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HomeMy WebLinkAboutAGENDA REPORT 1996 0327 CC ADJ ITEM 08B_N:: C n ck1 C Jncil 1 J v' • • , It 199, GENDA REPORT CTION; , _ CITY OF MOORPARK TO: The Honorable City Council FROM: Donald P. Reynolds Jr., Administrative Services Manage DATE: February 28, 1996, (CC Mtg. of March 6, 1996) SUBJECT: 1996/97 Community Development Block Grant ( "CDBG") Public Hearing for the Appropriation of Funds, (estimated to be $244,649) SL! The following report will summarize proposals received during the past month for the use of the 1996/97 CDBG moneys. Staff's recommendation is that the Council open the public hearing and receive public testimony, close the public hearing, allow the Budget and Finance Committee to review the proposals and testimony, and return to the Council March 20, 1996, with a recommendation for final appropriations. This recommendation is consistent with a second report on the Council's agenda to reallocate surplus funds available from past programs. Both reports may be considered together. This year, the City received 19 different proposals requesting funds from the City's CDBG program, (six of these are for continued funding for existing public service programs). Staff has prepared a proposal summary provided in Attachment "A ", and attached to this are copies from each application describing the needs to be met by the project proposal. Actual grant proposals, the Consolidated Plan and the HUD Eligibility Manual are located on the Council's desk and provide additional details of CDBG and each proposal. On January 17, 1996, staff presented the Council with a summary of past City CDBG activities, (Attachment "B "). Of the three national objectives for the CDBG program, (to benefit low and moderate income Persons, eliminate slum and blighted conditions, and to address an urgent health and safety need), the City has focussed on the low income benefit criteria. CDBG programs have benefitted low and moderate income .persons building various public facilities including; street improvements, improvements at Casa Pacifica, removal of architectural barriers, and facility acquisition for Food Share, Inc. The City has appropriated 15 percent of the grant each year since 1989 to public services to the benefit of low and moderate income people, and has used approximately 10 percent of the funds to administer the grant. In making these appropriations, the City followed the prescribed formula which places limits ( ,,caps ") on funding for administrative activities and public service programs. Limitations for expenses incurred for grant administration are calculated based on the entire Entitlement grant award, and the public service cap equals 15% of the City's total grant award. The Council can select programs separate from these limits if it wishes. This year, staff recommends full funding for public services, and that administration funds be considered for staff costs and other uses based on the City's current needs. Discussion ••• FA:XM*J;II'-14WvV*T*I Mel • • This grant year is the second year of the three year Cooperative Agreement between the County and the cities of Santa Paula, Port Hueneme, Ojai, Fillmore, (and the second year without the City of Camarillo), containing a revised formula (which includes a "poverty index ") for the distribution of funds. The inclusion of the poverty level factor in 1991 decreased the City's share of funds by 17 percent. Last year, due to the impact of Camarillo which opted out of the County's program after reaching a population greater than 50,000, the City's portion increased 19 percent compared to 1994/95. However, this year HUD has passed a 10 percent reduction in funding, reducing the 1996/97 funds from $271,832 in 1995/96 to $244,649 in 1996/97. Administration and public service programs subject to funding caps, will be reduced by $3,089 and $8,248 respectively. The balance remaining for projects has been reduced by 15,846, for a total reduction of $27,183. Based on an estimated grant amount of $244,649, administration can be appropriated up to $27,801, and public service programs can be appropriated up to $32,527. The CDBG Fair Housing program will require an appropriation of $1,600 of the funds available for administration, reducing the capped amount of $27,801 to $26,201. Like last year, moneys not needed for administration can be applied to projects, which increases the project amount by $11,201, leaving $16,600 for administrative costs. Staff recommends that the N 1996/97 funds be split as described above, and summarized as follows: -W ffln"Da Administration and Fair Housing $ 27,801 $ 16,600* Public Services $ 32,527 $ 32,527 Projects $184,321 $195,522 Total $244,649 $244,649 *$15,000 for administration plus $1,600 for Fair Housing Adding the funds available from past years ($49,984) to the project funds identified above equals a total possible funding for projects of $245,416. The cost of the Fair Housing appropriation of $1,600 is the same as last year. There will be no need to contribute additional moneys for special impediment studies, as is the case this year ($1,200). Joint Powers Agreements (JPA's) allowing the County to administer a project on behalf of the City, are available if the County funds the same project as the City. The County has changed its hearing date from March 12 to March 19, but the City will still be able to identify potential JPA programs when the Council considers final appropriations on March 20, 1996. Last year, the City and County executed a JPA for the Long Term Care Ombudsman and Fair Housing programs. Last year was the first effective year of the 1995 Consolidated Plan ( "Plan "). Staff has previously described the Plan, and this year, has provided the Plan to the Council at the Council desk, and provided a summary of non - housing priorities in Attachment "C." The priorities shown in Attachment "C" are a consolidation of all of the participating agency's non - housing needs. A separate table in the Plan is dedicated to housing needs and support for the homeless. All programs listed in the Attachment which are within the CDBG eligibility guidelines, become an acceptable uses of the funds. Should the Council decide to fund a program not categorized on this list, a Plan amendment will have to be processed and approved. The Plan contains a narrative which describes each agency's strategies at it relates to this consolidated presentation. If the 3 Council funds a project not described in the City's narrative but is included on the consolidated presentation, County approval will have to be received prior to the expenditure of funds. One particular example is improvements to the Senior Center, which are not identified in the City's narrative, but are included in the County's Plan presented to HUD. The eligibility of each grant proposal has been evaluated by staff, and all of them appear to be eligible. All proposals have originated from experienced applicants, including five public service proposals from County agencies. Of the 19 proposals received, 13 address public service needs, two are for the use of administrative funds, and four are for public improvements. The public service proposals are the most numerous, and address a wide variety of needs both in Moorpark and County -wide. Staff is recommending that the Council consider the proposals received from other agencies and the City for use of the $32,527 that is available for this purpose. It should be noted that last year, of the $40,775 available, the City obligated $34,775 for programs which are currently active, and deleted the $6,000 allocation for at -risk teens, and support for the homeless program funded in 1993/94 and 1994/95 (previously funded at $2,000). To continue existing programs at the same funding level, the City will need an additional $2,248 from another source, because the public service dollars available decreased by $8,248. The County's ability to stay within the funding cap for public service programs is evaluated per fiscal year, rather than by the annual grant award. Attempting to use the surplus public service moneys from the 1995/96 At -Risk Teen program in fiscal year 1996/97, could place the County at risk of exceeding this cap. This is why the City cannot consider using a potion of the 1995/96 public service appropriation of $6,000 to maintain funding levels of the existing programs. The attached excerpt from the actual grant proposals are a definition of the proposed service for each. The completed proposals are available on the Council's desk. 4 Administrati This fiscal year, the Administrative Services Manager is the only staff member billing to CDBG. Community Development staff, which was budgeted to use $5,000 of CDBG, has not charged as expected mostly because the Consolidated Plan work was completed last fiscal year, and a consultant was hired to complete the fair housing impediment study. Therefore, rather than budgeting $21,000, it is anticipated that only $15,000 will be needed, and staff recommends that the same amount be appropriated next fiscal year. Adding the Fair Housing administration cost of $1,600, brings the total need to $16,600. The balance of the administrative funds ($11,201) can be applied to projects, or to fund the proposed Ventura County Homeless and Housing Coalition's "Regional Plan for Homeless" presented in Attachment "A ", or to pay for economic development studies and other general assessments of City needs. The attached proposal from the Commission on Human Concerns combines a public service with a study to address Moorpark`s day- laborer issues. This study is an administrative function and if funded by the City, may have to be separated from the public service aspect of the proposal. City Con id ration (Streets, Senior Center and Affordable Housincr) There is no fast moving project able to use CDBG for housing at this time, but staff has identified six street improvement projects, possible use of funds for Villa Campesina Park, and a project to expand the Senior Center. The six street improvement projects include; Valley Road overlay, Wicks Road slope repair, Wicks Road overlay, Bonnie View Drive overlay, Everett Street storm drain and alley improvements between First and Third Streets. All of these projects are within the eligible City census block except the alleys. The alleys will require a survey, but after completing the First Street survey, staff is confident that a second survey for the alleys will achieve HUD approval for the use of funds at these near -by locations. Valley Road improvements and repair of the Wicks Road slope, scheduled to start this fiscal year, received an appropriation from the 1995/96 CDBG moneys of $208,457. They will require an additional $42,000 to meet the anticipated cost, and will not begin until the fall of 1996. The remaining four projects require an estimated $550,000. Most of these designs will not be completed in time to begin the projects until fiscal year 1997/98. It may be too soon to allocate the 1996/97 CDBG for these projects, based on the lead time. However, the ten percent reduction in funding from HUD may be a trend, leaving even less funds for this purpose next year. 5 In the accompanying report to reallocate inactive CDBG moneys from prior years, staff describes the proposal to expand and improve the Senior Center. A letter describing this proposal is included in Attachment "A." The total costs to add an office of 325 square feet, enclose the back patio which is 725 square feet, and add a drop ceiling is estimated to be $159,000. Also described in the accompanying report to Council is the possibility of using CDBG funds for Villa Campesina Park. Staff will explore in more detail the impact of the flood channel as it relates to federal environmental controls. The City will also have to receive County approval of the park's service area which may be construed to be larger than the immediate neighborhood because it is intended to be a public park. Summary The City's appropriations will once again become part of the One Year Action Plan for the County to submit to HUD to address the needs defined in the five year Consolidated Plan. There are more than 20 programs from which to choose to address these concerns, yet some significant needs (e.g., low income day care) have not been addressed by a proposal. The ten percent reduction will have a potentially significant impact on the City's current public service programs, and may preclude the Council from considering new public services without further reductions to existing programs. Administrative dollars and funds available from past years ($49,984) can be used to compensate for the loss to the project funding. That the City Council: 1) Receive public testimony for consideration in appropriating the 1996/97 Community Development Block Grant funds estimated to be $244,649 and close the public hearing; 2) Defer final appropriations to the March 20, 1996, City Council meeting; and, 3) Direct the Budget and Finance Committee to review proposals prior to the March 20, 1996, Council meeting and make a recommendation to the Council for final appropriation. Attachments: A) 1996/97 Proposal Summary B) Summary of Past CDBG Appropriations C) Excerpt of Non - Housing Needs from the Five Year Consolidated Plan C _ 1996 COMMUNITY DEVELOPMENT ATTACHMENT W BLOCK GRAN 'PROPOSAL SUMMARY NUM R NUMBER _ SERV SERVED -CATEGORY - DAM IN IN AMOUNT TOTAL CATEao>AY APPLICANT /AMMY TIT= pZSCRIPTI017 MOORPARK COUNTY REQUESTED! REQUEST ADMINJ COUNTY OF VENTURA FAIR HOUSING FAIR HOUSING COMPLAINTS 200 2,000 $1,600 PLANNING Y.C. HOMELESS AND HOUSING COALITION ,REGIONAL PLAN FOR HOMELESSNESS PREPARATION OF THE PLAN - 31 1,113 $1,000 CITY City Administration Costs $15,400 I $17,600 ,PUBLIC (CATHOLIC CHARITIES COMMUNITY SERVICES PROGRAM CASE WORKER 3,998; 22,855 $8,5001 'SERVICES CHANNEL COUNTIES LEGAL SERVICES - LOW INCOME LEGAL SERVICES ATTORNEY _ 2001 NOT PROVIDED $10,000 COMMISSION ON HUMAN CONCERNS MEN AT WORK CASE WORKER/day- laborer servies and study 201 NOT PROVIDED $6,000' FOOD SHARE _ EMERGENCY PANTRY FOOD PROGRAM SHARED MAINTENANCE FEE 7,588 133,120 $6,004 _ INTERFACE CHILDREN'S RESOURCE PROGRAM RESOURCE COORDINATOR 151 329 $4,7501 1 �P.D.A.P.IVENTURA LONG TERM CARE OMBUDSMAN IOMBUDSMAN PROGRAM CASE WORKER 375 2,668 $3,531 COUNTY POINT FOUNDATION IYOUTH SUBSTANCE ABUSE PROGRAM (FUND TEEN GROUP SESSIONS I 35 NOT PROVIDED $4,7031 "OUR PLACE" HOMELESS SHELTER WORKER - � 1,113 $4,000 LING C. UR ACADEMY MICRO ENTERPRISE TRAINING SERVICES (CASE STAFF AND PROGRAM SUPPORT 251 400 $12,504 11VU IV.C.- P.S.S.A. SENIOR NUTRITION SITE COORDINATOR - - -- — 160! NOT PROVIDED - I $12,000; LIBRARY SERVICES AGENCY - _ I READING �M ADULTS SITE COORDINATOR ;NOT PROVIDED $b0� V.0 - HOMELESS SERVICE PROGRAM CASE WORKERS O� '0 V.0 - P.S.S.A. SENIOR SURVIVAL MOBILE I WAGES AND TRAVEL 35 645 _ $1,100 i $79,084 :I LAND i V.C.- P.S.S.A. ITRA_N_SITIONAL HOUSING FOR FOSTER YOUTH BUY LAND FOR A SHELTER NOT PROVIDED 114 BEDS $6,786 $6,786 ACQUISITION PUBLIC ARC VENTURA COUNTY IMP. TO LEWIS ROAD FACILITY I RENOVATE AND REPAIR HEATING SYSTEM 61 699 $5,000 IMPROV. FOOD SHARE STORAGE EXPANSION INCREASE SIZE OF REFRIG. AND FREEZER 7,588, 133,120 $6,000 _ CITY COMMUNITY SERVICES (CITY STREET IMPS SENIOR CENTER EXPANSION VARIOUS LOCATIONS CEILEING, ADD OFFICE AND REC, SPACE STORM DRAINS, RECONSTRUCTION 85 NOT APPOCABLI $159,000 $592,000 CITY PARK IMPROVEMENTS VILLA CAMPESINA PARK DESIGN AND BUILD THE PARK $100,000 $862,000 TOTAL $965,4 70 H-ewe(,e ss C-a) a l i +i d av PART 111 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? This project proposes to meet the Needs of Homeless Persons and Families and Persons at risk of homelessness. According to the Consolidated Plan the needs of homeless individuals and families are both short- and longterm. These needs include food, shelter, hygiene and medical attention and, in the long -term, education, job training, Income from employment or benefits, and emotional /mental /social /substance abuse assistance. There is a need to improve our current system of delivering services. This need to improve our current system of delivering services Is determined by barriers that exist within our current system. The two most predominant barriers; are a lack of coordination of services and a lack of services. The plan will provide county -wide strategies to prevent and reduce homelessness in Ventura County. It will define five strategies for delivering an Integrated and coordinated system of services. The five strategies are: Prevention and Support Services, Coordinated Intake and Services System, Accessible Health and Social Services, Shelter and Housing Opportunities and Employment and Job Training. Section B - Agency's Plan to Meet Community Needs How will your agency use these grant monies to meet these unmet community needs? VCHHC will use these grant monies to complete the Regional Plan on Homelessness in Ventura County, it will also use this money to achieve one of the five strategies identified in the plan. The plan identifies the need for the establishment of a coordinated Information system-for homeless persons, providers and the public; the establishment of a common intake form and centralized Intake system for emergency, transitional, and permanent housing to provide integrated care. A lack of centralized, updated and easily available information is a barrier to accessing emergency services, health care, and housing and employment opportunities. Lack of coordination of Information results in inefficient utilization of time and fiscal resources. Centralized information is essential to developing a coordinated service delivery system capable of providing updated information on demand. Information can be delivered through various technologies Including telephone systems, automated and interactive voice mail, on-line bulletin boards, and paper directory. The Homeless Ombudsman Program, a County Public Services Agency (PSSA) program, had served all areas of the County with information and referral and homeless advocacy, however, this program was eliminated, leaving a gap In the provision of these necessary services. The completion of the plan and centralized information system will be directly correlated to #1 to #8 of the Board of Supervisor's goals as outlined in the 5 -year Strategic Plan - Goals. It will also enhance the County's efforts to provide service within its areas of responsibility. The extensive county -wide planning dffort associated with the Regional Plan has already increased coordination and collaboration between jurisdictions, housing and service providers The recommendations and funding priorities that will emerge from the plan will ease the way for quick and efficient responses in seeking federal homeless funds. Section C - Implementation Schedule t . •. Month and Year I Month and Major Milestone Milestone Year Milestone Anticipated Anticipated to to Begin be Completed (C_ cad v� �I -�'eS 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? During the 199495 Fiscal Year, 3, 884unduplicated Moorpark residents were assisted from the Moorpark office with essential needs. In addition, each was helped on the average of 7 -8 times during the year, which indicates an ongoing financial need for services. The majority of clients in the Moorpark office are considered "working poor ", who are often employed in part time, minimum wage and seasonal positions, requiring supplemental assistance to sustain their families with basic necessities of life. Households creatively struggle with their marginal incomes; if an unexpected expense occurs (i.e. vital medication), other necessities are put in jeopardy. Social work staff offer budget counseling, in -kind help (i.e. food, apparel, household furnishings) along with financial assistance for eviction prevention, emergency lodging and utilities. The office operated as a community center wherein other vital service programs are hosted (i.e. space and support): employment (Employment Development Department; health (Las Clinicas); legal (Channel County Legal Services); and tax assistance (VTAP and VITA). In addition, the agency, in conjunction with the Ventura Unified School District, initiated a successful summer lunch program for poor children this past summer. Section B - Agency's Plan to Meet Community Needs How will your agency use these grant monies to meet these unmet community needs? The program assist the poor... andmucir more. Eac:hhousehold is assessed by the social worker in light of presented needs as well as preventive assistance. The social work staff are bi- lingual and have had professional education and training along with several years experience in the social service field. The funds would continue to finance the salary of a part-time caseworker who assists the Senior Caseworker. C1dfrZW41 A3 '- -- - -- - --- --I - - - --- -- — ........... ...1 •wVYJ o.lY .-IvNv *CU r-rvjecz Section A - Community Needs to be Addressed by Project (� L Please describe the unmet community needs which this project proposes to meet? Channel Counties Legal Services Association ( CCLSA) was founded in 1961 by the Ventura County Bar Association to serve the civil needs of low - income persons residing in Ventura County. Since that time, Channel Counties has continued to provide civil legal services, focusing on the priority legal areas of government benefits such as Social security, SSI, food stamps; housing, including substandard and unsafe housing issues; education, including special education and problems with vocational schools; employment including unemployment insurance benefits; and health care, including Medi -Cal claims and insurance coverage problems. CCLSA now provides legal services to clients living in Moorpark at its outreach site in donated office space at the Catholic Charities office in Moorpark. The availability of an outreach center to this city's residents avoids the need for them to make the trip to Oxnard, enhances CC A's ability to serve low- income residents of Moorpark, particularly those who do not have transportation to get to CCLSA's main office in Oxnard. CCLSA provides a full range of legal services including in -court representation and counsel and advice as well as brief service and negotiations on behalf of clients. Section B - Agency's Plan to Meet Community Needs Now will your agency use these grant monies to meet these unmet community needs? Section B CCLSA will utilize grant monies to staff an outreach site in the city of Moorpark. Funds will be used for the attorney's travel and time only. CCLSA is able to use the facilities of Catholic Charities which is a convenient site for Moorpark residents. Section C - Implementation Schedule Major Milestone nt Year Month and Year Milestone Arrtidpated Anticipated to Because this format does not lend itself to milestone to n sled i 01911 r III Cl approach, CCLSA would simply begin to staff an Section A - Community Needs to be Addressed by Project Cohn m , N 40MW cm Error! Reference source notfound.Please describe the unmet community needs which this project proposes to meet? Over 100 men and male youth wait each morning at the corner of High and Spring Streets in Moorpark. Often a truck or car stops and the men quickly leap in and the employer drives off with his workers for the day. Pay rates for casual labor range from $5.00 to $8.00 per hour. Work is unpredictable, and without employment, hunger prevails. Hunger for the men and for their families. Housing may be in a field, or many may live crowded into a single home. The men have been victims of violence, and employment abuse. This casual labor system places an economic and social burden upon the neighboring businesses, the city, other sectors of the community, and the men and their families as well. The unmet community needs this Men At Work proposes to address is from the 1995 Consolidated Plan 5 -Year Strat g/c Plan -Goals and is Homelessness. In Moorpark, of 7,882 households, 1,017 had incomes of under $15,000 while the median income was $68,471. (Source: The Ventura County Statistical Abstract 1993 -94, June 1993). The low monthly rent listing in 1993 was $900 for a 3- bedroom house. According to the Sheriff's Department, officers carried out 1657 evictions in 1995 in Ventura County. That is up by 307 evictions in 1992. Officers estimated that 95% of the evictions were residential and that most residential evictions are for non - payment of rent. Housing could bring stability to the men and their families, a location and perhaps a phone to be reached by employers. The corner would no longer be the best location to pick up that good worker. Once stable employment is attained, housing may no longer be a luxury. To prevent this from being a "catch 22," Men At Work could serve as the "buffer or agent" to bring about this social change. Section B - Agency's Plan to Meet Community Needs Error! Reference source not found.How will your agency use these grant moneys to meet these unmet community needs? Men At Work is a new public service, and will address two of the 1995 Consolidated Plan 5 -Year Strategic Plan Goals. These goals are: • To provide case management to assist homeless individuals and families in identifying support for immediate needs, including housing, and proving long term transitional support with a focus toward permanent housing. • To provide rental and other assistance as necessary to those individuals and /or families who are at risk of becoming homeless. The program's Outreach Worker, will conduct outreach, intake and needs assessment of the target population. Using a matrix that enables us to establish benchmarks for each client, the client will be assessed in ten areas. These areas include shelter, employment and food. The matrix is used to determine level of entry into the program and to measure the clients progress from "in crisis" to "thriving." The Program Coordinator /Case Worker will .conduct extensive case management, identify problems that keep them standing at that corner, and help them develop their own strategies for overcoming barriers to housing and employment. They will develop an employment action plan to achieve employment within a specific time. The client and staff will evaluate the client's progress. Both Staff members will work at gaining trust and rapport with the men and their families, helping them to meet specific client needs. Such assistance includes renewal of work permits, basic ESL, food and food vouchers, housing pre- inspection, landlord /tenant assistance, counseling, translation services and assistance with forms, and income tax assistance. This assistance will be provided by staff or through referrals to our network of collaborative agencies including EDD, Moorpark Catholic Charities, and Ventura County Public Health. Rental assistance will be provided through Moorpark Catholic Charities and Project Understanding's ESG Project funds (if funded), and clients will be placed in permanent housing. One time utility assistance will be provided through the Agency's LIHEAP (HEAP) program. Job identification and placement will be provided, identifying and linking clients to available employment, education and GED sources. Some of the male youth are 16 years old. Where possible, they will be linked to a foster home with whose assistance they could complete their education. The client will be helped with job search activities such as filling out an application, getting medical screenings (such as TB test), and developing a resume. A day labor employment program will be developed in an effort to replace the "Corner." 4;nO6 s tut (Lt PART III Description of Community Needs and Proposed Project Section A - Community Needs to be Addressed Please describe the unmet community needs which this project proposes to meet? Ventura County needs a strong efficient food bank to glean the tremendous amount of surplus donated food that is available if it can be stored and transported safely and efficiently. FOOD Share serves all of the communities and the unincorporated areas in the county. Of the 133,120 persons served each month through 260 local community organizations who receive their food from FOOD Share, 5.7% reside in the City of Moorpark. Of the total number of persons receiving assistance each month, 2,400 are low income seniors receiving a weekly grocery supplement. Emergency food assistance often prevents a family from becoming homeless. In addition, food supplied from FOOD Share at a low shared maintenance fee assists other agencies to feed homeless and low income persons. However, cutbacks in the USDA Program have reduced the food available at no cost to these agencies by more than 75 %. FOOD Share is striving to replace this highly nutritious food through other donated food available in the community. This proposal addresses the following unmet community needs as identified in the 1995 Ventura County 5 -year Strategic Plan; (a) To provide emergency food programs as needed, and (b) To acquire, construct, rehabilitate public facilities for the support of low income individuals and families where a need has been determined. The determined need is the provision of food. 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 collects transports, stores and distributes food to agencies who operate Emergency Food Pantries throughout the county. Agencies pay a nominal shared maintenance fee per pound of food they receive. Even this minimal cost is more than some Agencies can pay. In addition, the TEFAP Program, a federal program operated by FOOD Share which distributes high nutrition food at no cost to eligible agencies to provide eligible low income clients has been severely cut. The shared maintenance fee covers some of FOOD Share's operational costs to collect, store and transport the food. The fee is at seven cents per pound for bread, and fresh produce and 12 cents per pound for all other food. Funds received from this grant, will be applied directly to the shared maintenance fee going to agencies serving the citizens of Moorpark. Agencies will then receive this food without a shared maintenance fee. The funds will be allocated according tp the number of persons served by the agency. FOOD Share has over 550 volunteers who work in the fields, warehouse, office and as drivers. This tremendous network magnifies the amount of dollars FOOD Share receives. For each dollar received $35 worth of food is distributed. Section C - Implementation Schedule Major Milestone Month and Year Milestone Anticipated to Bealn Month and Year Milestone Anticipated to be Completed Supplement the food agencies shared maintenance fee by one twelfth of grant July 1996 I June 1997 amount each month. TNITER-CACE PART 111 Description of Community Needs and Proposed Project �� l Section A - Community Needs to be Addressed by Project Please describe the unmet community needs which this project .proposes to meet? Ventura County is home to over 30,000 high -risk children who annually come to the attention of social service agencies, both county and private /non - profit. Many of these children are financially limited with no resources to meet their special health and medical needs. These unmet needs leave these children at highest risk of becoming juvenile delinquents or dysfunctional adults. Over 75$ of the households in Moorpark have incomes below $50,000, 30% of which are below $25,000. A great number of Moorpark families constitute the "working poor," a growing population that is not eligible for Medi -Cal, but does not have - nor can afford - health insurance. The Children's Resource Program is a unique community partnership between Interface and over 350 health care professionals to provide care to children who do not qualify for government assistance, who cannot gain access to private insurance and who cannot afford proper care. The children receive donated medical, dental, optometric and psychotherapy services. There is no other agency that offers these free services to the children of the "working poor." Section B - Agency's Plan to Meet Community Needs Now will your agency use these grant monies to meet these unmet community needs? The target population to be served in Moorpark are those children (ages 0 -18) who are identified by Ventura County Public Health, Mental Health, Public Social Services Agency, Probation, the District Attorney's Office, the courts, school personnel and private social service agencies as being at high risk of not achieving their full adult potential and with no health insurance or Medi -Cal. A growing number of these children either come from families where the parents are working but are poor, who have no insurance and don't meet the criteria for Medi -Cal, or are undocumented children in the local schools. Referral sources within Moorpark need to know about the availability of services for the low- income, high risk children with whom they work so that the number of referrals can significantly increase. If funded, the CDBG monies will be used to do in -depth outreach to the referral sources within Moorpark so that eligilbe children do not fall through the cracks and may receive these much needed services. Section C - Implementation Schedule Kf f 1 ` Major Milestones I Month and Year I Month and } LO(NAS w\ CAP-E- 06t�. PART III Description of Community Needs and Proposed Project Section A - Community Needs Page Number(s) of the pages in the 1995 County of Ventura I Page Number(s) Consolidated Plan on which the unmet need (your organization proposes to address) is discussed. Section B - Community Needs Description Please describe the unmet community needs (as indicated above) which this project proposes to meet? 1. OF THE 3,312 SIXTY PLUS RESIDENTS RESIDING IN THE CITY OF MOORPARK, AT ANY GIVEN TIME 5.5% WILL BE IN LONG TERM CARE FACILITIES. THESE RESIDENTS ARE TYPICALLY FRAIL AND ELDERLY, WITH LOW TO MODERATE INCOME. THEY AND THEIR FAMILIES HAVE A NEED TO KNOW THEIR RIGHTS REGARDING QUALITY OF CARE, COSTS AND TYPE AND AVAILABILITY OF FACILITIES, AS WELL AS FUNDING SOURCES AND VARIOUS SUPPORT GROUPS. 2. THE LONG TERM CARE OMBUDSMAN PROGRAM IS MANDATED BY THE CA STATE DEPT. OF AGING TO ADVOCATE FOR THE RIGHTS OF THE ELDER RESIDENT IN A LONG TERM CARE SETTING. THIS AGENCY FULFILLS THAT ROLE. 3. OMBUDSMAN ENCOUNTER RESIDENTS WHO ARE CONSIDERED INCOMPETENT, YET THERE HAS BEEN NO LEGAL FINDING OF INCOMPETENCY. IT IS NOT UNUSUAL FOR OMBUDSMAN TO BE INVOLVED IN CASES DEALING WITH PHYSICAL ASSAULTS, UNSANITARY CONDITIONS, OVER DRUGGING, MONETARY EXPLOITATION, OUTRIGHT FRAUD AND VARIOUS FORMS OF VERBAL AND PHYSICAL ABUSE. Section C - Project Description What specifically does your project propose to do (e.g. how are you going to spend these grant monies to meet unmet community needs)? 1. WE WILL PROVIDE LONG TERM CARE OMBUDSMAN SERVICES TO THOSE INDIVIDUALS IN THE CITY OF MOORPARK WHO ARE NOW OR ARE PROJECTED TO BE, IN A LONG TERM CARE FACILITY. THIS NEED HAS INCREASED THIS PAST YEAR COMMENSERATE WITH THE EVER INCREASING OVER 60 POPULATION. THE $3531. REQUESTED IS NEEDED TO PROVIDE THIS UNDUPLICATED SERVICE TO THE CITY OF MOORPARK. 2. THE FRAIL ELDER POPULATION WHO RESIDE IN LONG TERM CARE FACILITIES WHICH WE SERVE ARE LOW INCOME, WITH AN AVERAGE AGE OF 75 YEARS WILL BENEFIT IN HAVING OUR AGENCY TO ADVOCATE FOR THEIR RIGHT TO AN ACCEPTABLE QUALITY OF LIFE IN THESE FACILITIES. 3. RESIDENTS OF FACILITIES AND COMMUNITY MEMBERS WILL BENEFIT AS AN OMBUDSMAN PRESENCE IN A FACILITY TENDS TO HAVE A "BUFFERING EFFECT ", WHICH MINIMIZES THE LIKELIHOOD OF AN UNDESIRABLE EXPERIENCE FOR THE RESIDENTS. 4. QUICK ACCESS TO INFORMATION REGARDING LONG TERM CARE ISSUES CREATES A HEALTHIER COMMUNITY AND ASSISTS IN MEETING OUR COMMUNITY RESPONSIBILITY TO OUR SENIORS REQUIRING LONG TERM CARE. Section D - Implementation Schedule - - - - - -r ---- - - - J___ Section A - Community Needs to be Addressed by Project �? t n,a,p Please describe the unmet community needs which this project proposes to meet? The need for adolescent substance abuse treatment continues to increase Recent studies document that: Adolescent drug use has been increasing steadily since 1991, nationally statewide and throughout Ventura County. Locally there has been a tenfold increase in criminal drug charges against juveniles since 1991. Violent crime rates for 14 to 17- year -olds are twice as high as adult levels, with most of that (at least 900) linked to increased drug use. Since the number of teenagers 14 to 17 in the population is expected to increase 20% by 2005, the FBI is projecting a continuing rise in teen crime] rates. Careful studies on the state and national level have also documented that every dollar spent on substance abuse treatment saves $7.00 in crimina justice and health care costs. When the treatment is outpatient, such as PDAP provides, the savings increases to $11.00. 3 Section B - Agency's Plan to Meet Community Needs How will your agency use these grant monies to meet these unmet community needs? Since November 1993, PDAP has been providing a weekly group in Moorpark for youth on probation for drug offenses. We were originally asked to provide this service through the Moorpark Project Pride program, and we were reimbursed for basic costs by El Concilio through June 1994 in addi- tion to being provided with a place to meet. We have continued to provid this service weekly, working closely with Probation Officer Chris Jiron and building rapport with these high -risk youth. The group currently has nine members, two of whom have completed the probation requirement to attend and continue to come voluntarily. Group sessions deal with sub- stance abuse, gang involvement, violence and the consequences of such behaviors, as well as support for building self - esteem and changing these behaviors. This grant will allow us to continue this group and to form two additiona groups through referrals from local junior and senior high schools, polic the Boys and Girls Club and other agencies. Section C - Implementation Schedule aintain existin Major Milestone for Droba Month and Year Milestone Anticipated 11 Network with local agencies for referrals and I I Month and Year Milestone Anticipated to be Comoleted • ••�• ••• ✓�.J....Nuv11 v1 vv111111U111L,y 1VCCUJ CIIIU r-1UPU,VU r-1UJLK;L Section A - Community Needs to be Addressed by Project U lV t ��T l �� t of Please describe the unmet community needs which this project proposes to meet? While estimates of the number of homeless persons in Ventura County vary, a survey in 1991 by the Vta. Co. Homeless Coalition, PSSA, League of Women Voters and Moorpark College counted 1,843 homeless persons. Using the U.S. Conference of Mayor's formula of 3.1 per 1000 population, the estimate for Ventura County would be 2170. Local providers estimate that the total number of homeless persons in Ventura County range from 2,000 to 3,000. The 1995 Consolidated Plan estimates that between 20% and 30 % of the homeless are mentally ill. Using the conservative numbers of 2,500 homeless persons of which 25% are mentally ill we would arrive at the number of mentally ill homeless being 625. Persons who are homeless and mentally ill have very special needs and are not served . well in traditional homeless shelters. Many are at risk in the community frequently being victimized and often suffering from physical and mental illnesses due to lack of proper nourishment and shelter. They may also present a health and safety threat to the rest of the community. Many of the homeless mentally ill do not avail themselves of services or cannot be served by traditional services due to their untreated psychiatric symptoms, active substance abuse, histories of abusive behaviors and repeated failure to comply with the requirements of service providers. They avoid traditional mental health treatment because of extreme suspiciousness and distrust. While many of these persons use the Turning Point Foundation Multi- Service Drop -In Center for basic food, clothing and community support there is currently no supervised shelter specifically for them. The VCMH Emergency Shelter Program provides case management services and motel and food vouchers to many of the homeless mentally ill. There are still those persons who require more support and supervision that remain unassisted, untreated and unhoused. They may first need a safe supportive environment, a shower, clean clothing, and a hot meal before they will accept medical and mental health treatment. Page 2 Section B - Agency's Plan to Meet Community Needs n How will your agency use these grant monies to meet these unmet community needs? The proposed program addresses a number of the 1995 ConsolidateclPlan 5 Year Strategic Plan Goals related to Homelessness. In addition to the ovemight shelter the Center will provide Case Management services to assist homeless mentally ill individuals obtain support for their immediate needs and provide long term support geared toward helping them receive treatment and achieve a stable living environment. Tuming Point Foundation has received a major HUD Supportive Housing grant to provide a 10 bed Homeless Shelter and Multi- Service Drop -in Center for persons who are mentally ill and homeless in its existing building located at 536 E. Thompson in Ventura. Showers, laundry facilities and lockers have been recently installed in the facility. This Shelter will provide a much needed resource in the system of care which has been developed by Ventura County Mental Health Emergency Shelter Program in conjunction with Tuming Point Foundation. This program will target the hard to place clients who have a greater need for supervision and support because they cannot be placed in a motel on a voucher. Clients for the shelter will be screened by the VCMH Staff. The shelter will be open 24 hours a day. Residents and non - residents will be encouraged to use the Multi- Service Drop -In Center during the daytime get a hot meal, take a shower, do their laundry, and receive additional support and assistance. Shelter staff will provide outreach services, case management, mental health and substance abuse counseling, housing development and support services and employment services. Residents will be referred to the VCMH Treatment Team for their primary mental health treatment. Staff will help the residents identify those barriers which have contributed to their homelessness. A self- sufficiency plan will be developed for each resident which will contain an individualized plan geared toward helping them find permanent housing and return to the community. The plan will identify the type of housing desired, income needed and activities needed to obtain permanent housing Residents will participant in all aspects of daily operation of the shelter including the setup and break down of the shelter each day, other aspects of the maintenance of the shelter including the preparation of meals. During the time they are at the shelter they will be assisted in obtaining entitlement benefits, treatment services, employment services, housing, and other services which will enable them to no longer be homeless. We will be able to serve the City of Moorpark through our Outreach staff and the transportation we can provide. This proposal represents an expanded service over last years grant which funded only the overnight shelter. CDBG funding continues to be necessary since the larger HUD grant requires matching funding (25% of Operating Costs for year 1 and 2 and and 50% in year 3.) 1 would like to request consideration for multi -year funding over the next three years. if possible I would need $4,000 for the first two years and $8,000 in the third year when the match requirement doubles. %/) Section A - Community Needs to be Addressed by Project Please describe the unmet community needs which this project proposes to meet? The Entrepreneur Academy is a proactive economic development initiative to strengthen small businesses in Ventura County so that they may create jobs and expand employment opportunities for low- income persons. In December 1995, Ventura County taxpayers spent more than $9 million (approx $108 million annually) on welfare benefits (AFDC, Food Stamp, Homeless, and Supplemental Child Care) for 84,227 individuals in Ventura County. This represents a monthly increase of $1 million (12.5 %) in welfare payments as compared to December 1994. Additionally, $16 million were spent last year on job training programs for economically disadvantaged persons. Yet, little attention is paid to expanding the job supply and employment opportunities for low- income individuals. Studies have shown that small businesses are the major generators of new jobs during stagnant economic times (White House Conference on Small Business). With 60% of Ventura County's 17,000 employers having less than five employees, our challenge is to help fledgling businesses survive and grow into mature, well - managed companies that Will create more employment opportunities for our residents. Two most frequently cited barriers to formation and expansion of business enterprises are: 1) lack of entrepreneurial or managerial expertise, and 2) shortage of capital (White House Conference on Small Business, 1985). This project aims to provide existing microenterprise owners the entrepreneurial skills critical to microenterprise survival and expansion. In addition, it seeks to help microenterprises leverage their capital by providing workers subsidized through various job training programs. These include GAIN, JTPA, Older Worker, College Work Study, Adult Education, General Relief and Mental Health Programs that serve low - income individuals. In exchange, participating businesses will commit to hiring these workers as regular employees upon completion of the On- The -Job (OJT) Training. In the past, small employers' participation in job training programs has been limited as most employers do not have the staff nor time to prepare job descriptions, develop contract agreements and prepare invoices for job - training cost reimbursements. Yet , many of the jobs created by small employers are entry level jobs ideal for job - training program participants. We need a system that will make it very easy and attractive for employers (300+ Academy graduates) to employ low- income individuals. The Employment Link Service provides that added support to encourage and assist employers with the hiring of qualified low- income individuals. Section B - Agency's Plan to Meet Community Needs How will your agency use these grant monies to meet these unmet community needs? Grant monies will be used to provide the following two services through the Entrepreneur Academy: • Microenterprise Training Services - 200 microenterprise owners will each receive 50 hours of entrepreneurial skills training through the Entrepreneur Academy. • Employment Link Services - Facilitate the employment of low-income individuals by linking employers who are growing with qualified job - training participants. Staff will assist employers with their recruitment efforts by identifying job requirements, writing job descriptions, screening and interviewing job applicants, writing job-training agreements, and preparing invoices forjob- training reimbursements. Last July, the County, in partnership with the Cities of Ventura, Port Hueneme, Simi Valley and Oxnard funded the Entrepreneur Academy with CDBG grants. Responses from the business community for microenterprise training and employment link service have been very positive. To date, more than 150 businesses owners have enrolled in the Microenterprise Training Program. We expect to graduate 200 entrepreneurs between September 1995 and June 1996. Adding this to the 237 small business owners that graduated from the Academy in 1994, we can expect a potential employer base of 437 for the Employment Link Service. Since 75% of the microenterprise owners enrolled have pledged to create a job within six months from training, 150 job orders are projected to be placed with the Employment Link Service (ELS) between July 1996 and December 1996. It is therefore important to continue the Employment Link Service and allocate more OJT dollars to participating employers. Since its inception in September 1995, ELS has received 46 job orders and interviewed 116 low- income individuals for job consideration. Because of ELS, twelve low- income individuals are now gainfully employed and contributing to the County's tax base. More than $8,000 in training subsidies have been awarded to the participating employers for their On- the -Job (OJT) training efforts. Also, more than $84,000 in tax dollars were saved from AFDC, General Relief, Food Stamp and SSI benefit costs. If 45 welfare recipients were placed in jobs through ELS in PY 1997, the operational cost for the Entrepreneur Academy ($225,000) could be entirely offset by the job - training dollars received by employers and the savings in welfare benefit costs. By orovidina microentemrise owners with the tools thev nppd ^: 0 PART III Description of Community Needs and Proposed Project S OR- Section B - Community Needs Description ,d \ v+K� -k� M Section A - Community Needs to be Addressed by Please describe the unmet community needs (as indicated above) which this project proposes to meet? To provide nutritious noon meals Monday- Friday to senior citizens living in the city of Moorpark. We provide congregate meals at the senior center and home delivered meals to homebound seniors. We are the only program in the city of Moorpark that provides these services. In fiscal year 1994 -95 we provided 3,900 meals to 62 seniors at the senior center and 3,100 meals to 25 individual homebound seniors. Of these, 15 were very low income, 18 were of minority ethnicity and 30 lived alone. Without this service many of these seniors would become isolated and perhaps institutionalized (especially the homebound seniors). Section B - Agency's Plan to Meet Community Needs What specifically does your project propose to do (e.g. how are you going to spend these grant monies to meet unmet community needs)? This project serves all seniors who are 60 yeas of age or over. We target those who are very low income, handicapped, minority and single head of household. Senior participants will receive a hot, nutritious noon meal to help them maintain (improve health, prevent isolation by increasing socialization, and to prevent early institutionalization. Section C - Implementation Schedule Major Milestone Month and Year Milestone Anticipated to Begin Month and Year Milestone Anticipated to be Completed To serve 160 individual seniors living in Moorpark 7 -96 6 -97 To serve 45 very low income seniors living in Moorpark 7 -96 6 -97 To serve 7,000 meals to seniors living in Moorpark 7 -96 6 -97 To serve 40 handicapped seniors living in Moorpark 7 -96 6 -97 Section D - Long -Term Strate What is your organization's strategy to meet this community need over the next 3 to 5 years? Continuing Title III Grants, Requests for CDBG Grants, Requests for other grants, Fund raising events. CDBG Proposal Page 3 Y-C - [ -( 60u-e- U bra 1-1-Y 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 ironic part of the recession is that despite the rising unemployment rate, many jobs go unfilled because applicants do not possess the occupational or literacy skills needed to perform the job." (1992 Directory of Business and Industry Economic Report, VCEDA) Illiteracy seriously reduces this country's pool of qualified workers;yet more immigrant` and minorities with inadequate reading, writ1'ng and English skills are flooding the labo markey daily and contributing to an increasedunemployment rate (10% as of Nov. 1992. according to EDD) About 22% of Moorpark's residents reported being of Hispanic origin it the 1990 Census. Many of these individuals cannot fill out job applications, understand labels and signs, read warning signs and directions on equipment, read training manuals, communicate effectively with customers, earn enough to enhance their lives. The next gere- ration is also affected because as parents, these adults may not be able to read to them children in English or help them with school work. The solution is education. By providing one to one tutoring, we are giving these indivi- duals an opportunity to improve their communications skills in English at their own pace with their personal goals and interests as the basis for instruction. As a result, these adult learners are likely to have higher self - esteem as well as improved skills. In the workplace and in the community, this translates into greater productivity, higher profi is �iisgher emplo ee morale 1 ss su ervi or i e more internal promotions, fewer accidents e s abse e i m and Beier co�im nlio idns Section B - Agency's Plan to Meet Community Needs a- - r How will your agency use these grant monies to meet these unmet community needs? The Reading Program for Adults will use CDBG funds to pay Moorpark resident Gayle Reddington, a Spanish teacher at Royal High School, to coordinate the Moorpark Adult Literacy Program. Her job as Site Coordinator in Moorpark.(which she has held since 1990) is to match volunteers with adult students, to assess literacy needs of students and to provide ongoing support and materials. About 20 Moorpark residents are working with tutors at any given time. Hundreds have been served since the program began in 1990. Section C - Implementation Schedule I Month and Year Month and Major Milestone Milestone Year Milestone AntirAnafnA .- Please describe the unmet community needs which this project proposes to meet? Homelessness and the risk of homelessness continue to affect the lives of low- income Ventura County residents. Based on the 1991 census identifying 1,841 homeless persons, the Homeless Services Program staff estimate the number of homeless people currently ranges from 2,250 to 4,000 at any given time. The high unemployment rataes and increasing number of job layoffs coupled with the high cost of rental housing and scarcity of low- income affordable housing create an environment where many families and individuals are one paycheck away from homelessness. Although Ventura County lacks a complete year - round continuum of services and service providers face funding shortfalls in the face of rising demands, there are a number of programs, agencies and jurisdictions actively providing shelter, food and limited cash assistance for a variety of client needs. The Homeless Services Program works within this context to ensure that clients have access to any and all resources that will provide shelter, affordable housing and assistance to remove barriers to obtaining and maintaining stable housing. Staff also participate in a variety of planning and networking activities geared toward resource. development, coordination of services, prevention of service duplication and maintaining current resource information. Many clients have multiple problems which diminish their ability to find and maintain stable housing. These clients would have very limited access to case management services" without the Homeless Services Program. Program staff network intensively and link clients with resources making 20 -25 agency contacts per day. Also, the program is an information and referral (I &R) service on homelessness for the community at large, cities and County departments, the media and non - profit providers. Currently the program is coordinated by a Supervising Social Worker and staffed by a full -time social worker. a part-time limited term social worker (12195 thru 4196). The program is projecting service this year to households and approximately 1,584 individuals. CDBG funds are sought from the County of Ventura and the cities within the County to meet the need for homeli case management, coordination of resources and I &R services on a County-wide basis. County CDBG funds defray the costs of social workers salaries and related expenses. Along with other cities, the City of Moorparl being asked to jointly fund other related program expenses. This project activity is eligible as a public service. If funding is received from the City of Moorpark, it is anticipa that a minimum of 20 individuals will be served in Moorpark during 1996. This represents a decrease in progr capacity of the City of Moorpark. While the program serves low and moderate income clients, data from prior ye demonstrate that 100% of beneficiaries have very low incomes. It is estimated that 90 -95% of countywide clie have incomes that are 25% or lower than the median income for Ventura County. About 65% of the heads households are white with the balance (35 %) miniority origins. Forty to 45% of these households are headed single women with children. "For the purposes of this application, case management is being defined as access to a social worker v complete knowledge of all resources within the County, which can be mobilized to help in a given situat and anaeira that a client has access to Dertinent information. Section B - Agency's Plan to Meet Community Needs How will your agency use these grant monies to meet these unmet community needs? The Homeless Services Program staff propose to provide short-term case management services to homeless County residents. Proposed CDBG funded activities will include: casework services for homeless persons desiring job training; casework services for clients in the cold weather shelters; outreach to smaller communities within the County; the ability to transport clients and reach clients in the field; continued support for partnership activities with the HERO Project, the Oxnard One -Stop Center, the Simi Samaritan Center and outreach to additional jurisdictions for this service; ability to respond to emergencies. In an effort to better describe Program Services, two levels of direct service have been identified: Information and Referral (I &R) and Brief Intervention. I &R consists of: completing a brief assessment of the client's history, resources and needs; describing available resources and resource limitations; helping a client develop a service plan; referring the client/client's representative to appropriate resources; and follow -up. Brief interventions include a more detailed assessment of the client's history, resources and needs; outlining a plan with the client; contacting agency or program representatives to secure resources on behalf of the client; linking the client with rental housing resources and follow -up. CDBG funds are requested from the County of Ventura and cities within tha r.,...,.. +_ .. _ . — PSSA- 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? Senior Survivalmobile uses paid volunteers to provide transportation in their own vehicles to doctor visits out of the Moorpark area. Many of the rides are to hospitals and clinics that no other transportation sources service. The Survivalmobile does not charge for services, limits trips to once a month and travels into areas where no other services exists, which sets this service apart. The Survivalmobile uses one centralized dispatcher which lowers the cost of administering such a program. The County of Ventura shares in the administrative overhead with the fiscal aspects and record keeping portion of this program. The low and very low Income seniors in Moorpark who use this service would have no other means of transportation if this program were not funded. While there may be other organizations providing transportation to older Moorpark residents, the Senior survivalmobile provides transportation exclusively for low - Income older City residents with essential transportation to medical appointments outside the City limits and /or outside the County of Ventura. Section B - F's Plan to Meet Community Neec How will your agency use these grant monies to meet these unmet community needs? The Senior Survivalmobile has been in effect 20 years. We anticipate that Moorpark will require rides for 35 individuals for a total of 70 rides in F. Y. 1995 -96. There has been an increase in demand for this service recently. All of the persons receiving rides from Moorpark are very low income seniors and would not have any other transportation available without this service. The Survivalmobile uses paid volunteers to provide transportation in their own vehicles to docto visits out of the Moorpark area. The Senior Survivalmobile does not charge for services, limits trips to once a month and travels into areas that other transportation sources do not service. Section C - Implementation Schedule Major Milestone OULIU M- Month and Month and county of vEntura January 24, 1996 Don Reynolds, Project Manager City of Moorpark 799 Moorpark Ave. Moorpark, CA 93021 Dear Mr. Reynolds: Public Social Services Agency James E. Isom, Director Re: CDBG Grant Transitional Housing for Foster Youth Barbara Fitzgerald Chief Deputy Director Helen Reburn Deputy Director Income Maintenance Jerry Blesener Deputy Director Protective Services Attached is the Community Development Block Grant Proposal and attachments for Transitional Housing for Foster Youth. While the Project will house only twelve youths concurrently, it is expected that the complex will house 17 -18 year old foster youths for many years without any additional need for funding through CDBGs for this site. The Project's ongoing costs will be funded entirely by AFDC -FC funds (foster care payments), and it is expected that the youth leaving the Project will not only be prepared to live independently, but will be looking to pursue careers through college education or trade schools. Ventura County foster youth, ages seventeen and eighteen, will be eligible for consideration for placement in transitional housing. These minors can be from anywhere in Ventura County. As a result the Transitional Housing Project is asking that each municipality and the County, on behalf of the unincorporated areas, contribute proportionally, based on their population. A substantial level of services will be provided to the youth placed in the Project to instill self- confidence, self- reliance, and the ability to plan their own futures. The youth placed will be given mentors from the business community, job training skills, community based employment training programs, assistance in application for college scholarships, grants, and loans, and on- site-.groups to assist them with the stresses of daily living. The Program will continue to be a resource for those youths who have "aged out" of the system by providing job placement and other support services when needed. In the future, it is hoped that many of the former residents of the Project will become role models and mentors for the Project's residents at that time. The participants of the Transitional Housing Project will not be the only winners. The citizens of our county will also benefit from having these youth leave the system with a place to go and the experience of having lived semi - independently. Without Transitional Housing many of our foster youth leave the system unprepared. Many go from friend to friend until they exhaust their welcomes. Left with no options and no resources, many turn to crime. We are confident that the Transitional Housing Project for Foster Youths will make a substantial difference in the lives of those who participate and have a positive impact on our community. Thank you for your consideration and support of our project. Should y u have any questions, please do not hesitate to contact me. Richard T. aw, Administrative Support Coordinator Protective Services Division 4651 Telephone Road, Suite 201 Ventura, CA 93003 -5666 (805) 654 -3416 t f >t C RTS:rts Enclosures: Grant Application T,Pi-f- aro mf C�innnrt as PART 111 Description of Community Needs and Proposed Project Section A - Community Needs to be Addressed by Project V,—_ Please describe the unmet community needs which this project proposes to meet? ARC -VC is currently serving 726 consumers at different locations throughout Ventura County who are mentally retarded and may have another developmental disability. We are currently serving 94 consumers at our Camarillo Center which also houses our administrative headquarters. Our most current needs center around improving the year round inside environmental space by renovating the building heating system. Due to the numerous leaks that occur during the winter time our heating system is inoperable at a time when it is needed most. Under our current lease agreement with the State of California, Camarillo State Hospital is responsible for maintaining the Boiler, and ARC is responsible for maintaining the water and steam pipes and radiators beyond the boiler and its supplemental parts. ARC is committed to serving our consumers at the highest possible level through quality of service. Section B - Agency's Plan to Meet Community Needs How will your agency use these grant monies to meet these unmet community needs? If this project is approved, we intend to do the following: 1. Hire a project engineer or contract with the County to oversee this project from start to finish. 2. Hire an engineer to assess the full extent of the problem and develop a proper plan of action to upgrade our heating system. 3. ARC Staff would work very closely with Project Manager /County Representative in setting timelines and access to the different areas of the building during the life of the project. Section C - Implementation Schedule CDBG Proposal Page 3 AQ Month and Year Month and Major Milestone Milestone Year Milestone Anticipated Anticipated to to Begin be Completed CDBG Proposal Page 3 AQ �ovc� S Ana � G PART Ili Description of Community Needs and Proposed Project Section A - Community Needs to be Addressed by P Please describe the unmet community needs which this project proposes to meet? Ventura County needs a strong efficient food bank to glean the tremendous amount of surplus donated food that is available if it can be stored and transported safely and efficiently. FOOD Share serves all of the communities and the unincorporated areas in the county. Of the 133,120 persons served each month through 260 local community organizations who receive their food from FOOD Share, 5.7% reside in the City of Moorpark. Of the total number of persons receiving assistance each month, 2,400 are low income seniors receiving a weekly grocery supplement. Emergency food assistance often prevents a family from becoming homeless. In addition, food supplied from FOOD Share at a low shared maintenance fee assists other agencies to feed homeless and low income persons. However, cutbacks in the USDA Program have reduced the food available at no cost to these agencies by more than 75 %. FOOD Share is striving to replace this highly nutritious food through other donated food available in the community. This proposal addresses the following unmet community needs as identified in the 1995 Ventura County 5 -year Strategic Plan; (a) To provide emergency food programs as needed, and (b) To acquire, construct, rehabilitate public facilities for the support of low income individuals and families where a need has been determined. The determined need is the provision of food. 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 completed the 8,500 square foot warehouse in January 1996. The warehouse is part of an overall plan of expansion to better serve the needs of low income people in Ventura County. The next phase of the project is to add refrigeration and freezer space in the new warehouse to store perishable foods safely and efficiently with a minimum of spoilage. Funds received from this proposal will help FOOD Share complete the refrigeration in the new warehouse project. The proposed 50,000 cubic feet of refrigerated and freezer space will enable FOOD Share to increase the amount of produce gleaned directly from local fields, which supplements the Brown Bag Program for seniors, the U.S.D.A. Program, the congregate feeding sites and the Emergency Food Pantries Program. In addition, FOOD Share will be able to accept and store frozen and refrigerated processed foods that must now be turned down. The refrigeration and freezer units will increase the amount of food distributed by one million pounds per year. The new refrigerated/frozen space will provide 5 times the current capacity of refrigerated/frozen space or 10 semi truck loads. FOOD Share has over 550 volunteers who work in the fields, warehouse, office and as drivers. This tremendous network magnifies the amount of dollars FOOD Share receives. For each dollar received $35 worth of food is distributed. Section C - Implementation Schedule Major Milestone Do Month and Year Month and Milestone Year Milestone MOORPARK 199 Moorpark Avenue Moorpark, California 93021 (805) 529 -6864 February 14, 1996 To the Honorable City Council: The City Council approved a series of goals and objectives for each City Department for Fiscal Year 1995 -96. Under the Department of Community Services, specific to Senior Center operations, a prioritized goal reads as follows: "Research the feasibility and funding for: 1) enclosing the rear patio as a senior activity room; 2) increase office space; and 3) installing a drop ceiling." The Senior Center is serving an average of 60 to 100 people daily, and the variety of programs and activities have expanded to the point that the other rooms in the Community Center are scheduled daily for senior activities. A separate game room, behind the existing Citrus Room, would allow more active, indoor activity, such as pool and other table games, which would free up space in the Senior Center for lectures, health screenings, lunch, and other social activities. The expanded office area will be used as a place for additional storage, as well as an area for more private meetings and consultations, often required when seniors need assistance in legal matters, or social service referrals. The City is considering other means to fund the drop ceiling improvement, and this is not included in this funding request. Staff has spoken to several contractors to determine the feasibility of enhancing the space of the Senior Center through those methods identified above. Staff has received confirmation that the proposed construction is feasible. Staff received estimates for construction costs, as well as design and permit fee costs, for a total of $150,000. Staff is requesting that the City Council consider appropriating Community Development Block Grant funds for the Senior Center expansion, as this expansion will better meet the needs of a growing senior population, which qualifies under CDBG guidelines as a funding recipient. Staff is requesting that the Council consider the full proposal. The project can be segmented in the event that all necessary funds are not available for this project. Thank you for your consideration. Sincerely, Christine Adams Director of Community Services I; X ; ON. JUHN E. WOZNIAK PATRICK HUNTER BERNARDO M. PEREZ Mayor Mayor Pro Tern Councilmember Council member ATTACEI'MENT B ANALYSIS OF EXPENDITURES AND BALANCE STATEMENT CURRENT BUDGETED AND/ AVAILABLE FOR PROGRAM 1986187 1987/88 1988/89 1989/90 1990/91 1991/92 1992/93 1993/94 1994195 1995196 TOTAL BALANCE OR OBLIGATED REAPPROPRIATION ADMINISTRATION 0 0 19070 19810 19010 21620 4701 18488 0 21000 123699 23010 9310 13700 Fair Housing 0 0 0 Q 0 0 11890 1980 1600 1600 7070 0 0 0 SUB -TOTAL 0 0 19070 19810 19010 21620 8591 20488 1600 12600 130788 23010 9310 13700 PUBLIC IMPROVMENTS Virg. Colony 133660 52321 0 0 0 0 0 0 0 0 185981 0 0 0 Charles Street 0 1795 105266 44734 57358 81773 109094 149739 0 0 549759 0 0 0 Handicap Ramps 0 0 0 92266 42790 0 0 0 0 0 135056 0 0 0 First St. Improvements 0 21460 0 0 0 60000 40999 13597 167447 0 303503 28615 28615 " 28615 Food Share 0 0 0 0 5000 2000 0 0 0 0 7000 0 0 0 ADA Play Equip. (MMP) 0 0 0 0 0 0 0 0 25300 0 25300 2641 0 1669 Casa Pacifica 0 0 0 0 25000 0 0 0 0 0 25000 0 0 0 WicksNalley Road 0 0 Q 0 0 0 0 0 0 208457 208457 208457 208457 ' 0 SUB - TO TAIL 133880 75578 105288 137000 130148 143773 150083 163336 192747 208457 1440055 239713 237072 30284 AFFORDABLE HOUSING CEDC (Acq.) 0 53540 0 0 0 0 0 0 0 0 53540 0 0 0 Aquisition 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Networking 0 5000 0 0 0 0 Q Q 0 Q 5000 Q 0 0 SUB -TOTAL 0 58540 0 0 0 0 0 0 0 0 58540 0 0 0 PUBLIC SERVICES Sr. Nutrition 0 0 0 10000 10000 10500 10000 10000 12000 12000 74500 11296 11296 0 Sr. Lifeline 0 0 0 5480 0 0 0 0 0 5480 0 0 0 Vocational Trng. 0 0 0 5437 0 0 0 0 0 0 5437 0 0 0 Adult Literacy 0 0 0 0 8000 5000 5000 5000 5000 5000 33000 4010 4010 0 Homeless Omb. 0 0 0 0 500 500 500 2000 2000 0 5500 0 0 0 Legal Services 0 0 0 563 7000 1200 3650 4506 4506 1884 23309 1884 1884 0 Senior Equip. 0 0 0 0 0 1987 0 0 0 0 1987 0 0 0 Long Term Care Omb. 0 0 0 0 0 2500 1000 2000 2790 3300 11590 0 0 0 Cath. Charities 0 0 0 0 0 7500 7500 8000 8000 8000 39000 8000 8000 0 Child Health Care 0 0 0 0 0 0 0 0 0 4591 4591 4591 4691 0 At Risk Teen Q Q Q Q Q 0 0 0 0 6000 6000 6000 0 6000 SUB -TOTAL 0 0 0 21480 25600 29187 27850 31508 34298 40775 210394 35781 29781 6000 GRAND TOTAL 133660 134116 124336 178290 174658 194580 184334 215310 228643 271832 1839759 298503 276163 49984 $250,000 is budgeted for Wicks and Valley Road Imps., and the balance of $41,543 would most likely come from the completed First Street Project, leaving an anticipated balance in this project of $20,184 C Sd t ID AK & D County of Ventura Priority Needs Summary Table PRIORITY COMMUNITY DEVELOPMENT PAY Need Level NEEDS No, modurn. Lowy No such Mead PLax FAcLrTY NEEDS senior cent«. Youth centers NaW6orhood Facilities Child Care C "m parks and/or Recreation Facilities Health Facilities parkins Facilities otine public Facilities * FRASTRWTtIKiE MMPROVIUMT SW Wants Disposal kMmnments Flood Drain knprow nWft Water knproveneft Skeet lmpnowmeft SkWAM c lmprovemarnts Sewx Imprawesnts Asbodos Re anal otter IMr wkucture knprowment Needs IUuc smr4rA NEEDS senior services Youth Se vioes Transportation Services Subdonce Abuse SWAM Employment Traknky Crime Aweersas Fair Housknp Co xwGW D H H M M H L M IH W e e e e e e e e H M H H ti<8TMATED DCUAM NEEDED TO ADDRESS 50,000 3,500,000 200,000 1,100,000 4,707,250 1,400,000 6,5 51 ,000 15,000 13,1 7,150,000 2,450,000 2,350,000 1,250,000 2,500,000 555,370 60,000 439,000 118,320 189,000 950,000 560,000 r V -57 .�,' �� 0— Caon� S 0 l 1 n Al-t e A P A N County of Ventura Priority Needs Summary Table PRIORITY COMMUNITY DEVELOPMENT NEEDS Priority Need Level Ifth, Med unk Low, No such Need ESTIMATED DOLLARS NEEDED TO ADDRESS Terartllmndlord Coxwe&V H 58,135 Chid Owe S«vicw M 75,000 Health Se vkm H Other Pubk service Needs H 367,500 ADCESSWLrry NEEDS Accewbft Neee H 1,200,000 HISTORIC PRESERVATION NEEDS ReelderOW Historic Pnowwwion Needs M 200,000 Na"Ga iw" Historic Preee vmw Neods M 2,200,000 ECONOMIC DEVELOPMENT NEEDS cAmm.O101-Industrw R on H 2,316,000 "chw° H 8,000,000 oftW CanwnwdW4rWustriW knonwBrtian s H 11000,000 Mite H 450,000 Other Businesses H Tedw" AaddL* oe H 350,000 Omer Eoaan is Dewiopmw t Need` M 75,000 OTHER COMMUNITY DEVELOPMENT NEEDS Enww Efficiency knpv emwb M Lud BnW PakWHm girds M 50,000 Code Entbrcw m t PLANNING H 1,328,510 Plerrrrg M 100,000 TOTAL ESTIMATED DOLLARS NEEDED TO ADDRESS: *4 -be Aga e-." V wararc'ai V-58 000U* Full fume of Organization Applying for Funding Livingston Memorial Visiting Nurse Assoc. Street Address, City and Zip Code 1996 Eastman Avenue, S -101 T,_. - „. ..-- -- 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 Ventura County residents are finding themselves with temporary financial shortfalls resulting from layoffs, accident, illness, poor investment returns, etc. Many of these are medically uninsured or underinsured. These people are men, women and children -- of all ages, from all ethnic backgrounds. It is the mission of LMVNA to provide the needed home health care and hospice services to all qualified residents throughout Ventura county without discrimination as to diagnosis and regardless of ability to pay. We propose to extend our services to homeless shelters where any kind of attention to health care needs is at a premium. We propose to increase thel number of authorized visits for MediCal patients in instances that we feel would make a major difference in their positive outcomes in order to promote continued good health and in the process decrease the chance of coming back on care because the problem was inadequately addressed initially. Among the services provided are: physical, occupational and speech therapy, respiratory care and instruction, wound dressing, nutrition assessment; and assistance, phototherapy, IV therapy, to name a few. In addition we provide education, when appropriate! (i.e. with diabetics) so that the individuals can help manage their own illnesses. Any service provided by' LMVNA is available and provided to the medically indigent with the exact same professional care and attention. given to any other patient in the system. CDBG Proposal Page 2 Section B - Agency's Plan to Meet Community Needs V V How will your agency use these grant monies to meet these unmet community needs? LMVNA will provide professional in home care for the medically indigent throughout Ventura county discrimination as to diagnosis and regardless of ability to pay. Home health care encompasses a wide range skilled nursing, therapy, and supportive services provided on an intermittent basis in the ho ge of that once required a hospital stay are now being performed safely and conveniently at home at ma munch more ces effective rate. The following services as deemed appropriate with each individual situation will be provided those of all ages and ethnic backgrounds: skilled nursing with many specialties jncludin : p to health, infusion therapy, respiratory therapy, hospice, etc.; physical, occupational and speech therapy, e ricsaimenta] and medical social worker services, when appropriate. Among the health problems requiring home health car are: stroke, cancer, AIDS, jaundice, diabetes, accident, chronic illness such as arthritis, muscular dystrophy, e heart disease, diabetes, etc. In addition to taking care of the immediate home health needs of these LMVNA makes routine assessments which often lead to referrals to other appropriate community resouople, Often times Medical patients are initially assessed by the system to receive too few visits to effect positive es. Patient outcomes. LMVNA professional staff will sometimes elect to increase the number of authorized visits in an effort to keep these people from being re- admitted to the hospital which in the long run is most cost effective to the system and certainly more helpful to the individual. LMVNA is the only home health care agency n Ventura county that is non -profit so therefore these economically disadvantaged have no where else to turn f home care needs. or. Full Name of Organization Applying for Funding Livingston Memorial Visiting Nurse Assoc. Street Address, City and Zip Cade 1996 Eastman Avenue, S -101 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 Ventura County residents are finding themselves with temporary financial shortfalls resulting from layoffs, accident, illness, poor investment returns, etc. Many of these are medically uninsured or underinsured. These people are men, women and children -- of all ages, from all ethnic backgrounds. It is the mission of LMVNA to provide the needed home health care and hospice services to all qualified residents throughout Ventura county without discrimination as to diagnosis and regardless of ability to pay. We propose to extend our services to, homeless shelters where any kind of attention to health care needs is at a premium. We propose to increase thel number of authorized visits for MediCal patients in instances that we feel would make a major difference in their! positive outcomes in order to promote continued good health and in the process decrease the chance of coming; back on care because the problem was inadequately addressed initially. Among the services provided are':: physical, occupational and speech therapy, respiratory care and instruction, wound dressing, nutrition assessment4 and assistance, phototherapy, IV therapy, to name a few. In addition we provide education, when appropriate' (i.e. with diabetics) so that the individuals can help manage their own illnesses. Any service provided by LMVNA is available and provided to the medically indigent with the exact same professional care and attention given to any other patient in the system. CDBG Proposal Page 2 Section B - Agency's Plan to Meet Community Needs How will your agency use these grant monies to meet these unmet community needs? LMVNA will provide professional in home care for the medically indigent throughout Ventura county without discrimination as to diagnosis and regardless of ability to pay. Home health care encompasses a wide range of skilled nursing, therapy, and supportive services provided on an intermittent basis in the home. Many services that once required a hospital stay are now being performed safely and conveniently at home at a much more cost effective rate. The following services as deemed appropriate with each individual situation will be provided to those of all ages and ethnic backgrounds: skilled nursing with many specialties including: pediatrics, mental health, infusion therapy, respiratory therapy, hospice, etc.; physical, occupational and speech therapy, dietitian and medical social worker services, when appropriate. Among the health problems requiring home health care are: stroke, cancer, AIDS, jaundice, diabetes, accident, chronic illness such as arthritis, muscular dystrophy, heart disease, diabetes, etc. In addition to taking care of the immediate home health needs of these people, LMVNA makes routine assessments which often lead to referrals to other appropriate community resources. Often times MediCal patients are initially assessed by the system to receive too few visits to effect positive patient outcomes. LMVNA professional staff will sometimes elect to increase the number of authorized visits in an effort to keep these people from being re- admitted to the hospital which in the long run is most cost effective to the system and certainly more helpful to the individual. LMVNA is the only home health care agency in Ventura county that is non -profit so therefore these economically disadvantaged have no where else to turn or home care needs. CITY OF MOORPARK CITY COUNCIL AGENDA REPORT (Addendum to Item 8.13, March 20, 1997) TO: The Honorable City Council FROM: Donald P. Reynolds Jr., Administrative Services Manager &- DATE: March 22, 1996 SUBJECT: Consider a Contingency Plan for 1996/97 CDBG Allocations at 37 Percent of the Anticipated Grant (Item 8.13) The City received notice on March 18, 1996, from the County of Ventura that the County will be submitting two allocation plans to HUD: One at the anticipated Grant award of $244,649 (for Moorpark); and a second at the current federal funding level of 37%, or $100,584. Staffs recommendation in the March 20 Council report only addresses the 100% funding level. Attached is a draft contingency plan to be considered by the Council, and submitted to the County along with the original recommendation. It does not address Item 8.A on the agenda related to reapproriation of funding from prior years, because at this time staff is not recommending any changed use of these funds. Staff remains confident that the HUD funding will be the anticipated amount of $244,649. However, because it is unknown at this time, and the HUD deadlines for submittal of the Consolidated Plan's Annual Action Plan have not been changed, this dual approach must be taken. The City's Action Plan is due to the County April 1, 1996, and the public hearing cannot be postponed. The greatest impact to consider when reducing the anticipated funds to a level of 37 percent is felt by the public services. The public improvements will be able to move ahead, but a slightly lower funding level. It is estimated that the administration of the grant will be equal despite having fewer programs, because of the federal reporting requirements, so full funding is recommended for this use as well. In the attachment, staff is recommending full funding for the street improvements, and enough funding to initiate the Senior Center Improvement project. The street improvement projects are close to being initiated, and received first consideration for funding. The Senior Center improvements can at least be designed with the balance remaining of $18,138, and this design may require four to six months to complete. If there is a sufficient balance after design, a portion of the construction could be initiated, or reserved to be combined with the next year's funding. By the summer of 1997, additional funds can be considered to complete funding for construction. Public service programs at 37 percent, are reduced from $32,527 to only $13,373. The Senior Nutrition program is considered to be the most crucial service, with Catholic Charities second. Staff is recommending a contingency plan which provides nine months of funding for Senior Nutrition at $9,000, and provides the balance of $4,373 to Catholic Charities. If the Council agrees with these priorities, the Literacy program, Legal Services, Interface /Child Health Care services, and the Long Term Care Ombudsman will have to be cut entirely. The City currently has twelve month contracts with Senior Nutrition and Catholic Charities which have a term beginning and ending in October. This provides a three month cushion to work with, assuming that the 1997/98 CDBG will be available July 1, 1997. Therefore, staff is recommending a contract with Senior Nutrition equal to three quarters of their needs, or $9,000, with a nine month contract term, establishing a new twelve month contract in July, 1997. The balance provided to Catholic Charities of $4,373, will last at the current service level of 21 to 22 hours per week, until approximately April 1. A new contract with Catholic Charities can be considered for July 1, 1997, as well, however, one quarter of the year would remain unfunded, (April to June 30, 1997, at a value of approximately $2,000). Other options have been considered but they do not treat one program as being more important than another. As result, they divide the potential short-fall equally amongst the four Moorpark services deleting the County -wide service from Interface and the Long Term Care Ombudsman, and do not guarantee funding for the entire fiscal year for any of them. Staff supports the maintenance of the Senior Nutrition program first, and Catholic Charities second. The contingency plan presented in the attachment is intended to be submitted to HUD together with those recommendations presented in Item 8.13, so that if in fact only 37 percent of the funds are allocated by HUD, a second public hearing will not be needed. That the City Council consider adopting a contingency plan as presented in the Attachment reducing CDBG funding by 37 percent in Fiscal Year 1996/97, and submitting it together with a plan to use 100 percent of the funding, as originally presented in Council Item 8.13 on this same agenda. CDBG Appropriations- Development of a Contingency Plan for HUD's Current Ability to Pay 100% 37% Prior Year FY 1996/97 Prior Year FY 1996/97 Funds @ 100% 100% Total Funds @ 37% A. 37% T rrumunstrauun City Fair Housing Day - Laborer Study Public Services Catholic Charities Legal Services Child Health Care Services Long Term Care Ombudsman Senior Nutrition Literacy Public Improvements Street Improvements Senior Center Imorovements 15000 15000 0 15000 15000 1600 1600 0 1600 1600 5000 5000 0 0 0 8000 8000 4373 4373 2227 2227 0 0 2500 2500 0 0 3300 3300 0 0 12000 12000 9000 9000 4800 4800 0 0 52473 102457 49984 52473 102457 138049 138049 _ 0 18138 18138