27. CDBG funds & Human Service grantsCOMMUNITY DEVELOPMENT DEPARTMENT
HOUSING SERVICES DIVISION
CUPERTINO
CITY HALL
10300 TORRE AVENUE - CUPERTINO, CA 95014 -3255
(408) 777 -3251 - FAX (408) Tr7 -3333
Summary
Agenda Item No.
Agenda Date: April 6, 2010
Subject:
Conduct the first of two public hearings regarding the use of eighth program year (2010 -11)
Community Development Block Grant CDBG I funds and Human Service grants, and begin
review of the 2010 Annual Action Plan
Recommendations:
The following actions are recommended:
1. Conduct the public hearing for testimony from the non - profit agencies.
2. Continue the final approval of the 2010 -11 Annual Plan to April 20, 2010 (Attachment A)
so the 30 -day review period can be completed.
CDBG Steering Committee Recommendation:
The CDBG Steering Committee recommends that the City Council approve the allocations
shown in Attachment B for the use of the 2010 -11 CDBG program funds and Human Service
Grants.
Background:
CDBG Prog
The City of Cupertino is expecting to receive a CDBG entitlement of approximately $418,295 for
fiscal year 2010 -11, plus a reallocation of $10,300 in projected program income from
rehabilitation loan payoffs for a total of $428,595. Although the actual entitlement is projected
to increase approximately seven percent, the allocation will not change from last fiscal year's
entitlement since the program income is projected to decrease by approximately 75 %.
This is Cupertino's eighth year as an entitlement jurisdiction receiving the CDBG grant directly
from HUD and the first year of the two -year public service funding cycle. HUD regulations
require that projects selected for funding benefit very low and low- income households,
eliminate a blighted area, or address an urgent (emergency) community need. In addition, only
certain types of activities qualify under the CDBG regulations. Examples of eligible activities
are:
• Removal of barriers to the
handicapped
• Public improvements
• Public service activities
• Affordable housing developments
• Property acquisition for affordable
housing
• Rehabilitation of affordable units
Of the $428,595 (entitlement plus program income), only 20 %, or $85,719, may be used for
administration of the program and fair housing services and 15%, or $64,289, may be used
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April 6, 2010 Page 2 of 5
First of two required public hearings regarding the use of eighth program year (2010 -11) Community Development Block
Grant (CDBG) funds and Human Service grants, and review of the 2010 -11 Annual Action Plan.
to fund public service activities. Public service activities must benefit very low and low -
income households and include activities such as childcare, placement services, senior legal
services, etc.
The remainder of the grant ($278,647) can only be used for activities such as the purchase of
land for affordable housing, rehabilitation of qualifying units, construction of affordable
units and public improvements in low and very -low income neighborhoods.
As mentioned earlier, this is the first year of the two -year public service funding cycle. In
February 2008, the City Council voted to move to a two -year funding cycle to reduce the
length of public hearings and reduce the amount of time non -profit agencies spend
preparing applications for funding. Although the City Council will make recommendations
for funding for this and next fiscal year's public and human service grant funding, annual
public hearings are required by HUD to review the Annual Plan and finalize the allocations.
Public service agencies have completed an application and will make presentations at
hearings this year. However, next year, agencies will not need to complete an application
for funding or attend public hearings. Also, instead of staff preparing a new agreement for
next year's funding, a one -page amendment to last year's agreement will be presented to
each agency with the amended dates and dollar amounts. This process saves significant
staff time for both the city and each non - profit agency.
CDBG Steering Committee:
On April 10, 2006, the City Council approved a Citizen Participation Plan as part of its 2006-
2009 Consolidated Plan. Prior to expending CDBG dollars, the City is required to have a
Citizen Participation Plan, Consolidated Plan and an Annual Plan in place. As part of the
original Citizen Participation Plan, adopted in February 2003, the City formed a CDBG
Steering Committee. The Steering Committee is comprised of the Cupertino Housing
Commission and the four appointed citizens. The CDBG Steering Committee's
responsibility is to evaluate the proposals received and forward funding recommendations
to the City Council.
On April 11 and 18, 2010 the CDBG Steering Committee met and conducted a public
hearing on the FY 2010 -11 CDBG and Human Service funding allocations. The Committee
heard presentations from all three applicants and recommended that the staff
recommendation be forwarded to the City Council.
Request for Proposals:
This is Cupertino's first year utilizing an on -line Request for Proposal (RFP) and application
process. Staff placed a public notice in the local paper notifying potential applicants of the
funding availability and directing the agencies to the City website where they received
instructions on how to create a login for the www.citydataservices.com website. After the
interested agency received the login, they completed the application and uploaded all
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April b, 2010 Page 3 of 5
First of two required public hearings regarding the use of eighth program year (2010 -11) Community Development Block
Grant (CDBG) funds and Human Service grants, and review of the 2010 -11 Annual Action Plan.
required documents. For agencies already receiving funding, the agency contacts received
an e -mail directly stating that the application was available to complete under their normal
login.
With the on-line application system, the City's CDBG Steering Committee was then able to
review and rate each application on -line prior to making recommendations on April 11,
2010. Since some CDBG Steering Committee members were interested in revising their
recommendation after listening to presentations, a second hearing before the CDBG
Steering Committee was held on April 18, 2010. In the future, staff will incorporate a two
hearing process every two years for the CDBG 'Steering Committee recommendations. The
first hearing will allow the Steering Committee to listen to non - profit presentations and ask
questions and the second hearing will take place a week later for recommendations. The
week between hearings allows the Steering Con:unit to make changes to their ratings of
each application.
Staff received 12 applications for funding from ten agencies. Although two former
recipients of funding, Emergency Housing Consortium and Second Harvest Food Bank,
declined to reapply for funding, two new agencies did apply for funding. Santa Clara
Family Health Foundation and Maitri Domestic Abuse Services are the two new applicants
recommended for funding. Staff did follow -up with Emergency Housing Consortium and
Second Harvest Food Bank as to why they declined to apply for funding. Both agencies said
that the amount of time to administer small grants costs their agencies more in staff time
than the value of the grants. This news is not unexpected since HUD has previously
encouraged entitlement cities across the country to increase the value of grants and reduce
the number of grantees to control administrative costs. As discussed later in the staff report,
staff is recommending reducing administrative costs by reducing the funding sources for
each grantee.
With the exception of the new applicants, all the public service agencies are being
recommended for funding at their current funding levels. Santa Clara Family Health
Foundation and Maitri Domestic Abuse Services will receive the funding levels that Second
Harvest Food Bank and Emergency Housing Consortium received respectively.
CDBG Public Service Grants:
Staff proposes reducing the number of CDBG public service grants from five to three by
consolidating grants. West Valley Community Services (WVCS) has received two CDBG
public service grants and a general fund grant in past years. Rather than administer three
agreements and require WVCS to report on three projects, staff proposes consolidating the
Comprehensive Assistance Program into the CDBG public service grants funding. This
would reduce the CDBG public service grants to three: Senior Adults Legal Assistance,
WVCS Rotating Shelter and WVCS Comprehensive Assistance Program. This significantly
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April d, 2010 Page 4 of 5
First of two required public hearings regarding the use of eighth program year (2010 -11) Community Development Block
Grant (CDBG) funds and Human Service grants, and review of the 2010 -11 Annual Action Plan.
reduces the amount of staff time needed to report accomplishments on HUD's Integrated
Disbursement and Information System (IDIS).
CDBG Construction /AcquisitiorVRehabilitation
Unlike the funding for public service and administrative activities, the percentage of
funding used for capital improvements, construction, acquisition and rehabilitation is
unlimited. It encompasses the largest percentage of the CDBG entitlement. This year, staff
only received one funding proposal for this funding source. Rebuilding Together Silicon
Valley has submitted a proposal to continue its program of making minor home repairs for
low and very low income Cupertino homeowners. Although the request for funding is for
$45,000, staff proposes increasing the amount to $53,591 since HUD discourages leaving
funds unallocated and a new RFP and hearing process for allocating $8,591 would be
expensive.
Staff also recommends that the $225,000 Cleo Avenue Habitat for Humanity project be
reallocated to this year. This amount was originally awarded in 2007. Because the project
was not ready to begin, Habitat for Humanity agreed to let the City change its funding
source from CDBG to BMR funds so that Maitri could utilize CDBG funding for its
transitional housing purchase. Without this change, the City was at risk of losing a portion
of its CDBG entitlement for not spending it quickly enough. Since the BMR Housing Fund
does not currently have enough funding to cover the $225,000 that the agency will need for
construction, staff is suggesting allocating 2010 CDBG funds to Habitat for Humanity. If the
City Council opts to not allocate the CDBG funding to Habitat for Humanity, the City will
need to loan the BMR Housing Fund the amount until sufficient mitigation fees have been
collected to cover the loan. Staff does not recommend loaning general fund monies to cover
the Cleo Avenue Habitat for Humanity encumbrance when CDBG funds are available.
Affordable Housing Fund
Staff also proposes a $75,000 allocation to West Valley Community Services from the
Affordable Housing Fund for administration and monitoring of the Below Market Rate
(BMR) Program units. In past years, the allocation has been $65,000, but staff proposed
increasing this amount to $75,000 last year to cover additional monitoring and ordering of
lot book reports (abbreviated title reports). The Affordable Housing Fund receives its
revenue from the payment of housing mitigation fees from office, commercial and industrial
developments. Currently, the fund has approximately $100,000 available for allocation.
General Fund Allocation for Human Service Grants:
Every year the City Council allocates approximately $40,000 from the General Fund to
human service agencies. Formal agreements and monitoring are required for this program,
but the requirements are less than for federal funding. The CDBG Steering Committee
reviews the allocations at the., same time as the CDBG allocations and makes
27 -4
April 6, 2010 Page 5 of 5
First of two required public hearings regarding the use of eighth program year (2010 -11) Community Development Block
Grant (CDBG) funds and Human Service grants, and review of tie 2010 -11 Annual Action Plan.
recommendations to the City Council. The Human Service Grant allocations are on a two -
year funding cycle similar to the CDBG public service grant cycle. As with the CDBG public
service grants, if funds decrease/ increase during the second year city budget cycle, each
agency would be affected proportionately. These agencies will also receive a one -page
amendment to their last year's agreement.
FY 2010 -11 Annual Action Plan:
Federal regulations require that each entitlement jurisdiction prepare an Annual Action
Plan and submit the plan no later than May 15th of each year. The Annual Action Plan is a
one -year plan which describes the eligible programs, ,projects and activities to be
undertaken with funds expected during the program year (Fiscal Year 2010 -2011) and its
relationship to the priority housing, homeless and community development needs outlined
in the approved Consolidated Plan. Furthermore, Federal regulations require the plan be
made available for 30 days for public review and comment. The FY 2010 -2011 Annual
Action Plan (Attachment A) was released for public review on March 19, 2010 for the 30 -day
review period. A notice was placed in the local paper informing the public of its
availability. On April 20, 2010, the City Council will hold a final public hearing to approve
the Annual Action Plan for submittal to HUD.
Prepared by: Vera Gil, Senior Planner
Reviewed by: Kelly Kline, Redevelopment/ Economic Development Manager
Reviewed by:
Aarti Shrivastava
Community Development Director
Approved by:
avid . Knapp
City Manager
Attachments:
Attachment A: Fiscal Year 2010 -11 Annual Action Plan
Attachment B: Summary of Funding Allocations
Attachment C: 2010 -11 CDBG Funding Applications
27 -5
CITY OF CUPERTINO
Fiscal Year 2010 -11 Annual Action Plan
Prepared by the Department of Community Development
10300 Torre Avenue
Cupertino, CA 95014
Aarti Shrivastava, Director
Approved by City Council
April_, 2010
Resolution 10-
For information regarding this document, please contact:
Vera Gil, Senior Planner
Phone: (408) 777 -3251
E -mail: veraq- 0 cupertino.org
27 -6
EXECUTIVE SUMMARY
The Action Plan is an annual plan, which the: City of Cupertino, as lead agency, oversees
pursuant to the goals outlined in the Consolidated Plan. The Action Plan details the activities
Cupertino will undertake to address the housing; and community development needs and local
objectives using funds received during that program year from the Community Development
Block Grant (CDBG) plus anticipated Program Income. The Action Plan consists of HUD -
developed forms plus a supplemental narrative.
The largest portion of the CDBG resources continues to be used for housing and homeless
programs available on a citywide basis. Fair housing activities and administrative costs will not
exceed 20% of the annual allocation.
Evaluation of Past Performance
Over the course of fiscal year 2010/2011 the City of Cupertino anticipates providing financial
assistance to 4 affordable housing units through the use of CDBG funds. The funds will be used
to assist in the construction of four units by Habitat for Humanity of local CHDO. The portion
of CDBG funds that will be allocated to public; service subrecipients will be used to provide
approximately 800 persons with food, clothing and housing counseling, 90 days of shelter to 80
homeless and adult day care to 11 households.
Cupertino was successful in addressing a majority of the goals and objectives cited in the fiscal
year 2010/11 Annual Action Plan. Most of the: CDBG funds were used to carry out activities
that benefit low and moderate- income persons. Only CDBG administration funds and a portion
of ECHO's fair housing funds did not directly serve low and moderate- income persons. Some of
the funded activities include fair housing, senior services, food and clothing and emergency
housing. These activities continue to make a. positive impact on identified needs and are
providing services that might have gone unmet. As can be expected, community needs continue
to exceed the available resources.
INTRODUCTION
The Annual Action Plan is a one -year plan which describes the eligible programs, projects and
activities to be undertaken with funds expected during the program year (Fiscal Year 2010 -2011)
and their relationship to the priority housing, homeless and community development needs
outlined in the Consolidated Plan.
FEDERAL RESOURCES
The City of Cupertino's Annual Action Plan for the 2010 -11 Program Year is a comprehensive
approach to addressing the immediate community needs of people who are very low and low
income. The Action Plan is based on a Community Development Block Grant (CDBG)
entitlement of $418,295 that the City anticipates will be received from the federal Department of
Housing and Urban Development (HUD) and $10,300 in program income. Exhibit A describes
the agencies proposed to receive funding in the x:010 -11 fiscal year. Also detailed in the exhibit
are the goals and proposed funding amount for each of the agencies.
27 -7
Anticipated CDBG program income during the 2010 -11 Program Year is estimated to total
$10,300 derived from outstanding rehabilitation program loans. A portion of that program
income will be allocated to support Public Service activities and administration. The city of
Cupertino will allocate $64,285 to public service activities. Consistent with CDBG regulations,
this amount represents no more than 15% of the combined total of the City's projected 2010 -11
Program Year income and the 2010 -11 entitlement.
In 1999 HUD informed the Santa Clara County that the San Jose Metropolitan Statistical Area is
one of the high - income areas where the income limits were increased to the actual 80% of
median income, adjusted for household size. The City of Cupertino will continue to use the
actual 80% of median income limits for all of its CDBG programs in the 2010 Program Year.
Individual activities may use a lower income eligibility criterion.
OTHER RESOURCES
Housing Mitigation Program
The Office and Industrial Mitigation Program acknowledges housing needs created by the
development of office and industrial projects. A fee is applied to new square footage of office
and industrial development in the City. The fees collected are deposited in the City's Affordable
Housing Fund and are to be used for the provision of affordable housing.
The City's Residential Mitigation Program applies to all new residential development of one unit
or greater. Residential developers are required to designate at least 15% of the units in a
development as affordable. These units are identified as the "BMR" (Below Market Rate) units.
For developments of six or fewer units, the developer may pay a fee in -lieu of building the
affordable units. All affordable units developed under the BMR program must remain affordable
for 99 years from the date of first occupancy and, if for sale units are resold during that period, a
new 99 year time period is established.
The City administers the Affordable Housing Fund, which is currently supported with fees paid
through the Housing Mitigation Program. Potential options for use of the housing funds include:
a. Development of new affordable units.
b. Conversion of existing market rate units to affordable units.
C. Down payment assistance programs.
d. Second mortgage programs.
West Valley Community Services — West Valley Community Services (WVCS) is a non -profit
organization that assists in administering housing programs on behalf of the City of Cupertino.
WVCS administers the Rotating Shelter Program for homeless individuals and also manages a
transitional housing facility. Further, WVCS acts as the administrative agent on behalf of the
City in managing and monitoring the BMR program.
Housing Trust of Santa Clara County ( HTSCQ — The HTSCC is a public /private venture,
dedicated to increasing affordable housing in the Silicon Valley. The Trust makes available
funds for developers to borrow for the construction of the affordable units. Cupertino originally
contributed $250,000 to the fund and accessed the fund to assist in the development of Vista
27 -8
Village, a 24 -unit affordable apartment complex constructed by BRIDGE Housing and Cupertino
Community Services. Subsequently, the City conixibuted $25,000 in 2008 and 2009.
"Move In For Less" Program - In cooperation with the Tri- County Apartment Association, this
program recognizes the high cost of securing rental housing. The program is geared to classroom
teachers in public or private schools who meet income criteria. Apartment owners /managers who
agree to participate in the program require no more than 20% of the monthly rent as a security
deposit from qualified teachers. This reduced security deposit hopefully makes it more
financially feasible for a teacher to move into rental housing.
Mortgage Credit Certificate (MCC) Program -The MCC program provides assistance to first -
time homebuyers by allowing an eligible purchaser to take 20 %0 of their annual mortgage interest
payment as a tax credit against federal income tees. Santa Clara County administers the MCC
Program on behalf of the jurisdictions in the County, including Cupertino. The program does
establish maximum sales price limits on units assisted in this program and, due to the high
housing costs in Cupertino, there have been few households assisted in Cupertino in recent years.
Second Unit Program -- The City's Second Unit Ordinance allows an additional unit to be built
on any single- family residential parcel. The objective of this Ordinance is to encourage
additional units on already developed parcels, such as parcels with single - family dwellings.
Santa Clara County Affordable Housing Fund A]I
In July 2002, the Santa Clara County Board of Supervisors created an Office of Affordable
Housing and established a housing trust fund vi the amount of $18.6 million to be used for
affordable housing developments. The primary goal of the fund is to leverage funding with other
sources and create affordable housing in Santa Clara County.
Section 8
The Housing Authority of the County of Santa Clara (HACSC) provides rental subsidies and
develops affordable housing for low - income families, seniors and persons with disabilities living
in Santa Clara County, California, the heart of Silicon Valley. This past year, the Housing
Authority provided voucher assistance to 74 Cupertino households.
Density Bonus Ordinance -- The City's Density Bonus Ordinance allows a 25% increase in
density for developments greater than 5 units that provide a proportion of units for very low or
low- income households or housing for senior citizens. In addition to the density bonus, certain
concessions can also be provided to the development, which can include:
a. Reduction of Parking Requirements,
b. Reduction of Open Space Requirements,
C. Reduction of Setback Requirements,
d. Approval of Mixed Use Zoning,
e. Reduction of Park Dedication Fees,
f. Reduction of application or construction permit fees, or
g. Provision of tax- exempt or other fmancial assistance.
27 -9
CITIZEN PARTICIPATION
The Housing Services Division of the Community Development Department is the lead agency
for overseeing the development of the Consolidated Plan and Annual Action Plan.
This Annual Action Plan development process began with an advertised public hearing, held by
the Cupertino Housing Commission on March 11, 2010 to make funding recommendations to the
City Council. In addition, to the public notice, written notification of the hearing was made to
numerous non - profit service agencies and the city's CDBG Steering Committee for the purpose
of gaining greater input for determining the best use of anticipated federal fiends for addressing
community needs.
The City Council held two advertised public hearing on April 6, 2010 and April 20, 2010, to
determine the allocation of CDBG funds for the 2010 Program Year. The Annual Plan 30 day
public review period occurred March 19, 2010 through April 19, 2010. The City did not receive
any public comments.
CONSULTATION WITH OTHER JURISDICTIONS
As standard practice, CDBG entitlement jurisdictions from throughout Santa Clara County meet
at least quarterly to discuss issues of common interest. Meeting agendas cover such topics as
projects receiving multi jurisdictional funding, performance levels and costs for contracted
public services, proposed annual funding plans, HUD program administration requirements, and
other topics of mutual concern. These quarterly meetings provided the opportunity for the City to
consult with other jurisdictions on its proposed use of federal funds for the 2010 Program Year.
CONSOLIDATED PLAN (CON PLAN) PRIORITIES
The City of Cupertino participated in a pilot program to streamline the Consolidated Plan process
by allowing communities to substitute existing local plans for Consolidated Plan components.
As part of the streamlined Con Plan, the City of Cupertino adopted the priorities listed in Table
2A and 2B in 2006. These tables -are attached and incorporated by reference as Exhibit B of this
document.
The City is currently in the process of adopting a new Consolidated Plan with updated tables and
information. The new Consolidated Plan will be submitted to HUD by May 30, 2010.
GEOGRAPHIC DISTRIBUTION
A map outlining geographic areas considered to be of low and moderate - income concentration is
included as part to this submittal. In the map, three Census tracts indicate a higher percentage of
low /mod population than all other Cupertino Census tracts. It is from these three Census tracts
that the City of Cupertino recruits three representatives of the CDBG Steering Committee.
Funding support for the listed projects is based more on expressed need within the community
rather than upon geographical priority.
27 -10
ANTI- POVERTY STRATEGY
In a continuing effort to reduce poverty, the city of Cupertino will make it a priority to fund
agencies that provide direct assistance to the homeless and those in danger of becoming
homeless and make a commitment to improve the communication and service delivery
capabilities of agencies and organizations that provide programs to assist the homeless.
Depending on funding availability, Cupertino will continue to provide assistance to public
agencies and nonprofit organizations providing neighborhood housing services, supportive
services to the homeless, older adults with physical or mental impairment, the mentally ill,
victims of domestic violence, and households with abused children among others.
Coordinate with public agencies providing jot) training, life skills training, lead poisoning
prevention and remediation and other education programs that listed in the City's Consolidated
Plan strategies.
HOMELESS AND SPECIAL NEEDS
In previous years, the City of Cupertino appropriated $20,000 in CDBG funds for the Sobrato
Family Living Center Project and contributed to the Home Safe -Santa Clara providing
transitional housing for survivors of domestic violence who are considered at -risk for
homelessness. Most recently, in a 2008 mid -year reallocation, the City contributed $800,000 to
Maitri, a non - profit agency providing transition,-d housing to victims of domestic violence, for
the purchase of a four -plex in Cupertino.
In addition to these capital project subsidies, the I -ity will fund public service activities related to
homelessness. During the 2010 program year, the city will provide $19,014 to the Rotating
Shelter Program to provide emergency shelter to Cupertino homeless men. The City of
Cupertino will also continue to coordinate services to the homeless through such inter - agency
efforts as the Collaborative, Help House the Homeless, and the. Community Technology Alliance
and support the regional Continuum of Care.
Cupertino also participated in the countywide homeless count that took place in early 2009
which reported 18 unsheltered homeless. This is an update of the surveys that took place in
2005, and 2007.
In addressing senior services, the City will continue advocacy for the increased dissemination of
accurate information and counseling for seniors and other persons regarding housing options
available. This will be accomplished through a cooperative effort with the Cupertino Senior
Center, Cupertino Community Services and the Cupertino Public Library.
LEAD -BASED PAINT
Lead -based paint awareness and abatement will be fully integrated by the City of Cupertino into
its assisted housing programs. Each tenant, landlord and property owner will be informed of the
dangers, symptoms, testing, treatment and prevention of lead -based paint poisoning. Lead -based
paint hazard stabilization or abatement will be provided in each and every rehabilitation project.
27 -11
Furthermore, adherence to Federal guidelines for reduction activities with lead -based paint is
provided for in every federally funded rehabilitation loan.
PUBLIC HOUSING
The City will continue to encourage the local Public Housing Authority to develop affordable
units in the city of Cupertino.
LEVERAGING OF FUNDS
To the greatest extent possible, when feasible, the City of Cupertino will leverage public and
private resources to achieve the goals of the Consolidated Plan. Cupertino will continue to
request that affordable housing developers to seek private financing and grants and to fully
utilize other state and federal funding sources, such as the State of California Multifamily
Housing and the Low Income Housing Tax Credit programs.
FAIR HOUSING
Cupertino continues to support both the purpose and goal of fair housing and works to achieve
fair housing in administering federal, State and local programs. The City also supports the
development of affordable housing stock that is an important part of a fair housing initiative,
given the high cost of local housing.
In conjunction with other jurisdictions in Santa Clara County, the City commissioned a
comprehensive survey to identify unmet needs and unidentified barriers, to assess the delivery of
fair housing services, and to recommend action steps to meet the County's fair housing needs.
The study was completed in 2003 and the city will be working with the other Santa Clara County
to review program changes as a result of the study. The City prepared an Analysis of
Impediments to Fair Housing Choice (AI) in 2004.
The proposed actions to be undertaken by the City in the 2010 Program Year consist of the
following:
• The City will continue to require developers to provide relocation assistance when
residents will be displaced.
• The City will continue to provide a housing program that allows for modification of
existing housing facilitating the needs of persons with disabilities.
• The City will continue to support non- profit organizations whose purpose is to aid in the
furthering of fair housing in the community. Methods of support could include
notification of fair housing rights and responsibilities distributed in brochures located in
public buildings, public service announcements on the local access channel or similar
methods.
The City will continue to allow for the construction of higher occupancy housing
complexes on a case -by -case basis when possible, for all economic segments of the
community.
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PROGRAM MONITORING
Performance monitoring for compliance to federal program requirements is scheduled at least
once annually for projects that are under service contract. Monitoring of federally funded
activities is undertaken for projects that are either under an annual or longer -term performance
period. In addition, the City undertakes an annual Single Audit according to the requirements of
the federal Office of Management and Budget. A:3 standard practice, notification is made to HUD
on the availability of the City's annual audit.
URGENT OR COMMUNITY NEED
In the event of a local, state or federal disaster declaration for areas within the boundaries of the
City of Cupertino, the City will reserve the right to use CDBG funds to abate immediate and
necessary hazards. The funds may be used for staff efforts, grants or loans to affected parties, as
approved by the City Council and allowed under the federal regulations.
AMENDMENTS TO PLAN
Prior to the submission of any substantial amendment in the proposed use of funds, citizens will
be provided reasonable notice of, and the opportunity to comment on, any proposed Action Plan
amendments.
RELATIONSHIP OF THE ANNUAL PLAN TO THE CONSOLIDATED PLAN
GOAL A AN ADEQUATE SUPPLY OF RESIDEN TIAL UNITS FOR ALL ECONOMIC SEGMENTS
Objective: Suitable Living Environment
Outcome: Sustainability
Outcome Statement: Provide opportunities for suitable living environments with
improved /new sustainability
Indicators: 1. New housing emits available to various income groups
2. Overall increase in housing stock
3. Reduction in households paying too much for housing
4. Number of parcels with changed land use designations
5. Number of second units created
Proposed 2008 Activity: Below Market Rate Program
2010 Goal: Create 15 Housing Units
GOAL B HOUSING THAT IS AFFORDABLE FOR A DIVERSITY OF CUPERTINO HOUSEHOLDS
Objective: Decent Housing
Outcome: Affordability
Outcome Statement: Provide opportunities for decent housing with improved/new
affordability
Indicators: 1. Maximize housing mitigation fees
2. Increase households participating in BMR programs
3. Increase number of affordable units
4. Improve jobs/housing balance
5. Improve housing stock
27 -13
Proposed 2010 Activity: Below Market Rate Housing Program
2010 Goal: Screen and Place 15 Households
GOAL C ENHANCED RESIDENTIAL NEIGHBORHOODS
Objective: Decent Housing
Outcome: Availability /Accessibility
Outcome Statement: Create decent housing with improved/new availability
Indicators: 1. Number of households assisted with rehab
2. Number of disabled households with improved accessibility
3. Number of units that have been weatherized
4. Number of new acquisition/rehab units
5. Number of at -risk units preserved
Proposed 2010 Activity: Rebuilding Together Silicon Valley
2010 Goal: Assist 3 -5 households
GOAL D SERVICES FOR SPECIAL NEEDS HOUSEHOLDS
Objective:
Suitable Living Environment
Outcome:
Availability /Accessibility
Outcome Statement:
Provide a suitable living environment with improved/new availability
Indicators:
1. Number of persons assisted with homeless services
2. Number of persons provided with senior housing services
3. Number of shared housing situations arranged
6. Number of community clean -up campaigns completed
Proposed 2010 Goals:
Rotating Shelter
Indicators:
Provide shelter to 80 individuals
GOAL E EQUAL ACCESS TO HOUSING OPPORTUNITIES
Objective: Suitable Living Environment
Outcome: Availability /Accessibility
Outcome Statement: Provide a suitable living environment with improved/new availability
Indicators: 1. Number of outreach activities
2. Number of households with resolved fair housing disputes
Proposed 2010 Goals Eden Council for Hope and Opportunity — Fair Housing Services
Indicators: Resolve 5 Fair Housing cases.
27 -14
Exhibit B
TABLE2A
Priority Needs Summary Table
27 -1s
Exhibit B
TABLE 2B
Community Development Needs
PUBLIC FACILITY NEEDS (projects)
Level
Address
Priorit Need
Annual Goals
Sources)
Senior Centers
L
Handicapped Centers
L
Homeless Facilities
M
26
$6,500,000
$29,00
Youth Centers
L
Child Care Centers
M
37
$9,250,000
Health Facilities
L
Neighborhood Facilities
L
Parks and /or Recreation Facilities
M
$1,325,000
$2,177,00
Parking Facilities
L
Non - Residential Historic Preservation
L
Other Public Facility Needs
L
INFRASTRUCTURE (projects
Water /Sewer Improvements
L
Street Improvements
M
$3,750,000
$750,000
Sidewalks
M
30,000 LF
$375,000
$500,000
Solid Waste Disposal Improvements
L
Flood Drain Improvements
M
$1,275,000
$975,0
Pedestrian/Bicycle Facilities
M
$7,906,000
$7,906,000
Traffic Facilities
M
$735,000
$735,000
PUBLIC SERVICE NEEDS (people)
Senior Services
H
350
$595,000
$21,867
Disabled Services
L
Youth Services
L
32
$40,677
$10,000
Child Care Services
M
37
$55,500
Transportation Services
M
$10,80
Substance Abuse Services
L
Employment Training
H
59
$147,500
$10,00
Health Services
L
Lead Hazard Screening
L
Crime Awareness
L
Domestic Violence Support
H
26
$11,700
$4,60
Food, Clothing and Other Basic Needs
M
1,910
$47,750
$25,00
ECONOMIC DEVELOPMENT
ED Assistance to For- Profits(businesses )
M
ED Technical Assistance(businesses)
M
Micro-Enterprise Assistance(businesses)
L
Rehab; Publicly- or Privately -Owned
Commercial/Industrial ( roiects
L
C/I* Infrastructure Development (projects) )
L
Other C/I* Improvements(projects)
L
PLANNING
Plannin
M
$750,000
$50,00
TOTAL ESTIMA TED DOLLARS NEEDED:
$32,764,127
$13,204,26
See narrative
27 -17
EXHIBIT A
SUMMARY OF CDBG AND AFFORDABLE
HOUSING FUND APPLICATIONS
PUBLIC SERVICE GRANTS:
A. Catholic Charities of Santa Clara County
Long Term Care Ombudsman Program
2010 -11 Request: $5,000
Annual Goal: Provide advocacy for 250 unduplicated Cupertino
residents and investigate and resolve 20 complaints.
Project Description: Provide advocacy for Cupertino residents in long term
care facilities to ensure they have a voice in their own
care and treatment. The program will receive,
investigate and resolve any complaints associated with
the care of the long term care facility residents.
Recommendation: $3,187 from Human Service Grants program.
The program meets a high priority according to Table 2B of the Cupertino
Consolidated Plan. This program was previously funded at the same level
through the Human Services Grants program of the Cupertino General Fund.
B. Community Technology Alliance
Homeless Management Information System Santa Clara County
2010 -11 Request: $2,500
Annual Goal: Provide assistance to 50 Cupertino residents. Services
include client case management and data collection.
Project Description: Create a web -based system collecting information on
homeless services and collecting uniform data
countywide on the homeless served by each service
provider.
Recommendation: $2,000 from Human Service Grants program.
The program does not meet a high priority according to Table 2B of the
Cupertino Consolidated Plan since it is indirectly serving the homeless
population. However, the CDBG Steering Committee feels that this is a worthy
cause.
27 -18
EXHIBIT A
C. Live Oak Adult Day Services
Adult Day Care for Seniors
2010 -11 Request: $15,098
Annual Goal: Provide ""scholarships" to 11 Cupertino low- income
seniors enabl=ing them to receive adult day care at the
facility.
Project Description: Cupertino Senior Day Services provides services for
seniors at risk of being institutionalized. Seniors can be
dropped off at the Cupertino facility to receive care and
participate in recreational activities while family
members are working.
Recommendation: $14,379 from Human Service Grants Allocation
As the Cupertino population ages, more seniors are in need of this valuable
service. Cupertino does not have a large inventory of senior assisted living units,
programs such as Cupertino Senior Day Services provides families with an
alternative to moving parents and older family members into an assisted living
setting.
D. Maitri
Domestic Abuse Services
2010 -11 Request: $30,000
Annual Goal: Maitri will provide 400 Case Management Services to 14
Cupertino residents staying at Maitri's Cupertino
Transitional Housing Project
Project Description: Maitri's Transitional Housing provides transitional
housing and related supportive services to low income
victims of domestic violence who are at high risk of
becoming ho=meless and /or suffering further abuse to
themselves and their children. The main objectives of
Maitri's Transitional Housing program are to foster self
sufficiency; :help residents obtain safe, permanent
housing; and assist low income domestic violence victims
live a healthy, productive life for themselves and their
children by breaking the cycle of domestic violence abuse
and learning c=ritical life skills.
27-19
EXHIBIT A
Recommendation: $3,430 from Human Service Grants
Domestic violence services represent a high need in the Cupertino Consolidated
Plan.
E. Outreach and Escort
Special Needs Transportation
2010 -11 Request: $7,115
Annual Goal: Provide 6,215 discounted trips to 140 eligible Cupertino
residents.
Project Description: Provides frail seniors and disabled adults with door -to-
door transportation to medical appointments, shopping,
adult daycare, senior nutrition programs, etc. Requested
funds will be used to subsidize $1.00 of the $3.50 rider's
fare charged to Cupertino residents under the
ADA /Paratransit Program.
Recommendation: $7,115 from Human Service Grants program.
This agency provides a valuable service to seniors and should be funded from
the Human Service Grants at the same level as last year.
F. Santa Clara Family Health Foundation
Healthy Kids Program
2010 -11 Request: $5,160
Annual Goal: Provide health coverage to five Cupertino children per
year.
Project Description. Healthy Kids enables low- income children in Santa Clara
County to receive health services they need for healthy
development. Funded entirely through local public and
private sources, the program provides comprehensive
health coverage for a population generally underserved.
Recommendation: $3,987 from Human Service Grants program.
The program provides a valuable service to Cupertino low and very -low income
children.
27-20
1WX III
:
G. Senior Adults Legal Assistance
Legal Aide to Seniors
2010 -11 Request: $9,717
Annual Goal: Serve 40 Cupertino seniors.
Project Description: Senior Adults Legal Assistance (SALA) provides free
legal services to low and very low- income seniors at the
Cupertino Senior Center. Legal services provided are in
the area of consumer complaints, housing, elder abuse,
and simple wills.
Recommendation: $9,717 from CDBG
Several years ago, the city council directed staff to work with SALA to increase
their services and funding level. The Cupertino Senior Center has stated that the
increased grant has helped tremendously during the past few years and would
like to encourage the city to continue funding the agency at the current funding
level.
H. The Support Network for Battered Women
Domestic Violence Services for Cupertino Families
2010 -11 Request: $5,000
Annual Goal: Serve a total of 18 unduplicated Cupertino residents.
Project Description: The Support Network operates Santa Clara County's
only 24 -hour, crisis line for victims of domestic violence.
The shelter provides support services including
emergency housing to battered women.
Recommendation: $4,202 from Human Service Grants
The Support Network for Battered Women provides a valuable resource to
Cupertino residents as well as law enforcement officers in the city and is
considered a high priority need in the Consolidated Plan.
I. United Way Silicon Valley
2 -1 -1 Santa Clara County
2010 -11 Request: $4,000
Annual Goal: Provide all Cupertino residents with access to health and
human service referrals at no charge.
Project Description: 2 -1 -1 Santa Clara County is a 24/7 non - emergency,
confidential, 3 digit phone number, authorized by the
California Public Utilities Commission for use within the
27 -21
EXHIBIT A
County of Santa Clara. The program provides
streamlined access to health and human service
information and referrals at no fee to the caller.
Recommendation: $2,000 from Human Service Grant funds.
This agency was funded last year from the Human Service Grant funds.
J. West Valley Community Services
Comprehensive Assistance Program
2010 -11 Request: $38,695
Annual Goal: Provide support services to 623 unduplicated Cupertino
households.
Project Description: West Valley Community Services has provided support
services to the West Valley's low and very -low income
households since 1973. Support services include a food
pantry, clothing closet and rental assistance.
Recommendation: $33,655 from the Human Service Grants Program.
The agency provides necessary services to Cupertino residents. This activity is a
medium priority need in the Cupertino Consolidated Plan.
K. West Valley Community Services
Rotating Shelter Program
2010 -11 Request: $24,050
Annual Goal: Provide a maximum of 90 days shelter to 60 homeless
persons per year in churches located in Cupertino,
Saratoga and Sunnyvale. The program also provides
counseling and other support services to help stabilize
the guest's long term housing situation.
Project Description: A total of 11 churches and one synagogue in Cupertino,
Sunnyvale, Saratoga and Santa Clara participate in the
program, 11 of which are "host" churches. Each of the
"host" churches provides shelter for a 30 -day period.
These "host" churches have the responsibility of
providing the guest with meals; YMCA passes for
showers, etc. WVCS provides additional support to the
shelter guests, including job counseling and assistance in
finding transitional and permanent housing.
27-22
EXHIBIT A
Recommendation: $20,913 from CDBG 2010 -11 Allocation
West Valley Community Services has been very successful in administering this
program and it remains one of the most successful rotating shelter programs in
the county. WVCS has applied to the cities of San Jose and Sunnyvale and has
been successful at receiving County Emergency Shelter Grant funding. Staff
recommends the City continue its commitment to the Rotating Shelter Program.
CONSTRUCTION/REHABILITATION:
L. Habitat for Humanity
Cleo Avenue
2010 -11 Reallocation: $225,000
Annual Goal: Construct four new single family homes through sweat
equity.
Project Description: Construct four new single family homes through sweat
equity.
Recommendation: $225,000 from 2010 -11 CDBG Allocation.
Funding was approved by the City Council in 2007. Since the agency was not
ready to begin construction in 2008, the CDBG funds were used for Maitri's
transitional housing purchase with the guarantee that the funds would be
reallocated in a future year through the General Fund or CDBG.
M. Rebuilding Together Silicon Valley
Rebuilding Housing Repair and Home Modifications
2010 -11 Request: 1 $40,000
Annual Goal: Repair homes for three Cupertino households.
Project Description: Rebuilding Together Silicon Valley will repair and
rehabilitate and improve the accessibility and mobility of
homes for low and very -low income households.
Recommendation: $52,439 from 2,010 -11 CDBG Allocation.
We are allocating additional funding to this agency to complete additional minor
rehabilitation and energy efficiency upgrades to low and very-low income
Cupertino homeowners. Energy efficiency has become a high HUD priority.
27-23
EXHIBIT A
ADMINISTRATION/FAIR HOUSING:
O. Eden Council for Hope and Opportunity (ECHO)
Fair Housing Services
2010 -11 Request: $9,850
Annual Goal: Fair housing education to the housing industry,
investigating allegations of discrimination (10 cases a
year).
Project Description: Provide fair housing assistance to the city of Cupertino,
including conducting presentations, counseling housing
providers, and investigating allegations of
discrimination.
Recommendation: $7,836 from 2010 -11 CDBG Administration.
The program will provide a valuable service to the City of Cupertino. ECHO has
been providing Cupertino's fair housing services for many years. Staff likes the
consistency of having ECHO continue the program. Staff would the agency be
required to meet with local apartment managers annually to review fair housing
law and provide informational meeting for tenants on fair housing.
AFFORDABLE HOUSING FUND:
P. West Valley Community Services, Cupertino
Affordable Housing Placement Program
2010 -11 Request: $96,250
Annual Goal: Provide placement and necessary support services to 75
households (250 individuals). Continue current services.
Project Description: West Valley Community Services has been responsible
for the monitoring, screening and placement services for
ten senior units located at Chateau Cupertino as well as
below market rate rental units. They maintain a waiting
list for qualified applicants and provide services to those
placed in the affordable units.
Recommendation: $75,000 (Affordable Housing Fund)
The agency has successfully performed the necessary task of screening and
placement for the below market rate program. The agency also monitors the
BMR program annually. An extra $10,000 has been allocated to offset the cost of
ordering lot book reports for each ownership BMR unit.
27-24
Summary of Funding Allocations
Public Service Agencies
Attachment B
Catholic Charities - Long Term Care Ombudsman
$
5,000.00
225,000.00
$
3,187.00
$
3,187.00
Community Technology Alliance
$
2,500.00
278,591.00
$
2,000.00
$
2,000.00
Live Oak Adult Day Services – Senior Adult Day Care
$
15,098.00
$
14,379.00
$
14,379.00
Maitri - Domestic Abuse Services
$
30,000.00
$
3,430.00
$
3,430.00
Outreach and Escort – Special Needs Transportation
$
7,115.00
$
7,115.00
$
7,115.00
Santa Clara Family Health Foundation - Healthy Kids Program
$
5,160.00
$
3,987.00
$
3,987.00
Senior Adults Legal Assistance – Legal Assistance
$
9,717.00
$ 9,717.00
$
9,717.00
Support Network for Battered Women Domestic Violence
$
5,000.00
$
4,202.00
$
4,202.00
United Way 2 -1 -1 Santa Clara Co. Information and Referral
$
4,000.00
$
2,000.00
$
2,000.00
WVCS – Comprehensive Assistance Program
$
38,695.00
$ 33,655.00
$
33,655.00
WVCS- Affordable Placement Program
$
96,250.00
$
75,000.00
$
75,000.00
WVCS- Rotating Shelter Program
$
24,05
$ 20,913.00
$
20,913.00
Subtotal
__
$
242,585.00
$ 64,285.00 $
75,000.00 $
40,300.00
$
179,585.00
Construction /Acquisition/Rehab
Cleo Habitat for Humanity Reallocation 1
- $ 225,000.00
$
225,000.00
Rebuilding Together Silicon Valley -Home repairs & Mod.
$ 45,000.00 $ 53,591.00
$
53,591.00
Subtotal
$ 45,000.00 $ 278,591.00 $
- $ - $
278,591.00
Program Administration
Administration $ 77,100.00 $ 77,100.00
Eden Council for Hope and Opportunity $ 9,850.00 $ 8,619.00 _$_ 8,619.00
Subtotal _ $ 9,850.00 $ 85,719.00 $ - $ — - $ 85,719.00
Estimated 2010/11 allocation with 7% increase $ 418,295.00
N Estimated 2010/11 program income $ 10,300.00
N $ 428,595.00
Reallocation from BMR funds to CDBG. Project was approved for funding in 2007.
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 2010/2011
STANDARDIZED APPLICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: Catholic Charities of Santa Clara County
Street Address: 2625 Zanker Road, Suite 200
City: San Jose State: CA Zip: 95134
Executive Director: Margaret Williams, Chief Administrative and Financial Officer
Phone No: 408 - 325 -5110 Fax No: (408) 944 -275 E- Mail: mwilliams @catholiccharitiesscc.org
Is this a faith -based organization: Yes
2. PROJECT NAME: Long Term Care Ombudsman
Project 2625 Zanker Road, Suite 200 - San Jose, CA 95134 -2107
Address/Location:
Contact Person: Marlene Siebert Title: Program Assistant
Phone No: (408) 325 -5260 Fax No: (408) 9440776 E -Mail: MARLENES @catholiccharitiesscc.org
Brief Project Description:
The mission of the Long Term Care Ombudsman Program is to seek resolution of problems and advocate for the
rights of residents in long term care facilities with the goal of enhancing the quality of life for residents in these
facilities. The LTC Ombudsman Program promotes the interest, well being and rights of long term care facility
residents. LTC Ombudsmen protect and help improve the quality of care and life for the frailest of our senior and
disabled population
Services Provided:
Senior services
Comments:
Clients of the LTC Ombudsman Program are all senior and/or disabled residents in long -term care facilities. Our
clients are individuals with physical and /or mental illnesses and chronic conditions that do not allow them to live
independently. Assumed low /mod per Government 570.208(2)(A). SSI / Medi -Cal eligibility means test meets CDBG
guidelines. According to the California Healthcare Foundation, Medi -Cal pays for 64% percent of nursing home days
in CA.
3. FUNDS REQUESTED: $5,000
Funds Allocated from Cupertino for FY 09/10: $3,187
Number of proposed unduplicated Cupertino beneficiaries: 250
Number of proposed unduplicated Cupertino beneficiaries at or
0 -30% (Extremely low): 158 31 -50% (Very low): 13
TOTAL PROJECT COSTS: $298,313
Cost Per Service Unit or Per Client:$20
Funds Received in FY 08/09: $3,187
below current countywide median income:
51 -80% (low): 65
4. PROJECT DESCRIPTION AND NUMBER OF UNDUPLICATED CLIENTS SERVED:
Provide a brief description of the specific project being proposed. This description should clearly state what the
project intends to provide or accomplish and the specific activities for which funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the specific type and
number of total unduplicated project beneficiaries (e.g. 50 lower income families, 25 homeless persons, 100 lower
income households, etc.).
The Long Term Care Ombudsman Program was developed in response to widely reported concerns that our most
27-26
frail and vulnerable citizens, those living in long term care facilities, were subject to abuse, neglect, and substandard
care. The majority of nursing home residents are in long term care facilities because they have physical and /or
mental illnesses and chronic conditions. The goal of Ombudsman unannounced regular visits is the improvement of
the quality of care and life in the long term care facility. Residents must rely on the staff to help them meet their
physical needs. Quality of care needs are services and activities to attain or maintain the highest practicable
physical, mental, and psychosocial well -being of each resident. Quality of life requires a facility to care for its
residents in such a manner and in an environment that will promote maintenance or enhancement of the life of each
resident. An Ombudsman sees that these quality of care and life needs are being met.
Long Term Care Ombudsmen are advocates for the more than 400 residents living in Cupertino long term care
facilities. Ombudsman work to resolve problems of an individual resident and to bring about changes at the local,
state and national level to improve care. Ombudsmen regularly visit long term care facilities, monitor conditions and
care, and provide a voice for those unable to speak for themselves. The Program will demonstrate and maintain a
regular, ongoing visibility to these residents through the presence of trained and certified Ombudsmen. As
independent advocates, certified Ombudsmen will provide community contact through unannounced regular visitation
to long term care facilities. Ombudsmen regularly visit every Cupertino long term care facility to be accessible to
residents and observe actual or potential problems first hand. Ombudsmen will identify, receive, investigate, and
resolve complaints, including violations of personal rights and allegations of elder abuse for primarily elderly and /or
disabled residents in Cupertino's licensed long term care facilities.
The Program will accomplish our goals by conducting a minimum of 56 unannounced site visits to licensed Cupertino
long term care facilities during which we will make contact with a minimum of 250 unduplicated residents. A minimum
of 20 complaints will be identified, received, investigated and resolved as a result of the regular presence of a long
term care Ombudsman. The Ombudsman Program will partner with residents, their families, long term care facilities,
community organizations and other interested parties to improve the lives of long term care residents.
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
Goal: The mission of the Long Term Care Ombudsman Program is to seek resolution of problems and advocate for
the rights of residents in long term care facilities with the goal of enhancing the quality of life and care for residents in
these facilities. The Ombudsman Program promotes the interest, well being and rights of Cupertino's long term care
facility residents. Ombudsmen help residents and their families and friends understand and exercise the rights they
are guaranteed by law, both at the federal and state level.
Priority Needs: Seniors - The target population of the program is the Frail elderly a group who are generally
low- income seniors and /or disabled individuals who are considered a special needs group. When we surveyed
facilities during the first quarter of this fiscal year (09 -010) over 67% of the residents in Cupertino licensed long term
care facilities were reported to be 80 years old. These individuals often face special challenges due to their physical
and /or mental health issues. All our clients are residents in licensed long term care facilities. Certified LTC
Ombudsmen provide services with respect for human dignity and the individuality of the resident unrestricted by
considerations of age, social or economic status, personal characteristic or lifestyle to residents of licensed long
term care facilities.
Objective Outcome
1. Ombudsman Presence
Ombudsman visitation will promote the interest, well being and rights of Cupertino long term care facility residents.
Ombudsmen will regularly visit every long term care facility to be accessible to residents and observe the
environment and monitor conditions and work to improve the delivery of long term care services.
The Program will demonstrate and maintain an ongoing visibility through trained, certified Ombudsmen. Regular
contact through unannounced visitation with unduplicated residents will build trust, visibility and clarity of purpose,
malting residents more likely to express concerns that might not otherwise surface.
1.a. Conduct a minimum of 56 unannounced site visits
1.b. Personal contact with a minimum of
250 residents in Cupertino long term
care facilities.
2. Complaint Investigation
27-27
The primary purpose of the Long Term Care Ombudsman Program is to receive, identify, investigate and impartially
resolve complaints made by, or on behalf of residents of long term care facilities. Anyone may initiate a complaint on
behalf of the resident.
The Long Term Care Ombudsman Program provides residents with a method by which their complaints can be
heard and resolved` Issues regarding residents' rights, unmet needs and complaints are handled and resolved
effectively while maintaining resident and complainant confidentiality.
2. Investigate a minimum of 20 complaints.
6. PROJECT MANAGEMENT
Briefly describe how the project will be managed and administered, including proposed staff time and staff functions.
The Program Director oversees daily operations, including the monitoring of facility coverage and complaint
investigation by paid and volunteer certified Ombudsmen. Ombudsmen pursue improvement in the quality of care and
quality of life for residents. All our clients are residents in licensed long term care facilities. The Program sees clients
at their places of residence, i.e. Cupertino's licensed long term care facilities. To be a resident advocate,
Ombudsmen must be present at the facilities and have personal contact with the residents. An ongoing,
unannounced presence is essential to the role of the Ombudsman. This presence through regular visitation and
outreach enables clients to be aware of our services.
We will analyze our records and measure the strength of our presence at facilities and availability to residents and
other concerned parties. On a monthly basis Ombudsmen are required to submit a Monthly Activity Summary Report
documenting number of facility visits, number of unduplicated resident contacts, and hours. Ombudsmen also submit
Case /Complaint Investigation Forms for each complaint opened, investigated, and the disposition/resolution
identified. This documentation is reviewed and analyzed in relationship to measurable objectives. The Program
Director will review objectives and activity plan on a quarterly basis in order to assign staff and resources to
maximize the potential of the Program to individual residents. The Program will also use Case /Compliant information
to identify patterns of poor practice over time and provide training to long term care facility staff on resident issues.
The Program is monitored by 11 other cities, the Council on Aging (Area Agency on Aging), the Office of the State
Long Term Care Ombudsman and Catholic Charities.
Catholic Charities established an internal compliance review process that ensures that programs comply with all
contract requirements. The internal compliance process established that marry of our programs significantly exceed
their goals. The internal compliance review process is one key component of our on -going Quality Assurance
process. Our quality assurance evaluation considers how accessible we are to clients, determines how efficiently
and efficaciously we serve our clients, and measures client satisfaction. We continue to determine the
resident/complainants satisfaction with the finding of our investigation and the resolution by personal interview, phone
and mail surveys. These measurement tools will determine how well we are meeting our goals and whether we are
effective in our advocacy.
Catholic Charities has administered the Long Term Care Ombudsman Program in Santa Clara County since 1981. At
the present time the experience of the Ombudsman assigned to this Cupertino activity ranges from 15 years to 3
years. Staff have backgrounds in health care management, long term care, public health, social work and family
therapy. Field Ombudsmen receive, identify, investigate, and seek resolution of complaints made by or on behalf of
residents in long term care facilities. The positions focus is advocacy for the institutionalized. The Program
Assistants primary purpose is to provide comprehensive administrative support services to the Program Director,
staff and volunteers, and to conduct detailed telephone intake of complaints and reports of elder /dependent adult
abuse. The Volunteer Coordinator recruits, trains, and administers the volunteer component of the Program.
7. AGENCY DESCRIPTION AND PREVIOUS CDBG, HOME OR ESG ACCOMPLISHMENTS:
Please give a brief general description of your agency and the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
Catholic Charities serves and advocates for families and individuals in need, especially those living in poverty.
Rooted in gospel values, we work to create a more just and compassionate community in which people of all
cultures and beliefs can participate_ Catholic Charities clientele include frail elderly, youth -at -risk, single parent and
kinship care families, individuals with disabilities and mental illness, and those newly settled in this county. Catholic
Charities has been serving Santa Clara County for more than 50 years.
Catholic Charities offers a wide variety of Programs to help families and individuals. The Long Term Care
Ombudsman Program, within the Older Adult Services division, serves individuals who due to frailty or chronic illness,
27-28
and the need for twenty four hour care and supervision, are unable to live or be cared for in their own homes and
reside in licensed long term care facilities.
Federal and State laws mandate that Ombudsmen are available to elderly residents of long -term care facilities in
order to ensure care provided meets minimum standards required. The Long Term Care Ombudsman Program at
Catholic Charities holds the contract to deliver these services in Santa Clara County.
Contract Goals for 08 -09 Fiscal Year and Actual Services Provided
A minimum of 200 unduplicated resident contacts - 383 unduplicated resident contacts accomplished
A minimum of 36 site visits to Cupertino long term care facilities - 62 _site visits accomplished
A minimum of 12 complaint investigations - 14 complaint investigations accomplished
Contract Goals for current Fiscal Year 09-10 and Actual E;ervices Provided during first half of year (711 - 12/31/2009)
A minimum of 200 unduplicated resident contacts - 293 unduplicated residents contacts accomplished
A minimum of 36 site visits to Cupertino long term care facilities - 57 site visits accomplished
A minnmum of 12 complaint investigations - 15 complaint investigations accomplished.
Catholic Charities of Santa Clara County has administered the LTC Ombudsman Program in Santa Clara County
since 1981. At the present time, the experience of the LTC; Ombudsmen assigned to this activity range from 15 to 3
years. The program is established, staffed and ready to provide services on July 1, 2010.
8. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
The Agency annual audit for fiscal year 08/09 was completed on October 8, 2009 by Berger /Lewis Accountancy
Corporation, 99 Almaden Blvd., Suite 600, San Jose, CA 95113_ The Agency audit and annual report are posted on
the Catholic Charities website at Cat holiccharitiesscc.org ibr public review. A copy of the audit and management
letter will be sent as an upload with application.
27-29
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
FOR THIS PROJECT:
SOURCE
ESTIMATED
AMOUNT
STATUS
C ity of Cupertino
$5,000
plication Pendi
City of Cam bel
$5,80CI
Application Pendi
City of Gilro
$5,00110-11
2nd year of 2 year grant
City of Los Altos
$3,74
10 -11 2nd year of 2 year grant
City of Log Gatos
$7,37
10 -11 2nd year of 2 year rant
City of Milpitas
$5,00
Application pendin
City of Morgan Hill
$5,00
Application pendin
City of Mountain View
$8,00110-11
2nd year of 2 year 2rant
City of Palo Alto
$5,00110-11
2nd year of 2 year grant
City of San Jose
$41,001
Application pendi
City of Santa Clara
$8,401
2nd year renewal of current grant
City of Saratoga
$5,001
Application Pendi
City of Sun vale
$12,62
10 -11 2nd year of 2 year grant
Older American Act - Federal
$99,417
Anticipated Renewal
Governors I nitative
$61,16E
Anticipated Renewal
St. Andrews Episcopal Chuch
arato a
$5,00
Application Pending
Catholic Charities Community
ontribution
$15,79
Anticapted Renewal
Estimated Total Project Cost:
$298,31
10. PROJECT WORK PLAN.:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Persons
Specific Activities
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
Clients For Each Quarter
1st I
2nd
I 3rd
I 4th
ITotal
Possible)
QuantifVy When Possible
1st I 2nd
OMBUDSMAN PRESENCE
Personal contact with a minimum of 250
residents in Cupertino long term care facilities
100 5 5d 5 25
Distrubute brochures
OMBUDSMAN PRESENCE
Conduct 56 site visits to Cupertino long term
re facilities
14
1 14 1 1
56
COMPLAINT INVESTIGATION
Investigate a minimum of 20 complaints and
advocate for impartial resolution.
5 F 5F
2
Total Beneficiaries:
32
CHART B Use this table to list general activities lie, brochures distributed, seminars offered,
advertisements run).
27-30
Benchmarks For Each
Products or Milestones to be accomplished
Quarter
Specific Activities
(Use Specific Numerical Data When
Possible)
QuantifVy When Possible
1st I 2nd
I 3rd I 4th Total
Distrubute brochures
Outreach during facility site visits
2 25
25 2 10
27-30
BUDGET
For Amount Requested
FY 2009/2010
Category
Budget For
Year
SALARIES:
P ersonnel
$3,76
B enefits
$1,26
OFFICE EXPENSE:
Rent
$
T elephone/Fax
$
Printing
$
T ravel
$
Utilities
O ffice Supplies
$
Postage
$
Equipment Maintenance/Repair
PROJECT EXPENSES:
ounting Services
diting Fees
$
Insurance
$
avis Bacon Compliance
ROJECT CONSTRUCTION:
ppraisal
n ineering Services
A rchitectural/Design
A cquisition
ADDITIONAL EXPENSES (Qty) 0
TOTAL:
$5 00
Files to be Uploaded
2 Click here if you will upload your Annual
Audit or 990.
0 Click here if you will upload your
Insurance Endorsement.
o Other document to upload: Management
Letter
o Other document to upload:
o Other document to upload:
Currently Attached Files
If these documents are not uploaded, then they must be mailed to the Vera Gil City of Cupertino
Program Manager Signature
Date Signed
City Approval Signature
Date Signed
Wanda Hale
02/23/2010
Vera Gil
03/16/2010
27 -31
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 2010/2011
STANDARDIZED APPLICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: Community Technology Alliance
Street Address: 115 East Gish Road #222
City: San Jose State: CA Zip: 95112
Executive Director: Jennifer Hoey
Phone No: 408 437 -8800 Fax No: 408 437 -9169 E -Mail: jen @CTAgroup.org
Is this a faith -based organization:
2. PROJECT NAME: HMIS
Project 115 East Gish Road #222 - San Jose CA 95112
Address /Location:
Contact Person: Jeri Hoey Title:
Phone No: (408) 437 -8800 Fax No: 408 437 -9169 E -Mail: jen@ctagroup.org
Brief Project Description:
Countywide, collaborative homeless client case management and data collection tool shared by all homeless service,
shelter and permanent supportive housing providers -- including those located in Cupertino and programs available to
unhoused clients with a last permanent address in Cupertino -- that enables holistic service delivery and collects
uniform data. Without a vibrant HMIS, our community risks losing ten million dollars in federal funds for permanent
housing, homeless prevention and rapid rehousing.
Services Provided:
Housing services that are directed toward providing renter and /or owner occupied housing units for clients
Housing counseling
Employment training
Comments:
Goal D, Policy 3 -11 Cupertinos Annual Action Plan states the City of Cupertino will also continue to coordinate
services to the homeless through such inter agency efforts as the Collaborative, Help House the Homeless and the
Community Technology Alliance and support the regional Continuum of Care.
3. FUNDS REQUESTED: $2,500
Funds Allocated from Cupertino for FY 09/10: $2,000
Number of proposed unduplicated Cupertino beneficiaries: 75
Number of proposed unduplicated Cupertino beneficiaries at c
0 -30% (Extremely low): 75 31 -50% (Very low):
TOTAL PROJECT COSTS: $527,995
Cost Per Service Unit or Per Client:$33
Funds Received in FY 08/09: $2,000
r below current countywide median income:
51 -80% (low):
4. PROJECT DESCRIPTION AND NUMBER OF UNDUPLICATED CLIENTS SERVED:
Provide a brief description of the specific project being proposed. This description should clearly state what the
project intends to provide or accomplish and the specific activities for which funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the specific type and
number of total unduplicated project beneficiaries (e.g. 50 lower income families, 25 homeless persons, 100 lower
income households, etc.).
27 -32
The CDBG - eligible, web -based HMIS SCC increases the effectiveness and efficiency of over 200 programs in
Cupertino and Santa Clara County with a shared goal of ending, preventing and shortening episodes of
homelessness. HMIS SCC serves as our Continuum of Cares primary client data collection and management tool so
that unhoused and at risk clients receive more holistic, m)rdinated service. HMIS SCC provides policy makers with
an accurate count and picture of those receiving services, helps determine which services and combination of
services work best. Each funded year, HMIS SCC will benefit a minimum of 75 unhoused unduplicated individuals
who last permanently resided in Cupertino.
Of the 22,337 unhoused adults who received a service or entered a program of an HMIS SCC partnering agency in
fiscal year 2008/2009 who reported a last permanent residence in Santa Clara County, 93 unduplicated individuals --
0.4% -- were from Cupertino. Eight of these were females heads of household and 29 had special needs, including
chronic homelessness, mental illness and substance abuse. All unhoused clients are presumed beneficial by HUD for
CDBG funded programs.
Community Technology Alliance was chosen by our Countys Continuum of Care to operate the HUD mandated
program. In addition to providing, maintaining and enhancing the necessary technology, Community Technology
Alliance provides ongoing support and training to staff at .!00 partnering programs that actively participate in HMIS.
Plans for the funded year include working with these partners. (including West Valley Community Services) to ensure
the depth, breath and quality of data, fostering more holistic solutions to homelessness through interagency
response and outreach to mainstream service and benefits providers to ensure streamlined access and discourage
discharging from County institutions (including foster care, hospitals and jails) into homelessness.
As part of the President's Recovery Act, Homeless Prevention and Rapid Rehousing Program (HPRP) funds-became
available earlier this year to provide direct benefit to those made homeless or at imminent risk of homelessness as a
direct result of the current economic crisis. Receipt of HPRP funds is requisite on the funded community's ability to
collect data on clients in HMIS. Because of our readiness in Santa Clara County, Cupertino residents are now
receiving rental assistance and deep case management through West Valley Community Service's participation in
HPRP.
Funds from the City of Cupertino will be used towards required training supplies for staff at participating programs
available to unhoused Cupertino individuals and families.
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. Flow does the purpose
and objectives meet the priority needs?
Goal D Policy 3 -11 of the City of Cupertinos Consolidated Plan prioritizes supporting organizations that provide
services to special need households, including the unhoused. The Plan further states: Because homelessness is
difficult to quantify, as homeless individuals move from place to place, a regional Continuum of Care Plan was
established to coordinate services, maximize funding, and marshal the collective will of many jurisdictions towards
addressing the needs. Cupertino has participated in the Continuum of Care and will remain an active partner in this
endeavor. HMIS SCC quantifies the homeless by providing an unduplicated count of those receiving services; it
coordinates services by encouraging and easing interagency referrals; HMIS SCC maximizes funding by ensuring our
community is eligible for over eleven million dollars in McKinney Vento and HPRP funds 2009/2010 and marshals the
collective will of the jurisdictions by providing data that can better inform policy makers.
6. PROJECT MANAGEMENT
Briefly describe how the project will be managed and administered, including proposed staff time and staff functions.
While no staff positions are funded by this grant, the Executive Director oversees all aspects of the project, ensures
compliance with state, local and federal requirements, chairs the Technology Committee of the County Collaborative,
and serves on the Collaborative's Executive Committee. The System Administrator interfaces with the software
developer, monitors and maintains the central server, issues data quality exception reports to partnering programs,
manages user licenses and ensures the integrity of the HNII System. The Data Manager designs and provides
reports to policy makers and funders on the aggregate demography of our countys unhoused residents, oversees
27-33
data monitoring and validity, manages and ensures the security of the system, customizes the application for project
partners and assists with their specific data collection and reporting needs. The Training Coordinator develops and
conducts all training of project partners to ensure full and appropriate use of the system and the importance of client
confidentiality and staffs the HMIS User Group to investigate and share best practices. While outside the purview of
this proposal, three staff members divide their focus between HPRP training and reporting and other agency
projects. All agency staff responds to partnering agencies and policy makers ad hoc requests for assistance.
7. AGENCY DESCRIPTION AND PREVIOUS CDBG, HOME OR ESG ACCOMPLISHMENTS:
Please give a brief general description of your agency and the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
For nearly two decades, Community Technology Alliance has provided the technical infrastructure to ensure that
homeless and at risk individuals and families throughout Santa Clara County gain access to services from the myriad
of public and nonprofit agencies that work towards preventing, ending and shortening their episodes of
homelessness. The agency was founded in 1991 following the recommendation of the 1989 Santa Clara County
Task Force on Homelessness that an end to homelessness requires a consolidated response. While our programs
have evolved to incorporate the technical developments in the valley, our vision has remained constant. We
encourage and foster collaboration among hundreds of partnering programs by providing state -of- the -art technical
tools and the required support so that our partners can concentrate on delivering services and solutions without
duplication of expertise, expense or effort. In addition to HMIS SCC current programs include the Regional Homeless
Information Network (RHINO), an eleven county collaboration for regional data on homelessness, the web -based
information and referral tool at www.HelpSCC.org, the searchable website of our countys subsidized housing at
www.HousingSCC.org, Community Voice Mail to connect homeless and at risk citizens to opportunities for housing
and employment, the Shelter Bed Hotline and several tools designed and maintained for the Collaborative.
HMIS SCC is funded primarily by the US Department of Housing and Urban Development. HUD requires a twenty
percent local investment. In addition to funding from the City of Cupertino, the County of Santa Clara and the Cities
of San Jose, Palo Alto, Gilroy, Mountain View and the Urban County contribute to this match. We have met or
exceeded all program goals and have been repeatedly recognized by HUD as an expert in HMIS technical
assistance, project management and training.
Our goal for the currently funded year to use HMIS SCC to provide holistic case management to 75 individuals who
last permanently resided in Cupertino. HMIS SCC data shows that 93 homeless former Cupertino residents received
a service or entered a program during the last fiscal year.
8. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
Our fiscal year 2008/2009 audit, prepared by Ireland San Filippo, LLP and dated October 2, 2009, was submitted to
the City of Cupertino in late 2009. The firm's only significant deficiency noted in the management letter was concern
that our agency had no formal pre -audit close /review process. As stated in our management response, we agreed
to comply with this recommendation, and have subsequently prepared to fully comply at the close of the current
fiscal. year.
27 -34
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestonos to be accomplished
FOR.THIS PROJECT:
SOURCE
ESTIMATED
AMOUNT
. STATUS
City of Cupertino
$2,560
lication Pendi
HUD
$289
Secured
County of Santa Clara CDBG
$6,46M
Submitted (spring 2010
Mtn. View CDBG
$5,59N
Secured ear 2
Gilroy CDBG
$7,50
Submitted (spring 2010
Palo Alto HSRAP
$3,OOC
Secured ear 2
County of Santa Clara HPRP
$12,287
Secu. ^ed ear 2
State of CA HPRP (Sacred
Heart )
$50,00
Secured (year 2)
City of San Jose HPRP
$101,39
Secured ear 2
City of San Jose HTF
$50,00
lication Pendi
Estimated Total Project Cost:
$527,99
7
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Persons
CHART B Use this table to list general activities ft, brochures distributed, seminars offered,
advertisements run).
Products or Milestonos to be accomplished
Clients For Each Quarter
Specific Activities
(Use Specific Numerical Data When
1st
2nd
(Use Specific Numerical Data When
46
Total
Possible)
Possible
Provide the technology, training
Data on 75 unduplicated unhoused participants
L 30 1 2d IT77 7
nd support to some 200
whose last permanent address was in
partnering programs available to
Cupertino entered into i MIS SCC
201
Cupertino residents that use
1
1 20
HMIS SCC to provide more
holistic case management end,
shorten and prevent episodes of
hom elessness.
Total Beneficiaries:
7
CHART B Use this table to list general activities ft, brochures distributed, seminars offered,
advertisements run).
27-35
Benchmarks For Each
Products or Milestones to be accomplished
Quarter
Speck Activities
(Use Specific Numerical Data When
Possible)
Quantify When Possible
1st I 2nd
I 3rd I
4th
ITotal
Provide partnering programs with
Some 200 programs continually support
201
1
1
1 20
ongoing virtual and on site training
a nd support
27-35
BUDGET
For Amount Requested
FY 2009/2010
Category
Budget For
Year
SALARIES:
Personnel
Benefits
OFFICE EXPENSE:
Rent
T elephone/Fax
Printin
T ravel
U tilities
ffice Supplies
ostage
quipment Maintenance /Repair
ROJECT EXPENSES:
Acc ounting Services
A uditing Fees
Insurance
Davis Bacon Compliance
P ROJECT CONSTRUCTION:
Ap praisal
E ngineering Services
Ar chitectural/Design
Acquisition
DDITIONAL EXPENSES (Qty) 1
User Licenses
$2,50
TOTAL:
$2,50
Files to be Uploaded
Currently Attached Files
o Click here if you will upload your Annual Community Tech Alliance 6 30 09 FS.pdf
Audit or 990. Community Tech Alliance 6 30 09 MCL.pdf
o Click here if you will upload your
Insurance Endorsement.
El Other document to upload:
El Other document to upload:
0 Other document to upload:
cupertino insurance. pdf
If these documents are not uploaded, then they must be mailed to the Vera Gil City of Cupertino
Program Manager Signature
Date Signed
City Approval Signature
Date Signed
Betsy Arroyo
02/28/2010
Vera Gil
03/16/2010
27 -36
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 2010/2011
STANDARDIZED APPLICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: Eden Council for Hope and Opportunily
Street Address: 770 A Street
City: Hayward State: CA Zip: 94541
Executive Director: Marjorie A. Rocha
Phone No: 510 -581 -9380 Fax No: 510 -537 -4793 E -Mail: margie @echofairhousing.org
Is this a faith -based organization: No
2. PROJECT NAME: Fair Housing Services
Project 457 Kingsley Avenue, Palo Alto, CA 94301
Address/ Location:
Contact Person: Latricia Airo Title: Outmach/Compliance Coordinator
Phone No: 510 -581 -9380 Fax No: 510 -1 1 537 -4793 E -Mail: latricia@echofairhousing.org
Brief Project Description:
This project will address the problem of illegal discrimination in housing. Under federal and state laws, it is illegal to
deny housing to a person based on race, color, creed, gender, sexual orientation, national origin, age, marital status,
familial status, disability, or any other arbitrary reason. As a result of ECHO's educational and outreach efforts,
residents and housing providers will become more informed of their rights, responsibilities, and legal protections from
discrimination.
Services Provided:
Housing discrimination
Comments:
e. Housing Discrimination: Projects aimed at addressing the need to eliminate housing discrimination in Cupertino
(does not include tenant /landlord services which is considered a public service) are eligible.
Eligible activities in this category include:
1)Fair housing investigation
2)Enforcement of fair housing laws by conciliation, mediation or prosecution
3)Outreach and education for all population groups
3. FUNDS REQUESTED: $9,745
Funds Allocated from Cupertino for FY 09/10: $8,618
Number of proposed unduplicated Cupertino beneficiaries: 15
Number of proposed unduplicated Cupertino beneficiaries at,c
0 -30% (E)tremely low): 2 31 -50% (Very low): 4
TOTAL PROJECT COSTS: $129,210
Cost Per Service Unit or Per Client:$649
Funds Received in FY 08/09: $8,619
, r below current countywide median income:
51 -80% (low): 4
4. PROJECT DESCRIPTION AND NUMBER OF UNDUPLICATED CLIENTS SERVED:
Provide a brief description of the specific project being proposed. This description should clearly state what the
project intends to provide or accomplish and the specific activities for which funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the specific type and
number of total unduplicated project beneficiaries (e.g. 5C lower income families, 25 homeless persons, 100 lower
27-37
income households, etc.).
This project will address the problem of illegal housing discrimination throughout the City of Cupertino. Under federal
and state laws it is illegal to deny housing to a person based on race, color, creed, gender, sexual orientation,
national origin, age, marital status, presence of minor children, disability, or any other arbitrary reason. Therefore
our target population is anyone, who has been discriminated against regardless of income and it is a citywide
program.
We will provide the following services:
(1) Open 10 cases of suspected illegal housing discrimination;
(2) Conduct a systemic fair housing audit of 5 properties to determine levels of illegal discrimination and offer training
where discrimination is suspected;
(3) Broadcast 80 public service announcements over local radio and television;
(4) Distribute 1,000 brochures at public locations, such as libraries, community centers, government offices, etc;
(5) Conduct 4 fair housing presentations or trainings;
(6) Mass mailing to the Tri- County Apartment Association (TCAA) membership;
(7) Conduct 2 tester trainings;
(8) Attendance at 4 fair housing collaborative meetings;
(9) Respond to 15 inquiries for information and referrals, or as needed;
(10) Conduct a Fair Housing Month activity.
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
State and federal fair housing laws assure that everyone has the right to be treated in terms of his or her individual
merits and qualifications in seeking housing. Further, the City of Cupertino Housing Element dictates, that a
fundamental right is the ability for all persons to have equal access to housing, regardless of factors such as religion,
ethnicity, age or sexual orientation. It is important that the City continue to ensure equal access to housing and to
support groups and organizations that provide fair housing counseling /information services.
Unfortunately, discrimination in housing still occurs, disrupting the lives of victims and damaging the quality of life in
our community. The need for fair housing services is illustrated by the fact that in the City of Cupertino service area,
ECHO has consistently provided information, investigation, counseling, legal referral, and follow -up services to
residents.
In order to meet the priority needs, the objectives of the FY 2010 -2011 program are (1) to assist households who
feel that housing discrimination has interfered with the achievement of their housing goals; (2) to educate households
regarding fair housing laws and resources for resolving discrimination and landlord and tenant issues; (3) to educate
housing providers and their agents regarding fair housing law and methods of compliance; (4) to investigate
allegations of discrimination and enforce fair housing laws; (5) work with other community stakeholders to provide
fair housing presentations and services; (6) to approach fair housing discrimination in a proactive manner by
conducting fair housing audits; (7) to attend collaborative meetings for exchange of information and to further staff
education as pertains to fair housing.
6. PROJECT MANAGEMENT
Briefly describe how the project will be managed and administered, including proposed staff time and staff functions.
ECHO's management structure remains basically the same as during our previous years of work for the City. The
Executive Director (.01 FTE) provides administrative oversight, and the Direct Services Specialist (.01 FTE) provides
staff support. The Outreach/Compliance Coordinator (.01 FTE) monitors progress toward achieving program
objectives through oversight of monthly progress reports.
Direct responsibility for project work rests with the Fair Housing Specialist (05 FTE). Her responsibility includes
telephone counseling, conciliation between complainants and owners or managers, testing of alleged discriminatory
practices, community education, and referral to attorneys or other enforcement agencies. She is responsible for
data collection and reporting. ECHO has a full- charge bookkeeper .01 FTE) that handles all aspects of bookkeeping
27-38
including general ledger, accounts payablelreceivable, and payroll; and a receptionist (.01 FTE) that makes
appropriate referrals to the Fair Housing Specialist.
ECHO's operational management includes the following cost- cutting measures: (1) shared use of copy machine; (3)
shared use of meeting rooms and facilities; (4) conducting careful cost comparisons when shopping for services and
supplies.
7. AGENCY DESCRIPTION AND PREVIOUS CDBG, HOME OR ESG ACCOMPLISHMENTS:
Please give a brief general description of your agency and the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
ECHO Housing, as parent organization of MCFH, satisfies HUDs definition of Fair Housing Organization (FHO) and
Qualified Fair Housing Organization (QFHO). Additional services ECHO offers are tenant /landlord counseling &
dispute resolution, rental assistance, revolving loan fund, the homelessness prevention program, reverse mortgage
counseling & education, mortgage delinquency & default counseling, homeownership counseling & classes,
homeseeking, and shared housing placement. MCFH has .42 years experience in testing of discrimination allegations
and enforcement of meritorious claims. It is one of the oldest fair housing organizations in the nation having
pioneered many of the investigative techniques, which are now standard procedures across the country. The
following are accomplishments for fiscal year 2008 -2009:
Service:
Owner /Manager Training: Goal - 1; Achieved - 1; 100%
Fair Housing Presentations: Goal - 3; Achieved - 5; 167%
Brochure distribution: Goal - 1,000; Achieved - 1,150; 115%
Mass mailing to TCAA members *: Goal - 1; Achieved - 1; 100%
Fair Housing Month activity: Goal - 1; Achieved - 1; 100%
Broadcast PSA's: Goal - 80; Achieved - 126; 158%
Provide information & referral: Goal - 15; Achieved - 37; 247%
Provide investigation & enforcement: Goal - 10; Achieved •- 14; 140%
Conduct fair housing audit: Goal - 5; Achieved - 5; 100%
Recruit & train testers: Goal - 2; Achieved -- 4; 200%
Attorney's Workshop: Goal - 1; Achieved - 1; 100%
Attend fair housing coalition meetings: Goal - 4; Achieved - 4; 100%
*ECHO Housing placed a fair housing ad in the TCAA newsletter, which has a circulation of approximately 3,000
property owners.
8. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
The most recent financial audit was issued in September 2009 by the firm of Robert L. Hicks, CPA. No management
letters were issued as a result of the audit and no problems were found concerning the use of CDBG funds. See
financial audit attached to this proposal.
27 -39
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
{Use Specific Numerical Data When
Possible}
FOR THIS PROJECT:
SOURCE
ESTIMATED
AMOUNT
STATUS
City of Cupertino
$9,74 51plication
Pendi
Alameda County
$38
Committed
City of Alameda
$16,841
Application Perlin - May 2010
City of Hayward
$26,001
Application Pending - May 2010
City of Menlo Park
$7,251
Committed
City of San Leandro
$15,591
Application Pending - May 2010
City of Union City
$5,4A
Committed
Santa Clara County
$5,251
Application Pending - May 2010
Discretionary Fundi
$4
Committed
Estimated Total Project Cost:
$129
On -going attendance at fair
housing collaborative
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Households
Specific Activities
Products or Milestones to be accomplished
{Use Specific Numerical Data When
Possible}
Clients For Each Quarter
9st
2nd
I 3rd
I 4th
ITotal
20 radio /TV stations quarterly
2
2d
21
2 8
Investigate cases of suspected
d iscrimination
10 cases
2 10
25
Conduct targated fair housing
a udit
5 properties
0
4 trainings
1
Total Beneficiaries:
1
1
CHART B Use this table to list general activities re, brochures distributed, seminars offered,
advertisements run).
Specific Activities
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Passible}
Benchmarks For Each
Quarter
Quantify When Possible
1st
2nd
I 3rd
4th Total
Public Service Announcements
20 radio /TV stations quarterly
2
2d
21
2 8
Distribute outreach materials
1,000 pieces
25
25
25
25C 1,000
Conduct fair housing
p resentations
4 trainings
1
1
1
1 4
Mass mailing to TCAA
membershi
One mailing
d
1 1
Recruit, train, and maintain tester
p ool
2 trainings
1 1
On -going attendance at fair
housing collaborative
4 meetings
1F 11 1 4
Provide information & referrals
I
15 inquiries, or as needed
4 31
4 1
1
Fair Housing Month activity
One activity
d d
d 1
1
27-40
BUDGET
For Amount Requested
FY 200912010
Category
Budget For
Year
SALARIES:
Personnel
$3,86
Benefits
$83
O FFICE EXPENSE:
Rent
$1,22
T elephone/Fax
$771
P rinting
$1
T ravel
$90
U tilities
$
O ffice Supplies
$91
Postage
$
Equipment Maintenance /Repair
$14
PROJECT EXPENSES:
Accounting Services
$
Biting Fees
$
Insurance
$S
Davis Bacon Compliance
$
PROJECT CONSTRUCTION:
Ap praisal
$
E ngineering Services
$
Architectural/Design
$
Acq uisition
$
ADDITIONAL EXPENSES (Qty) 6
Advertising
$2
DP /Consultant Services
$
Training/Education
$2
Memberships/Publications
$2
FH Audit
$55
Tester Pool
$1,10
TOTAL:
$9,74
Files to be Uploaded
Currendy Attached Files
o Click here if you will upload your Annual Audit FY2008- 2009.pdf
Audit or 990.
0 Click here if you will upload your Liability Ins Cert.pdf
Insurance Endorsement.
2 Other document to upload: Workers` Workers Comp Ins Cert.pdf
Comp Insurance
0 Other document to upload: Outreach FH flyer- mcfh.pdf
material FH_flver- mcfh- spanish. pdf
fh race liver -cup. pdf
fh source of income flyer cup.pdf
21 Other document to upload: Manager FH Manager Trainingppt
Training Materials
If these documents are not uploaded, then they must be mailed to the Vera Gil City of Cupertino
27 -41
Program Manager Signature
Date Signed
City Approval Signature
Date Signed
Marjorie A. Rocha
03/01/2010
Vera Gil
03/16/2010
27-42
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 201012011
STANDARDIZED APPLICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: Live Oak Adult Day Services
Street Address: 1147 Minnesota Avenue
City: San Jose State: CA Zip: 95125
Executive Director: Colleen Hudgen
Phone No: 408 - 971 -9363 Fax No: 408- 971 -9079 E -Mail: liveoak @attglobal.net
Is this a faith -based organization: No y
2. PROJECT NAME: Senior Adult Day Care
Project 20920 Mc Clelllan Rd. - Cupertiro, Ca 95014
Address /Location:
Contact Person: Colleen Hudgen Title: Executive Director
Phone No: (408) 971 -9363 Fax No: 408 -971 -9079 E -Mail: liveoak @attglobal.net
Brief Project Description:
Specialized adult day care program for eleven frail elderly and dependent, at -risk, low- income seniors, providing
social opportunities, mentally stimulating recreation, physical exercise and health- orienting activities, peer
companionship and nutritious meals. Respite and caregiver support services for client families including counseling,
informal case management, in -home assessments, information and assistance, referrals, and Caregiver Support
Workshops.
Services Provided:
Senior services
Comments:
The mission of LIVE OAK ADULT DAY SERVICES is to serve the frail and dependent senior population of Santa
Clara County with a specialized program of care and recreational activities in a protected environment, that will
enhance the quality of their lives and effectively prevent, or delay, their institutionalization. Our companion goal is to
provide respite and support to the caregivers of our participants.
3. FUNDS REQUESTED: $15,098
Funds Allocated from Cupertino for FY 09/10: $14,379
Number of proposed unduplicated Cupertino beneficiaries: 11
Number of proposed unduplicated Cupertino beneficiaries at c
0 -30% (Extremely low): 2 31 -50% (Very low;: 2
TOTAL PROJECT COSTS: $208,257
Cost Per Service Unit or Per Client:$1372
Funds Received in FY 08/09: $14,379
)r below current countywide median income:
51 -80% (low): 7
4. PROJE DESCRIPTION AND NUMBER OF UNDUPLICATED CLIENTS SERVED:
Provide a brief description of the specific project being proposed. This description should clearly state what the
project intends to provide or accomplish and the speck activities for which funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the specific type and
number of total unduplicated project beneficiaries (e.g. 50 lower income families, 25 homeless persons, 100 lower
income households, etc.).
27-43
During FY 2010 -11, the Cupertino center of LIVE OAK ADULT DAY SERVICES, located at 20920 McClellan Road,
will serve eleven (11) frail, at -risk, dependent, low- income Cupertino seniors with a specialized program of
recreational adult day care geared to promote opportunities for socialization, peer companionship and nutrition. The
same number of client family caregivers will receive important respite and support services. Adult day care services
will target chronically disabled Cupertino seniors at risk of social isolation and premature institutionalization. Typical
conditions of senior clients include dementia, onset of Alzheimers, Parkinson Disease, stroke recovery,
cardiovascular disease and severe depression. The majority of program enrollees reside in the cities of Cupertino
and Sunnyvale. The day care program is structured to maximize the social and recreational experience of all
participants while enhancing overall health through personal attention, individual assistance with special needs,
mental stimulation, adaptive physical exercise, companionship and nutritious meals. Activities include arts and crafts,
musical entertainment, games, pet therapy, reminiscing, current events, seated exercise, birthday parties, etc.
Sliding -scale fees (0 -$62 per day) make the program accessible and affordable for indigent and low- and fixed -
income seniors. Families are encouraged to contribute what they can toward the cost of care for their senior. No one
is refused enrollment because of inability to pay. In addition to the Iife- enhancing benefits for senior participants, the
adult day care program is a critical source of much - needed respite for caregivers and greatly diminishes the stress
associated with providing 24 -hour care to dependent elders. Counseling, in -home assessments, information and
referrals to senior services - related resources, and Caregiver Support Workshops enhance the ability of families to
care for and maintain their dependent senior loved one in the home setting without resorting to institutionalization.
A grant in the amount of $15,098 will be allocated to the Program Directors salary and general operating expenses,
needed to maintain full enrollment, optimal quality services, and adequate staff -to- client ratio at the Cupertino site.
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
LIVE OAK will (1) provide 100% of senior clients with recreation, professional care and assistance, social
opportunities, nutritious meals and peer companionship which will reduce isolation and depression, restore
self - esteem and a sense of active community involvement, and generally improve their overall quality of life; and (2)
provide 100% of our clients caregivers with respite and support services to assist them in maintaining their
dependent senior loved ones living at home.
Long -term outcomes will be (1) to reduce and /or avoid premature, long -term institutionalization and/or repeated
hospitalization of disabled, frail elderly persons; and (2) to empower family caregivers in caring for their dependent
senior loved ones in the community setting.
Our purpose is to prevent the institutionalization of frail elders by providing a positive, affordable and life- sustaining
alternative to nursing homes for families confronted with the burden of caring for a dependent senior loved one. The
socialization, nutrition and companionship experiences available to senior participants will enhance their mental and
emotional health, overall attitude and quality of life, and offer a viable option to cost - prohibitive nursing homes..
Caregiver respite and support services will afford family members much - needed time away to pursue personal and
professional responsibilities, and reduction in stress from their caregiving duties, enhancing their ability to maintain
their dependent senior loved one in the home environment.
The services provided by LIVE OAK directly address the identif ied priority needs of two at -risk, under- served
population: (1) frail, dependent, low- income seniors in need of affordable and accessible recreation, social and
nutrition programs; and (2) informal family caregivers, in need of respite from the stress of their caregiving duties,
and assistance in avoiding unnecessary , institutional placement of their senior loved ones.
6. PROJECT MANAGEMENT
Briefly describe how the project will be managed and administered, including proposed staff time and staff function.
The LIVE OAK model of service is in complete compliance with the National Council of Adult Day Care and the State
of California licensing criteria for providing adult day care, Santa Clara County Health Department, SCC Senior
Nutrition, individual district fire marshals, the State of California Adult Day Care Food Program, and all licensing
agencies of Santa Clara County and the cities it serves. The adult day care program utilizes Best Practices
standards and guidelines as approved by the National Council on Aging and National Adult Day Services Association.
The Cupertino adult day care center employs a Program Director, Assistant Program Director and Program
Specialists who provide direct client care, including personalized assistance for those with special needs, prepare
and serve meals and snacks, and schedule a daily program of interesting activities for the seniors. Each devotes
100% work time to the program. (Please see attached Staff Duties and Responsibilities for reference, p. 3a).)
27-44
Program staff are assisted by devoted community volunteers, Senior Companions and student interns in
gerontology, nursing and social services who provide companionship for the seniors, help with housekeeping duties,
and share talents and innovative ideas for games and actiiAties. Local corporations and businesses (Starbucks, IBM,
Hewlett- Packard, Los Gatos Brewing Co., etc.) contribute employee time to provide ice cream socials, dancing and
sing -a -longs for the seniors at various times throughout the year. The agency also contracts with college instructors,
musicians, entertainers, and arts and crafts teachers to promote mental stimulation and creativity with news and
current events discussions, travelogues, crafts projects, ei:c.
7. AGENCY DESCRIPTION AND PREVIOUS CDBG. HOME OR ESG ACCOMPLISHMENTS:
Please give a brief general description of your agency anc the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
LIVE OAK ADULT DAY SERVICES is a nonprofit 501(c)(3), community- based, social services agency founded in
1983 with nearly 27 years' experience providing social adult day care for frail, dependent seniors and respite for
family caregivers. Our mission is to improve the quality of life and prevent institutionalization and /or repeated
hospitalization of disabled, low- income seniors who are being cared for in the family home. Begun as a small,
part -time program to respond to the growing need for appropriate services for the frail elderly population, LIVE OAK
has earned consistent support from government
and private community partners, enabling expansion to five: full -time adult day care facilities now serving the entire
County of Santa Clara. The Cupertino location is the most recent site acquired four years ago from a merger with
CSDS (Cupertino Senior Day Services).
LIVE OAK seniors have mobility and functional limitations which make it impossible for them to partake in
mainstream community senior programs geared for healthy, able - bodied adults. Yet, they are not at a degree of
infirmity requiring skilled nursing care. The LIVE OAK program provides a dignified and affordable mode of care for
families confronted with the difficult challenges of caring for a dependent older loved one, and is a life- enhancing,
cost - effective alternative to nursing homes.
The agency requests and receives CDBG funding from all cities whose residents are served by the program,
including the City of Cupertino for the McClellan Road center since it began operating under the LIVE OAK name in
July 2003. Fundraising efforts are an ongoing priority and include renewing proposals with known donors,
researching and approaching new sources, keeping abreast of developments in the nonprofit arena, participating in
community and business fundraising events, and implementing ideas from staff, Board members and associates for
special agency fundraisers.
8. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
The agencys financial records are audited annually. The most recent audit for FY ended June 30, 2009 was
completed by Izabal, Bernaciak & Company, Certified Public Accountants. A copy is on file with the City of
Cupertino. No findings or concerns were noted.
27-45
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible
FOR THIS. PROJECT:
SOURCE
ESTIMATED
AMOUNT
STATUS
I pplication
City of Cupertino
$15,09
Pendi
City of Sunnyvale
13,1821
Committed
City of Los Altos
$2
Committed
United Way Silicon Valle
$2,62d
Application Pendin
Foundations
$15,001
Projected/Anticipated
Program Service Fees
$156,131
Projected/Anticipated
Meals reimb. -State of Calif.
$4,214
Projected/Anticipated
Estimated Total Project Cost:
$208,25
Two meals (breakfasts and lunches) plus
snacks served per day to all participants.
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Persons
Specific Activities
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible
Clients For Each Quarter
1st
I 2nd
3rd
4th
Total
Locate appropriate Cupertino
seniors and enroll 11low- income
Complete in -home visits and intake forms.
Eleven seniors enrolled and participating in day
5 3 1 11
seniors in adult day care
care program.
11
p rogram.
Provide training /educational
programs for agency staff and
Staff and volunteers convened to participate in
educational classes, training, etc
Provide social, life- enhancing
recreational program for frail
Schedule, cinduct daily activities, contract with
local entertainers and instructors, meet with
5 3 1 11
seniors in Cupertino and respite
caregivers to determine needs for aervice.
Set up booth at Health Fairs, schedule
speaking engagements at corporate and local
businesses, issue press releases for agency
events, open houses, etc.
or their family caregivers'
8
Provide nutritious meals and
Hacks to all senior clients.
Two meals (breakfasts and lunches) plus
snacks served per day to all participants.
5 1 11
Total Beneficiaries:
33
CHART B Use this table to list general activities (le, brochures distributed, seminars offered,
advertisements run).
Specific Activities
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
Benchmarks For Each
Quarter
Quantify When Possible
'Isil
2nd
3rd
4th
Total
Provide referrals to appropriate
social services agencies.
Interviews held with client and family members
to determine as ecial needs and services.
1
11
Provide training /educational
programs for agency staff and
Staff and volunteers convened to participate in
educational classes, training, etc
11 1 1 1 4
v olunteers.
Increase outreach efforts to
educate public about adult day
are.
i f undraising
Set up booth at Health Fairs, schedule
speaking engagements at corporate and local
businesses, issue press releases for agency
events, open houses, etc.
2
8
27-46
BUDGET
For Amount Requested
FY 2009/2010
Category
Budget For
Year
SALARIES:
P ersonnel
$15,09
Benefits
OFFICE EXPENSE:
Rent
elephone /Fax
rinting
ravel
tilities
O ffice Supplies
Postage
Equipment Maintenance /Repair
PROJECT EXPENSES:
A ccounting Services
A uditing Fees
Insurance
D avis Bacon Compliance
PROJECT CONSTRUCTION:
Ap praisal
E ngineering Services
chkectural /Design
A cquisition
ADDITIONAL EXPENSES (Qty) 0
TOTAL:1
$15,09
Files to be Uploaded
Currently Attached Files
o Click here if you will upload your Annual Audit 6- 30- 09_pdf
Audit or 990.
o Click here if you will upload your Insurance
Insurance Endorsement.
o Other document to upload: Brochure Brochure. Pd
2 Other document to upload: Newsletter Newsletter 10- 09.pdf
D Other document to upload: Letters of Letter of _support.pdf
support
If these documents are not uploaded, then they must be ,mailed to the Vera Gil City of Cupertino
Program Manager Signature
Colleen Hudgen
Date Signed 02/26/2010
City Approval Signature
Date Signed
Vera Gil
03/16/2010
27 -47•
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 2010/2011
STANDARDIZED APPLICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: Maitri
Street Address: 234 East Gish Road, Suite 200
City: San Jose State:
Executive Director: Sarah Khan
Phone No: (408) 436 -8393 X Fax No:
11
Is this a faith -based organization: No
CA Zip: 95112
(408) 436 -8381 E -Mail: program—director@maitri.org
2. PROJECT NAME MTH- Direct Client Services
Project 234 E. Gish Road # 200 - San Jose, CA 95112
Address/Location:
Contact Person: Sarah Khan Title: Program Director
Phone No: (408) 436 -8393 X Fax No: (408) 436 -8381 E -Mail:
11 program director@maftri.org
Brief Project Description:
Providing housing services to survivors of domestic violence
Services Provided:
Housing services that are directed toward providing renter and /or owner occupied housing units for clients
Housing counseling
Shared housing
Domestic violence support
• ►�it�l
3. FUNDS REQUESTED: $30,000
Funds Allocated from Cupertino for FY 09110: $100,000
Number of proposed unduplicated Cupertino beneficiaries: 14
Number of proposed unduplicated Cupertino beneficiaries at or
0 -30% (Extremely low): 31 -50% (Very low): 14
TOTAL PROJECT COSTS: $243,313
Cost Per Service Unit or Per Client:$2142
Funds Received in FY 08109: $500,000
below current countywide median income:
51 -80% (low):
4. PROJECT DESCRIPTION AND NUMB OF UNDUPLICATED CLIENTS SERVED:
Provide a brief description of the specific project being proposed. This description should clearly state what the
project intends to provide or accomplish and the specific activities for which funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the specific type and
number of total unduplicated project beneficiaries (e.g. 50 lower income families, 25 homeless persons, 100 lower
income households, etc.).
Maitri's Transitional House (TH) has 9 bedrooms, where Maitri Volunteer Mentors, the TH Coordinator, and a half
time DV Advocate provide long term, holistic, transitional housing, safety planning, peer counseling, and links to
Maitri and other community resources for victims of domestic violence (DV) and their children. In addition to the
provision of transitional housing and food, clients receive case management services, counseling, rental assistance,
housing establishment and employment search assistance, driving classes, and assistance in setting specific goals
27-48
and a means to achieve them so they can resume productive lives. The TH also provides one - on-one counseling and
mentors for children impacted by DV and /or cultural isolation in order to develop their self - esteem and emotional
resiliency.
Maitri, based in San Jose, California, primarily serves up to 14 victims of DV and their children each year in Santa
Clara, San Mateo, and southern Alameda counties, with approximately 80% of the clients coming from Cupertino,
San Jose, Santa Clara, San Mateo, and Sunnyvale. As the TH is located in Cupertino, all clients served will reside in
Cupertino. Our clients range in age from 20 to 60, though most clients fall in the 20 -35 year range. 95% of them
qualify as low or very low income. Maitri serves immigrants, newly arrived residents, and naturalized or native -born
U.S. citizens who are experiencing DV, human trafficking, cultural isolation, family conflict, as well as violence in
same sex relationships, elderly abuse, child abuse, and more recently sexual trafficking.
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
Maitris TH provides transitional housing and related supportive services to low income DV victims who are at high
risk of becoming homeless and /or suffering further abuse to themselves and their children. The main objectives of
Maitris TH program are to foster self sufficiency; help residents obtain safe, permanent housing; and assist low
income DV victims live a healthy, productive life for themselves and their children by breaking the cycle of DV abuse
and learning critical life skills. To do this, Maitri will serve '14 Cupertino residents (by the fact theyll be living at the TH
located in Cupertino), with 400 case management sessions and 40 support group sessions. In addition, the TH
seeks the following outcome measures: 80% of battered women staying at the TH for at least 3 months will relocate
to safe, permanent housing and will complete at least one goal as listed in their case management plan.
In the United States, it is estimated that one in four womei experience DV at some point in their lives. According to
Census information, Santa Clara County has a population of 1,731,281 residents. One can presume then that there
are more than 200,000 County women who have experienced DV at some point in their lives. Obviously, this number
is under reported as County statistics show that comparatively there were 5,433 reported incidents of DV in 2006
involving 897 families with children, resulting in 1,776 visible or serious injuries. DV also causes other negative health
effects. National statistics show that the long -term effects of DV may include: anxiety, depression, pain, substance
abuse, eating disorders, malnutrition, panic attacks, poverty, self -iryury and neglect, strained family relationships,
suicide attempts, and an inability to respond to the needs of their children. Studies of battered women indicate that
up to 84% suffer from PTSD and other research shows that the 3.3 to 10 million children who witness DV every year
can develop PTSD as well as other negative health problems. Also, while there are several Emergency Shelters for
victims of DV in Santa Clara County that address these issues, they do not provide the long term, linguistic or
cultural assistance that Maitris clients require.
In response, Maitris TH meets the needs of low income women and their children who are impacted by DV and
human trafficking by providing them with a suitable transitional living environment, food, and vital supportive services
which enable this population to develop their self- sufficierx;y and move towards a more sustainable way of life, one
which allows them to support themselves and their children, and live free of violence.
27-49
6. PROJECT MANAGEMENT
Briefly describe how the project will be managed and administered, including proposed staff time and staff functions.
Maitri provides services through very involved board members, and a core of 25 active volunteers whom collectively
speak over 15 languages. Transitional House (TH) staff for this project is listed below:
Transitional Housing Coordinator (100% FTE): Rama Jalan, provides oversight to all the activities that take place at
the TH. She acts as case manager, coordinates all volunteers that help clients at the 6 -bed facility, and is fluent in
English, Hindi, Tamil, and Bengali. She has been with Maitri for 2 years.
DV Advocate (50% FTE) to be hired: The DV Advocate is trilingual and responsible for providing access to services
such as direct case management, peer counseling, emergency shelter, support groups, social services, household
establishment, employment assistance, and legal and immigration assistance.
Facilities Manager (50 %) to be hired: The Facilities Manager will coordinate any and all repairs and renovations as
well as the day to day management and operations of the Transitional House.
Maitris volunteers are recruited at public events, through word of mouth, and through Maitris website
(www.maitri.org). Volunteers go through a vigorous screening process, then take the state mandated 40 hour DV
Advocacy Training through one of Maitris sister agencies, usually Next Door Solutions to Domestic Violence or
Support Network for Battered Women. Volunteers then have a 3 -hour Maitri training that focuses on culture and
procedures. All new volunteers are paired with a more experienced volunteer until they are ready to work with clients
on their own.
Maitris Board of Directors, an executive team of leaders in the South Asian community, provide guidance in the
overall management of the agency, meeting with agency staff and volunteers formally once a week, some Board
members providing further direction and program oversight informally more often. These weekly meetings provide
support and structure for agency staff who manages direct services, which include Transitional Housing and other
advocacy services that help clients. Current full time agency staff meets continually to discuss programmatic issues
and the progress of individual clients as well as to gauge the efficiency of their work. Maitris Board also conducts
monthly meetings with volunteers and staff in order to monitor the progress of its programs and adjust its approach
when applicable.
7. AGENCY DESCRIPTION AND PREVIOUS CDBG, HOME OR ESG ACCOMPLISHMENTS
Please give a brief general description of your agency and the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
Maitri was founded in February 1991 to provide the South Asian community with a helpline for linguistically and
culturally appropriate information, service referrals, and counseling. Maitri linked victims of DV to organizations that
provided legal, medical, financial, psychological, and employment related services. Soon afterwards, Maitri trained a
core of volunteers and compiled a resource guide with the help of local womens support services and South Bay
legal organizations, such as the Asian Law Alliance, to provide free legal services for women in need. In September
1999, Maitri opened its first Transitional House (TH), a program for victims who are in the process of building a new
life. It is the only TH program customized to suit the linguistic and cultural needs of South Asian victims and children
in the Bay Area. As such, it has become the go to agency for South Asians experiencing abuse and violence.
Maitri received capital campaign funding from the city of Sunnyvale, Mountain View, Santa Clara, Milpitas, and
Cupertino to acquire its new TH, which it achieved this past spring and which is a marked improvement to its
previous TH. Last fiscal year, Maitri also received funding from the city of Cupertino to do repairs and renovations on
the new TH. As Maitri had to wait for the tenants to vacate its new TH, Maitri has only just begun the mandated
27 -50
bidding process and expects to start renovations and repairs in the near future.
8. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
The last audit that Maitri conducted was for the January 2x08 to July 2009, an 18 month audit. There were no
findings or concerns.
27 -51
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
FOR THIS PROJECT:
SOURCE
ESTIMATED
AMOUNT
STATUS
C ity of Cupertino
$30,00C
Pendin
City of San Jose ESG
$25
application
City of San Jose CDBG
$25,OOC
application pendin
Silicon Valley Community
Foundation
$10,00
application pending
Blue Shield of CA Foundation
$5,0001
application pendi
TJX Foundation
$3,00
application endi
Verizon Wireless
$5,00
application pendi
eBa
$5
application pendi
Women
$10,00
application pendi
individuals
$25,31
application pendi
City of Cupertino
$100,001
Committed for repairs renovations
Estimated Total Project Cost:
$243,31
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Persons
Specific Activities
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
Clients For Each Quarter
1st
2nd
3rd
4th
Total
Possible)
Quanti When Possible
1 st
Provide case management
services
Maitri will provide 400 Case Management
Services to 14 Cupertino residents staying at
M aitri
3 4 3 14
Total
Provide Support Group Sessions
Maitri will provide 40 Support Group Sessions
0 12 adult Cupertino residents staying at Maitr
3 3 12
Maitri will distributed more than 200 brochures
Provide Housing Search
A ssistance
Maitri will provide 12 adult Cupertino residents
I staying at Maitri
3 1 31 A 12
501
200
at community events
Hotline Calls
Maitri will answer more than 1,000 hotline calls
Total Beneficiaries:
3
CHART B Use this table to list general activities ft, brochures distributed, seminars offered,
advertisements run).
27 -52
Benchmarks For Each
Products or Milestones to be accomplished
Quarter
Specific Activities
(Use Specific Numerical Data When
Possible)
Quanti When Possible
1 st
2nd
3rd
I 4th
Total
Distribute Brochures
Maitri will distributed more than 200 brochures
5CI
5d
5
501
200
at community events
Hotline Calls
Maitri will answer more than 1,000 hotline calls
251 25
20 2 5d 1,00
27 -52
BUDGET
For Amount Requested
FY 2009/2010
Category
Budget For
Year
SALARIES:
P ersonnel
$22,00
Benefits
$3
FFICE EXPENSE:
Rent
$
elephone /Fax
$
rintin
T ravel
$
U tilities
$
Office Supplies
$
P ostage
Equipment Maintenance /Repair
$4,70
PROJECT EXPENSES:
Acc ounting Services
A uditing Fees
Insurance
D avis Bacon Compliance
PROJECT CONSTRUCTION:
Services
ral /Design
rng
n
NAL EXPENSES (Qty) 0
TOTAL:
$30
Files to be Uploaded
Currently Attached Files
Click here if you will upload your Annual 2008.2009 Maitri Audit. pdf
Audit or 990.
o Click here if you will upload your 7- Maitri 0 -10 renewal certs.0
Insurance Endorsement.
Other document to upload:
Other document to upload:
F Other document to upload:
If these documents are not uploaded, then they must be ,mailed to the Vera Gil City of Cupertino
Program Manager Signature
Date Signed
City Approval Signature
Date Signed
Sarah Khan
02/28/2010
Vera Gil
03/16/2010
27-53
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 2010/2011
STANDARDIZED APPLICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: Outreach and Escort
Street Address: 926 Rock Ave., Suite 10
City: San Jose State: CA Zip: 95131
Executive Director: Kathryn B. Heatley
Phone No: (408) 436 -2865 Fax No: (408) 382 -0470 E -Mail: katieh@outreach2.org
Is this a faith -based organization: No
2. PROJECT NAME: Special Needs Transportation
Project 926 Rock Ave., Suite 10 - San Jose, CA 95131
Add ress /Location:
Contact Person: Paul Tatsuta Title: Manager, MMC
Phone No: x2 4) 436 -2865 Fax No: (408) 382 -0470 E -Mail: PaulT @outreach2.org
Brief Project Description:
The proposed project will provide frail seniors and disabled adults with door -to -door transportation to medical
appointments, shopping, adult daycare, senior nutrition programs, school, etc. Funds will subsidize $1.00 of $4.00
riders fare charged to ADA paratransit service riders who are enrolled in OUTREACH's paratransit service program.
Funding will subsidize 6,215 one -way paratransit services trips by senior and disabled Cupertino residents.
Services Provided:
Senior services
Comments:
3. FUNDS REQUESTED: $7,115 TOTAL PROJECT COSTS: $183,141
Cost Per Service Unit or Per Client:$50
Funds Allocated from Cupertino for FY 09/10: $7,115 Funds Received in FY 08/09: $7,115
Number of proposed unduplicated Cupertino beneficiaries: 140
Number of proposed unduplicated Cupertino beneficiaries at or below current countywide median income:
0 -30% (Extremely low): 31 -50% (Very low): 51 -80% (low): 140
4. PROJECT DESCRIPTION AND NUMBER OF UNDUPLICATED CLIENTS SERVED:
Provide a brief description of the specific project being proposed. This description should clearly state what the
project intends to provide or accomplish and the specific activities for which funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the specific type and
number of total unduplicated project beneficiaries (e.g. 50 lower income families, 25 homeless persons, 100 lower
income households, etc.).
OUTREACHs Special Needs Transportation program provides door -to -door transportation services for frail seniors
and disabled adults who are unable to use fixed - route, public transportation (i.e., bus and light rail systems). ADA
paratransit services are part of the County's public transit services administered by the Santa Clara Valley
Transportation Authority (VTA). Riders utilizing this service are charged a fare of $4.00 per one -way trip regardless
of the distance of the trip. This fare is established by the VTA and is a requirement of the federally mandated
27 -54
ADA/Paratransit Services Program. Funding is sought to subsidize the cost of the rider's fare by $1.00 per trip
thereby reducing the Cupertino rider's fare to $3.00 per trip, thereby making the transportation service more
affordable for lower income senior and disabled Cupertino residents.
Transportation services are available 365 days of the year and riders can travel at any time except between 2:00am
and 5:00am daily. Fares are pre -paid with client funds maintained in individual client accounts in OUTREACH's
computerized client database system. Fare subsidies are credited to riders based on their city of residence.
Program benefits are restricted to Cupertino residents who have been qualified for ADA Paratransit services. Each
rider will have their fare reduced by $1.00 per one -way trip until all budgeted funds are expended. Based on the
proposed propgram budget, an estimated 140 unduplicated Cupertino residents will benefit from 6,215 paratransit
service rider's fare subsidies.
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
The purpose of the proposed project is to make transportation more affordable for lower income, frail seniors and
disabled adults. ADA Paratransit Services regulations require that riders pay a share of the cost of their trip. Since
2002, the ADA/Paratransit Services riders fare has increased from $2.50 to $4.00 per trip (a 60% increase). The
requested funding will be used to subsidize $1.00 of the fare thereby reducing the rider's net cost to $3.00 per trip
The lack of affordable and accessible transportation is a major barrier for seniors and persons with disabilities to live
healthy, independent lives. By making ADA paratransit services more affordable, seniors are able to travel to
destinations that support healthy, independent living. Common destinations for project clients include: medical and
health facilities, nutrition programs, supermarkets, pharmacies, senior centers, educational sites, etc.
The anticipated outcomes of the program include: an improved quality of life (i.e., enhanced well -being and dignity),
strengthened independence and self - reliance, and improved access to safety -net and basic needs services
experienced by program participants as a result of the Special Needs Transportation Program.
The proposed program addresses the Citys priority need 1. , o support organizations that provide services to special
needs households in the City (Consolidated Plan, Goal D, Policy 3 -11), by providing transportation services to frail
senior and disabled adult residents of Cupertino.
6. PROJECT MANAGEMENT
Briefly describe how the project will be managed and administered, including proposed staff time and. staff functions.
Management and administration of the proposed project will be integrated into OUTREACHs ADA Paratransit
Services and no staffing costs associated with these responsibilities will be charged to this grant. A small portion of
the grant has been reserved for costs associated with the preparation of financial reports to the City all other funds
will be used for direct ADA paratransit service rider's fare subsidies for Cupertino residents.,
Agency management and staffing that are being leveraged by this grant include: a ride reservation department that
is open from 8am to 5pm, 365 days per year; a Day of Service Center that operates from 5am to 10pm, 365 days
per year to monitor client rides and provide customer service support for riders interested in estimated times of
arrival for their vehicles or to cancel rides, etc.; client accounts staff who manage deposits and charges to rider
accounts; and an Operations and Executive staff that oversees the ADA paratransit service.
7. AGENCY DESCRIPTION AND PREVIOUS CDBG, HOME OR ESG ACCOMPLISHMENTS:
Please give a brief general description of your agency and the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
OUTREACH has provided case management and transportation services for County seniors since 1974. As the
largest provider of human service transportation for Count/ senors and other transportation- disadvantaged
populations, OUTREACH programs serve over 14,000 coUnty residents and provide over 1.1 million rides annually.
27 -55
OUTREACH's current portfolio of services includes: transportation for seniors and persons with disabilities (ADA
Paratransit Services); transportation to work and training for Welfare -to -Work participants and low- income
individuals (Guaranteed Ride Program); afterschool transportation for the children of CaIWORKs participants and
low- income families (Give Kids a Lift!): vehicle repair services for CalWORKs and low- income families (Jump Start);
free bicycles & safety - helmets for CaIWORKs participants and low- income individuals to use to travel to work and
training (Bike to Work); transportation for homeless individuals, veterans and others to destinations that support
healthy and independent lives (Together We Ride); transportation for adults 65 years of age and older (Senior
Transportation and Resources - STAR program); and case management and benefits counseling services for
home -bound and isolated seniors (Senior Outreach Program).
During the past year, OUTREACH established the Mobility Management Center (MMC) for Santa Clara County, The
MMC is designed to serve as a one -stop location for human service transportation and to also increase
transportation options for seniors, persons with disabilities, low- income households, etc. through the coordination of
existing transportation resources. OUTREACH has become a leader in emergency preparedness planning for
vulnerable populations (e.g., seniors, persons with disabilities, and other low - income populations with limited
transportation resources) during the past year and is currently working with the State Office of Emergency Services
and Caltrans on web -based tools to assist first responders in the event of a disaster /emergency.
In the past ten years, OUTREACH assist over 1,700 Cupertino residents with over 97,000 paratransit service trips.
8. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
OUTREACHs financial audit for the fiscal year ending June 30, 2009, was finalized on September 29, 2009. No
findings or concerns were cited in the audit or in any accompanying management letter prepared by our auditors.
27-56
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
FOR THIS PROJECT:
SOURCE
ESTIMATED
AMOUNT
STATUS
C ity of Cupertino
$7,11
fication Pendi
VTA: Paratransit Services
$160,4761
Committed
Farebox Rider
$15,551
Projected revenue
Estimated Total Project Cost:
$183,141
Total Beneficiaries:l
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Persons
Specific Activities
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
Clients For Each Quarter
1st
I 2nd
I 3rd
I 4th
Total
Quantify When Possible
Possible)
1 st I 2nd I 3rd I
4th JTot4
Serve senior and disabled adult
paratransit service riders who are
C upertino residents
ADA Paratransit Service qualified Cupertino
residents served
40 1 61 4 14
Paratransit Service Riders Fare Subsidies
Total Beneficiaries:l
6,215
14
CHART B Use this table to list general activities lie, brochures distributed, seminars offered,
advertisements run).
27-57
Benchmarks For Each
Products or Milestones to be accomplished
Quarter
Specific Activities
(Use Specific Numerical Data When
Quantify When Possible
Possible)
1 st I 2nd I 3rd I
4th JTot4
Subsidize ADA paratransit
Paratransit Service Riders Fare Subsidies
2,5012,5011,211
6,215
service rider fares to seniors and
disabled adults who are
C upertino residents
27-57
BUDGET
For Amount Requested
FY 200912010
Category
Budget For
Year
SALARIES:
ersonnel
Benefits
OFFICE EXPENSE:
Rent
T elephone/Fax
Printing
T ravel
U tilities
Of fice Supplies
Postage
Equipment Maintenance /Repair
PROJECT EXPENSES:
ounting Services
$90
dicing Fees
Insurance
Davis Bacon Compliance
PROJECT CONSTRUCTION:
Ap praisal
Engineering Services
Ar chitectural/Design
Ac quisition
A DDITIONAL EXPENSES (Qty) 01
Paratransit Service Rider's Fare
Subsidies
$6,21
TOTAL:
$7,11
Files to be Uploaded Currently Attached Files
Click here if you will upload your Annual
Audit or 990.
0 Click here if you will upload your
Insurance Endorsement.
El Other document to upload:
o Other document to upload:
o Other document to upload:
If these documents are not uploaded, then they must be mailed to the Vera Gil City of Cupertino
Program Manager Signature Paul Tatsuta
Date Signed 03/01/2010
City Approval Signature
Vera Gil
27 -58
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLACK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 2010/2011
STANDARDIZED APPLIICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: Senior Adults Legal Assistance (SALA)
Street Address: 160 E. Virginia Street, Suite 260
City: San Jose State: CA Zip: 95112
Executive Director: Georgia Bacil
Phone No: 408 - 295 -5991 Fax No: 40EI -295 -7401 E -Mail: gbacil @sala.org
Is this a faith -based organization: No
2. PROJECT NAME: Legal Assistance to Cupertino Elders
Project Cupertino Senior Center, 21251 Stevens Creek Blvd., Cupertino, CA 95014
Address /Location:
Contact Person: Georgia Bacil Title: Directing Attorney
Phone No: (40 295 -5991 Fax No: 408 -295 -7401 E -Mail: gbacil @sala.org
Brief Project Description:
SALA will provide free legal services (in the form of legal advice /referrals, consultations/brief service, and
representation) to Cupertino residents age 60 or older primarily by continuing our on -site appointments at the
Cupertino Senior Center and by serving Cupertino seniors by phone that are homebound or with emergencies. Home
visit will also be made, as needed, to homebound seniors. A minimum of 40 unduplicated Cupertino seniors annually
will receive legal services. SALA will also make one community education presentation annually at the Cupertino
Senior Center or another site in Cupertino.
Services Provided:
Senior services
Comments:
Our project provides Public Service Activities and more specifically Senior Services because we target our program
of free legal services exclusively to seniors (persons age 60 or older). Within the broad scope of legal services for
seniors provided by SALA, our project also provides Domestic Violence Support; specifically, we provide legal
assistance with restraining orders to prevent physical abuse of senors because some of our clients are victims of
domestic violence or elder abuse. Both of these Public Service activities are included on page 2 of the listing of FY
2010 -11 Funding Priorities for the City of Cupertino that aria referenced on the on -line application form.
3. FUNDS REQUESTED: $9,717
Funds Allocated from Cupertino for FY 09/10: $9,717
Number of proposed unduplicated Cupertino beneficiaries: 40
Number of proposed unduplicated Cupertino beneficiaries at or
0 -30% (Extremely low): 20 31 -50% (Very low): 10
TOTAL PROJECT COSTS: $24,007
Cost Per Service Unit or Per Client:$242
Funds Received in FY 08/09: $9,717
below current countywide median income:
51 -80% (low): 10
4. PROJECT DESCRIPTION AND NUMBER OF UNDUPLICATED CLIENTS SERVED:
27 -59
Provide a brief description of the specific project being proposed. This description should clearly state what the
project intends to provide or accomplish and the specific activities for which funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the specific type and
number of total unduplicated project beneficiaries (e.g. 50 lower income families, 25 homeless persons, 100 lower
income households, etc.).
SALA is a nonprofit law office that has provided free legal services to Santa Clara County elders for 36 years. SALA
provides services primarily by appointments at 20 senior centers or community sites in the County, including the
Cupertino Senior Center. Services are targeted to elders who are low income or at risk of abuse, exploitation or
premature institutionalization. Legal services (advice /referrals, consultations, legal representation, and community
education) are provided for: Public Benefits; Elder Abuse; Nursing Homes; Advance Health Care Directives;
Incapacity Planning; Consumer; Housing; Probate Alternatives; and Simple Wills (through SALA's pro bono No Fee
Wills Panel). Services are delivered by SALA's 5 attorneys, legal secretary, 10 intake volunteers, and /or 20 pro
bono Wills Panel attorneys.
Cupertino CDBG funds are requested for 2010 -2011 (and 2011 -2012 if second year funding is extended) to maintain
SALA's expanded on -site service levels at the Cupertino Senior Center. SALA also proposes to continue home visits
to Cupertino elders who are homebound or institutionalized. Clients with urgent legal problems will also be served on
an emergency basis by telephone. Cupertino elders who appear at SALA intake sites in other cities will also be
served. Project services will be limited to seniors (persons age 60 or older) living within the geographic boundaries
of Cupertino (i.e., Cupertino residents).
In 1997 -98 SALA first received CDBG funding from Cupertino to expand our on -site services at the Cupertino Senior
Center. Prior to expanding services in Cupertino in 1997 -98, the waiting time for a SALA appointment at the
Cupertino Senior Center was 2 months or longer. As a result, only 42% of the Cupertino clients served by SALA
from January to June 1997 were seen at the Cupertino Center, 16% were served by telephone, and the remainder
(42 %) had to travel to a SALA intake site in another city. The continued expansion of SALA's services at the
Cupertino Senior Center for 2010 -2011 will enable more Cupertino elders to be served locally instead of being
forced to seek services at other SALA sites or forgoing services altogether because of transportation barriers to
these sites. In fact, 86% of the Cupertino elders served by SALA in 2008 -09 were seen at the Cupertino Center. We
also expect the waiting time for a SALA appointment at the Cupertino Senior Center to be reduced.
As detailed in the Project Work Plan in Part 10, SALA will complete the following objectives by 6/30/11: (1) provide
Legal Services to 40 Cupertino clients (age 60 or older) primarily through intake sessions at least twice monthly at
the Cupertino Senior Center, as Well as at other SALA sites, by telephone intake (for emergencies and homebound
clients), and home visits and (2) conduct one Community Education presentation at the Cupertino Senior Center or
another site in Cupertino.
Project beneficiaries will be individual Cupertino residents, age 60 or older, targeting those who have low incomes,
are frail, or are at risk. SALA's statistics for Cupertino elders for 2008 -09 indicate 69% were very low income (at or
below 50% of the county median income level) and 47% were age 75 or older (a demographic indicator placing them
at risk). According to the Area Plan on Aging for 2005 -2009, which includes demographics for the age 60 population
in Santa Clara County based on 2000 Census data, of the 218,931 county residents age 60 or older, 37% are very
low income and 33.5% are age 75 or older. SALA's statistics for 2000 -09 also indicate 57% of our Cupertino clients
were female and at least one -third identified themselves as minority elders. SALA expects similar demographics for
Cupertino clients in 2010 -11.
The $9,717 in CDBG funding requested will support direct personnel costs (attorney and support staff time) to
maintain our expanded service levels in Cupertino. This amount represents our current (2009 -10) funding level.
Cupertino CDBG funds will be leveraged by five other sources of ongoing funding support as well as with in -kind
services (from volunteer attorneys and paralegals) and in kind space (a rent free private room at the Senior Center
for our appointments). (See Part 9 for detail). If less than $9,717 is received, SALA may have to reduce service
levels and the number of clients served in Cupertino in proportion to the amount of SALA staff time that will be lost. If
no CDBG funding is received, SALA services at the Cupertino Center will likely be reduced to bimonthly
appointment sessions or could be eliminated.
6. PROJECT PURPOSE AND OBJECTIVES:
27-60
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
To address the priority needs below, the Project's purpose is to provide free legal services to support seniors
(especially very low income or at risk seniors) to live independently, safely, non- institutionalized and with dignity by
protecting their rights, preventing their abuse, ensuring their access to services /entitlements, and planning for their
future. The critical nature of SALA's services is illustrated by the cases we open. The breakdown of our countywide
open caseload as of 12/31/09 was as follows: 27% of the clients had problems with public benefits, 2% had a
housing problem, 30% needed intervention for elder abuse:, 30% requested an Advance Health Directive, 1% had a
nursing home problem, 4% had a Medicare HMO or Medi••Gap Insurance dispute, and 6% needed help with
incapacity planning or probate alternatives.
The Project objectives to be completed by 6/30111 are: (1) to provide free Legal Services to 40 Cupertino clients
(age 60 or older), through intake sessions at least twice monthly at the Cupertino Senior Center, intake sessions at
other SALA intake sites, telephone intake (for emergencies /homebound clients), and home visits (see Part 10, Chart
A) and (2) to conduct one Community Education presentation at the Cupertino Senior Center or at site in Cupertino
(see Part 10, Chart B).
All of the tasks that the Project will undertake to accomplish each objective set forth above will be conducted by an
attorney on SALA's staff, an intake volunteer (attorney or paralegal), or a pro bono Wills Panel attorney. All
attorneys on SALA's staff and on SALA's Wills Panel are licensed by the California State Bar. The Cupertino Senior
Center staff will schedule and confirm SALA's appointments at their site. The Center will also provide rental -free use
of a private office for our appointments.
The Project outcomes to be accomplished by 6/30/11 are set forth below. Because SALA provides only one service
countywide, legal services, our funders allow us to use countywide outcomes. Outcome #1 is that of the countywide
clients whose cases were closed in 2010 -11, 80% will have experienced increased access to legal information,
knowledge/tools, and services regarding elders benefits, rights, safety, protection, and planning. This will be
measured by pre and post data from intake forms or closing reports documenting the primary legal problem and its
disposition. Outcome #2 is that of the countywide clients receiving consultation, brief service, or representation
services whose cases were closed in 2010 -11, and who completed a survey, 80% will have experienced satisfaction
with the quality /professionalism of SALA's services, as well as an increased sense of safety, security, or peace of
mind. This will be measured by surveying a sample of clierrts as to their satisfaction and if they experienced
increased safety, security, or peace on mind. All clients with open cases will be sent a survey after their case is
closed. Selected clients may also be surveyed at point of service. The results of SALA's 2008 -2009 Outcome
Evaluations indicated that 98% of our countywide clients achieved Outcome #1 and 97% of the sampling of
countywide clients that completed a survey achieved Outcome #2.
With respect to priority needs, SALA's project meets the clefinition of a Public Service under the federal CDBG
program and targets services exclusively to the elderly, a group presumed to be very low and low income for the
CDBG program. It also falls within the Senior Services category in the FY 2010 -11 CDBG Funding Priorities for
Cupertino and is identified as a High priority Public Service Need (Senior Services) in the Cupertino Consolidated
Plan. (See Table 213, Community Development Needs). As noted in Part 4, SALA statistics for Cupertino elders
served in 2008 -09 also indicate that 69% were very low income (at or below 50% of the median). These statistics
also indicated that 47% were age 75 or older (a demographic indicator that they may be frail or at risk). Moreover,
SALA's legal assistance or intervention to prevent physical abuse and domestic violence against elders also
addresses another 2010 -11 Cupertino Funding Priority and a high priority Public Service Need in the Consolidated
Plan, Domestic Violence Support. Thus, SALA's project meets a national objective for CDBG, and jurisdictional
objectives /priority needs for Cupertino, because it provides services that benefit very low and low- income persons
and it targets the elderly, some of whom are also victims of domestic violence or elder abuse.
In addition to the priority needs identified in the FY 2010 -11 Cupertino Funding Priorities and the Cupertino
Consolidated Plan, the Council on Aging (COA) needs report, Coming of Age (1994), documents the speck and
critical need for legal services for seniors in Santa Clara County, including Cupertino, particularly for the low- income
and at risk populations. It states that for elders who need ,assistance in dealing with agencies, Legal Assistance is
needed to establish eligibility and to secure benefits. This COA report also notes the importance of legal services for
physical and financial abuse, as well as competence, and indicates that legal issues are imbedded in many other
areas of service essential to the elder population's daily survival. The COA Area Plan on Aging for 2005 -2009
adopted April 25, 2005 affirms that legal assistance continues to be a priority need in Santa Clara County to help
27 -61
older persons obtain services and benefits including protective services for financial abuse, competence and
conservatorship. Unmet Civil Legal Needs of Indigent Residents of Santa Clara County, a report for the Board of
Supervisors in August 2001, also confirms the findings of the above cited reports and notes that legal representation
and counsel can be essential to the elderly and their families in gaining access to health, income, and social services.
Most recently, Community for a Lifetime, the ten year strategic plan on aging completed by the County and the City
of San Jose in February 2005, identified the availability of legal assistance at senior centers as a key service need.
In fact, when asked which programs they would like senior centers to offer, legal services was one of the three
services identified by more than one half of the seniors that were surveyed by telephone for this needs report.
6. PROJECT MANAGEMENT
Briefly describe how the project will be managed and administered, including proposed staff time and staff functions.
SALA has a bilingual and culturally diverse staff with extensive expertise in legal problems of low income and at risk
eiders. SALA's managing attorneys have extensive experience (more than 40 years) in this area. Directing Attorney
Georgia Bacil (J.D.79), allocated .04 FTE to the Cupertino project, has 26 years experience in that position and
Supervising Attorney Michele Schroeder (J. D.'94), allocated .05 FTE to Cupertino, has worked at SALA for 15
years. These two attorneys supervise and train SALA's Staff Attorneys and our volunteers. Other project staff
includes Staff Attorney Fawn Reed (J. D. 02), allocated .06 FTE to Cupertino, who has worked at SALA since
August 2002 and Staff Attorney Beatriz Lopez, allocated .01 FTE to the project, who has worked at SALA since
April 2001. Legal Secretary Victoria Saucedo, allocated .02 FTE to the project, has worked at SALA for 10 years.
SALA Administrator Cynthia Arechiga Boone, who handles the agency fiscal functions and is allocated .02 FTE to
the project, had 16 years experience in non -profit accounting before she joined SALA in December 2004. Attorneys
Bacil and Lopez are bi- lingual in English/Spanish. Ms. Boone, Ms. Lopez, and Ms. Saucedo are Hispanic.
SALA's Directing Attorney has overall responsibility for the legal services performed by SALA- With the exception of
the Directing Attorney who does not handle a client caseload, all attorneys on SALA's staff provide the direct legal
services to seniors described herein. All SALA attorneys, including the Directing Attorney, also provide community
education and participate in collaborative activities and outreach. As noted in Part 4, SALA's staff is augmented by
10 volunteer intake workers who interview clients at senior centers. In addition, a minimum of 10 pro bono attorneys
serve on SALA's No Fee Wills Panel. Since 1988; the Wills Panel has provided Simple Wills, free of charge, to SALA
clients with modest assets at Will Days at senior centers arranged by SALA. SALA's Legal Secretaries support the
work of the SALA staff and the volunteer attorneys /intake workers; they also conduct telephone intake and
screening for any client emergencies (such as elder abuse matters) that cannot wait for a senior center appointment.
All attorneys on SALA's staff and the Wills Panel are licensed by the California State Bar. We also note that the
Cupertino Senior Center staff will schedule SALA's appointments at their site and the Senior Center will also provide
rental -free use of a private office for our appointments.
By virtue of SALA's 36 years of serving elders in Santa Clara County, SALA has well - established internal and
external monitoring procedures to evaluate program performance and SALA continues to meet or exceed our all of
our funders performance goals. See Part 7 for detail.
7. AGENCY DESCRIPTION AND PREVIOUS CDBG, HOME OR ESG ACCOMPLISHMENTS:
Please give a brief general description of your agency and the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
SALA is a nonprofit law office that provides free legal services to Santa Clara County elders by appointment at 20
sites including the Cupertino Senior Center. Services are targeted to elders who are low income or at risk and focus
upon: Public Benefits; Elder Abuse; Nursing Homes and Alternatives; Advance Health Care Directives; Incapacity
Planning; Consumer; Housing; Probate Alternatives; and Simple Wills.
Founded in 1973, SALA is one of the most experienced legal service programs for seniors in the nation. In 1975,
SALA was funded as a Model Project by the Administration on Aging, serving as a prototype for similar programs
27 -62
nationwide. Today, SALA is supported by the Older Americans Act and 15 other funders, including Cupertino. SALA
continues to be the only agency designated by Council on Aging to provide a full range of legal services exclusively
to elders in Santa Clara County.
By virtue of SALA's 36 years of service, the agency has strong qualifications and experience in providing services of
the type proposed. In fact, SALA has been serving Cupertino seniors since 1979. Each year, SALA provides legal
services to more than 1,000 unduplicated clients countywide. In 2008 -2009, SALA served 1,540 unduplicated clients
through senior centers, home visits, or by telephone (for emergencies or homebound clients). Annually, SALA also
makes at least 20 community education presentations. Last year, at least 1,000 persons attended one of SALA's 30
education presentations.
With respect to previous CDBG projects in other cities, SALA has met or exceeded our contract goals since we
were funded. As for Cupertino CDBG, SALA has met or exceeded our goals since the project was funded by
Cupertino in 1997 -98. For 1997 -98, 1998 -99, and 1999 -2000, our goal was to serve 40 clients and we served 50
clients (1997 -98), 61 clients (1998 -99), and 46 clients (1999- 2000). In 2000 -01 and 2001 -02, the goal was 50
clients and we served 50 clients and 70 clients, respectively. For 2002 -03 through 2004 -05, the goal was 65 clients;
in 2002 -03 we served 77 clients, in 2003 -04 we served 6Ei clients, and in 2004 -05 we served 73 clients. For 2005 -06
the goal was 60 clients, and we met that goal. For 2006 -07, the goal was 52 clients and we served 59 clients. For
2007 -08, the goal was 50 clients and we served 67. For 2008 -09, the goal was 48 clients and we served 51 clients.
With respect to 2009 -10, as of December 2009 we have served 33 clients; the annual goal is 40.
8. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
SALA's audit for FY 2008 -09, prepared by Berger Lewis and dated September 16, 2009, and the internal control
letter from Berger Lewis are attached as requested in the application instructions. Hard copies were also mailed to
Vera Gil in October 2009 and again on February 20, 2010. There were no negative findings or concerns cited in the
audit or internal control letter, so no actions were needed to correct findings or concerns.
SALA's Form 990 for FY 2008 -09 is not yet available as we have requested an extension of time until May 15, 2010
to file this document. Even though a copy of this document is not requested in the application instructions, if the City
of Cupertino would like a copy of SALA's Form 990 for FY 2008 -09 we can make it available, upon request, after it
is filed.
27-63
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
FOR THIS PROJECT:
Specific Activities
ESTIMATED
Quarter
SOURCE
(Use Specific Numerical Data When
STATUS
AMOUNT
Possible)
C ity of Cupertino
$9,71
lication Pendi
Council on Aging/Older
$5,71
Pending Approval. Expect renewal of year #4 of four year
A mericans Act
0
contract in June 2010
State Bar/Legal Services Trust
$78
Pending Approval. Expect renewal of ongoing grant in April
Fund Pro ram
Cupertino Elders
2010.
Silicon Valley Campaign for
$1,30
Pending Approval. Expect renewal of ongoing eligibility in June
Legal Services
010.
Santa Clara County General
$1,20
Pending Approval. Expect renewal of year #3 of three year
Fund
contract in June 2010
Contributions/Special Event
$1,40C
To be raised by June 30 2011; based on prior years revenues
In Kind Services/space
$3,90C
To be donated by June 30, 2011; based on prior years in -kind
Estimated Total Project Cost:
$24,00
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Persons
CHART B Use this table to list general activities (le, brochures distributed, seminars offered,
advertisements run).
Products or Milestones to be accomplished
Clients For Each Quarter
Specific Activities
(Use Specific Numerical Data When
Quarter
Specific Activities
(Use Specific Numerical Data When
Quantify When Possible
Possible)
Possible)
1st
2nd
I 3rd
I 4th
ITotal
Make one community education presentation
0
0
1
Provide Direct Legal Services to
Serve a total of 40 Cupertino elders by year
10 10 10 1 d 4
Cupertino Elders
end (or by June 30) through appointments at
Cupertino by ear end or by June 30
he Cupertino Senior Center, other SALA intake
k ites, home visits or telephone intake.
Total Beneficiaries:1
40
CHART B Use this table to list general activities (le, brochures distributed, seminars offered,
advertisements run).
27-64
Benchmarks For Each
Products or Milestones to be accomplished
Quarter
Specific Activities
(Use Specific Numerical Data When
Quantify When Possible
Possible)
1st 2nd
3rd
I 4th
ITotal
Make one community education presentation
0
0
1
1
Provide Community Education
at Cupertino Senior Center or another site in
Cupertino by ear end or by June 30
27-64
BUDGET
For Amount Requested
FY 2009/2010
Category
Budget For
Year
SAL-ARIES:
Personnel
$8,36
B enefits
$1
OFFICE EXPENSE:
Rent
T elephone/Fax
Printing
T ravel
Utilities
O ffice Supplies
Postage
Equipment Maintenance /Repair
PROJECT EXPENSES:
ccounting Services
uditing Fees
Insurance
Davis Bacon Compliance
ROJECT CONSTRUCTION:
praisal
ngineering Services
chitectural /Design
A cquisition
DDITIONAL EXPENSES (Qty) 0
TOTAL:
$9
Files to be Uploaded
o Click here if you will upload your
Annual Audit or 990.
o Click here if you will upload your
Insurance Endorsement.
Currently Attached Files
SALA Au lit by Berger Lewis for 2008 -09 pdf
Cupertino Insurance Certificates. pdf
2 Other document to upload: Internal Audit Inte Control Letter by Berger Lewis for 2008-09 .pd
Control Letter for 2008 -09
o Other document to upload:
E Other document to upload:
If these documents are not uploaded, then they must be mailed to the Vera Gil City of Cupertino
Program Manager Signature
Date Signed
Georgia Bacil
02/26/2010
City Approval Signature
Date Signed
Vera Gil
03/16/2010
27-65
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 2010/2011
STANDARDIZED APPLICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: Support Network for Battered Women
Street Address: 1257 Tasman Drive, Suite C
City: Sunnyvale State: CA Zip: 94089
Executive Director: Ken Goldstein
Phone No: (408) 541 -6100 Fax No: (408) 541- 1333E -Mail: kgoldstein @supportnetwork.org
x102
Is this a faith -based organization: No
2. PROJECT NAME: Domestic Violence Services to Cupertino Residents
Project 1257 -C Tasman Drive - Sunnyvale CA 94089
Add ress /Location:
Contact Person: Adriana Caldera Title: Grants Manager
Phone No: (408) 541 -6100 Fax No: (408) 541 -1333 E -Mail: acaldera @supportnetwork.org
x118
Brief Project Description:
The Support Network for Battered Women provides comprehensive domestic violence services to all Cupertino
residents including our toll -free, bilingual 24 -hour crisis hot -line, an emergency residential shelter, counseling,
therapy, legal advocacy, community outreach, education, resources and referrals.
Services Provided:
Domestic violence support
Comments:
90% of all Support Network clients fall within the low to extremely low income categories as determined by HUD.
3. FUNDS REQUESTED: $5,000
Funds Allocated from Cupertino for FY 09/10: $5,000
Number of proposed unduplicated Cupertino beneficiaries: 18
Number of proposed unduplicated Cupertino beneficiaries at c
0 -30% (Extremely low): 16 31 -50% (Very low): 1
TOTAL PROJECT COSTS: $1,633,646
Cost Per Service Unit or Per Client:$277
Funds Received in FY 08/09: $4,202
r below current countywide median income:
51 -80% (low): 1
4. PROJECT DESCRIPTION AND NUMBER OF UNDUPLICATED CLIENTS - SERVED:
Provide a brief description of the specific project being proposed. This description should clearly state what the
project intends to provide or accomplish and the specific activities for which funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the specific type and
number of total unduplicated project beneficiaries (e.g. 50 lower income families, 25 homeless persons, 100 lower
income households, etc.).
The Support Network for Battered Women respectfully requests a CDBG grant in the amount of $5,000 from the
City of Cupertino in order to provide low and extremely low income Cupertino residents with comprehensive
domestic violence services and emergency shelter.
Domestic violence is a devastating and lethal crime that poses serious problems for Santa Clara County and the
27-66
nation at large. Domestic violence crosses all ethnic, racial, cultural, age, religious and socioeconomic lines. The
Santa Clara County Death Review Committee recently reported eleven domestic violence related deaths in Santa
Clara County in 2009, more than triple the number reported in 2008. Law enforcement indicates that the number of
actual domestic violence incidents is exponentially higher due to the reality that domestic abuse is severely under-
reported. The breach in reporting is attributed to fear, shame, social stigma, economic dependency and an
unawareness of available services.
Family pressure and immigration status may further hinder victims from seeking help or leaving their abusers. Victims
of domestic abuse are at a greatly increased risk of violerx;e and even death, when they attempt to escape. The
critical element in making the decision to leave an abusive relationship is a victims knowledge that she and her
children will not be without shelter, and can find a safe haven where the abuser will not locate them. When battered
women are not able to obtain affordable housing or shelter to escape the violence, they are often thrust into
choosing between life with their abuser and life on the streets with their family. Survivors of domestic violence often
require additional counseling and therapy in order to work through psychological trauma from physical abuse before
they can transition back into their community.
The Support Network serves women, children, teenagers, and families throughout Santa Clara County, including the
City of Cupertino - -who are experiencing domestic violence. Through prompt, skilled service delivery and education
efforts, clients will be able to increase their safety options and connect to life- saving community resources. To
address this devastating problem, the Support Networks :services for Cupertino Families Project will provide at least
18 unduplicated city residents with the following services (luring fiscal year 2010 -2011.
A. Counseling Services: The Support Network will provide counseling services to at least 15 unduplicated Cupertino
residents.
Domestic violence victims in Cupertino will have access to our agencys array of comprehensive counseling services
that include short and long -tern therapy, psychotherapy, peer and group counseling, case management, support
groups, children play therapy, and culturally competent crisis counseling. Cupertino residents will have full access to
our cutting edge La Familia Program. This program serves Latino families by reaching out to local community
centers, churches, and schools to connect with the Latino population and provides information on the bilingual
domestic violence services that are available in our community.
B. Emergency Residential Shelter: The Support Network vvill provide emergency residential shelter to at least 3
unduplicated Cupertino residents.
Cupertino residents have access to our emergency residential shelter. Women and children in immediate danger of
domestic violence are supplied with confidential emergency shelter. The shelter hosts 16 beds and is comprised of
residential apartments. Cribs are available for clients with infants. Each unit is equipped with a fully functional
kitchen, bathroom, living room and two bedrooms. Shelter residents are provided with nutritious and culturally
appropriate food from the shelters food pantry. Residents also receive clothing, bedding, diapers and toiletries. The
shelter serves as a safe home for clients up to 8 weeks. Shelter residents are able to participate in support groups.
All shelter residents are provided with comprehensive case management, community referrals and agency services
as determined by their unique needs.
The Support Network for Battered Women meets an urgent community need through the provision of comprehensive
counseling services, and emergency residential shelter to %- upertino families in immediate danger of domestic
violence. As the Support Network administers essential and comprehensive services to the community, we diminish
the number of women and children living in dangerous domestic violence environments.
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
The Support Network is the only provider of comprehensive domestic violence services in Northern Santa Clara
County. The Support Network addresses a priority need in the City of Cupertino through the provision of critical
support and emergency residential shelter to the Citys most vulnerable residentswomen and children living in
imminent danger of domestic violence. Domestic Violence can cause severe physical, emotional and psychological
trauma. Before victims of domestic violence can transition back into the community, they must first secure their own
27-67
physical safety, mental well -being and basic needs. While domestic violence affects women and children from all
socioeconomic backgrounds, our agency finds that 90% of our client families fall within the low to very-low income
bracket.
Objectives /Outcomes:
The Support Network will provide counseling services to at least 15 unduplicated Cupertino residents. Eighty (80)
percent of counseling service clients, who have completed the quarterly Counseling Services Questionnaire, will
report an increased understanding of community resources and report an increased knowledge of domestic violence.
The Support Network will provide emergency residential shelter to at least 3 unduplicated Cupertino residents.
Seventy -Five (75) percent of Cupertino residents, upon leaving the emergency residential shelter, will develop a
safety plan to ensure the continuation of a suitable living environment as measured by confidential client case files.
Outcome Measurement Tools:
The procedures of measuring program success are well established. The Support Network shelter and our main
office track all services provided to our clients in confidential client files and case notes. All data is tracked by
relevant personnel and entered into our database system. Crisis calls and shelter program data are entered and
manually tracked. The Data Management Coordinator compiles monthly, quarterly and annual reports. All client files
are confidential and are maintained for seven years by the Executive Director and the Director of Clinical Services.
The impact of our services on each client is measured through various surveys and scales. Individuals receiving
counseling or legal services are asked to fill out a feedback form. This form allows our counselors to track the
services each client received; and track the number of counseling sessions in which she participated. For Children
services, parents are asked to fill out a confidential assessment of their child's participation in individual therapy,
group therapy or children activities group. These feedback forms are used by case managers to ensure that each
client is equipped with the tools to rebuild her life free from domestic violence.
As families exit our shelter they are asked to complete an anonymous questionnaire evaluating the services they
received. Questions include the clients assessment of her family's safety, treatment, support and connection to
community resources. All written evaluations are kept on file and have proven to be overwhelmingly positive. Exit
outcomes are also tracked to see where our clients go after leaving our shelter.
6. PROJECT MANAGEMENT
Briefly describe how the project will be managed and administered, including proposed staff time and staff functions.
Denise Henderson, Director of Clinical Services and Program Services. MA Counseling, Education & Psychology
from Santa Clara University. BA Social Work from Michigan State University. Licensed Marriage and Family
Therapist (LMFT), and over 8 years Domestic Violence experience. Certified Domestic Violence Counselor.
Supervises MA Counselors and Interns and develops client services.
Percentage of time charged to project: 8%
Karen Pyles, Shelter Manager. BA Psychology and BA Women and Gender Studies from University of California,
Davis. Current student at the Institute of Trans - personal Psychology pursing an MA in Counseling Psychology.
Certified Domestic Violence Counselor. Oversees Shelter Program and provides case management, counseling,
advocacy, information and referrals.
Percentage of time charged to project: 8%
7. AGENCY DESCRIPTION AND PREVIOUS CDBG, HOME OR ESG ACCOMPLISHMENTS:
Please give a brief general description of your agency and the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
The mission of the Support Network for Battered Women is to empower our diverse community to live free from
domestic violence. The Support Network provides vital comprehensive case management services to women and
children living in threatening domestic violence environments throughout Santa Clara County. The Support Network
provides the County's only 24 -hour toll -free, bilingual domestic violence crisis hot -line, a confidential residential
emergency shelter, crisis counseling (long and short term), legal assistance, court accompaniment, individual and
27-68
group therapy, support groups, children's play therapy, preventative education, safety planning and community
referrals. All of the organizations services are bilingual (Erglish/Spanish) and culturally competent.
Established in 1979, the Support Network for Battered Women has been providing essential domestic violence
services to women and children for 30 years. The Support Network is a vibrant community -based organization that
draws on the collective talent of 24 staff members and over 400 volunteers, serving thousands of residents annually.
Our agency is recognized as a crucial part of the Countys social service continuum. The Support Network maintains
a strong presence in the County through participation at community events, media advocacy, outreach efforts and
materials distribution.
For over 15 years, the Support Network has partnered with the City of Cupertino in the CDBG program in order to
better the lives of city residents who are suffering from domestic violence. We are proud to report that we are well
on our way to surpassing our direct service goals for FY C9 -10. For the past several years, the Support Network
has met or exceeded all of our contracted numeric service goals by providing counseling and shelter to residents of
Cupertino.
The Support Network is dedicated to providing a full range of vital programs and services to victims of domestic
violence. No one in need is turned away. In this current economic downturn, our agency remains dedicated to
maintaining the delivery of high quality uninterrupted servica. Our staff works tirelessly to ensure continued funding
through individual giving campaigns, United Way funding, corporate and foundation grants and government (city,
state, county, and federal) grants. The Support Network is extremely grateful to the City of Cupertino for their
continued partnership to provide residents with essential social services.
S. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
The Audited Financial Statement for year ending June, 30, 2009 was completed on October 10, 2009. The audit
was conducted in accordance to auditing standards generally accepted in the United States, such as the Standards
for Audits of Governmental Organizations, Programs, Actii4ties and Functions issued by the U.S. General accounting
Office. This includes tests of the accounting records and other necessary auditing procedures. The report identified
no problems in need of correction.
27-69
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
FOR THIS PROJECT:
SOURCE
ESTIMATED
AMOUNT
STATUS
C ity of Cupertino
$5,001pplication
Pendi
Federal
$79,001
Committed
State
$349,111
Pending
County of Santa Clara
$184,361
Committed
Other Cities
$150,161
Committed
Foundations/Corporations
$345,00
Committed
Individuals
$456,00
Ongoi
Program Fees
$45,00
On of
Other Income
$20,00
Ongoi
stimated Total Project Cost:
$1,633,64
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Persons
Specific Activities
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
Clients For Each Quarter
1st
I 2nd
I 3rd
I 4th
ITotal
Quantify When Possible
Passible)
1st 2nd
I 3rd
Crisis Counseling Services
Support Network will provide counseling
services to 15 unduplicated Cupertino
residients.
4 4 4 1
Emergency Residential Shelter
Support Network will provide emergency
L helter to 3 unduplicated Cupertino residents.
1 1 1 3
1
Total Beneficiaries:
4
1
CHART B Use this table to list general activities (le, brochures distributed, seminars offered,
advertisements run).
27 -70
Benchmarks For Each
Products or Milestones to be accomplished
Quarter
Specific Activities
(Use Specific Numerical Data When
Quantify When Possible
Passible)
1st 2nd
I 3rd
I 4th
ITotal
Community Outreach/Education
Agency materials distributed to Cupertino
1 1
1
1
4
location.
27 -70
BUDGET
For Amount Requested
FY 2009/2010
Category
Budget For
Year
SALARIES:
Personnel
$4,23
Benefits
$76
OFFICE EXPENSE:
Rent
$
T elephone/Fax
$
Printing
$
T ravel
$
Utilities
$
Office Supplies
$
Postage
Equipment Maintenance /Repair
$
PROJECT EXPENSES:
counting Services
uditing Fees
$
Insurance
$
avis Bacon Compliance
ROJECT CONSTRUCTION:
praisal
ngineering Services
chitectural/Design
uisition
ADDITIONAL EXPENSES (Qty) 5
Professional Fees
$
Client Related Expenses
$
Staff Training/Meeting Expenses
$
Buildina Maintenance/Repairs
$
Business Related Expenses
$
TOTAL:
$5,00
Files to be Uploaded
Currently Attached Files
o Click here if you will upload your Annual Financial Audit FY 08- 09.gdf
Audit or 990.
o Click here if you will upload your
Insurance Endorsement.
a Other document to upload:
Other document to upload:
o Other document to upload:
Liability I isurance Cert 09- 10.12df
If these documents are not uploaded, then they must be mailed to the Vera Gil City of Cupen`mo
Program Manager Signature
Adrian Caldera
27 -71
Date Signed
City Approval Signature
Date Signed
02/26/2010
Vera Gil
03/16/2010
27-72
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 201012011
STANDARDIZED APPLICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: United Way Silicon Valley
Street Address: 1400 Parkmoor Avenue, Suite 250
City: San Jose State: CPS Zip: 95126
Executive Director: Carole Leigh Hutton
Phone No: (408) 345 -4302 Fax No: (408) 345 -4301 E -Mail: clhutton @uwsv.org
Is this a faith -based organization:
2. PROJECT NAME: 2 - 1 - 1 Santa Clara County
Project
Address /Location: 1400 Parkmoor Avenue, Suite 250, San Jose, CA 95126
Contact Person: Jacqueline de Title: Grarts Manager
Guzman
Phone No: (408) 345 -4350 Fax No: (408j 345 -4301 E -Mail: jdguzman @uwsv.org
Brief Project Description:
2 -1 -1 Santa Clara County is a 24/7 non - emergency, confidential, 3 digit phone number, authorized by the California
Public Utilities Commission for use within the County of Santa Clara, that provides streamlined access to critical
health and human
services information and referrals at no fee to the caller, daily and during times of disaster.
Services Provided:
Housing services that are directed toward providing renter and /or owner occupied housing units for clients
Housing counseling
Senior services
Employment training
Domestic violence support
Housing discrimination
Comments:
2 -1 -1 SCC provides streamlined access to critical health and human services information and referrals, at no fee to
the caller. The database offers a comprehensive variety of information and services which address the many needs
of the residents in the community, including:
MClothing, Food, Personal Goods and Services
ADisaster Planning, Response, and Recovery
ADrug and Alcohol Treatment
REmployment Services and Financial Assistance
REducation and Training
A- AFamily, Individual, and Community Services
1�, Health, Fitness, and Environmental Services
., Housing, Shelter and Transportation
w, Employment and Income Support
3. FUNDS REQUESTED: $4,000 TOTAL PROJECT COSTS: $800,000
Cost Per Service Unit or Per Client:
Funds Allocated from Cupertino for FY 09/10: $2,000 Funds Received in FY 08109: $2,000
27-73
Number of proposed unduplicated Cupertino beneficiaries: NaN
Number of proposed unduplicated Cupertino beneficiaries at or below current countywide median income:
0 -30% (E)tremely low). rVa 31 -50% (Very low): n/a 51 -80% (low): nla
4. PROJECT DESCRIPTION AND NUMBER OF UNDUPLICATED CLIENTS SERVED:
Provide a brief description of the specific project being proposed. This description should clearly state what the
project intends to provide or accomplish and the specific activities for which funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the specific type and
number of total unduplicated project beneficiaries (e.g. 50 lower income families, 25 homeless persons, 100 lower
income households, etc.).
2 -1 -1 SCC is a toll -free 3 -digit calling code set aside for health and human service information and referrals. It is
available 2417 in over 170 languages, with calls being answered by trained and certified call specialists. Information
is also available through the website at www.211SCC.org. 2 -1 -1 SCC offers information on a broad range of
services: housing, shelter assistance, financial literacy, child and elder care, after school programs, mental health
and many other resources. In participation with the Santa Clara County Office of Emergency Services, 2 -1 -1 SCC is
being integrated into the regional disaster response plans. During times of wide- spread disaster, 2 -1 -1 SCC
becomes a vital information conduit for the public, as most recently seen with South County phone outages and the
H1 N1 (Swine Flu) activations. From utility and food assistance to childcare and aging referrals and disaster rumor
control, 2 -1 -1 SCC cuts through the red tape and connects real people with real services. Funding from the City of
Cupertino will support increased community outreach, database development, public information campaign, and
program management and operations.
2 -1 -1 Santa Clara County provides this service to the countys 1.7 million people; this includes the City of Cupertinos
50,456 residents (about 3% of the county population). During the calendar year of 2009, the 2 -1 -1 SCC call center
assisted over 27,575 callers and provided more than 33,084 referrals. In addition, the www.211scc.org website had
375,434 database searches. It differs from 4 -1 -1 in that the caller does not have to know the name of the agency
they want to contact; 2 -1 -1 identifies the type of service and the best location for the caller. With 2 -1 -1, the call
center specialist is AIRS certified and specially trained to ask pertinent questions in order to make the best possible
referral. The caller can also receive multiple referrals for multiple services with one call. Besides individual callers,
many professional service providers and local employers utilize the service, referring their clients or staff to 2 -1 -1 to
access information on additional beneficial services.
Because 2 -1 -1 is a confidential and anonymous service, we are unable to pr oject, track and provide information
H unduplicated use. The call specialist will ask if they can record caller information, i.e. gender, age, income
level, ethnicity, zip code, family structure /makeup, but the caller does not have to provide any personal information.
`While some personal data is able to be collected, the gap bet the number of responses to the number of calls
does not provide significant demographic data. The type/need of tha request is r eccrded and usually the zip code of
t he caller.
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
During the calendar year of 2009, the 2 -1 -1 SCC call center assisted over 27,575 callers and provided more than
33,084 referrals. In addition, the �vww.211scc.org website had 375,434 database searches. In 2009, the call center
received 265 calls from Cupertino residents, a 37% i ncrease fronn 2006.
in 2009, the 2 - 'i -1 SCC operations focused on three primary objectives:
- Continued development and vetting of the 2 -1 -1 SCC database, thus maintaining/ improving program quality
assurance.
- Public information campaign, with special emphasis on isolated and vulnerable populations and law enforcement
outreach.
- infrastriictu:re and capaci_; L--i "J , 2 1 -1 SCC
2 -1 -1 SCC provides streamlined access to critical health and human services information and referrals, at no fee to
27-74
the caller. The database offers a comprehensive variety of information and services which address the many needs
of the residents in the community, including:
- Clothing, Food, Personal Goods and Services
- Disaster Planning, Response, and Recovery
- Drug and Alcohol Treatment
- Employment Services and Financial Assistance
- Education and Training
- Family, Individual, and Community Services
- Health, Fitness, and Environmental Services
- Housing, Shelter and Transportation
- Employment and Income Support
During Fiscal Year 2010111, UWSV will focus on expanding the development of 2 -1 -1 SCC in three primary areas:
1.) Community Outreach and Database Development: To address the crucial need of populating the 2 -1 -1 SCC
database with new and expanded resources, UWSV will continue community outreach to identify programs and
services. All data entered into the 2 -1 -1 SCC database must be properly vetted. Vetting of agencies and their
services includes categorizing and describing services, using a specific taxonomy. Data collected through 2 -1 -1 SCC
is also valuable in identifying gaps in services and unmet needs, helping to shape future services.
To date, the 2 -1 -1 SCC database contains:
- 930 Agencies in the Call Center Database (Vetted and Un- Vetted)
- 350 Agencies Completely Vetted in the Entire Database and available on website
- 6,000 Programs (Agency, Site, Service) Completely Vetted in the Entire Database
- 375,434 website searches in calendar year 2009
2.) Public Information Campaign (PIC): UWSV has a comprehensive and strategic PIC, utilizing a variety of print
collateral and engagement with local media. The PIC is kE!y to connecting people and the service community to 2 -1 -1
SCC. It will be broadened in order to better serve vulnerable and disadvantaged populations normally missed by
mainstream media, as well as to build public awareness for access during times of disaster. Within the service
sector, we will educate and provide instructions on properly accessing and utilizing the 2 -1 -1 online database. The
PIC promotes and utilizes the 2 -1 -1 SCC database for se. providers, assisting case managers to find updated
community resources for their constituents. This efficient system systematically connects individuals and families to
additional services. Learning and knowing how to utilize 2 -1 -1 becomes a valuable resource and tool for commur
members, empowering them to help themselves.
3.) Disaster Preparedness: In times of wide - spread emergency or disaster, 2 -1 -1 SCC becomes the information
conduit for access to health and human services. People who depend upon any variety of health and human services
are more vulnerable during times of disaster. 2 -1 -1 SCC can enhance public safety, crisis recovery efforts, serve as
a conduit for the dissemination of vital information, and m�:bilize large numbers of volunteers through partnerships
with community -based organizations in Santa Clara County. 2 -1 -1 SCC, in participation with the Santa Clara County
Office of Emergency Preparedness, will be integrated intc the regional disaster response plans, and recently,
participated in the Countys Golden Guardian disaster response exercise. We have seen the benefit of the 2 -1 -1
service in other areas of the United States, most recently Juring the San Diego wildfires. We have only just begun to
develop and utilize the potential of 2 -1 -1 SCC in times of emergency and disaster.
6. PROJECT MANAGEMENT
Briefly describe how the project will be managed and administered, including proposed staff time and staff functions.
2 -1 -1 Santa Clara County is a program within United Ways Community Building and Impact Department. Key staff
includes:
Amari Romero- Thosmgas, Senior Vice President, Community Building and € mpact (.15 FTE), brings to U'A'SV a diverse
background of talent and knowledge in the nor rpr� :fit and private sectors. She joined. UWSV in 2005 and facilitated
the development and launch of the Community Impact Str_tegies, Priority Focus Areas, RFP process for the new
partner agency funding structure. She also lead the development, implementation and launch of 2 -1 -1 SCC
27 - 75
(2111107). Before joining UWSV, She served as Executive Director for Sacred Heart Community Service and was a
Senior Consultant for Compass Point Nonprofit Services.
Kim Ferm, 2 -1 -1 SCC Director (1.0 FTE), worked as a Department Director at West Valley Community Services
before joining UWSV in October 2008. She oversaw all direct client services, internship programs, grant writing and
contracts management. Before that, she was the executive director of Cupertino /Sunnyvale Senior Day Services, a
program providing activities to seniors with dementia, stroke, depression and other chronic illnesses. She has a BS
degree in Health Science /Health Care Management and a minor in Gerontology, is a member of the Los Gatos
Morning Rotary club and a graduate of Leadership Cupertino.
Richard Vega, 2 -1 -1 SCC Program Manager (1.0 FTE), brings 13 years of experience in non- profit services. He
coordinated the delivery of intervention services aimed at children and families throughout the Bay Area and Central
Valley regions. As the Emergency Response Program Director with Community Overcoming Relationship Abuse, he
enhanced the delivery of 24-hour critical incident and advocacy response to situations involving domestic violence.
Most recently, he was responsible for oversight of the Volunteer Centers core services and served as a key contact
for county -wide Emergency Volunteer Management efforts. Currently, he manages the 2 -1 -1 SCC database,
website and oversees the call center.
7. AGENCY DESCRIPTION AND PREVIOUS CDBG, HOME OR ESG ACCOMPLISHMENTS:
Please give a brief general description of your agency and the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
United Way Silicon Valley (United Way), established in 1922, is a 501(c) 3 health and human service agency serving
the people of Santa Clara County. United Way is an affiliate of the United Way of America. Over the last six years,
United Way has undergone a transformational process to become a Community Impact organization, aligning its
activities and funding decisions with impact strategies through effective planning, evaluation, and communications
systems and processes.
United Way Silicon Valleys mission is to improve lives by mobilizing the caring power of the community. Our vision is
that every person is fully capable of participating and flourishing in his/her family, neighborhood and community. Our
message: Underneath everything we are, underneath everything we do, we are all people. Connected,
interdependent, and united. And when we reach out a hand to one, we influence the condition of all. Thats what it
means to LIVE UNITED. United Way Silicon Valley is working to advance the common good by focusing on three
areas', ') ':E cor; e: Promoting financial stability and independence; 2) Educa:io:: Helping chi €dren and youth achieve
their potential; and 3) Health: Improving peoples health. These are the building blocks of a good life -a quality
education that leads to a stable job, enough income to support a family through retirement, and good health.
Under the education area, U`vVSV is helping children and youth achieve their potential by making investments in
programs that support their development. The Alternative Education Collaborative is an effort to improve the
educational options and outcomes for disengaged and out -of- school youth throughout Santa Clara County, with an
Emphasis on youth from high economic need areas.
Under the income area, UWSV is promoting financial stability and independence by making investments in programs
.hat help i adult €EVEng skills and support basic needs. These progrzms include the Emerge;,cs Assistance
Network and Financial Stability Partnership. The Emergency Assistance fretwork assists individuals and families
facinc eviction, utility disconnection, hunger, and other life necess ities by providing one -time assistance to qualified
recipients through a netvra1 of organizations. The Financial Stability Partnership hip initiative is focused on realistic
solutions that increase fina-riciai stability ar long -term eccncmi^ ; ndependence for ind ,Aduals and families. The
partnership is designed around three steps: Increase Income, Build Savings and Gain/Sustain Assets.
Under the health area, UWSV is improving people's health by making investments in programs that increase access
to health care and offer counseling amd support, as well as invests in a target program, Covering California's
Children. This program engages policy leaders at the local and slate ievei to help address important community
needs, such as securing health insurance coverage for ail children.
Previous to launching 2 -1 -1 SCC, UkA/SV operated an information and referral service called First Call For Help for
30 years. It assisted callers to access information on services throi.Pghout the county. UWSV tested the 2 -1 -1 SCC
27 -76
service in December 2006 and officially launched it on February 11, 2007.
8. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
The last audit of United Way Silicon Valley was for FY 08/09 and was conducted /completed September 28, 2009.
No findings or concerns have been cited in the audit or in the accompanying management letter.
?7.77
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
FOR THIS PROJECT:
SOURCE
ESTIMATED
AMOUNT
I 3rd
I 4th ITotal
STATUS
City of Cupertino
$4, 000
Application
Pendin
County of Santa Clara
$150,00
Application
f 2 -1 -1 Call Report
pendi
City of San Jose
$100,00
Application
pendi
Other Municipal Funding
$48,00
Application
pendin
Kaiser Northern California
$50,00
Application
Community Outreach
pendi
FIRST 5 Santa Clara Count
$50,00
Application
pendi
Kaiser Santa Clara
$25,00
Application
pendin
Kaiser San Jose
$25,00
Application
-1 -1 SCC collateral; schedule for
pendin
PG & E
$15,00
Application
pendin
Federal HHS /Labor
$100,00
Application
1 1 1 1
pendin
Other Foundation Funding
$33,00
A
lication
pendin
United Way Targeted Investment
$200,00
A
lication
pendi
Estimated Total Project Cost:
$800,00
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Households
Specific Activities
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
Clients For Each Quarter
1st
I 2nd
I 3rd
I 4th ITotal
(Use Specific Numerical Data When
Quantify When Possible
Pass €txlei
Total Beneficiaries:
2nd
I 0
CHART B Use this table to list general activities die, brochures distributed, seminars offered,
advertisements run).
i
Benchmarks For Ea
Products or 11 tlestones to be accomplished
Quarter
Specific Activities
(Use Specific Numerical Data When
Quantify When Possible
Pass €txlei
I st
2nd
3rd
4th j Tatal;
f 2 -1 -1 Call Report
Submission of 2 -1 -1 SCC call report
Identify city staff responsible for city program
1
i,
Community Outreach
information to be included in the 2 -1 -1
database; Set /hold meeting with city
staff /voWinteers on how to utilize 2 -1 -1 SCC
a
Work with city staff, identify via placement of
1
1
1
Public information Campaign
-1 -1 SCC collateral; schedule for
replenishment and work with city Sta,i cn
- 'r , to and link on city webSrie
Disaster Communication Efforts
Maintain infrastructure to provide i ^formatrcn
1 1 1 1
rho - , ,,,, ,,, .,,;�„ during a disaster -
o.,� _t,,: r
27-78
BUDGET
For Amount Requested
FY 2nnnignin
Category
Budget For
Year
SALARIES:
Personnel
$2
Benefits
$
OFFICE EXPENSE:
Rent
T elephone/Fax
Printing
$
T ravel
$
Utilities
Office Supplies
$
Postage
Equipment Maintenance /Repair
PROJECT EXPENSES:
A ccounting Services
A uditing Fees
Insurance
D avis Bacon Compliance
PROJECT CONSTRUCTION:
Ap praisal
E ngineering Services
A rchitectural/Design
Acquisition
A DDITIONAL EXPENSES (Qty) 2
Call Center Operations
$1,60
Administrative Overhead
$40
TOTAL:
Fees to be Uploaded
c Click here if you will upload your Annual
r-% A or 9
0 Click here if you will upload your
Insurance Endorsement.
o Other document to upload: 2 -1 -1 SCC
i n 1 iiCi Bights
Omer document to upload:
Other document to upload:
Currently Attached Files
�i ' ; : 4 00a,"7ents are not uploaded, then they roust be mailed to the Vera G!! City or Cj! pertilio
Program Manager Signature larqueline de Guzman
Date Signed
27-79
City Approval Signature
Date Signed
Vera Gil
03/08/2010
27-80
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 2010/2011
STANDARDIZED APPLICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: West Valley Community Services (WVCS)
Street Address: 10104 Vista Drive
City: Cupertino State: CA Zip: 95014
Executive Director: Naomi Nakano - Matsumoto
Phone No: (408) 255 -8033 Fax No: (408) 366- 6090E -Mail: naomin @wvcommunityservices.org
x301
Is this a faith -based organization: No
2. PROJECT NAME: Affordable Placement Program
Project 10104 Vista Drive - Cupertino CA 95014
Address /Location:
Contact Person: Saron Savoy Title: Program Manager, Housing Services
Phone No: 408 } (408) 255 -8033 Fax No: ( ) 366 -6090 E -Mail: saron s@wvcommunityservices "org;
Brief Project Description:
WVCS has successfully implemented the Affordable Housing Program (AHP)for the City of Cupertino in the past 16
years. The AHP is comprised of administrating the Cupertino Below Market Rate (BMR) rental and sales programs.
Services Provided:
Housing services that are directed toward providing renter and /or owner occupied housing units for clients
tom M e.t J.
3. FUNDS REQUESTED: $106,250
Funds Allocated from Cupertino for FY 09/10: $74,750
Number of proposed unduplicated Cupertino raenefi :ia ev; 220
Number of proposed unduplicated Cupertino benenf ciariac at or i
0 -30% (Extremely low): N/A 31 -50% (Very low 140
TONAL PROJECT COSTS: $207,928
Cost Per Sertiice Unit or Per Client:$f82
Funds Received in FY 08/09: $65,000
?e;ow current countywide median income:
51 -80% (low): 60
4. PROJECT DESCRIPTION AND NUMBER 01 UNDUPLICA CLIENTS SERVED:
Provide a brief description of the specific prc ect EJei u proposed. This description should clearly state whit he
project intends to provide or accomplish and the specific activities for which funds will be used. It should describe the
City of Cupertino tclrr..::t population and qevyrat:iI FE L) itj icS v1 iarGci areas Ai5�i indicate the specific tyke and
number of total unduplicated project beneficiaries (e.g. 50 lower income families, 25 homeless persons, 100 lower
income households, etc.).
According to the City of Cupertino General Plan, it is estimated that 1,547 households in Cupertino are considered
very -low income and 801 households are low- incorne. Overall, it states that in 2005 at least 1,651 of these lower
income households are overpaying for housing (paying more than 30% of their income). Many residents are one
Pc.•[ici;I{ a way fi f1GtFre eSS::..S -S; ec'eb: E ,•rCie:°- ,siGa:a ::E :d themselves lllthis s4umflon,
r.t.� +:i.,::.,: -- Cal;` housing available to the
vvoat vaucv U0111i:Tiutiiiv .Services, il1c. (Vvvi audieSSes the heeds !or aii e i! / ii
i:omeiess to :itCueratc- inooi1le lltc!l1lJGIa in our colflltfti!lfly vVNCS has atiCCeJStutly implemented thef- ZffOCda(r'!e
n' -S1
Housing Program for the City of Cupertino for the past sixteen years. The WVCS Affordable Housing Program
administers the Cupertino Below Market Rate (BMR) Rental Program and Sales Program.
The BMR Rental Program places low and very low income residents in over 144 BMR rental units. VVVCS
documents eligibility and maintains an open working waiting list for prospective tenants. VVVCS re- qualifies all
tenants on the anniversary of their move -in date or when the HUD guidelines are announced. WVCS also screens
and places eligible seniors into affordable units identified by the City. Currently, WVCS manages 10 units at Chateau
Cupertino. It is anticipated that WVCS will serve 250 very-low and low income renters.
The BMR Sales Program identifies, qualifies and places median and moderate income home buyers. WVCS qualifies
and maintains a waiting list for future sales projects. WVCS also administers any resale of BMR purchased units to
appropriate qualified buyers. WVCS staff conducts annual residency verifications and audits. It is anticipated that
WVCS will qualify and place 10 -15 median and moderate income households in ownership housing.
WVCS continues to create and distributes outreach materials to publicize the availability of all Affordable Housing
Programs. VVVCS staff provides annual updated BM R informational brochures and statistical information to the City
and the public. Staff works with the Housing Commission to ensure that the Program follows City goals and
objectives on a continuous basis.
Do to the nature of the affordable housing crisis in the Silicon Valley, WVCS not only works to place households in
the BMR Program but offers information and referral to find appropriate housing for all populations.
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
Each potential participant is carefully screened to ensure they qualified based on the guidelines set by the City of
Cupertino. The Affordable Housing Program objectives are:
-To provide & maintain an adequate supply of residential units for all economic segments;
-To provide support to the City of Cupertino to meet their goals for affordable housing;
-To advocate for housing that is affordebie for a diversity of Cupertino households;
-To assist the participants with finding affordable secure housing.
-144 BMR rental units will be oi�cupied;
- Maintain BMR sales waiting list and notification list.
-All BMR rental units & sales homies - will be verified annually;
VNVCS Cupertino Below Nfilar ket Rate Program turther the goals stated in the Cuper tit-13 General Plan: Goal A - An
adequate supply of residential units for all economic segments; Goal B Housing that is affordable for a diversity of
Cupertino households.
G. PROJECT MAN � ENO EN T
Briefly describe how the prcjpct �� ill be managed and administered, including proposed staff time and staff functions.
Department Director (20 %,: OL11reach to the community. Find new and prospective opportunities for BMR waitlist.
Oversee the BMR process ar °d :he Properiv Administrator. Oversee Audits on the Property Administrator work and
the waitlist for accuracy'.
Property Administrator (SG u): mca, -iagos all aspects of the Affordable Housing Program; conducts intake,
assessment and placement of applicants: maintains suitable waiting list; develops and publish outreach materials;
ensures compliance with local, state and federal regulations; maintains statistics for reports and funding; completes
funding requests and reports; conducts annual audits & trainings; advises City staff & Housing Commission on
Program and community front s'n =ed pro-p% es support sei tikes: cotrtn"iunity outreach, community relations. Screen
�'�•! nt^ �. iii Bl�a� vui�. uu
27-82
7. AGENCY DESCRIPTION AND PREVIOUS C "MG, HOME OR ESG ACCOMPLISHMENTS:
Please give a brief general description of your agency anJ the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
For the past 36 years, WVCS has been the primary source of emergency services for families and individuals in the
West Valley area, which consists of West San Jose, Cupertino, Los Gatos, Monte Serena and Saratoga. Programs
include a Food Pantry, Clothing Vouchers, Emergency Cash Assistance, Homeless Shelter, Transitional Housing and
Below Market Rate Housing. Last year, over 6,000 individuals utilized WVCS programs.
WVCS has successfully implemented the Affordable Housing Program for the City of Cupertino for the past fifteen
(16) years. The WVCS Affordable Housing Program consists of administering the Cupertino Below Market Rate
(BMR) Rental Program and Sales Program. During FY 08 -09 255 persons were placed in BMR rental units and / or
the waitlist. Also, 14 households purchased a BMR owne• ship unit and an additional 1 households are near closing.
WVCS is a community based organization and places an emphasis on community involvement. We seek the
feedback from the service population with periodic client surveys. Case managers receive input from clients and
share them with all program staff on a regular basis. Additionally, WVCS is a small agency where Program
Managers and the Executive Director come in daily contact with clients. This allows for direct community
communication with WVCS management.
Through immediate and ongoing assistance and the continuum of care, WVCS will continue to improve the general
welfare of all economic segments and the diversity of our service area.
8. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying mamigement letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
WVCS has received a clean audit with no accompanying management letter for the FY 2008/2009.
2' -83
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
FOR THIS PROJECT:
SOURCE
ESTIMATED
AMOUNT
STATUS
City of Cupertino
$106,250
Application Pendi
City of Cu ertino -CDBG
$74,75
Maintain active waiting list and all
units occupied.
Earned income
$10,OOC
Anticipated
WVCS donations - groups, special
vents, etc.
$16,92
3 3
Estimated Total Project Cost:
$207,92
On -going
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Persons
Speck Activities
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
Clients For Each Quarter
1st
I 2nd
I 3rd I 4th
Total
Process applications (interviews
& recertification) BMR rental &
sales.
Keep adequate households for vacancies
65T 57 60 6 250
r To be done on an on - going basis (minimum of
1 tinie per ear)
Maintain active waiting list and all
units occupied.
To be run quarterly following HUD release
dates.
1 1 77
4
Audit participating rental
c omplexes & sales units
On- going
3 3
; � 1
i
Work wlHousing Commission to
advocate according to City goals
for affordable housing, attend
meetings, doing research, etc.
On -going
3 3 12
Monitoring
On- going:order and review lot books, certify
and re-qualify clients
50 1 601 55 6T 225
school districts, comrr un,t„
J
Total Beneficiaries:'
1
Tgf
CHART B Use this table to hist general activities re, brochures distributed. senlinars offered,
advertiseme sts run).
Specific Activities
n T .
iFvoducfa or 1 to be accomplished'
(Use Specific Numerical Data When
Possible)
Benchmarks For Each
quarter
Q uan #ify When Possible
'is# 1 2nd
3rd
I 4th
ITotal
Provide PR for BMR Program
r To be done on an on - going basis (minimum of
1 tinie per ear)
[
4
}
p .__
U informat,:r_,,,a, r�akct
annually (i.e. applicaiiDti, Ei iioids,
� etc.
To be dons � ���
annually ,ollowing HUD release
'dates.
; � 1
i
Distribute packets t• app,
location for BMR sales waiting listldates.
o be core ,a, ...wally following HUD release
` e 35 ^ 50!�
1 j ..1V� � w./�.Jv
opening. (i.e. library, of y ; a =l
school districts, comrr un,t„
J
E
centers, PG &E, etc.)
27 -344
BUDGET
For Amount Requested
FY 2009/2010
Category
Budget For
Year
SALARIES:
P ersonnel
$74,75
Benefits
$11,50
O FFICE EXPENSE:
Rent
elephone/Fax
Printing
$2
T ravel
Utilities
Office Supplies
$2,5Q
Postage
$2,50
Equipment Maintenance /Repair
$2,50
PROJECT EXPENSES:
A ccounting Services
A uditing Fees
$10,00
Insurance
Davis Bacon Compliance
PROJECT CONSTRUCTION:
A ppraisal
E ngineering Services
Ar chitectural/Design
A cquisition
DDITIONAL EXPENSES (Qty) 0
TOTAL
$106,25
Fifes to be Uploaded Curreni_ly Attached Files
a Click here if you will upload your Annual Audit Reoort 2009pdf
Audit or 990.
CI }Cli here if J • Gta vv upload Our
ti v J r'' „S , Dr. .. . Certificates - City of Cupertino.pu�
l V 1111
Insurance Endorsement.
E Other document to upload:
Other document to upload:
Other document to upiowc':
If these documents are not uploaded, then they must be ,mailed to the Vera Gil City of Cuper uno
Program !Manager Signature Saran Savoy
Date Signed 03/16/2010
Cit. Apprevai Signature Vera Gil
vSie .signed
27 - 05
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 2010/2011
STANDARDIZED APPLICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: West Valley Community Services (WVCS)
Street Address: 10104 Vista Drive
City: Cupertino State: CA Zip: 95014
Executive Director: Naomi Nakano- Matsumoto
Phone No: (408) 255 -8033 Fax No: (408) 366- 6090E -Mail: naomin @wvcommunityservices.org
x301
Is this a faith -based organization: No
2. PROJECT NAME Affordable Placement Program
Project 10104 Vista Drive - Cupertino CA 95014
Address/Location:
Contact Person: Saron Savoy Title: Program Manager, Housing Services
Phone No: ( 255 -8033 Fax No: (408) 366 -6090 E -Mail: sarons @wvcommunityservices.org;
Brief Project Description:
WVCS has successfully implemented the Affordable Housing Program (AHP)for the City of Cupertino in the past 16
years. The AHP is comprised of administrating the Cupertino Below Market Rate (BMR) rental and sales programs.
Services Provided:
Housing services that are directed toward providing renter and /or owner occupied housing units for clients
QrYirllGl iCJ.
3. FUNDS REQUESTED: $106,250
Funds Allocated from Cupertino for FY 09/10: $74,750
Number of proposed unduplicated Cupertino beneficiaries: 220
Number of proposed unduplicated Cupertino beneficiaries at or 1
0 -30% (Extremely low): N/A 31 -50% (Very low): 140
TOTAL PROJECT COSTS: $207,928
Cost Per Service Unit or Per Client:$482
Funds Received in FY 08/09: $65,000
)elow current countywide median income:
51 - 80% (Iow): 60
4. PROJECT DESCRIPTION AND NUMBER OF UNDUPLICATED CLIENTS SERVED:
Pro01de a brie; description of the specific project being proposed. This dCsc, ipdon shouid cleariy state what the
project intends to provirye or accomplish and the specific activities for A ch funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the specific type and
number of total unduplicated project beneficiaries (e.g. 50 lower ir�cot'<<e is ;i ;iliLs, 25 horneless persons, 100 lower
income households, etc.).
According to the City of Cupertino General Plan, it is estimated that 1,547 households in Cupertino are considered
very -lour income and 801 households are low- income. Overall, it states that in 2005 at least 1,651 of these lower
income households are o verpaying for housing (paying more than 30% of their income). Many residents are one
navThoric 2-..2 1 � from noomelessne
C J .. .. ..
Pest `/alley Community Services, Inc. ( addresses the neeus fc�r aff
A ordable housing available to the
homeless to moderate - income members in our community. VVVCS has successfully implemented the Affordable
27-86
Housing Program for the City of Cupertino for the past sixteen years. The VVVCS Affordable Housing Program
administers the Cupertino Below Market Rate (BMR) Rental Program and Sales Program.
The BMR Rental Program places low and very low income residents in over 144 BMR rental units. WVCS
documents eligibility and maintains an open working waiting list for prospective tenants. WVCS re- qualifies all
tenants on the anniversary of their move -in date or when the HUD guidelines are announced. WVCS also screens
and places eligible seniors into affordable units identified by the City. Currently, WVCS manages 10 units at Chateau
Cupertino. It is anticipated that WVCS will serve 250 very -low and low income renters.
The BMR Sales Program identifies, qualifies and places median and moderate income home buyers. WVCS qualifies
and maintains a waiting list for future sales projects. WVCS also administers any resale of BMR purchased units to
appropriate qualified buyers. WVCS staff conducts annual residency verifications and audits. It is anticipated that
WVCS will qualify and place 10 -15 median and moderate income households in ownership housing.
WVCS continues to create and distributes outreach materials to publicize the availability of all Affordable Housing
Programs. WVCS staff provides annual updated BMR informational brochures and statistical information to the City
and the public. Staff works with the Housing Commission to ensure that the Program follows City goals and
objectives on a continuous basis.
Do to the nature of the affordable housing crisis in the Silicon Valley, VVVCS not only works to place households in
the BMR Program but offers information and referral to find appropriate housing for all populations.
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
Each potential participant is carefully screened to ensure i. qualified based on the guidelines set by the City of
Cupertino. The Affordable Housing Program objectives are:
-To provide & maintain an adequate supply of residential units for all economic segments;
-To provide support to the City of Cupertino to meet their goals for affordable housing;
- To advocate for housing • *.hit iJ affordable for G diversity cf Cupertino households;
-To assist the participant's :r iih finding affordable secure housing.
-144 BMR rental units .^.gill be :occupied;
- Maintain BMR sales waiting list and notification Iist.
-All BMR rental uni s sales homes Vail! be verified annually;
VVVCS Cupertino E�elovv Mi�arket Rate PCOaram further the goals stated in the Cupertino General Plan: Goal A - An
adequate supply of residential units for all economic segments; Goal B Housing that is affordable for a diversity of
Cupertino househo':dG.
6. PROJECT MANAGEMENT
functions.
Brief) describe t:. : o �c, '.rill '.e � � aria g p -- p - ` ime and staff Briefly �� -ol . a � `, ` h get) and ad ministere d, in �v �:8�: _ .�'� �„
Department Director ( %) ": outreach to the community. rind new and prospective opportunities for BMR waitlist.
Oversee the BMR process and fhe Property administrator. Oversee Audits on the work and
the waitlist for accuracy.
Property Administrator (80/0): manages all aspects of the Affordable Housing Program,; conducts intake,
assessment and placernent of applicants; maintains suitable waiting list; develops and pubiish outreach materials;
ensures compliance with local, state and federal regulations; maintains statistics for reports and funding; completes
funding requests and reports; conducts annual audits & train pings; advises City staff & 'Housing Cormission on
Program and community trends /needs; provides support s rvices: community outreach co mmunity relatinnc Screen
Ij B iG
and lace all ,r", , sales and rental applicants .
27-87
7. AGENCY DESCRIPTION AND PREVIOUS CDBG, HOME OR ESG ACCOMPLISHMENTS:
Please give a brief general description of your agency and the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
For the past 36 years, WVCS has been the primary source of emergency services for families and individuals in the
West Valley area, which consists of West San Jose, Cupertino, Los Gatos, Monte Sereno and Saratoga. Programs
include a Food Pantry, Clothing Vouchers, Emergency Cash Assistance, Homeless Shelter, Transitional Housing and
Below Market Rate Housing. Last year, over 6,000 individuals utilized WVCS programs.
WVCS has successfully implemented the Affordable Housing Program for the City of Cupertino for the past fifteen
(16) years. The WVCS Affordable Housing Program consists of administering the Cupertino Below Market Rate
(BMR) Rental Program and Sales Program. During FY 08 -09 255 persons were placed in BMR rental units and / or
the waitlist. Also, 14 households purchased a BMR ownership unit and an additional 1 households are near closing.
WVCS is a community based organization and places an emphasis on community involvement. We seek the
feedback from the service population with periodic client surveys. Case managers receive input from clients and
share them with all program staff on a regular basis. Additionally, WVCS is a small agency where Program
Managers and the Executive Director come in daily contact with clients. This allows for direct community
communication with WVCS management.
Through immediate and ongoing assistance and the continuum of care, WVCS will continue to improve the general
welfare of all economic segments and the diversity of our service area.
8. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
WVCS has received a clean audit with no accompanying management letter for the FY 200812009.
27-88
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
FOR THIS PROJECT:
SOURCE
ESTIMATED
AMOUNT
STATUS
City of Cupertino
$106,250A
li�:ation Pendin
City of C ertino -CDBG
$74,75
1 1 T1 4
Earned income
$10,00
Anticipated
WVCS donations - groups, special
events, etc.
$16,92
Work wlHousing Commission to
advocate according to City goals
or affordable housing, attend
meetings, doing research, etc.
Estimated Total Project Cost:
$207,92
1 3
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Persons
Specific Activities
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
Clients For Each Quarter
1st I 2nd I 3rd
I 4th ITota
Process applications (interviews
& recertification) BMR rental &
sales.
Keep adequate households for vacancies
60 1 651 6d 6N 250
Quarter
Maintain active waiting list and all
units occupied.
To be run quarterly following HUD release
dates.
1 1 T1 4
1st 2nd
Audit participating rental
complexes & sales units
On- going
3 1 1 3
Work wlHousing Commission to
advocate according to City goals
or affordable housing, attend
meetings, doing research, etc.
On -going
3
1 3
1
12
a
Monitoring
On- going: order and re tiew lot books, certify
and re-qualify clients
50 1 60 55 6 225
Update informational packets
ctal 4c ei eciaries:
{
L 494
CHART B Use this table to list general activities iia, broc: eras u:isiribufed, seminars offered,
advertisements run).
27 - 89
Benchmarks For Each
Products or Milestones to be accomplished
Specific Activities
(Use Specific Nurnericai Data titfhen
Quarter
Possible)
Quantify When Possible
1st 2nd
3rd
4th
Tote:;
Provide PR for BMR Program
To be done on an orrgoir3cd oasis (rrii;,irnum of
1 1
1
1
a
times per year
Update informational packets
To be done annua':iy `oilc)wina HUD release
{
annuo f %i.�. appl ication , trifOldS
dates.
vJebsiie, etc.
ii
i
l Distribifte packets to appropriate
To be done ann;.jaii } - .. _ H'JI rein
35 3u
6 r
i loca. ion nor BMR sales wa lLing list
dates.
lopening. (i.e. library, city ha il, ►
(school districts, community
( centers, PG &E, etc,
27 - 89
BUDGET
For Amount Requested
FY 2009/2010
Category
Budget For
Year
SALARIES:
Personnel
$74,75
B enefits
$11
OFFICE EXPENSE:
Rent
T elephone/Fax
P rinting
$2
Travel
U tilities
O ffice Supplies
$2,50
Postage
$2,50
Equipment Maintenance /Repair
$2
PROJECT EXPENSES:
Accounting Services
A uditing Fees
$10,00
Insurance
Davis Bacon Compliance
PROJECT CONSTRUCTION:
Ap praisal
E ngineering Services
Ar chitectural/Design
Acquisition
DDITIONAL EXPENSES (Qty) 0
TOTAL:
$106
Files to be Uploaded
Currently Attached Files
O Click here if you will upload your Annual Audit Report 2009.pdf
Audit or 990.
G Click here if you wili upload your WVCS Renewal Certificates - City of Cupertino.pdf
Insurance Endorsement.
L Other document to upload:
E Other document to upload:
Other document to upload:
If these documents are not uploaded, then they must be mailed to the Hera Gil City of Cupertino
Program Manager Signature Saron Savoy
Date Signed 03/16/2010
City Approval Signature Vera GO
Date Signed 03/16/2010
27 -90
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 201012011
STANDARDIZED APPLICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: West Valley Community Services (1M'CS)
Street Address: 10104 Vista Drive
City: Cupertino State: CA Zip: 95014
Executive Director: Naomi Nakano Matsumoto
Phone No: 408-255-8033 ext Fax No: 408 -3 -6090 E- Mail: naomin @wvcommunityservices.org
Is this a faith -based organization: No
2. PROJECT NAME: Rotating Shelter Program
Project 10104 Vista Drive - Cupertino CA 95014
Address /Location:
Contact Person: Sujata Title: Program Manager
Venkatraman
Phone No: (408) 255 -8033 Fax No: 408 -366 -6090 E -Mail: sujathav @wvcommunityservices.org;
x103
Brief Project Description:
The Rotating Shelter program provides shelter, meals, intensive case management and a wide variety of support
services. The shelter program can accommodate fifteen (15) participants per night and participants can stay up to
ninety (90) days.
Services Provided:
Housing counseling
Shared housing
Comments:
3. FUNDS REQUESTED: $24,050 TOTAL PROTECT COSTS: $173,558
Cost Per Service Unit or Per Client:$300
Funds Allocated from Cupertino for FY 09110: $20,913 Funds Received in FY 08/09: $20,913
Number of proposed unduplicated Cupertino beneficiaries: 80
Number of proposed unduplicated Cupertino beneficiaries at or below current countywide median income:
0 -30% (Extremely low): 100 31 -50% (Very low): 51 -80% (fond):
4. PROJECT D ESCRIPTION AND NUMBER OF UNDUPLICATED CLIENTS SERVED:
Provide a brie* description of the specific project being pr posed. This % escription should ciearly state what the
project intends to provide or accomplish and the specific activities for which funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the specific type and
number of total unduplicated project beneficiaries (e.g. 5C lower income families, 25 homeless persons, 100 lower
income households, etc.).
Skyrocketing rents throughout the region have made Santa Clara County the second worst housing market in the
nation for low income renters, according to the 2003 San Jose Dept. of Housing Homeless Strategy. Even though
L %= cost W, h-usiIng has decreased sornewhat with the 2008 recession, Santa Clara County rernains orle of the most
e.erisi:-e rentallhousing markets in the nation. Add the dramatically increased unenployrinent rate, and it becornes
27 -91
apparent that the risk of becoming homeless and/or going hungry escalates for many low- income San Jose residents
and their families. Although West Santa Clara County is often perceived as an affluent area with few serious issues
related to economics, there are hidden and isolated pockets of poverty that are overshadowed and overlooked.
Based on the 2009 Santa Clara Homeless Census and Survey, respondents indicated that not being able to afford
rent was keeping them from securing permanent housing, and unemployment or no income was a major obstacle to
obtaining housing. When respondents were asked what might have prevented them from becoming homeless, the
top three responses were job training / employment assistance, rent / mortgage assistance, and alcohol / drug
counseling.
The request for this FY 2008 -09 is $24050. To provide shelter to 72 homeless men with adequate night supervision
and case management, it is critical for WVCS is to keep up with the cost of living increase.
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
VVVCS RSP is the only year round shelter program serving west valley residents that provides a continuum of
support services. The RSP participants receive nightly shelter, hot meals, and clothing, as well as intensive case
management services. WVCS provides individual voice mail, monthly bus passes, and weekly laundry and other
essential services. Essential Services that address the immediate needs of homeless residents and help them to
become independent and secure permanent housing through: assistance in obtaining permanent housing,
employment counseling, nutritional counseling, assistance in obtaining public benefits, job placement assistance,
transportation assistance through staff salaries necessary to provide the services. Each potential participant is
carefully screened to ensure they are alcohol and drug free, as well as ready to seek, find, and maintain
employment. All applicants have no or very-low income. VVVCS focuses on the long -term goal of stabilization through
extensive case management and providing supportive services. VVVCS provides a continuum of care to aid the
individual with finding employment, permanent housing and acquiring savings. Through WVCS, participants can
access the onsite Technology Center, private voicemaii, laundry services, medical care, dental care, optical care,
counseling, transportation, and many various vouchers.
VVVCS annual project outcomes are:
72 homeless men will receive shelter, food, and case management;
60% will find and /or maintain employment during their stay at the shelter;
6!1 /' :v iii find stabie housing upon leaving the shelter.
6. PROJECT MANAGEMENT
Briefiv describe hoer,! the project will be managed and administered, including proposed staff time and staff function.
Program Manager (60 %): conduct intake and assessment of applications; provide referrals; process applicants for
admission; provide ongoing case management; ` , cvfid shelter and food; provide overnight supervision; provide
support and referral for guest to gain employment; coordinate and meet with shelter host faith groups, Faith in
Action;
Program Asst. (40 %): Assist program manager with administrative and coordination of Rotating Shelter tasks and
self zL. ficiencv training; solicit community resources fcr shelter guests (medical care work clothes, counseling, ctc,`
and input all HMIS homeless data as required by the County of Santa Clara,
The Shelter Supervisors (100 %): provide overnight supervision; provide referrals; provide ongoing peer support;
ensure nightly comp,;iance with program policies and procedures.
The Department Director (5 %): ensure Program compliance with funders and VVk /CS pciicies and procedures;
volunteer coordination; community outreach and community relations; analyze case records; maintain program
statistics and produce reports.
The Executive Director (15 %), Bookkeeper (15 %), and Program Assistant (15 %): Provide operational and
administrative support.
D`� " ESE AE D F O 1' ��... �.,........ �
i . izv :C , . Ea is G . • �•` r � vv v vu a S, t �v n` v�� �Vi� ri���7�'�If �!Z! fE�_ei�i•j ! �;
27-92
Please give a brief general description of your agency arnl the services provided. Also provide a brief description of
your agency's a )perience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
WVCS has a 15 -year history of collaborative work with community entities. WVCS Rotating Shelter is made possible
because of the partnership with 11 churches and 1 synagogue and these faith based organizations provides the
physical space for 15 homeless men. The faith based community, civic groups (i.e. Cupertino Rotary, etc.) and other
community based organizations provide 3 meals per day as well as other resources. In addition, WVCS is an active
member of the United Way Emergency Assistance Network, Santa Clara County Shelter Provider Network, Santa
Clara County Homeless Collaborative, Second Harvest Food Bank and the Santa Clara County Safety Net.The Faith
In Action (FIA) Rotating Shelter Program was established in 1993 at the request of local churches and has
tremendous community support. The program is designed to provide services specifically called for in the Santa
Clara County Consolidated Plan 2006 -2010 of preventing homelessness and shortening the time people are
homeless through provisions of housing and supportive services.
In FY 2008 -2009, WVCS served 72 shelter participants with a 71 % success rate of graduating clients
achieving /maintaining employment, staying clean and sober, and transitioning into stable housing.
8. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
West Valley Community Services received a clean audit with no accompanying management letter for the FY
2008 -2009.
27-93
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
FOR THIS PROJECT:
SOURCE
ESTIMATED
STATUS
TATUS
City of Cupertino
$24,05
lication Pendin
City of San Jose ESG
$40,00
Pendi
City of Sunnyvale
$10,00 (
Commited
HUD
$82,53
Commited
FEMA
$16,97
Commited
14 14
1 60
Total Beneficiaries:
Estimated Total Pro Cost:
$173,55
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specirrc and measurable number of clients.
Are you reporting number of Persons or Households? Persons
Specific Activities
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
Clients For Each Quarter
1st I
2nd
I 3rd
I 4th
ITotal
Provide referrals and case
management
72 homeless men will receive general
jassistance
18T
IN 1N 72
Emergency shelter provided
provide emergency shelter to 60 men
15
14 14
1 60
Total Beneficiaries:
1 132
CHART B Use this table to list general activities die, brochures distributed, seminars offered,
advertisements run).
Products or Milestones to be accomplished Benchmarks For Each
Quarter
Specific Activities (Use Specific Numerical Data When Quanti When Possible
Possible)
1st I 2nd I 3rd I 4th jTotal
27-94
BUDGET
For Amount Requested
FY 2009/2010
Category
Budget For
Year
SALARIES:
Personnel
$24,05
Benefits
OFFICE EXPENSE:
Rent
T elephone/Fax
Printing
T ravel
Utilities
Office Supplies
P ostage
E quipment Maintenance/Repair
PROJECT EXPENSES:
Accounting Services
A uditing Fees
Insurance
Davis Bacon Compliance
PROJECT CONSTRUCTION:
apraisal
Engineering Services
chitectural /Design
Acquisition
DDITIONAL EXPENSES (Qty) 0
TOTAL:
$24
Files to be uploaded
Currently Attached Files
EJ Click hare if you will upload your Annual Audit Re port 2009.ndf
Audit or 990.
o Click here if you vvili upload our _ C e
p y WV CS 20 � are::�aC Ce�ti� �� L.,rt ficates. pdf
insurance Endorsement.
Other document to upload:
Other document to upload:
vt er docurnerit to upload:
F ` tiocu mient's are riot c?rlaaded, then they mu st. t? to ' ed io the Vera Gil City of Cupettino
Program Manager Signature
Date Signed
Su;atlla Venkatraman
03/25,
27-95
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 2010/2011
STANDARDIZED APPLICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: West Valley Community Services (WVCS)
Street Address: 10104 Vista Drive
City: Cupertino State: CA Zip: 95014
Executive Director: Naomi Nakono Matsumoto
Phone No: 408-255-8033 ext Fax No: 408- 366 -6090 E -Mail: naomin @wvcommuNtyservices.org
Is this a faith -based organization: No
2. PROJECT NAME Comprehensive Assistance Program - Human Services
Project 10104 Vista Drive - Cupertino CA 95014
Address /Location:
Contact Person: Sujata Title: Program Director
Venkatraman
Phone No: (408) 255 -8033 Fax No: 408 - 366 -6090 E -Mail: su'athav
x103 1 @wvcommunityservices.org;
Brief Project Description:
The WVCS Comprehensive Emergency Assistance Program (CEAP) provides basic human needs and emergency
services to low- income families, seniors, and single adults Cupertino by preventing hunger, eviction, and utility
shut -offs.
Cupertino residents and homeless individuals comprise of 35 % of WVCS client population.
Services Provided:
Housing services that are directed toward providing renter and /or owner occupied housing units for ciients
Employment training
Comments:
3. FUNDS REQUESTED $20,241 TOTAL PROJECT COSTS: $257,818
Cost Per Service Unit or Per Client .
Funds Allocated from Cupertino for FY 09/10: $17,601 Funds Received in FY 08/09: $17,601
Number of proposed unduplicated Cupertino beneficiaries: 300
Number of proposed unduplicated Cupertino beneficiaries at or we,o:. cu, re .t countywide media n i-c -orne:
0-30% (Extremely low): 80 31 -50% (Very low): 15% 51 -80% (low): 5
4. PROJECT DESCRIPTION AND NUMBER OF UN DUPLICATED CLIENTS SERVED:
Provide a brief description of the specific project being proposed. This description should clearly state what the
project intends to provide or accomplish and the specific activities for which funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the specific type and
number of total unduplicated project beneficiaries (e.g. 50 lower income families, 25 homeless persons, 100 lower
income households, etc.).
C-rFA V(13 cn f slre that c+Grir>�C Cif n1. �r?uEfic a i miss in the Cupertino have c nti �
.- _ _ _ is t
.. _.. .. ..:.. ..... .... - d m ... :.. ... Cu ..v iaen�e v GCCeSS
i•o basic human needs services, including access to an adequate quantity of quality food and assistance with rent,
deposit, or utility payment, and intends to improve the overall community condition by providing outreach, direct
27 -96
services and case management through a planned course of action. To meet the goal, major program provisions will
ensure those qualified will receive: .
Utility and financial management assistance
Rent and financial management assistance
Security deposits and financial management assistance
Food and nutrition information
The CEAP Food Pantry program intends to distribute over pounds of food to 36,000 pounds of food to very-low and
low- income individuals and serve 290 individuals. Clients can visit the food pantry on a weekly basis. Services are
tracked in a central database. Food sources include Second Harvest Food Bank, USDA food program, community
food drives and local groceries stores.
The CEAP Emergency Cash Assistance service will provide 36 households with direct assistance and vouchers for
rental assistance, deposits, utilities payments, clothing, medical expenses, hotel/motel and transportation to 64
households. WVCS administers funds provided by United Way Emergency Assistance Network, PG &E REACH, San
Francisco Chronicle Seasons of Sharing Fund, The Salva:ion Army, The Housing Trust program and the Housing
Industry Foundation. Case managers work closely with individuals and families to determine qualifications, needs and
capabilities to stabilize
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
According to recent press release, dated February 2010, by the food bank 1 out of 4 people living in Santa Clara
and San Mateo counties are living in hunger. In FY 2009-:2010, W1/CS estimates an increased need to provide
housing and food services to more than 6,000 individuals living in the west valley region. Many of whom live
paycheck -to- paycheck and are exposed to potentially d&rastating instability, homelessness, hunger and malnutrition.
With the increased numbers of unemployed adults in this area unable to find new jobs, an unexpected injury or illness
of a child can mean the difference between paying rent aid putting food on the table. WVCS has seen a 27%
increased demand for its services. For example, a year ago there were often empty seats in the Food Pantry lobby
with no wait -time, but today the lobby is constantly full wi wait -times of 30 to 60 minutes. WVCS is providing
increased services with the same number of staff and funding as previous years, but serving more clients today in
order to meet their increasing needs. Without more suppori, however, WVCS may see a decrease in the care
quality of services. This means more people living on the streets and going hungry.
In response, the CEAP seeks to prevent families from becoming homeless through supportive case managerent,
which helps its clients set goals and access services. Through goaksetting, utilization of services availaude to
love-income residents, and follow -up, the CEAP protect addresses housing, employment, food, and other issues in a
customized way that takes into account any and all specialized needs. Case management guides clients through
life- management exercises, including parenting stalls, `isc.al evaluation and management classes that help clients
avoid continuing financial challenges. CEAP provides supportive services in a more holistic approach to resolving
these problems.
5. PROJECT MANAGEMENT
Briefly describe how the project will be managed grid administered, including proposed staff time and stiff functions.
Departme—r! Director (50 %): ensure Program compiiance with funders and WVCS policies and procedures; case
managemieiit, anaiy'Le case records; mcintcin pt0o+ra-in sl?ti�Stics and produce reports; maintain in- I:ir•.d c_rtaticn
network; monitor and distribute direct assistance cash fund; solicit community resources.
Case iVanager (50 %): perform client intake and annum re- certification; provide on -going case manageme m
an aage
all seasonal special programs.
Volunteer idi2n2ger (50%): volunteer recruit. ne.m. training and scheduling; community outreach and community
relations.
1. AGE N4 s DE SGRIPTiOi' AND PREVIOUS GIDBG BIOME OR ESG ACCOMPLISHMENTS:
Please give a brief general description of your agency and the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
For over 36 years, WVCS has provided efficient and effective basic needs and emergency assistance services to
lower - income residents and homeless individuals in Cupertino. Without the CEAP program, Cupertino residents
would be without stability support resources to keep them housed and food secure. When surveyed about the overall
experience and services of CEAP, 80% reported that they strongly agree /agree there has been a drastic
improvement in their lives. In response to the on -going increase in demand for services, the City of Cupertino has
supported WVCS through the Human Services General Fund and CDBG. More families have multiple needs primarily
because their incomes are not increasing. As rents and transportation costs continue to rise, the need for basic
services will continue to increase as well. During the fiscal. year 2008 -2009 WVCS served 300 individuals, distributed
the vouchers and cash assistance to 36 households ; and distributed 37,000 pounds of food.
Other agency programs include: Food Pantry for individuals and families, Family Resources Program for families
with children through age 5, Rotating Shelter Program for working men who are homeless, Transitional Housing
Program for single men and women with children.
8. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
We received a clean audit with no accompanying management letter for the FY 2008/2009
27 98
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible
FOR THIS PROJECT:
SOURCE
ESTIMATED
AMOUNT
STATUS
C ity of Cupertino
$20,241
lication Pendi
Saratoga
$20
Pendin
Other Cities
$97,821
Pendi
Foundations
$78,751
Commited
Donations
$38,00
Secured
Federal
$3,00
Pendi
Estimated Total Project Cost:
$257,81
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Persons
Specific Activities
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible
Clients For Each Quarter
1st
I 2nd
3rd
I 4th
Total
Food Pantry Services
300 indivudals to be served
85
7 7 7 30
Emergency Cash Assistance
36 households
9
3
Total Beneficiaries:
33
CHART B Use this table to list general activities Ile, brochures distributed, seminars offered,
advertisements run).
27 -99
Benchmarks For Each
Products or Milestones to be accomplished
Quarter
Specific Activities
(Use Specific Numerical Data When
'
Quant When Possible
Possible)
1st
2nd I 3rd I 4th
Total
Special programs
12 special programs to be offered to clients
12
Food and Nutrition information
Brouchers distributed and seminars offered.
2
27 -99
BUDGET
For Amount Requested
FY 2009/2010
Category
Budget For
Year
SALARIES:
Personnel
$20,241
Benefits
OFFICE EXPENSE:
Rent
T elephone/Fax
rinting
Travel
tilities
ffice Supplies
ostage
quipment Maintenance/Repair
ROJECT EXPENSES:
A ccounting Services
A uditing Fees
Insurance
Davis Bacon Compliance
PROJECT CONSTRUCTION:
Ap praisal
Engineering Services
A rchitectural/Design
Ac quisition
A DDITIONAL EXPENSES (Qty) 0
T0TAL:1
$20,241
Files to be Uploaded
Currently Attached Files
o Click here if you will upload your Annual Audit Report 2009.pdf
Audit or 990.
o Click here if you will upload your
Insurance Endorsement.
o Other document to upload:
E Other document to upload:
o Other document to upload:
WVCS Renewal Certificates 20 Certificates. Pdf
!f these documents are not uploaded, then they must be mailed to the Vera Gil City of Cupertino
Program Manager Signature
Date Signed
City Approval Signature
Date Signed
Sujatha Venkatraman
03/17/2010
Vera Gil
03/23/2010
27-100
CITY OF C:UPERTINO
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 2010/2011
STANDARDIZED APPLICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: Santa Clara Family Health Foundation
Street Address: 210 East Hacienda Avenue
City: Campbell State: CA Zip: 95008
Executive Director: Kathleen M. King
Phone No: 408.874.1998 Fax No: 408.874.1912 E -Mail: kking @scfhp.com
Is this a faith -based organization: No
2. PROJECT NAME: Healthy Kids Program in Santa Clara County
Project 210 East Hacienda Avenue, Campbell, CA 95008
Address /Location:
Contact Person: Emily M. Title: Director of Finance
Hennessy
Phone No: 408.874.1912 Fax No: 408.674.1995 E -Mail: ehennessy @scfhp.com
Brief Project Description:
Healthy Kids enables low- income children in Santa Clara County to receive health services they need for healthy
development. Funded entirely through local public and private sources, the program provides comprehensive health
coverage for a population generally underserved specifically, children with immigration issues or those who are not
eligible for Medi -Cal or Healthy Families because their family income is too high to qualify, yet too low to pay for
health care services or coverage. The first program of its kind in the nation, Healthy Kids serves as a model for
similar programs throughout the state. Now, twenty -eight other counties within California now have implemented
some form of the Healthy Kids program model. In Santa Clara County, there are approximately 8,650 children
enrolled in Healthy Kids.
Services Provided:
Comments:
Youth services
3. FUNDS REQUESTED: $5,160
Funds Allocated from Cupertino for FY 09/10: $0
Number of proposed unduplicated Cupertino beneficiaries: 46
Number of proposed unduplicated Cupertino beneficiaries at c
0 -30% (Extremely low): 37 31 -50% (Very low, 9
TOTAL PROJECT COSTS: $9,154,342
Cost Per Service Unit or Per Client:$112
Funds Received in FY 08/09: $0
r below current countywide median income:
51 -80% (low): 0
4. PROJECT DESCRIPTIO AND NUMBER OF UNDUPLICATED CLIENTS S ERVED:
Provide a brief description of the specific project being proposed. This description should clearly state what the
project intends to provide or accomplish and the specific activities for which funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the specific type and
number of total unduplicated project beneficiaries (e.g. 50 lower income families, 25 homeless persons, 100 lower
income households, etc.).
CDBG funding from the City of Cupertino will be used to provide comprehensive medical, dental, vision, and mental
health coverage through the Healthy Kids program to FIVE children residing in the City of Cupertino for an entire
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year. Currently, there are 46 extremely low- and very low- income children residing in the City of Cupertino who are
able to access health care services as a result of having Healthy Kids coverage. The total annual cost for these 46
Cupertino children is $47,472. Santa Clara Family Health Foundation proposes that the City of Cupertino funds FIVE,
or 10.9 %, of the total children in Cupertino for a total of $5,160.
As background, in July 2000, Santa Clara Family Health Plan (SCFHP), with enthusiastic support from Santa Clara
County Board of Supervisors, Santa Clara Valley Health and Hospital System, and other community -based
organizations, created the Childrens Health Initiative (CHI). The approach of CHI was to conduct community outreach
to enroll low- income children into current programs and create a new program that would cover all other children
who were ineligible for the current programs. Therefore, SCFHP, along with community partners, established
Healthy Kids with core funding from public tobacco funds and funding from SCFHP. As a result, Santa Clara Family
Health Foundations (SCFHF) primary focus for the past nine years has been on raising funds to support the Healthy
Kids program and the Childrens Health Initiative in Santa Clara County.
Healthy Kids is close to fully subsidized health care coverage with a very small parental share of the premium ($4 to
$21 per child per month, with a maximum cost of $63 per family per month). The program enables low- income
children in Santa Clara County to receive health services they need for healthy development. Funded entirely through
local public and private sources, the program provides comprehensive health coverage for a population generally
underserved specifically, children with immigration issues or those who are not eligible for Medi -Cal or Healthy
Families because their family income is too high to qualify, yet too low to pay for health care services or coverage.
Modeled after the Healthy Families program, Healthy Kids enables eligible children to access comprehensive
medical, dental, vision and mental health services. The first program of its kind in the nation, the Healthy Kids
program in Santa Clara County serves as a model for similar programs throughout the state. Now, twenty -nine
othercounties within California now have implemented some form of the Healthy Kids program model. In Santa Clara
County, there are approximately 8,650 children enrolled in Healthy Kids.
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
To measure the success of the overall Healthy Kids program, the Health Plan uses an evaluation plan that is
modeled
after the industry - standard Health Employer Data and Information Set ( HEDIS). HEDIS was established by
the National Committee for Quality Assurance to evaluate health plan services. According to HEDIS guidelines,
three principle categories of measurement relate to the Healthy Kids program (1) effectiveness of care
(e.g., immunizations); (2) use of services (e.g., number of well -child visits); and (3) access/availability
(e.g. children access to primary care physicians)_
In addition, the Health Plan carefully monitors discontinuations of Healthy Kids coverage to prevent avoidable
occurrences. More than half of discontinuations are unavoidable because eligibility criteria are no longer met.
About 20% of discontinued members have obtained insurance coverage through another program. Many of
these members remain with Santa Clara Family Health Plan under either Medi -Cal or Healthy Families. High
rates of renewal are indicative of the success and continued need for the Healthy Kids program.
For fiscal year 2010 -2011, the Foundation has established the following goals and objectives for the entire program:
1. Maintain a minimum of 8,000 children (ages 0 -18) enrolled in Healthy Kids for the year (5 of which will be
Cupertino residents funded by the City of Cupertino).
2. Secure funding to provide coverage to a minimum of 8,000 children (ages 0 -18) enrolled in Healthy Kids for the
year (5 of which will be funded by the City of Cupertino).
3. Conduct appropriate, effective outreach strategies to enable 70% of the children enrolled in Healthy Kids retain
their coverage.
4. Conduct appropriate, effective outreach in the Santa Clara County community to identify 750 uninsured children
each month and assist their parents in applying for health coverage for them through Medi -Cal, Healthy Families,
Healthy Kids, or Kaiser Child Health Plan.
5. Report annual HEDIS data on well -child visits, vaccinations, and dental visits.
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6. PROJECT MANAGEMENT
Briefly describe how the project will be managed and administered, including proposed staff time and staff functions.
Objectives for Overall Project:
(Note that Cupertino funding request is for 5 children)
Responsible Persons:
Santa Clara Family Health Foundation staff: Executive Director and Finance Director
% of Time Allocation to Activity:
Executive Director: 80%
Finance Director: 70%
Quarterly Activity:
Maintain a minimum of 8,000 children (ages 0 -750) enrolled in Healthy Kids each month for the year (includes the
170 children residing in Milpitas that are enrolled in Healthy Kids).
Objective:
8,000 extremely low -, very low -, and low- income, uninsured children will receive access to health coverage through
Healthy Kids. As a result, participants will have improved access to affordable health coverage, which will enable
them to improve their overall health and miss fewer days Df school.
Responsible Persons:
Santa Clara Family Health Foundation staff: Executive Director and Finance Director
% of Time Allocation to Activity:
Executive Director: 80%
Finance Director: 70%
Quarterly Activity:
Secure funding to provide coverage to a minimum of 8,0013 children (ages 0 -750) enrolled in Healthy Kids each
month for the year.
Objective:
8,000 extremely low -, very low -, and low- income, uninsured children will receive access to health coverage through
Healthy Kids, as determined by funding. As a result, participants will have'improved access to affordable,
comprehensive health services.
Responsible Persons:
Santa Clara Family Health Plans Outreach staff through community outreach efforts
% of Time Allocated to Activity:
55% of outreach staff time spent on assisting children wits retaining their coverage
Quarterly Activity:
Conduct appropriate, effective outreach in the community to enable 70% of the children in Healthy Kids retain their
coverage.
Objective:
70% of Healthy Kids members retain their coverage after initial one -year period. As a result, participants will have
improved access to continued health services.
Responsible Persons:
Santa Clara Family Health Plans Director of Service, Outreach, Acquisitions, and Retention; and School Outreach
Program Director.
% of Time Allocated to Activity:
Director of Service, Outreach, Acquisitions, and Retention: 35%
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School Outreach Program Director: 55%
Quarterly Activity:
Conduct appropriate, effective outreach in the community to identify 750 uninsured children each month and assist
their parents in applying for health coverage for them through Me&Cal, Healthy Families, Healthy Kids, or Kaiser
Child Health Plan.
Objective:
8,000 new Healthy Kids members apply for health coverage. As a result, children will have improved ability to
access health care services offered through Healthy Kids coverage.
7. AGENCY DESCRIPTION AND PREVIOUS CDBG. HOME OR ESG ACCOMPLISHMENTS:
Please give a brief general description of your agency and the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
Santa Clara Family Health Foundation (SCFHF) is a 501(c)(3) charitable nonprofit organization that was established
in 2000. Its mission is to promote access to affordable, high quality healthcare through resource development and
outreach on behalf of the underserved members of its community. SCFHF has spent the past nine years primarily
focusing its efforts on raising funds to support the Healthy Kids program in Santa Clara County, which provides
comprehensive medical, dental, vision, and mental health coverage to uninsured, low - income children residing in
Santa Clara County. SCFHF believes that one uninsured child is one too many.
Recognizing that children without health coverage tend to do poorly in school, over - utilize emergency services,
and fall seriously ill with initially minor conditions, Santa Clara Countys Board of Supervisors, with the help of a
vast array of community organizations, created an initiative the Childrens Health Initiative (CHI). The goal of
CHI was, and continues to be, to provide access to comprehensive medical, dental, and vision care to all eligible
children in the county whose family income is 300 percent or less of the federal poverty level (i.e., $61,950 for
a family of four living in Santa Clara County).
At the inception of CHI, nearly two - thirds of the children in Santa Clara County who lacked health coverage qualified
for exiting government- funded programs. However, an estimated 18,000 children in the county were not eligible
for existing programs. As a result, CHI created the Healthy Kids program and began enrolling children in January
2001.
8. AUDIT INFORMATION:
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
Santa Clara Family Health Foundation's audit for fiscal year ending June 30, 2009 has just been completed. The
audited financials and management letter are currently in draft form awaiting acceptance by the Board of Directors.
There were not any findings or concerns. Once the financials are finalized, a copy will be forwarded to the City of
Cupertino. In the meantime, attached to this application is the audited financials for fiscal year ending June 30, 2008.
27-104
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
FOR THIS PROJECT:
SOURCE
ESTIMATED
AMOUNT
STATUS
City of Cupertino
$5,1601plication
Pendi
AB 495
$100,00C
Committed
Blue Shield of California
Foundation
$1189,20C
Committed
The California Endowment
$281,87
Committed
Cisco Systems
$15,0001
Pending Feb 2010
City of Los Altos
$3
Committed
City of Milpitas
$10,001
Pending Mar 2010
City of San Jose
$1,799,804
Committed
City of Sunnyvale
$14,19
Committed
The David & Lucile Packard
Foundation
$804,81
Committed
El Camino Hospital
$150,00
Committed
FIRST 5 Santa Clara Count
$2,627,85
Committed
Lifeguard Charitable Fund
$20,00
Pendi ng (May 2010
Lucile Packard Children
$50,00
Pending (Apr 2010
Palo Alto Medical Foundation
$50,00
Committed
Westl Foundation
$10,00
Pending Ma 2010
Individual Contributions
$22 94
Pending Jun 2011
County of Santa Clara
$3,000,001
Committed
Estimated Total Project Cost:
$9,154,34
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Persons
CHART B Use this table to list general activities (ie, brochures distributed, seminars offered,
advertisements run).
Products or Milestones to be accomplished
Clients For Each Quarter
Specific Activities
(Use Specific Numerical Data When
1st
2nd
I 3rd
4th
Total
8,000 children within Santa Clara
Pow,lble)
provide coverage to
County are enrolled in Healthy Kids
cchildren (ages 0 -18)
for a year
Maintain a minimum of 5
5 Cupertino children receive 3 calendar
5 5 2
Cupertino children (ages 0 -18)
months of coverage each quarter for a year.
enrolled in Healthy Kids for the
Total number of unduplicated clients for the
year
year is 5 - quarterly numbers represent per
child calendar quarters of medical, dental,
ision and mental health coverage, with each
child counted once in each quarter. The Total
d oes not apply.
Total Beneficiaries:
2
CHART B Use this table to list general activities (ie, brochures distributed, seminars offered,
advertisements run).
27-105
Products or Milestones to be
Benchmarks For Each Quarter
Specific Activities
accomplished
(Use Specific Numerical Data
Quantify When Possible
When Possible)
1st I 2nd I 3rd I 4th ITotal
Secure funding to
8,000 children within Santa Clara
2,405,01 2,405,01 2,405 01 2,405,01 9,620,04
provide coverage to
County are enrolled in Healthy Kids
cchildren (ages 0 -18)
for a year
enrolled in Healthy Kids
or a year
27-105
Conduct appropirate,
70% of the children enrolled in
ffective outreach to the
Healthy Kids who come up for
arents of chldren
renewal maintian their health
nrolled in Healthy kids to
coverage
retain their health
coverage
Conduct appropriate,
Hold three outreach events with
4 4 1 4 1
effective outreach in the
each of 5 School Collaboratives
community to identify
over the course of the year
uninsured children and
assist their parents in
applying for health
overage for them
through Medi -Cal,
Healthy Families, Healthy
Kids, or Kaiser Child
Health Plan
27-106
BUDGET
For Amount Requested
FY 200912010
Category
Budget For
Year
SALARIES:
ersonnei
Benefits
OFFICE EXPENSE:
Rent
elephone/Fax
Printing
Travel
Utilities
O ffice Supplies
Postage
Equipment Maintenance /Repair
PROJECT EXPENSES:
Ac counting Services
Biting Fees
Insurance
avis Bacon Compliance
ROJECT CONSTRUCTION:
Ap praisal
E ngineering Services
Ar chitectural/Design
A cquisition
$
A DDITIONAL EXPENSES (Qty) 1
Healthy Kids Premiums (Ages
-5
$5.16
TOTAL:
$5,16
Files to be Uploaded Currently Attached Files
o Click here if you will upload your Annual Audited Financial Statements 6.30.08.pdf
Audit or 990.
E Click here if you will upload your
Insurance Endorsement.
2 Other document to upload: FYE 6/30/08 IRS Form 990 - FYE 2008.pdf
IRS Form 990
0 Other document to upload: Mathematica Mathematica Policy Brief -Nov 07.pdf
Policy Brief November 2007
a Other document to upload: Mathematica Mathematica Policy Brief - Dental on 3 counties -May 08.pdf
Policy Brief May 2008
If these documents are not uploaded, then they must be mailed to the Vera Gil City of Cupertino
Program Manager Signature Laura Watkins
Date Signed 03/17/2010
27 -107
City Approval Signature
Date Signed
Vera Gil
03/23/2010
27-108
CITY OF CUPERTINO
COMMUNITY DEVELOPMENT BLACK GRANT (CDBG) PROGRAM
SEVENTH YEAR FUNDING CYCLE FY 2010/2011
STANDARDIZED APPLIICATION FOR FUNDING
Due March 1, 2010
1. APPLICANT ORGANIZATION:
Agency Name: Rebuilding Together Silicon Valley
Street Address: 2827 Aiello Drive
City: San Jose State: CA Zip: 95111
Executive Director: Beverley Jackson
Phone No: 408 -578 -9519 Fax No: 408 - 578 -9359 E -Mail: bjackson @ rebuildingtogether- sv.org
Is this a faith -based organization: No
2. PROJECT NAME: Rebuilding Housing Repair and Rehabilitation Program
Project 2827 Aiello Drive - San Jose, CA, 95111
Address/Location:
Contact Person: Bev Jackson Title: Executive Director
Phone No: (408) 578 -9519 Fax No: E -Mail: bjackson @rebuildingtogether- sv.org
Brief Project Description:
Rebuilding Together Silicon Valley (RTSV) will repair, rehabilitate and improve the accessibility /mobility of homes for
very low- income residents of Cupertino; so that they may live in warmth, safety and independence. Our project
strengthens the resiliency of low - income homeowners as well as the neighborhoods in which they live.
Services Provided:
Housing services that are directed toward providing renter and /or owner occupied housing units for clients
Senior services
Comments:
1. F) Other Housing Related Activities, specifically the rehabilitation of single family /mu&family dwellings and minor
home repairs.
3. FUNDS REQUESTED: $45,000
Funds Allocated from Cupertino for FY 09/10: $45,000
Number of proposed unduplicated Cupertino beneficiaries: 4
Number of proposed unduplicated Cupertino beneficiaries at c
0 -30% (Extremely low): 2 31 -50% (Very low): 1
TOTAL PROJECT COSTS: $59,000
Cost Per Service Unit or Per Client:$11250
Funds Received in FY 08/09: $40,000
)r below current countywide median income:
51 -80% (low): 1
4. PROJECT DESCRIP AND NUMBER OF UNDUPLICATED CLIENTS SERVED:
Provide a brief description of the specific project being proposed. This description should clearly state what the
project intends to provide or accomplish and the specific activities for which funds will be used. It should describe the
City of Cupertino target population and geographic boundaries of target areas. Also indicate the speck type and
number of total unduplicated project beneficiaries (e.g. 50 lower income families, 25 homeless persons, 100 lower
income households, etc.).
Rebuilding Together (RT) will provide home safety repairs, energy efficiency and mobility /accessibility improvements
for four or more homes (4 -8 unduplicated beneficiaries) for very low- income people in Cupertino in 2010 -2011, with
the primary consideration being the correction of safety hazards.
27-109
All work is at no cost to the recipient and can include: wheelchair ramps, grab bars, railings, improved lighting
installations, stair and step modifications for walkers, bath chairs, hand held shower adapters, tub cut outs, door
handle and faucet replacement for accessibility, smoke alarms, door, window and lock repairs, roof repairs and
replacement, interior and exterior painting, yard cleanup, minor plumbing repairs, minor electrical repairs, appliance
replacement, energy efficiency improvements, flooring (linoleum, carpet, or tile) repairs and replacement, heating
installation and repairs, outdoor lighting and fencing improvements for safety, elimination of tripping hazards,
replacement and /or repair of windows, earthquake proofing of water heaters. We improve the safety of the living
environment by fixing hazardous conditions.
Each October and April, groups of volunteers armed with paintbrushes, saws, hammers and shovels join together
over one or two Saturdays to repair and rebuild homes and community facilities, dedicating their time in the spirit of
service and community during Rebuilding Day Projects.
Additionally, our Safe At Home, neighbor to neighbor program leverages our skilled volunteers that wish to contribute
on a weekly basis, by providing home modifications and safety repairs throughout the year.
5. PROJECT PURPOSE AND OBJECTIVES:
Specify objectives project intends to accomplish and identify desired outcomes and benefits. How does the purpose
and objectives meet the priority needs?
Our project is a direct expression of our Mission Statement, which is to bring together communities and volunteers to
rehabilitate the homes of low- income homeowners, particularly the elderly and disabled, so that they may live in
warmth, safety, and independence. Rebuilding home repairs will assist Cupertino residents preserve affordable
housing by making the necessary repairs. In doing this we increase the likelihood that low- income and often senior or
disabled homeowners will be able to remain independent and safe in homes they have resided in for over 20 years.
These repairs will improve the quality of life of aging or physically disabled adults and families_ Many of our clients
have been living with leaking roofs, without heat, surrounded by dangerous electrical wiring or without adequate
plumbing. Many of the homes have also gathered years of clutter, resulting in conditions that could be a serious
health and fire hazard.
Homeowners, project management staff or volunteer project leaders sign off on completed work. This has the effect
of (1) assuring that the project and components have been completed and (2) provides an opportunity to assess the
results via our criteria: safety, warmth, and independence
6. PROJECT MANAGEMENT
Briefly describe how the project will be managed and administered, including proposed staff time and staff functions.
The majority of repairs are completed by volunteers. Some of the specialized work, such as electrical, roof_ ing and
plumbing involve contract staff of Rebuilding Together.
Each October and April, groups of volunteers armed with paintbrushes, saws, hammers and shovels join together to
repair and rebuild homes and community facilities during Rebuilding Day Projects. Throughout the year, the Safe at
Home, neighbor to neighbor program leverage our skilled volunteers that wish to contribute on a weekly basis by
providing home modifications and safety repairs throughout the year.
The Program Associate (1.FTE/5 %) focuses on client outreach, application processing and client communication and
assessment. Once an applicant has applied for repair work and income status has been verified, projects are
evaluated by Program Director (.51FTE/5 %) and Project Manager and identified for completion through the Safe at
Home, Neighbor to Neighbor program for accessibility and mobility repairs or Rebuilding Day project, involving larger
repair needs and completion in one to two days. Some projects are completed by both methods of program delivery.
The Project Manager (1.FTE/5 %) oversees all year round safety repair work, reviews project work scope, and
supervises contract and volunteer labor repairs. The Repair Technician (1 FTE /5 %) evaluates the materials needed,
schedules the project completion date and completes repairs or works with the volunteer work team to complete.
Rebuilding Day projects are assigned a.House Captain, who is responsible for the planning and management of a
safe, quality work project. Working with the Homeowner & RT staff, the House Captain (with a construction/building
experience and background) creates the final scope of work, determines how many volunteers are needed to do the
work, purchases materials and is the on site supervisor for work completion.
27-110
7. AGENCY DESCRIPTION AND PREVIOUS CDBG, HOME OR ESG ACCOMPLISHMENTS:
Please give a brief general description of your agency and the services provided. Also provide a brief description of
your agency's experience in providing the proposed services. If previously funded, what where goals and
accomplishments of CDBG projects.
Rebuilding Together Silicon Valley has been in operations since 1991. Since our inception, we have mobilized 22,000
volunteers to repair and upgrade 891 homes and nonprofil: facilities throughout Santa Clara County. In the first two
quarters of 2010 -11 Rebuilding Together provided 36 repairs to 3 low- income Cupertino homeowners. In total our
work impacted over 10,000 County residents in 2009 through 220 project locations. Rebuilding projects leverage
community dollars with the experience and willingness of Rebuilding volunteers to impact the health and safety of
area residents. Our projects are life- changing for the residents, the neighborhood, and the volunteers. Imagine finally
feeling warm and safe in your own home: your heater now works, and you are no longer afraid of falling on torn
carpet or curling linoleum. Imagine the change to your view of the world to live in surroundings that nourish your spirit
and make you feel better about yourself. We can all identify with feeling good about where we live, and volunteers
complete a project and leave tired but with big smiles. The ?y know they have profoundly changed the quality of daily
experience for someone else. In so doing, they change the quality of their own lives as well.
We have received CDBG funding from the City of Cupertirb since 2005106 and currently receive CDBG funding from
City of Campbell, Santa Clara Urban County, City of San .lose, City of Milpitas and City of Morgan Hill.
8. AUDIT INFORMATION: .
Please provide the date of the most recent audit of your organization. Describe any findings or concerns that may
have been cited in the audit or in any accompanying management letter particularly any pertaining to the use of
CDBG funds. Also, describe any actions taken to correct identified findings or concerns.
Fiscal year end of 7/31/09 audit was completed 11/20/09. No concerns or findings identified in our audit and none
pertaining to CDBG funds.
27-111
9. SOURCES OF FUNDS ANTICIPATED
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
FOR THIS PROJECT:
1st
ESTIMATED
I 3rd
SOURCE
ITotal
STATUS
AMOUNT
1st
C RY of Cupertino
$45,000
Pendi
Sponsors - Community,
$7,00(
Total Beneficiaries:
C orporate and Faith Communities
Complete 28 or more repairs
Inkind
$7,00
141
Estimated Total Project Cost:
$59
10. PROJECT WORK PLAN:
CHART A Use this table to list activities that benefit a specific and measurable number of clients.
Are you reporting number of Persons or Households? Households
Specific Activities
Products or Milestones to be accomplished
(Use Specific Numerical Data When
Possible)
Clients For Each Quarter
1st
2nd
I 3rd
4th
ITotal
Q ntify When Possible
Possible)
1st
2nd
Homes completed with repairs
Serve 4 or more unduplicated, owner occupied
[Cup ertino households -
1 1
Total Beneficiaries:
Repairs
Complete 28 or more repairs
CHART B Use this table to list general activities ft, brochures distributed, seminars offered,
advertisements run).
27-112
Benchmarks For Each
Products or Milestones to be accomplished
Quarter
Specific Activities
(Use Specific Numerical Data When
Q ntify When Possible
Possible)
1st
2nd
I 3rd
I 4th
ITotal
Repairs
Complete 28 or more repairs
141
2
27-112
BUDGET
For Amount Requested
FY 2009/2010
Category
Budget For
Year
S ALARIES:
P ersonnel
Benefits
OFFICE EXPENSE:
R ent
$2,25
Telephone /Fax
Printing
T ravel
Utilities
O ffice Supplies
P ostage
E quipment Maintenance /Repair
$75
PROJECT EXPENSES:
Accounting Services
A uditing Fees
I nsurance
Davis Bacon Compliance
PROJECT CONSTRUCTION:
Ap praisal
Engineering Services
Arc hitectural/Design
A cquisition
ADDITIONAL EXPENSES (Qty) 2
Contract Services
$12,00
Materials & Equipment
$30,00
TOTAL:
$45,00
Files to be Uploaded
Currently Attached Files
o Click here if you will upload your Annual
Audit or 990. Audit RTSV 7 31 09 .pdf
o Click here if you will upload your
Insurance Endorsement.
o Other document to upload: Letter of
Support
El Other document to upload:
o Other document to upload:
Cupertino I nsurance. PDF
09 Letter of Support.PDF
!f. these documents are not uploaded, then they must be mailed to the Vera Gil City of Cupertino
Program Manager Signature
Date Signed
Beverley Jackson
03/01/2010
27-113
EXHIBITS
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