark Boys & Girls Club, this allows families access to services in their own community and due to the fact that at least 75% of the families are very low to low income, services that they might not be able to afford. Currently the Moorpark Boys & Girls Clubs has 3,600 youth that utilize the club each month. The Coalition to 'he Coalition to End Family Violer End Family Violence CDBG Proposal 000083 Agency's Plan to Meet Community Needs ,-low will your agency use these grant monies to address these unmet community needs? To address the needs of at risk youth and their families the Family Support Center provides immediate crisis intervention, on a 24 hour, 7 day a week crisis hotline, counseling for the youth and their families to integrate the whole family in the process and restore the family hierarchy, teen anger management to provide the teens with non - violent alternatives to problem solving, children's Expression through Art classes, teen empowerment groups, and for the parents, parenting classes. These services are provided in both English and Spanish. Implementation Schedule Major Milestones f Month/Year to Begin Month/Year to End Estimated Cost Funding Source Provided services at the Famity Support Center in Mooroark Nov. 2003 N/A $5,000 United Way Increase staff hours to increase number of services to !i July 2004 June 2005 $8,000 CD$G Moorpark & r Increase staff hours to increase # of Ii services in S ni July 2005 June 2006 $20,000 CDBG- Moorpark & Coalition Funds Long Term Strategy What is your organization's strategy to meet these community needs over the next 3 to 5 years? The Coalition's Grant Administration Department is looking for grant opportunities with state, federal and private foundations. One of the foundations that we are working on for ongoing support is the California Endowment Foundation, this support will be for all of our Family Support Centers. Other strategies are to have our Development Department get support from local businesses, individuals and organizations in Moorpark and to raise funds through our donor appeal letters and fund raising events. Fundraising events are done three times a year to bring much needed funding for the agency and it's programs. 1-he Coalition to End Family Violence CDBG Proposal 000084 CDBt; Grant.4pplication -- Consumer Credit Counseling Services (2005-06) Section C - PROJECT INFORMATION F Needs to be Addressed b, Please describe the unmet community needs that this project proposes to meet? The need for credit counseling services is great. Many households have significant credit card debt and bankruptcy rates are at an all time high. Most individuals have never been educated in the basics of credit, budgeting or personal finances, so the need is great to bring help and hope to those `drowning in debt" before they lose their home, family or sometimes even their life. Consumer spending accounts for two- thirds of the nation's $11 trillion economy and the marketing machinery in America encourages the consumption habit. The Commerce Department reports the personal savings rate fell near to a record low in October 2004, when American households saving a meager two- tenths of 1 percent in their disposable income. The rate implies that a household with take - home pay of $40,000 saves on average only $1.50 per week. The Average American household now spends 13°% of its after -tax income to pay debts —the highest percentage since 1986. Much of it goes to pay home mortgages and car loans, but the average American household is also carrying more than $9,200 in credit card debt. Every 15 seconds, someone in the United States goes bankrupt —five times the rate in 1980, noted Elizabeth Warren, a Harvard Law School Professor, who is an expert on bankruptcy. She further noted, American consumer debts are worrisome, but the problem is not impulse buying of luxury goods. Today's middle -class families with two working parents have far less financial leeway than a single- income middle -class family of 30 years ago. "Fixed costs' such as mortgage, child care, health jrisurance and taxes, take up 75% of the income of today's two- income family. By contrast, these costs represented about half of a middle -class family's income in the early 1970's. Consumers clearly need financial education and debt counseling. Alan Greenspan stated "Education & Training programs may be the most critical service offered by community based organizations to enhance the ability of lower- income households to accumulate assets. Consumer Credit Counseling Service (CCCS) also believes financial literacy is crucial to self- sufficiency, family stability, and financial success. Outreach, education, and financial counseling are the keys to providing people with the necessary tools to unlock the door to achieving their financial goals whether those goals are getting out of debt, improving their credit history, stabilizing their housing or attaining and keeping their own home. Low and moderate- income families are asset poor. Research conducted by the Federal Reserve reveals the typical American household holds under $10,000 in net financial assets. Yet, low and moderate income families often have consumer debts exceeding all assets. Furthermore, welfare -to -work families often have negative assets, which impact their ability to effectively move from government assistance to financial self- sufficiency. Many of the people moving from welfare to work are lacking competencies in budgeting, savings, and credit. Without these basic skills, they confuse needs with wants and spend their small paychecks poorly and often resort to using cash advance loans or credit to help them manage from paycheck to paycheck. These cash advance "services* charge a fee, with an effective interest rate on the advance of over 450 % – working poor can ill afford to be paying these types of fees. Many renters are not aware of their homeownership options or believe home ownership is unattainable. Many new homebuyers are not necessarily equipped to handle the financial responsibility of homeownership and are at risk of falling delinquent in their first years of homeownership. Home Equity Conversion (HEC) enables senior homeowners to covert the accumulated equity in their homes into cash, including reverse mortgages, property tax deferral, and deferred payment loans. Eldedy homeowners who are house rich and cash poor could use the equity in their homes as an income stream to help them stay in their homes and receive the necessary support as an alternative to institutionalization or to make necessary structural changes for handicapped access. The money borrowed is a 'lien' only for a fixed amount —the elders and their heirs do NOT lose title to the property. Domestic violence victims and their children who are fleeing an abusive living situation often flee with only the most basic items of need. Their oppressor often controlled the finances, and has withheld access to the couples financial information and accounts. Many women have little knowledge joint accounts, debt or financial obligations. it is essential that women achieve financial literacy skills so they gain the ability to reclaim their lives. According to the Census 2000 Profile for Moorpark, 7.0°% of the individual population and 4.3% of families, and 17.1% of families with a female head of households are at or below the poverty status. Further, 16.9% of households and 14.9% of families have household incomes at or up to the level of the average CCCS client. The typical CCCS client is 44 years old, with an average monthly gross income of $2,800 and average debts of $19,600. This is a typical "California example"--a state with a high cost of living. Within the state, certain counties are higher cost including Ventura County and Moorpark is among the most expensive places to live, with a median home price now exceeding $600,000. The need for counseling in the areas of budgeting, debt and credit are extremely high. Women account for 50% of the CCCS clients, with Hispanics at 24 %, Asians 5°% and Africans at 5 %. CCCS truly serves the very low to moderate income population as evidenced by our client profile, thereby meeting one of the core national objectives: to benefit persons of low and moderate incomes Consumer Cre t c from CCCS January 2005 Counseling Service Page 3 o "000085 CDBG Grant. Ippli cation -- Consumer Credit Counseling services (200.5 -06) Agency's Plan to Meet Community Needs How will your agency use these grant monies to address these unmet community needs? Consumer Credit Counseling Service (CCCS) will provide one - to-one financial counseling and six workshops (3 each Spanish and English) to strengthen financial literacy skills, including debt, credit, housing and budgeting to local residents, thereby increasing the rate of individual /family self- sufficiency. The goal will be to reach enroll 120 people in workshops, with a goal to have 1/3 enter into counseling (40) and 25% of these (10) enroll in Debt Solver Programs. The Debt Solver Program will be offered to beleaguered individuals/families who are struggling with too much debt, in which CCCS will work with creditors to develop a repayment plan that reduces monthly payments, helping to keep the familyAndividual from financial distress and possible displacement. CCCS helps 11,000 clients per year, with 22% in Ventura County (2420) and 3% from Moorpark (73) —with a goal to reach many more low to moderate income families of Moorpark in 2005 and 2006. CCCS will provide Home Equity Conversion Mortgage counseling to seniors and their families seeking unbiased information regarding reverse mortgage programs. According to the U.S. Census data 435 homes in the City are not mortgaged, and 5.7% of the population is over age 62 and eligible for a reverse mortgage. Elderly homeowners who are house rich and cash poor could use the equity in their homes as an income stream to help them stay in their homes and receive the necessary support as an alternative to institutionalization. The CCCS program addresses the public service goal to provide support services for seniors. CCCS will provide to individuals and families pre- purchase homeownership education, demystifying the home buying process, and preparing residents for homeownership. CCCS will also provide services to post- purchase home ownership helping new owners prepare for the financial responsibility that comes with home ownership, thus lessening the risk of delinquency, default and foreclosure. The program addresses the Affordable Housing goal to increase the potential for homeownership among first -time and /or low- moderate income homebuyers. Financial information that is readily available to the public does not speak to the needs of the welfare- to-work population. Many have little or no financial life skills. CCCS knows that financial literacy is critical to the successful ,,- velopment of these individuals. In addition, this population has financial literacy needs that are very difficult to ;dress by service provider organizations without appropriate curriculum and materials. Our goal is to move this population to self- sufficiency and give them the necessary skills for independent living so they can be productive and self- sustaining. CCCS will provide six financial literacy skills workshops for the community, using bilingual facilitators as well as outreach and counseling services to all who call. Since marketing_ will be crucial, CCCS will °get the word out' by working with (1) The city, mailing flyers to all households alerling them of the free services available, using key questions that will relate to common financial challenges; (2) Simi Valley Community Care Center -- outreach & education for Hispanics• —with flyers to existing clients taking classes; (3) Catholic Charities, Ruben Castro, will also be given flyers for the Hispanics he serves; (4) Recreation & Park District, have the free Gasses included in the quarterly bulletins and use Rec & Park facilities, whenever possible; (5) Adult Education, have the classes listed in quarterly bulletins, with all fees waived; (6) Six small ads in local newspapers (one /class) and (7) Six radio spots on Spanish Radio for Hispanic clients (one/workshop). CDBG funds will be used to pay for direct service expenses such as counseling salaries and benefits, client file set up and file maintenance, credit reports and enrollment fees for debt solver programs. The funds will also be used to pay for direct financial literacy expenses such as the wages and benefits of the instructor, outreach materials and ads, instructional material printing costs, mileage and modest refreshments for class participants. Workshop location fees/rental is included in the proposed budget. CCCS staff will first seek donated space to be used for the educational sessions —The Simi Valley Community Care Center (education for Hispanics) has offered their space for free since they serve many Hispanics from the Moorpark area — unless the City of Moorpark requires/prefers the programs to be held within the city limits. Program Administration expenses charged to this program will be for direct supervision of the staff and direct cost of a program evaluation only. CCCS bilingual counselors will operate using "virtual technology" in Moorpark that ties directly back to main computers in Camarillo, with direct access to the internet for things such as credit reports. If enough new clients are enrolled in the program after the first CDBG near of funding, a regular Moorpark office space may be considered. CDBG Proposal to City of Moorpark from CCCS January 2005 Page 4 c` 000086 Section C - Project Information Community Needs to be Addressed by Project Please describe the unmet community needs that this project proposes to meet? Describe your project in the next box. A recent quote from the Associated Press stated: "... americans are living longer than ever before. Some 13 percent of the population is now past 65, in sharp contrast to the scant seven percent who were past 65 in the 1940's and the miniscule four percent at the turn of the last century". The U.S. Census Bureau estimates a more than doubling of Americans 65 and older by the year 2020. The Administration on Aging's 2001 statistics state that 56,000 living Americans are over 100 years old. That figure is expected to surge to more than 2 million over the next 70 years. Over the next three decades, 76 million Americans born between 1946 and 1964 will turn 651 a demographic juggernaut of unprecedented size and scope that will profoundly alter America's economic, social, and political landscape. In Ventura County the senior population is the fastest ;rowing segment of the population with an expected increase for the 60+ age group of over 100% between 1990 and 20_20 and the 85+ age group growing at the fastest rate within the same period at over 150 %. The U.S. Census Bureau estimates a more than doubling of Americans 65 and older by the year 2050. While it is true that many of these individuals will be able to five independently, 2000 statistics from the California Attorney General's office project that 40°10' of Californians over 65 will spend some time in long term care. When the time comes that individuals are no longer able to live at home they will need to make other arrangements, and for the vast majority of individuals, this will be some form of long term care. If the current trend holds true, 60% of these individuals will have outlived spouses and family members or have no family members or friends to help them. In the last five years, Ventura County has seen an increase in the number of facilities in the county from 138 to 170 and an increase in the number of beds from 5,150 to 6,200 These individuals are largely forgotten by society, because they have no voice to express their needs and concerns. In Moorpark, there are two facilities — one a congregate care hospice specifically handlin -= end of life stages — the other a small board and care. Moorpark families place their elderly requiring assisted living or skilled nursing in nearby Simi Valley facilities or other geographically desirable locations within the county. Long Term Care Ombudsman 3eneral Instructions — Part 1 Pace 3 of 3 C: C, A. T. 4I LTCDocslGrartAppi "..,,,,- ,- ,,,, —v--- -- ----- ;.�DL35doc v 000081 Agency's Plan to Meet Community Need How will your agency use these grant monies to address these unmet community needs? What is your project? The grant monies obtained tivill be used to maintain and expand the services itenuzed below, to monitor the facilities in Moorpark and throughout Ventura County and advocate for the well being of the frail elderly who live there. • Recruit and train adequate numbers of volunteer Ombudsmen to make unscheduled visits to Moorpark and all county skilled nursing facilities at least once per week and all residential care facilities at least once per month. • Receive, investigate -and resolve any and all complaints made by or on behalf of these elderly residents in conjunction with Department of Social Services /Community Care Licensing and State of California Department of Health Services • Mandated reporter of any an all cases of elder abuse to law enforcement /District Attorney • Witness all Durable Powers of attorney for health care /Advanced Directives for health care in Skilled Nursing Facilities • Provide pre - admission counseling to all those making difficult decisions about placing a loved one in Ion, term care • Provide support groups for fanuly members • Provide training for facility staff and direct caregivers on elder rights and abuse and neglect in skilled nursing facilities. • Provide training on elder abuse to law enforcement. No other agency or program solely exists to advocate for and represent our elderly in long term care facilities. The Ombudsman program is the only program that fulfills this function. It exists solely to help our frail institutionalized elderly. The Ombudsman Program operates by federal mandate deriving its authority from the Older Americans Act of 1965 as amended in 1978 General Instructions — Part I Page 4 of 4 C:'. DATA` 1TCDxs',GrantAppiications�GrarV ppCDBG'.CDBG O` O6',hicorpark?Mcrnparko5PT.1 1 5 05 doc 0 na nf;� Q Section C -- Project Information Community Needs to be Addressed by Project Please describe the unmet community needs that this project proposes to meet? Describe your project in the next box. The County's 2005 Consolidated Plan identifies "support services to low - income persons" as one of the 3 -year goals. The County has a rapidly growing senior population. The 1999 Census information shows 6.3% of individuals 65 or over are at or below poverty status in Ventura County. The majority of people that attend our sessions are seniors — typically a median or low- income level group. Statistics have shown that one of the key elements of a hospice program — bereavement counseling — has a positive affect on the mental and physical health of that individual. Seniors (and others) who are struggling with the loss of a loved one can be greatly assisted through group counseling sessions and support, thus relieving the burden on the health care system of any health - related issues due to stress and anguish. Agency's Plan to Meet Community Needs How will your agency use these grant monies to address these unmet community needs? What is your project? Our agency, through TLC Home Hospice (our associated hospice care provider), will hold two free -of- charge bereavement sessions a month at the Moorpark Senior Center. We are currently holding one session a month, with funding running out in 2004. The request has been made by attendees and Senior Center staff to add an additional session. Sessions will be advertised to the community at large and the "no- charge" aspect of the sessions will be emphasized to appeal to low- income attendees. The TLC Home Hospice licensed spiritual counselor will run Sessions in a non- denominational /non - religious manner. The staff at TLC Home Hospice will administer Sessions and TLC Home Hospice will provide all materials needed to support attendees. Loving Heart General Application —Part i Hospice Foundation Page 7 of 8 CiTccuments and Settings' G Part I doc 000089 Section C — Project Information Community Needs to be Addressed by Project Please describe the unmet community needs that this project proposes to meet? Describe your project in the next box. Lutheran Social Services seeks to provide for the employment, financial, and housing needs in the community. Currently, the presence of the services exist in other areas of the county and we want to bring these services directly to the city of Moorpark. As has been expressed by the City through the pursuit of the Under One Roof building; where community residents will be able to access a host of resources., This effort is one that Lutheran Social Services supports and so we seek this endeavor to make resources more accessible to the community of Moorpark. According to the 2000 U.S. Census Bureau Fact Sheet Economic Characteristics for the City of Moorpark, 335 families and 2,170 individuals are living below poverty level. (http: / /factfinder,cenus.goV). The housing wage in California now set at $21.24 and the annual income needed to afford a one bedroom in Ventura County is $43,720 (http: / /www.nlihc.org) or an individual or household would need to work 125 hours at $6.75 to afford this. With only 16.5% of individuals completing their high school diploma (http: / /ci.moorpark.ca.us) and another 15% not having education beyond high school, the job opportunities available don't' allow for the economic needs for sustainable living. See attached sheet. Agency's Plan to Meet Community Needs How will your agency use these grant monies to address these unmet community needs? What is your project? Lutheran Social Services will provide a community outreach worker who will be responsible for providing resources, linkages and assistance to those seeking employment, housing and financial assistance. A program director will be responsible for the supervision of staff and the reporting for the grant, as well as for avidly seeking out additional funding to sustain the project. In collaboration with local congregations, businesses and other social service organizations, our effort will be to bridge the gaps that low- income individuals and families are experiencing. The goal for the 2005 -2006 is to provide 100 unduplicated residents in Moorpark with employment, housing and /or financial assistance, anticipating that clients may need one or more of the above services. • 25% of clients will receive an assessment, case planning, and job planning. • 15% of clients will receive financial assistance • 75% of clients will obtain referrals and networks available in the community 25% of those receiving an assessment, will obtain employment either part or full time See attached sheet. G %Dccume,.ts and Settings'.t utheran Socia Services General Application — Part I Page 7 c 000090 Section C — Project Information Community needs to be Addressed by Project Please describe the unmet community needs that this project proposes to meet? Describe your project in the next box. The Samaritan Center is committed to serving chronically homeless individuals struggling with substance abuse and mental illness. Chronic substance abusers constitute the largest sub - population of homeless persons. Homeless individuals with substance abuse problems require longer -term programming combined with treatment programs and other supportive services. Mentally ill individuals constitute another large portion of the homeless population. Mentally ill persons continue to need mental health services, and for many, drug and alcohol counseling services. The majority of clients served by the Samaritan Center are "dually diagnosed" individuals who are both mentally ill and chronic substance abusers. Compared with homeless individual who have single or no diagnoses, dually diagnosed individuals are more likely to be older and males and less likely to be working. Along with alcoholics, dually diagnosed individuals are more likely to be local residents with a longer duration of homelessness than other subgroups. Those who are dually diagnosed must be brought in touch with alcohol, drug and other mental health services that are linked together. Agency's Plan to Meet Community Needs How will your agency use these grant monies to address these unmet community needs? What is your project? The Samaritan Center offers an innovative program that combines housing services (PADS), alcohol and drug treatment services and mental health counseling for chronically homeless individuals in East Ventura County, including substance abusers, alcoholics and those struggling with mental illness. Clinical studies suggest that dually diagnosed individuals are strongly predisposed to homelessness because their substance abuse and treatment noncompliance lead to disruptive behaviors, loss of social supports, and housing instability. The Samaritan Center's program for dually diagnosed homeless offers an amalgam of service elements adopted from mental health and substance abuse treatment program for homes persons. The program emphasizes outreach services; help with basic needs; comprehensive assessment; intensive case management; supportive housing (Nov -Mar); peer groups for support and therapy; training in independent living skills; and mental health and substance abuse treatment. The Samaritan General Application — Part l Center Page 7 of 8 D: `Roberts & Associatesi2 id Proposal Samaritan Center.da 000091 PUBLIC PROJECT PROPOSALS 000092 Section C — Project Information Community Needs to be Addressed by Project Please describe the unmet community needs that this project proposes to meet? Describe your project in the next box. FOOD Share is bracing to meet the 20% increase in demand for our food bank services throughout Ventura County over the next ten years. Over two years ago, the Board of Directors embarked on planning for a major food bank facilities/warehouse upgrade and expansion that would add 13,000 sq. feet of food production space to our current 21,000 sq. ft. By securing the second facility, adding new food production systems and purchasing new /replacement production equipment, we are proactively securing the hunger needs of low- income and poverty level Ventura County residents for years to come who suffer the pain of hunger and malnutrition from economic hardship. Highlights are the second warehouse that is now open and operating directly across the street from our current facility; and our first -time automated food sorting system that has tripled this program and produced thousands more meals. Agency's Plan to Meet Community Needs How will your agency use these grant monies to address these unmet community needs? What is your project? We ask your consideration for a third capital grant in the amount of $5,000 that would help us fully complete our food bank capital upgrade and expansion: 1) Purchase of additional pallet racking for our newly - acquired second warehouse. Pallet racks provide for the efficient storage of thousands of pounds of additional food that is coming in to FOOD Share because of our new available space. New donors that are participating with us with major food contributions are Procter & Gamble, 2) A portion of our upcoming new heating system for both warehouses. Both of these capital items are being added to our expansion project in 2005 because the need for them was just recently identified during the most design update phase by our architectural firm, Lauterbach Associates. art D -- Application Certifications Food Share, Inc.. °neral Application - Part I C- 1Documents and SettingslSue Page 7 of 8 000093 MEMORANDUM ASSISTANT CITY MANAGER TO: Laura Stringer, Senior Management Analyst FROM: Hugh R. Riley, Assistant City Manager DATE: January 20, 2005 SUBJECT: CDBG Request for Human Services Complex For the past two years, Community Development Block Grant (CDBG) allocations have been approved to help fund the purchase of approximately two (2) acres on the east side of Spring Road north of the Police Services Center, which is currently under construction. The City's Fiscal Year 2005 -2006 CDBG request is to initiate non - building site improvements; including preliminary site grading for the building pad, parking lot improvements, driveways, sidewalks, landscaping and lighting. City of Moorpark Human Svcs. Complex S:Zommunity Development \CL_ _... 000094 Section C — Project Information t,ommuntty Neeas to tae Aaaressea UV vrotect Please describe the unmet community needs that this project proposes to meet? Describe your project in the next box. WEV assists women in developing and growing their own businesses. Ventura County is home to 18.047 women -owned businesses in an area that lacks business development programs targeted specifically towards their needs. According to census data 11% of woman -owned businesses in Ventura County have employees, while two - thirds of all businesses have employees. This would suggest that woman -owned businesses have a need for programs that help them to establish and expand stable enterprises. Between 1997 and 2002, the number of woman -awned businesses increased by 14% nationwide, twice the rate of all firms. Furthermore, firms owned by Hispanic women increased by 39% but sales grew by only 8% and employment decreased by 16 %. Hispanic women own 17% of all woman -owned firms in CA yet 32% of all women are of Hispanic origin. These numbers indicate that there is a significant need for business training, support and capital that is targeted for Hispanic women. On average, 80% of WEV clients in Ventura County are low -to- moderate income, working poor and tend to be clustered in service and retail jobs earning'. less than $25,000 per year. WEV services in Ventura County have provided a viable pathway to ecnomic independence for women who are low -wage earners. In 2004 (the third year of program offerings in the County) WEV enrolled 112 women in the Self Employment Training (SET), 1/3 of those in Spanish SET. Two Moorpark residents have taken SET and 14% of all clients are from the East County. WEV's programs help cities in Ventura County meet their goals of enhancing economic development by providing business assistance through technical assistance and job creation /retention in their own community. WEV's programs are not duplicated by programs such as SBDC and EDC -VC - these programs target retention and growth of existing businesses. WEV targets start -ups and the hardest -to -serve population, including the Latino community. WEV provides a safe, supportive, hands -on learning environment in which women create strong support systems and learn to believe in themselves and in their ability to succeed. Agency's Plan to Meet Community Needs How will your agency use these grant monies to address these unmet community needs? What is your project? WEV proposes to provide a minimum of five (5) Self Employment Training (SET) programs per year in East and West County locations, including two Spanish classes. WEV will also provide ongoing, facilitated peer groups for program graduates to help them .progress towards achieving their business goals. The funds requested will support WEV's marketipg outreach and program delivery among both English and Spanish speakers in Moorpark and the East County. Specifically, the grant will pay a portion of advertising and salaries for SET program coordinator, regional manager, SET instructors and facilitators. WEV also operates a microloan fund (SBLF) providing loans of up to $25,000 for pre - bankable microenterprises, and has an MOU with the EDCVC to screen Ventura County applicants. Four Ventura County businesses have received loans through the SBLF. The fund is a last resort for entrepreneurs who cannot access capital through conventional loan programs. All WEV programs are available in Spanish and English. Follow -up surveys indicate that within 1 year of program completion, 80% of clients with existing businesses have increased sales, and more than 50% of the remaining students launch new businesses. WEV 2003/04 Ventura County graduates were responsible for creating /retaining 20 jobs in the retail, professional services and the food service sectors_ On average, each business creates approximately 1.5 full time equivalent jobs. Self Employment Training (SET) is a 14 -week, 56 -hour class covering 4 major components: 1) Self- assessment and Personal Skills Development (goal- setting, personal financial management and building support networks): 2) Business Feasibility, 3) Business Management Skills; and 4) Business Planning. The goal of the program is for each client to complete a business plan enabling her to start or expand her business and create jobs. WEV projects that over 125 will enroll in the SET program (3 from Moorpark) and we will serve aporoximately 350 women in all oroarams (10 from Mooroark). Women's Economic Ventures :meral Application — Part I age 8 of 0 CDBG OVERVIEW OF PAST FUNDING: PUBLIC SERVICES Public Service Program 1989/901 1990/91 1991/92 1992/93 1993/94 1994195 1995/96 1996197 1997198 1998199 1999/00 2000101 2001102 2002103 2003/04 2004105 TOTAL Adult Literacy -- $8,000 $5,000 $5,000 $5,000 $5,000 $5,000 $3,600 $1,000 $1,000 $38,60 Catholic Charities $7,500 $7,50011 $8,000 $8,000 $8,000 $6,000 $6,200 $9,097 $5,366 $7,293 $7,330 $7,643 $7,643 $9,0471 $104,61 Child Health Care I $4,591t $2,000 $3,OOC $6,591 $3,00 Coalition to End Family Violenc Homeless Ombudsman Legal Services $563 $500 $7,000 $5001 $1,200 $500 $3,6501 $2,000 $4,506 $2,000 $4,506 $1,8841 $2,000 $2,000 $5,f $ 27 30 , Long -term Care Ombudsman - - I - -. �- $2,500 $1,00 $2,000 $2,790 $3,300 $3,000 $1,964 $459 $2,OOC $19,01 - -- - -- - PUAP/Teen Counseling f + $1,500 Senior Center Part-time Staff $9,200 $10,100 $13,000 $12,000 $12,000 $12,000 $12,000 $5,50C $85,80 Senior Equipment $1 987 - - -- - - -- Senior Survivalmobile Senior Lifeline - -- t $5,4801 - - -- -1 -_ -- - - -} -- -- -� - $1,000 $1,98 $1,00 -------- - - - - -- - - -- - -- - -- � _ $5,48 Senior Nutrition - - -- $10,000 $10,000 $10,500 $10,000 $10,00 $12,00 $12,000 $9,000 $9,000 $9,000 $10,000 $10,000 $10,000 $10,00 $10,000 $10,00C $161,50 Vocational Training $5,437 j $5,43 TOTAL (All Public Service projects) $21 480 $25,500 $29,18 $27,650 $31,50 ;34,29 ;34,77 $25,60 $29,8 ;29,197 $29,36 $29,29 ;30,330 $29,64 $30,10 $29,54 $467,33 C S:\Community Development \CDBG \Funding\ Overview of Past Funding -for 2005 -2006 Attachment 3.xis 2/2/2005 01. CDBG OVERVIEW OF PAST FUNDING: PUBLIC SERVICES Public Service Program 1989190 1990191 1991192 1992/93 1993194 1994/95 1995/95 1996/97 1997198 1998199 1999100 2000/01 2001102 2002103 2003/04 2004105 TOTAL Adult literacy $8,000 $5,000 $5,000 $5,000 $5,000 $5,000 $3,600 $1,000 $1,000 :38,60 Catholic Charities _ - -- - -- - - - -- - -- -- - -- -- I $7,500 1- $7,500 $8,000 $8,000 $8,000 $6,000 $6,200 $9,097 $5,366 $7,293 $7,330 $7,643 $7,643 $9,04 $104,61 Child Health Care Coalition to End Family Violenc { $4,591 $2,000 16,591 $3,OOC ;3,00 -� $500 $500 $500 $2,000 $2,000 Homeless Ombudsman - - -- Legal Services - - $561 $7.000 $1,200 $3,650 $4,506 $4,506 $1,884 $2,000 $2,000 $27,30 -ong -term Care Ombudsman i $2,500 $1,000 $2,00 $2,79 $3,300 $3,000 $1,964 $459 $2,00C $19,01 PpAP/Teen Counseling - _ - -- - -- - -- - - - -- - - - - - -- Senior Center Part-time Staff - - -- - - - - -- I -� � $1,500 $9,20 $10,100 $13,000 $12,000 51.50 $12,000 $12,000 $12,000 $5,50C $85,80 SeninrEquipment $1,98 �- $1,98 Senior Survivalmobile $1,000 $1,00 Senior l- ifeline $5,480 $5,48 SeniorNutrition ` - $10,000 $10,00 $10,50 $10.000 $10,000 $12,000 $12,000 $9,000 $9,000 $9,000 $10,000 $10,000 $10.000 $10,000 $10,000 $10,OOC $161,50 Vo<;ational Training $5,437 ^ $5,43 TOTAL (All Public Service projects) $21,480 $25,500 $29,18 $27,651" $31,501 $34,29 $34,77 $25,60 $29,8 $29,19 $29,36 $29,29 $30,33 $29,641 $30,10 $29,54 $467,33 z S: \Community Development \CDBG \Funding\ Overview of Past Funding -for 2005 -2006 Attachment 3.xis 2/212005 �:a