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8.1 City of Dublin Human Services Grant Program Funding Recommendations for Fiscal Years 2025-26 and 2026-27
STAFF REPORT CITY COUNCIL Page 1 of 6 Agenda Item 8.1 DATE:May 6, 2025 TO:Honorable Mayor and City Councilmembers FROM:Colleen Tribby, City Manager SUBJECT:City of Dublin Human Services Grant Program Funding Recommendations for Fiscal Years 2025-26 and 2026-27 Prepared by: Brad Olson, Management Analyst II EXECUTIVE SUMMARY: The City Council will consider the funding recommendations for the Human Services Grant Program and approve funding allocations for Fiscal Years 2025-26 and 2026-27. STAFF RECOMMENDATION: Adopt the Resolution Approving Human Services Grant Program Funding Recommendations for Fiscal Years 2025-26 and 2026-27. FINANCIAL IMPACT: The City’s Human Services Grant Program is supported by four funding sources – the General Fund, the Affordable Housing Fund, the Community Development Block Grant Program (CDBG), and the American Rescue Plan Act (ARPA). Each qualifying program/project is eligible for a minimum award of $5,000 and a maximum of $25,000. DESCRIPTION: Background The Human Services Grant Program provides financial support to local non-profit organizations serving the Dublin community. Following a recommendation by the Human Services Commission, the City Council awards funding to organizations that best meet the community’s needs in support of the City’s adopted Mission and Vision (Attachment 3) and the community-level challenges and opportunity areas identified in the 2024 Eastern Alameda County Needs Assessment (Attachment 5). In response to a key priority identified in 2024 Eastern Alameda County Needs Assessment, Staff collaborated with counterparts from the cities of Livermore and Pleasanton to revamp and streamline the human services grant process. The revised process includes a simplified 252 Page 2 of 6 application, standardized documentation, and clarified application process. As a result of these improvements, organizations were able to apply for grant funding from all three cities (Dublin, Livermore, and Pleasanton) using a single unified application. Dublin and Livermore transitioned to a two-year grant cycle to further reduce the burden on applicants and provide a longer-term funding commitment. Due to fiscal challenges, Pleasanton chose to continue with a one-year grant cycle, with the option to reassess in the future. Dublin’s funding parameters remain unchanged under the new two-year cycle. Organizations are eligible to apply for an award ranging from $5,000 to $25,000 per project per year. The organizations that are awarded funds will enter into a Funding Agreement. Except for agreements that are for only one year of funding, agreements will stipulate that the total award will be paid over a two-year timeframe and will provide funding amounts for Year 1 and Year 2. These agreements will further stipulate that funding in Fiscal Year 2026-27 is contingent upon funding availability and the satisfactory completion of the grantee’s obligations under the Agreement. Organizations receiving funds will be required to submit insurance documents, timely invoices, and quarterly progress reports on their projected goals. Organizations funded with the County-administered Community Development Block Grant (CDBG) will also be required to participate in annual site monitoring visits. Fiscal Years 2025-26 and 2026-27 mark the 21st and 22nd years of this grant program. The table below summarizes the allocation history of the Human Services Grant Program. ARPA funding will remain available in Fiscal Year 2025-26 but will no longer be available in Fiscal Year 2026-27. At that time, the City’s General Fund allocation is anticipated to return to $160,000. 253 Page 3 of 6 Table 1: Funding Support History Fiscal Year General Fund Affordable Housing Fund CDBG ARPA TOTAL 2015-16 $120,000 $8,000 $69,812 $197,812 2016-17 $140,000 $8,000 $75,602 $223,602 2017-18 $140,000 $8,000 $79,781 $227,781 2018-19 $130,000 $8,000 $91,462 $229,462 2019-20 $130,000 $8,000 $93,970 $231,970 2020-21 $160,000 $8,000 $99,711 $267,711 2021-22 $89,780 $0*$99,183 $163,251 $352,214 2022-23 $98,000 $0*$99,000 $163,000 $360,000 2023-24 $99,000 $8,000 $59,862 $163,000 $329,862 2024-25 $89,000 $8,000 $70,000 $163,000 $330,000 2025-26 $99,000 $8,000 $60,000**$163,000 $330,000 2026-27 $160,000 $8,000 $60,000***$0****$228,000 * Forecasted annually at $8,000 since FY 2015-16 – not utilized in FY 2021-22 and FY 2022-23. **$14,500 is earmarked for a loan obligation, leaving $45,500 for the public service grants. ***$14,100 is earmarked for a loan obligation, leaving $45,900 for the public service grants. ****ARPA funding no longer available in FY 2026-27. Alameda County Urban County CDBG Program Urban County Cities The City of Dublin participates in The Alameda County Urban County CDBG Program along with the cities of Albany, Emeryville, Newark, and Piedmont (cities whose population is/was less than 50,000). These are called the “Urban County Cities,” along with the unincorporated areas of Alameda County. Public Service Grants Per County limits on each Urban County City’s use of CDBG funds, only 15% of CDBG allocation can be used for public-service-based projects. The remaining 85% must be used for capital projects. The County’s past practice has been to review all applications received from each Urban County City to determine if the overall request for service-based projects exceeds the 15% limit. If so, the County requests that each city adjust the service-based project allocation. As recently as Fisal Year 2022-23, CDBG accounted for almost $100,000 of the funds for public service projects. In more recent years, this amount has been reduced as participants in the Urban-County CDBG Program began using more of their share. For example, in Fiscal Year 2023-24, the amount from CDBG was reduced to $59,862, and in Fiscal Year 2024-25 it was reduced to $70,000. Staff is estimating $60,000 per year from CDBG in Fiscal Years 2025-26 and 2026-27. Of this amount, $14,500 is earmarked for the annual loan obligation for the Axis Community Health Clinic in Fiscal Year 2025-26, and $14,100 for the annual loan obligation in Fiscal Year 2026-27. This leaves an estimated $45,500 and $45,900 in Fiscal 254 Page 4 of 6 Years 2025-26 and 2026-27 respectively, available from CDBG for the public service grants. Capital Project Grant For Fiscal Year 2025-26, Goodness Village has requested capital funding to address exterior damage to their existing tiny homes. The request, totaling $17,000, is anticipated to be available as part of the Urban County CDBG Capital Allocation after July 1, and will go straight to review by the Urban County Technical Advisory Committee (TAC). Therefore, it was not included in the competitive review and allocation completed by the Human Services Commission. Staff will return to the City Council to formally review the capital project and request funding support after approval by the TAC. No capital funding requests were submitted for the Fiscal Year 2026-27. Fiscal Year 2025-27 Public Service Projects Typically, the City receives far more service project requests than capital project requests, making the public service grant program relatively competitive. Applications were accepted via the online platform, ZoomGrants, between November 25, 2024 and January 17, 2025. Dublin received 24, as provided in Attachment 6. Table 2 summarizes the total funding requests and availability by source for each of the fiscal years. Table 2. Funding Requests and Availability by Source and by Fiscal Year Funding Source 2025-26 Requested 2025-26 Available 2026-27 Requested 2026-27 Anticipated CDBG (Capital Projects)*$17,000 TBD $0 TBD CDBG (Service Projects)*$64,500 $60,000 $79,100 $60,000 City General Fund, Affordable Housing Fund & ARPA**$405,349 $270,000 $387,367 $168,000 Total $486,849 $330,000 $466,467 $228,000 * Funding from CDBG is not guaranteed for FY 2025-26 or FY 2026-27. Adjustments may be necessary before the start of the fiscal year. ** The $270,000 total in FY 2025-26 comprises $99,000 from the General Fund, $8,000 from the Affordable Housing Fund, and $163,000 from ARPA (for qualifying projects). The $168,000 total in FY 2026-27 comprises $160,000 from the General Fund and $8,000 from the Affordable Housing Fund. Review and Rating Criteria In February 2025, Staff and the Human Services Commission reviewed the public service grant applications to verify that all requests qualified for funding based on the adopted program guidelines. The Community Grant Program Guiding Principles and Rating Guide used in this review is included as Attachment 5. The rating guide was one of several factors used in determining funding recommendations. Other factors included consideration of: The number of Dublin residents served and cost per participant. 255 Page 5 of 6 Past performance of existing Dublin programs. Whether the project addresses one or more of the 9 Community-Level Challenges and Opportunity Areas identified in the 2024 Eastern Alameda County Needs Assessment. Whether City funds are used to leverage other funding sources. Presentation at a Dublin, Livermore, and Pleasanton Joint Human Services Commission Meeting on February 11, 2025. One application, from Senior Health Clinic, was removed from consideration during the review process. The organization is still developing the program and also lacks financial history as discussed during their presentation to the Human Services Commission. Funding Recommendations At its March 27, 2025, meeting, the Human Services Commission discussed and considered funding allocations. The Commission recommended funding all 23 applications in Fiscal Year 2025-26, and 17 applications in Fiscal Year 2026-27. The amounts recommended by the Human Services Commission include reductions across all program/project requests to align with available funding. Attachment 2 summarizes the amounts recommended by the Human Services Commission for each project/program. Six of the applications were from organizations that were new to Dublin, therefore a determination was made to not allocate funds to them in Year 2 (and focus instead of longer-standing grantees) due to the decrease in total anticipated funding. Therefore, the Human Services Commission recommended awarding these organizations $5,000 in Fiscal Year 2025-26 only. Funding Breakdown by Project Type Table 3 breaks down funding recommendations for the public service projects by type (loan obligation, food, shelter, and other). Attachment 2 is also sorted by project type. Table 3: Funding Recommendations by Project Type * “Services – Other” includes projects/programs that provide safety-net services addressing issues like domestic violence/child abuse, disabled/special needs, financial/legal needs, medical/health needs, etc. STRATEGIC PLAN INITIATIVE: None. Project Type Recommended Funding FY 2025-26 Recommended Funding FY 2026-27 Loan Obligation $14,500 $14,100 Services - Food $56,500 $34,840 Services - Shelter $109,000 $70,425 Services - Other *$150,000 $108,635 Total $330,000 $228,000 256 Page 6 of 6 NOTICING REQUIREMENTS/PUBLIC OUTREACH: The City Council Agenda was posted, and all grant applicants were provided with a web link to the Staff Report. Outreach and Promotion In November and December 2024, in preparation for the first Tri-Valley grant application process, Staff from Dublin, Livermore, and Pleasanton conducted the following outreach efforts: Provided notice of funding to non-profit organizations. Advertised the funding availability in the East Bay Times. Provided information on the City website. Held a mandatory Grant Application Workshop to review the online application process and discuss program guidelines for the upcoming fiscal year. ATTACHMENTS: 1) Resolution Approving Human Services Grant Program Funding Recommendations for Fiscal Years 2025-26 and 2026-27 2) Exhibit A to the Resolution - Human Services Commission Funding Recommendation Details for Fiscal Years 2025-26 and 2026-27 3) City of Dublin Mission and Vision Statements 4) 2024 Eastern Alameda County Needs Assessment Community-Level Challenges and Opportunity Areas 5) Community Grant Program Guiding Principles and Rating Guide 6) Fiscal Years 2025-26 and 2026-27 Human Services Grant Applications 257 Attachment 1 Reso. No. XX-25, Item X.X, Adopted 05/06/2025 Page 1 of 2 RESOLUTION NO. XX – 25 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN APPROVING HUMAN SERVICES GRANT PROGRAM FUNDING RECOMMENDATIONS FOR FISCAL YEARS 2025-26 AND 2026-27 WHEREAS,the City received 24 qualifying public service applications for the Fiscal Year 2025-26 Human Services Grant Program and 23 qualifying public service applications for the Fiscal Year 2026-27 Human Services Grant Program; and WHEREAS,funding sources for the Human Services Grant Program include the federally funded Community Development Block Grant (CDBG), the City of Dublin General Fund, the City of Dublin Affordable Housing Fund, and the American Rescue Plan Act (ARPA); and WHEREAS,on March 27, 2025, the Human Services Commission recommended that 23 public service applications receive funding in Fiscal Year 2025-26, and that 17 public service applications receive funding in Fiscal Year 2026-27; and WHEREAS,the City Council considered the recommended service projects attached hereto as Exhibit A; NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin approve the Human Services Grant Program Funding Recommendations for Fiscal Year 2025-26 and Fiscal Year 2026-27. BE IT FURTHER RESOLVED that the City Manager is authorized to take the following actions: 1.Direct Staff to work with the County of Alameda as required on the CDBG funding allocations in Fiscal Year 2025-26 and Fiscal Year 2026-27 by reallocating funds as needed based on the confirmed CDBG funding guidelines and funding levels each year; and 2.Execute yearly agreements with the County of Alameda for use of CDBG funds, effective July 1, 2025 and July 1, 2026 respectively; and 3.Execute 2-year or 1-year agreements (as applicable) with each grant recipient effective July 1, 2025, in the amounts included in Exhibit A,and take such further actions as may be necessary or appropriate to carry out the City Council’s obligations pursuant to this Resolution. BE IT FURTHER RESOLVED that the City Manager is authorized to execute amendments to the agreements, and make any necessary, non-substantive changes to carry out the intent of this Resolution. 258 Reso. No. XX-25, Item X.X, Adopted 05/06/2025 Page 2 of 2 PASSED, APPROVED AND ADOPTED this 6th day of May 2025, by the following vote: AYES: NOES: ABSENT: ABSTAIN: ______________________________ Mayor ATTEST: _________________________________ City Clerk 259 Attachment 2 Human Services Commission Funding Recommendation Details for Fiscal Years 2025-26 and 2026-27 Organization Name Grant Proposal Estimated Unduplicated Residents Served Application Scoring Average Funding Received FY24-25 Grant Amount Requested FY25-26 Funding Recommendation FY25-26 Average Cost Per Resident FY 25-26 Anticipated Funding Source Grant Amount Requested FY26-27 Funding Recommendation FY26-27 Average Cost Per Resident FY 26-27 Anticipated Funding Source $31,500 $14,500 $14,100 $14,100 City of Pleasanton Section 108 Loan Obligation (Axis Community Health Clinic)- - $15,000.00 $14,500 $14,500 - CDBG $14,100 $14,100 - CDBG Goodness Village Home Preservation and Weatherproofing (Capital Project)- - NEW $17,000 TBD - - $0 $0 - - SERVICES - FOOD 316 $70,000 $56,500 $70,000 $34,840 Culinary Angels Nutritious Meals for Cancer Patients and Caregivers 6 56.0 NEW $10,000 $5,000 $833.33 GF $10,000 $0 $0.00 - Mercy Retirement and Care Mercy Brown Bag Program 50 74.8 NEW $10,000 $5,000 $100.00 GF $10,000 $0 $0.00 - Open Heart Kitchen Senior Meal Program 200 87.3 $23,000.00 $25,000 $24,000 $120.00 ARPA/GF $25,000 $17,980 $89.90 GF Spectrum Community Services Meals on Wheels: More Than a Meal 60 79.7 $22,500.00 $25,000 $22,500 $375.00 CDBG $25,000 $16,860 $281.00 CDBG SERVICES - SHELTER 759 $157,446 $109,000 $153,568 $70,425 Arukah Tri-Valley Housing and Human Services Grant 1 55.5 NEW $10,000 $5,000 $5,000.00 GF $10,000 $0 $0.00 - Centro Legal de la Raza Tri-Valley Fair and Secure Housing Project 10 75.3 $18,000.00 $22,446 $15,000 $1,500.00 ARPA/GF $23,568 $11,240 $1,124.00 GF City Serve of the Tri-Valley Homeless Prevention, Intervention, and Crisis Stabilization 244 87.8 $23,000.00 $25,000 $23,000 $94.26 ARPA/GF $25,000 $17,230 $70.61 GF Community Resources for Independent Living Housing and Independent Living Skills 30 80.7 $9,000.00 $15,000 $10,500 $350.00 ARPA/GF $15,000 $7,870 $262.33 GF East Bay Innovations Tri-Valley Roadmap to Affordable Housing 15 70.5 NEW $5,000 $5,000 $333.33 GF $0 $0 $0.00 - Front Porch Communities Home Match 6 50.8 NEW $20,000 $5,000 $833.33 GF $20,000 $0 $0.00 - Goodness Village Building Vocational Skills, Community Engagement, and Pathways to Stability*2 72.5 $12,500.00 $20,000 $12,500 $6,250.00 GF $20,000 $9,365 $4,682.50 GF Partners for Change Tri-Valley Alleviating Poverty and Homelessness in the Tri- Valley 26 73.7 $5,000.00 $15,000 $10,000 $384.62 ARPA/GF $15,000 $7,490 $288.08 GF Tri-Valley Haven Homeless and Family Support Services 425 87.2 $22,500.00 $25,000 $23,000 $54.12 CDBG $25,000 $17,230 $40.54 CDBG SERVICES - OTHER 2200 $227,903 $150,000 $228,799 $108,635 Chabot-Las Positas Community College District dba Tri-Valley Career Center Dublin Pathways to Employment 130 70.8 $16,000.00 $24,989 $19,000 $146.15 ARPA/GF $24,989 $14,235 $109.50 GF Chabot-Las Positas Community College District dba Tri-Valley Career Center Dublin VITA Services 120 71.3 $16,000.00 $17,914 $16,000 $133.33 ARPA/GF $18,810 $11,990 $99.92 GF City Serve of the Tri-Valley Senior 60+ Stabilization Program 35 77.5 $17,000.00 $25,000 $18,500 $528.57 GF $25,000 $13,860 $396.00 GF Hively Hive on Wheels Mobile Family Resource Center 1000 90.3 $24,000.00 $25,000 $24,000 $24.00 ARPA/GF $25,000 $17,980 $17.98 GF Legal Assistance for Seniors Legal Services, Medicare Counseling, and Community Education 15 81.7 $10,000.00 $15,000 $10,000 $666.67 CDBG/GF $15,000 $7,490 $499.33 CDBG Lions Center for the Visually Impaired Independent Living Skills for Blind and Visually Impaired Adults 25 78.2 $4,500.00 $10,000 $9,000 $360.00 GF $10,000 $6,745 $269.80 GF Love Never Fails Therapeutic Outreach Network 150 85.2 $7,500.00 $10,000 $7,500 $50.00 GF $10,000 $5,620 $37.47 GF Senior Health Program Senior Health - 60.0 NEW $25,000 $0 $0.00 - $25,000 $0 $0.00 - Sewa Cultivating Acceptance Love and Mindfulness 150 51.8 NEW $25,000 $5,000 $33.33 GF $25,000 $0 $0.00 - Sunflower Hill Dublin Food Access Project 500 76.3 $15,000.00 $25,000 $18,000 $36.00 GF $25,000 $13,485 $26.97 GF Tri-Valley Haven Domestic Violence Services 75 87.3 $23,000.00 $25,000 $23,000 $306.67 ARPA/GF $25,000 $17,230 $229.73 CDBG/GF *8,000 from Affordable Housing Fund Totals: $486,849 $330,000 $466,467 $228,000 PROJECTS FUNDED OUTSIDE OF COMPETITIVE GRANTS PROGRAM FY 2025-26 FY 2026-27 Exhibit A to the Resolution 260 MISSION The City of Dublin promotes and supports a high quality of life, ensures a safe, secure, and sustainable environment, fosters new opportunities, and champions a culture of equity, diversity, and inclusion. VISION Dublin is a great community to live, work, and raise a family. Dublin values: •Business – We will provide a full spectrum of opportunity by supporting current and prospective businesses through ongoing economic development efforts and helping them grow and thrive locally. •Customer Service – We will provide welcoming, excellent customer services to our residents and businesses at all times. •Diversity – We will support a wide range of programs and events that reflect and cater to the diversity of our residents. •Environmental Sustainability – We will continue to lead in building a well-planned sustainable community and protecting our natural resources. •Equity – We will deliver our services in a way that ensures equitable access to all. •Finances – We will strive to be fiscally transparent and balance our budgets annually. •History – We will honor our history through places and programs that remind people of our beginnings. •Inclusivity – We will advocate for programs and policies that support inclusive access to housing and cultural opportunities. •Innovation – We will continue to innovate in every aspect of government and promote innovation within the business community. •Living an Active Lifestyle – We will continuously promote an active lifestyle through our parks and facilities and encourage participation in local sports. •Safety – We are dedicated to excellent public safety resources, including police and fire. Attachment 3 261 Attachment 4 2024 Eastern Alameda County Human Services Needs Assessment Community-Level Challenges and Opportunity Areas* 1 Housing Services 2 Health Care Services 3 Mental Health Services 4 Services Provision, Awareness, and Navigation 5 Racial/Linguistic/Cultural Responsiveness 6 Substance Abuse Services 7 Safety 8 Transportation 9 Youth Services *See page 47 of the 2024 Eastern Alameda County Human Services Needs Assessment 262 Dublin Community Grant Program Guiding Principles The City of Dublin Human Services Grants Program provides financial support to local non-profit organizations serving Dublin residents. The grant program is typically funded through three sources: The City General Fund Affordable Housing Fund Federal Community Development Block Grant Program (CDBG) Other funding sources are also used as they become available. The principles listed below will provide guidance for each funding source. 1.All applications submitted must: a.Address at least one of the City Council’s Funding Priorities b. Address at least one of HUD’s Strategic Goals and Policy Priorities c. Address at least one of the 9 Community-Level Challenges and Opportunity Areas in the Eastern Alameda County Needs Assessment Report (https://www.dublin.ca.gov/DocumentCenter/View/36930/Final-Eastern- Alameda-County-Human-Services-Needs-Assessment-with-Executive-Summary) 2.All funded programs must benefit low-income or high-risk individuals or households in Dublin. 3.All agencies receiving funds cannot discriminate in selecting clients or proselytizing when providing services. 4.Organizations may apply for more than one grant. Each funding request must address a separate program or project and fulfill a different need. Each application will be evaluated on its own merits. 5. Households/individuals may be experiencing more than one critical need. A household/individual will be counted as an unduplicated client in each program that fulfills a different need. 6.The rating sheet will evaluate each application against a specific set of criteria and receive a score on the extent to which those criteria are met. 7.Grantees must submit demographic data on clients, board members, and staff to inform and support City Diversity, Equity, and Inclusion (DEI) initiatives. City Council’s Funding Priorities to fund programs that specifically address critical human service needs: Food and Nutrition Healthcare Homelessness Childcare Attachment 5 263 US Department of Housing and Urban Development (HUD) Strategic Goals Increase homeownership Promote decent affordable housing Strengthen communities Ensure equal opportunities in housing Promote participation of grass-roots faith-based and other community-based organizations US Department of Housing and Urban Development (HUD) Policy Priorities Provide increased homeownership and rental opportunities for low and moderate- income persons, persons with disabilities, the elderly, minorities, and families with limited English proficiency. Improving the quality of life in our Nation’s communities. Encouraging accessible design features. Participation of minority-serving institutions in HUD programs. End chronic homelessness within ten years. Removal of barriers to affordable housing. Tri-Valley Needs Assessment Community-Level Challenges and Opportunity Areas: Housing Services Health Care Services Mental Health Services Services Provision, Awareness, and Navigation Racial/Linguistic/Cultural Responsiveness Substance Abuse Services Safety Transportation Youth Services 264 CITY OF DUBLIN HUMAN SERVICES GRANT RATING GUIDE Organization: Program: City Staff Score Each project has already been scored by city staff in the Grant Ratings Worksheet using the criteria below. These scores will automatically be added to the scores you add for every project that is selected to receive funding. Organization/Management (1 point each, maximum of 5) Description Score The organization previously received funding from Dublin and has fully complied with the City’s management procedures, including invoice and report deadlines. The organization, as presented in the application, is able to achieve the stated goals and outcomes. The organization and its staff are qualified and have the capacity to provide for the program. (non-profit status, resumes for staff, Board of Directors, information on clients served) The organization has completed all required aspects of the application process. The proposed program has a successful proven track record (not a new program). Commission Member Rating Categories Please review each of the applications in ZoomGrants. For each application, provide a score (1-10) for each of the categories below. Descriptions of each score range are included below for guidance. Add your scores for each category, and any notes on each application, to the corresponding cells in the Grant Ratings Worksheet. Need – Rate the need for this program/service. Rating Description Score Low 0-2 The applicant does not articulate a clear need for the project in their application and is unlikely to address that need. Mid 3-5 The applicant identifies a clear need, but it is not a critical human service need, and/or the applicant does not demonstrate a high likelihood of addressing that need. High 6-10 The applicant identifies a critical human service need in Dublin that other organizations do not and demonstrates a high likelihood of addressing that need. 265 Benefit – Rate the benefit to low-income or high-risk individuals/households in Dublin. Rating Description Score Low 0-2 Applicant demonstrates a low number of low-income or high-risk Dublin individuals/households who will benefit from the project, and the application fails to identify any outcomes or ways it will measure project success. Mid 3-5 Applicant demonstrates a moderate number of low-income or high-risk Dublin individuals/households who will benefit from the project. The application identifies outcomes but is unclear or unlikely to demonstrate a project impact. High 6-10 Applicant demonstrates a high number of low-income or high-risk Dublin individuals/households who will benefit from the project. The application identifies clear and measurable outcomes to demonstrate project impact. Funding Request – Rate the applicant’s funding request. Rating Description Score Low 0-2 The funding request is unreasonably high given the project's proposed impact, and the number of people served; the project budget is unrealistic. Mid 3-5 The funding request is reasonable but does not demonstrate a high impact or cost effectiveness given the proposed number of people served and/or the project budget has significant questions or flaws. High 6-10 The funding request is a reasonable amount demonstrating high impact and cost effectiveness given the proposed number of people served; the project budget is feasible and sound. Funding Sustainability – Rate the diversification of the project’s funding sources. Rating Description Score Low 0-2 The Grant request is the only source of funds for the applicant’s proposed project. Mid 3-5 The applicant has identified more than one funding source to support the proposed activity/service, but this grant request would be the main source of funds, and the long- term sustainability of the project is questionable. High 6-10 The applicant has identified multiple funding sources to support the proposed activity/service and ensure sustainability. The organization produces other income that may be used to support this program (fundraising). 266 City Funding Necessity – Rate the necessity of City funding for this project. Rating Description Score Low 0-2 The project is not appropriate for City funds and will not reduce demands on other City resources. Mid 3-5 The project is an appropriate use for City funds but will not reduce demands on other City resources and/or other types of funding sources would be a better fit for this project. High 6-10 City funds are critical to the project, and funding request is appropriate for City sources and reduces demands for other City resources. Consistency with Policies – Rate the proposal’s consistency with the HUD Strategic Goals and HUD Policy Priorities. (To determine CDBG eligibility) Rating Description Score Low 0-2 The proposal does not address any of the HUD Strategic Goals or HUD Policy Priorities. Mid 3-5 The proposal addresses one of the HUD Strategic Goals or HUD Policy Priorities. High 6-10 The proposal helps address multiple HUD Strategic Goals or HUD Policy Priorities. City Council Priorities – Rate the extent the proposal addresses one or more of the City Council’s priorities. Rating Description Score Low 0-2 The proposal does not address any of the Council’s priorities. Mid 3-5 The proposal addresses one or two of the Council’s priorities but does not have a high likelihood of doing so effectively. High 6-10 The proposal demonstrates a high likelihood of addressing multiple Council priorities. 267 Alameda County 9 Community-Level Challenges and Opportunity Areas – Rate the extent the proposal addresses one or more of the 9 challenges and opportunity areas as identified by the 2024 Eastern Alameda County Human Services Needs Assessment. Rating Description Score Low 0-2 The proposal does not address any of the 9 challenges and opportunity areas. Mid 3-5 The proposal addresses one or two of the 9 challenges and opportunity areas but does not have a high likelihood of doing so effectively. High 6-10 The proposal is highly likely to address multiple areas of the 9 challenges and opportunity areas. Innovation – If funds were allocated last year for the same project/activity, rate the extent to which the applicant adequately responds to changing community conditions. If the proposal is for a new project, rate the extent to which the project uses a new and innovative approach to solve an identified problem. Rating Description Score Low 0-2 The applicant does not demonstrate an ability to adapt the project to changing needs or is not using an innovative approach. Mid 3-5 It is unclear how the project will respond to changing community conditions identified in the application or use an effective but not particularly innovative approach. High 6-10 The applicant demonstrates a high likelihood of responding to changing conditions and/or using an innovative approach. Access – Rate the extent to which the project will ensure non-English speakers, people with disabilities, people experiencing homelessness, seniors, low-income families, and/or youth can access the proposed program or activities. Rating Description Score Low 0-2 The proposal does not mention accessibility concerns and does not describe how it will remove barriers or help community members access its services. Mid 3-5 The proposal addresses accessibility concerns but does not identify concrete or impactful ways the project will remove barriers for priority populations. High 6-10 The proposal describes concrete and impactful ways the applicant will improve language, technology, and/or transportation access for priority populations. 268 + eZl!e:iDUBLIN ll\1£l�@RI:, rLCA�-\WO'-.. Tri-Valley Grants Application Powered by ZoomGrants TM and City of Dublin Tri-Valley Grants Application Email This Preview Save as PDF Print Close Window A1,,. � Attachment 6 FY 2025-2027 Tri-Valley Housing and Human Services Grants Deadline: 1/17/2025 Arukah Arukah: 2025-2027 Tri-Valley Housing and Human Services Grant Jump to: Application Questions Budget Documents Submitted: 1/17/20251:28:13 PM (Pacific) Project Contact Josh Jonas Application Questions top ORGANIZATION INFORMATION Arukah 1.Please identify if your organization is a Non-Profit or Public Agency: For-profit agencies are not eligible for these grants funds � Non-Profit□Public Agency 2.Please state your agency's mission and/or vision statement(s): Mission: Arukah exists to help men who are dealing with the realities of homelessness due to loss of job, being recently released from prison, addictions, or lack of family support. We focus on men who are ready to move forward in life by providing transitional housing, job vocational training, and mentorship. Vision: Arukah envisions Arukah Transitional Homes in every city in the Bay Area and throughout California. We want to give men the opportunity to become better men physically, relationally, emotionally, and spiritually which will in turn have them become better fathers, husbands, sons, friends, and employees. PROJECT INFORMATION 3.Provide a brief summary of the project for which your agency is seeking grant funding. This 269 270 271 272 273 274 275 276 277 underserved by eviction defense legal services providers. This project has been critical in expanding access to eviction defense legal services in the Tri-Valley area. It also enables us to face tenants most at risk of eviction, which includes tenants with disabilities, women with children, elderly tenants, immigrant tenants, and tenants with extremely low income. In our most recent reporting period, 67% of the Dublin tenants we served had extremely low incomes, 50% had a household member with a disability, and 33% were female-headed households. In the same reporting period, 100% of the Pleasanton tenants we served had extremely low incomes, 67% had a household member with a disability, 33% had an elderly person in the home, and 33% were female-headed households. In this way, this project is directly in line with our broader goals and is critical to maximize our impact in Dublin and Pleasanton. 6. Describe the needs, challenges, and/or service gaps that your project addresses. How will clients access the services? If applicable, please describe how your organization’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic. Between 2010 - 2020, the share of renters that were burdened by the cost of housing in Tri-Valley increased from 42% to 47%, whereas the 9-county Bay Area saw a decrease from 50% to 47% in the same period (https://bayareaequityatlas.org/indicators/housing-burden). This has only worsened in the post-pandemic reality of increased inflation and the lingering financial impacts of the COVID-19 pandemic, which have affected women and women-headed household the most (https://bayareaequityatlas.org/recovery-tracker/how-women-are-faring). Additionally, Alameda County is in the midst of an eviction crisis. Data from Alameda County Superior Court shows that eviction rates are holding steady at 150% of pre-pandemic levels, with no end in sight. This holds true for Pleasanton and Dublin. Between June 2023 and June 2024, 268 Dublin tenants and 278 Pleasanton tenants faced eviction cases. During that same time period, Dublin and Pleasanton had higher eviction rates than their rates of renter-occupied households. Evictions in Dublin comprised 3.8% of all County evictions, yet Dublin has 2.8% of the County’s renter population. Evictions in Pleasanton comprised 3.7% of all County evictions, and Pleasanton has 3.5% of all County renters. In FY 23-24, 27% of Dublin and Pleasanton tenants served by Centro Legal reported receiving an Unlawful Detainer (eviction notice); an additional 23% were unable to pay rent; 23% received a notice of termination of tenancy; 9% needed repairs necessary for health or safety; 9% reported they were still impacted by COVID-19; and 6% were dealing with unfair or illegal behavior by their landlord. Data from the American Housing Survey estimates that there are 5.5 times as many “informal evictions'' as formal evictions. (Zainulbai & Daly, Informal Evictions: Measuring Displacement Outside of the Courtroom (2022)). “Informal evictions” occur when a tenant is coerced or otherwise pushed to leave their home outside of the court process. This often occurs because tenants do not understand their legal rights and options. Equipping tenants with information before an eviction case is filed is critical to keeping tenants housed. Historically, there has been a lack of tenant legal services targeted to Tri-Valley cities. This program is essential to meet the ongoing and increased need. If we do not receive funding, more residents will face eviction without the assistance of an attorney. Research consistently shows that low-income residents who have the right to stay in their homes need legal representation in order to make that right a reality. Low-income clients will access our services by reaching us by phone, email, online, in-person, or through the Get Help Tool on the www.ac-housingsecure.org website. We also receive referrals from partner organizations by email, particularly from City Serve of the Tri-Valley. We hold virtual clinics to meet with clients in addition to phone and in-person meetings. 7. Describe how your organization will measure the effectiveness of this project? Please include qualitative and quantitative metrics in your response. Our primary objective is to enhance the quality of life for low-income tenants via housing-related services to prevent homelessness and to promote stable, affordable, healthy housing. We aim to achieve this objective through the goals and outcomes below. 278 279 280 281 282 283 284 285 286 By preparing 80 Tri-Valley job seekers for high growth industries through intensive career counseling and industry-recognized trainings, this project will help us achieve our overall annual job placement goal. 6. Describe the needs, challenges, and/or service gaps that your project addresses. How will clients access the services? If applicable, please describe how your organization’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic. One of the actionable recommendations/goals brought forth in the Eastern Alameda County Human Services Needs Assessment is to build pipelines for a diverse workforce. This need is what the Pathways to Employment program will work to address. By partnering with other non-profit organizations in the Tri-Valley, TVCC will recruit job seekers from diverse, low-income backgrounds and train them to work in occupational sectors experiencing challenges in finding qualified employees. By focusing on the Healthcare (including Mental Health), Professional Services, Advanced Manufacturing, Construction, Transportation and Warehousing industries, TVCC will not only work to address the need for racially, culturally and linguistically responsive workforce, TVCC will also work to address the growing shortages of workers, specifically healthcare and mental health workers, caused by the pandemic. Our Certified Nursing Assistant program will help to fill in the gaps of services needed for the elderly as this population continues to grow in the Tri-Valley. Our Behavioral Health Technician Apprenticeship will help address the need for more mental health providers including those trained to work with individuals navigating substance abuse. Our Community Health Worker/Health Coach Apprenticeship will address the need for systems navigation support as these workers are trained to work with clients one-on-one to support their physical health while helping them navigate other community resources that will support their emotional and economical health. Our Advanced Manufacturing, Construction, Transportation and Warehousing training will provide specific groups - veterans, justice-involved and those who prefer hands-on, technical work with the skills and certifications they need to make an actual living wage in the Tri-Valley. Meanwhile, our Professional Services training will provide job seekers with the skills they need to work in non-profits, government and social services agencies. All of these programs will push the Tri-Valley's most-underserved and underpaid residents towards economic stability. Lastly, to address job retention issues, all program participants will have access to free, group mental health classes/workshops. TVCC will also connect participants, through referrals, to other services, such as housing, education and childcare support, as needed. Clients will be able to access our services both in-person and online. Those who participate in our intensive training programs (i.e. Certified Nursing Assistant training) will be provided with transportation support such as Clipper Cards, Uber/Lyft vouchers and gas cards as needed to attend their in-person trainings. 7. Describe how your organization will measure the effectiveness of this project? Please include qualitative and quantitative metrics in your response. TVCC’s one-on-one career counseling and case management is tracked through CalJobs and adheres to the Alameda County Workforce Development Board (ACWDB) and WIOA regulations. All counseling activity is recorded online in clients’ files (located in CalJobs) and recorded for the ACWDB to follow and aggregate for the agency’s quarterly and annual reports. TVCC also keeps hard copies of client files including enrollment, training and placement data in a secured filing cabinet. Quantitative metrics that TVCC collects includes: the number of enrollments, placements, trainings and credentials obtained. TVCC also collects demographic information that includes annual income, city of residence, race/ethnicity and age through our program application. This application is required for anyone participating in intensive trainings like the Health Coach program. For those participating in one-on-one resume reviews, mock interviews or group workshops, this some metrics (income, race/ethnicity, age) is voluntary. 287 288 289 290 291 292 County Workforce Development Board $ 250,000.00 $ 250,000.00 FY 2025-2026 Prologis $ 165,000.00 $ 165,000.00 FY 2025-2026 Alameda County - Oakland Community Action Partnership $ 40,000.00 $ 40,000.00 Total $ 40,000.00 $ 415,000.00 $ 88,409.00 $ 543,409.00 2025-2026 Forecasted Expenses City of Dublin City of Livermore City of Pleasanton Other Sources Total Project Cost Personnel Costs: Salary & Benefits $ 10,196.00 $ 12,654.00 $ 12,714.00 $ 359,578.00 $ 395,142.00 Operating Costs $ 550.00 $ 680.00 $ 770.00 $ 350.00 $ 2,350.00 Marketing & Outreach $ 275.00 $ 396.00 $ 350.00 $ 600.00 $ 1,621.00 Contracted Services $ 2,000.00 $ 2,100.00 $ 2,200.00 $ 6,032.00 $ 12,332.00 Client Training Fees $ 7,618.00 $ 9,305.00 $ 9,351.00 $ 69,980.00 $ 96,254.00 Client Supportive Services $ 4,000.00 $ 5,800.00 $ 6,200.00 $ 1,100.00 $ 17,100.00 Transportation $ 350.00 $ 700.00 $ 200.00 $ 160.00 $ 1,410.00 Total $ 24,989.00 $ 31,635.00 $ 31,785.00 $ 437,800.00 $ 526,209.00 Budget Narrative Operational costs for community service programs are often the most challenging to cover as they may not seem as compelling as specific projects. However, without funding for operational and staff expenses we could not serve our communities. With our delivery of services revolving around training cohort models, our operational costs and staff expenses have increased and the need for support to continue serving our community is greater than ever. Staff Salary & Benefits - We are requesting $35,564 total for staff costs. Below is the employee and the percentage of their salary and benefits that will be paid with grant funds: Program Manager: 1%, $1,778.00/yr Administrative Assistant: 2%, $1,778.00/yr Enrollment Specialist: 9%, $7,113.00/yr Receptionist: 6%, $3,556.00/yr Case Managers #1: 8%, $7,113.00/yr Case Managers #2: 10%, $7,113.00/yr Job Developer: 10%, 9%, $7,113.00/yr Operating Costs: This line item will cover costs to run the training program. These costs include supplies (notebooks, pens etc.), pre-training fees (i.e. fingerprinting services as required by the state of California for all who apply for Certified Nursing Assistant Training), printing costs and exam fees for clients. Marketing: this line item will help us cover the cost of paid, targeted marketing to Tri-Valley residents Contracted Services: This line item will help us cover the cost of our training coordinator dedicated to our Pathway to Employment program and mental health service providers for clients. Client Training Fees: This line item will help us cover additional training fees that pose barriers to program completion. This includes training school fees, books, uniforms, and other training related expenses. Client Supportive Services: This line item is for client supportive services. This fund directly supports 293 294 295 296 Access to Benefits and Social Services - TVCC's tax preparers also help clients navigate other social services, including unemployment benefits, child care subsidies, or healthcare options. This holistic approach supports workforce development by ensuring individuals are equipped with the resources they need to be successful in the workforce. Goal #2: Continue implementing Diversity, Equity, Inclusion, Accessibility and Anti-Racist (DEIAA) initiatives in our services and support programs for disproportionately impacted groups. The Tri-Valley VITA program helps bridge the gap for low-income individuals, including people of color, who may not have the financial means to afford commercial tax preparation. This ensures that these communities can benefit from the same tax credits and deductions as others. This service also aims to reduce disparities by helping people access financial support, such as the Earned Income Tax Credit (EITC) or Child Tax Credit, which can be transformative for families in need. Lastly, many racial and ethnic minority groups face systemic barriers that result in wealth disparities, and free tax preparation services work to counter these inequities. By ensuring fair and equitable access to tax credits and deductions, these services can help reduce the racial wealth gap. It also helps individuals navigate complex tax systems and avoid predatory financial practices, such as high-fee tax preparers or refund anticipation loans. 6. Describe the needs, challenges, and/or service gaps that your project addresses. How will clients access the services? If applicable, please describe how your organization’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic. One of the actionable recommendations/goals brought forth in the Eastern Alameda County Human Services Needs Assessment is to consider multi-sector solutions to challenges influenced by structural factors. This need is what the Tri-Valley VITA program will work to address. By assisting individuals and families in accessing their Earned Income Tax Credit and providing them with financial literacy workshops, the VITA program provides temporary financial assistance to those in need; specifically for those experiencing or at risk of becoming unhoused. Many families use their EITC refund to catch up on past due bills or start their first savings fund. In the past, TVCC has also had clients who have used their refund to keep them afloat while they complete a short- term career training program at our center. VITA can be the push that clients need to start their journey towards economic stability. While clients meet with tax preparers, they are also screened for CalFresh eligibility. Those who are eligible for CalFresh but have not applied are connected to our CalFresh enrollment specialist who works with them one-on-one to help them secure this resource. Not only does the Tri-Valley VITA program provide clients with a financial boost, it also assists those in need with obtaining food benefits. To access this program, we will offer in-person tax preparation services at multiple locations across the Tri-Valley with our Pleasanton location being the main hub. This location has ample parking and is directly across the street from Pleasanton BART and multiple bus stops. With enough funding, we plan to reopen an additional site at the Livermore library (pending library approval and volunteer numbers) and/or at the Vineyard Resource Center, to increase access specifically for the unhoused community in Livermore as well as other residents who are unable to commute to our Pleasanton location. 7. Describe how your organization will measure the effectiveness of this project? Please include qualitative and quantitative metrics in your response. We measure the effectiveness of this project by how many tax returns we've prepared, the average and total amount of federal refunds clients receive broken down by city and how many clients applied and received CalFresh benefits. Our partnership with the IRS and United Way of the Bay Area provides us with quantitative tax data while our partnership with the Alameda County Food Bank and Alameda County Social Services provides us with quantitative CalFresh data. Each year, we set a numeric goal for the overall number of taxes we plan to prepare. We also set a numeric goal for each city that provides funding. In addition to this, we set a numeric goal for the number of CalFresh application submitted and approved. 297 298 299 300 301 FY 2025-2026 City of Dublin $ 17,914.00 $ 17,914.00 FY 2025-2026 City of Livermore $ 20,396.00 $ 20,396.00 FY 2025-2026 City of Pleasanton $ 18,914.00 $ 18,914.00 FY 2025-2026 United Way of the Bay Area $ 0.00 $ 40,000.00 $ 40,000.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 Total $ 0.00 $ 0.00 $ 97,224.00 $ 97,224.00 2025-2026 Forecasted Expenses City of Dublin City of Livermore City of Pleasanton Other Sources Total Project Cost Personnel Costs: Salary & Benefits $ 6,749.00 $ 4,000.00 $ 3,954.00 $ 23,900.00 $ 38,603.00 Supplies/Operating Expense $ 550.00 $ 680.00 $ 570.00 $ 5,000.00 $ 6,800.00 Marketing & Outreach $ 275.00 $ 396.00 $ 350.00 $ 600.00 $ 1,621.00 Contracted Coordinator $ 10,140.00 $ 14,820.00 $ 14,040.00 $ 10,000.00 $ 49,000.00 Transportation $ 200.00 $ 500.00 $ 0.00 $ 500.00 $ 1,200.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 Total $ 17,914.00 $ 20,396.00 $ 18,914.00 $ 40,000.00 $ 97,224.00 Budget Narrative Personnel Costs: Salaries & Benefits: Due to our growing number of clients, we anticipate an even greater need resulting from the pandemic. So many people in the community are without jobs and living expenses are only increasing. We are projecting to reach more people when we open our second location. A portion of expenses comes from staff which total about 582 hours plus 45% in fringe benefits. We are requesting $14,703 total for staff costs. Below is the employee and the percentage of their salary and benefits that will be paid with grant funds: Program Manager: 1%, $1,470.30/yr Administrative Assistant: 9%, $7,351.50/yr Receptionist: 10%, $5881.20/yr . Supplies/Operating Expenses: Includes the cost of fingerprinting all volunteers which is mandatory for the program. Also includes printing fees, postage fees, and recognition for volunteers for in-kind work as required by the VITA program. This expense also includes snacks for volunteers during their in- person, mandatory, 3 full-day trainings as well as transportation support for low-income clients who travel to our offices for services and basic supplies (paper, pens etc.) Marketing and Outreach: this line item will help us cover the cost of paid, targeted marketing to Tri- Valley residents so that we can recruit both volunteers and clients. Contracted Coordinator; We are in need of a contractor who will manage the second site as well as the ITIN portion of our program. Without a coordinator, we will not be able to open a second location and we will have to end our ITIN assistance program Transportation: To support staff traveling to our multiple sites across the Tri-Valley to help volunteers and pick up/deliver supplies. This budget does not include the in-kind work of 4725 hours from 65 volunteers, which is about $180,435.93 302 303 304 305 Comprehensive Care Coordination: By addressing diverse needs such as housing, food security, transportation, and resource education, the project ensures holistic support for families and individuals. Community Engagement: We partner with over 50 nonprofits, city and county agencies, businesses, clubs, and churches to leverage resources and expertise, ensuring we meet the diverse needs of residents without duplication. Targeted Support for Vulnerable Populations: The project emphasizes services for low-to-no-income individuals, housing-unstable families, victims of domestic violence, and aging seniors. The project is designed to achieve measurable outcomes that align with our annual goals: Care Coordination: Serve over 6,500 individuals annually through case management, crisis stabilization, and direct support. Housing Support: Assist at least 150 households annually in securing stable housing or emergency shelter, addressing the ongoing housing crisis. Senior Outreach: Conduct 200+ in-home visits to homebound seniors annually, providing companionship and critical resources to reduce isolation. Food Security: Distribute 6,000+ resource flyers annually to families and individuals in need, ensuring access to nutritious food. Transportation Assistance: Provide 200+ rides for medical appointments, employment, or shelter needs, removing barriers to critical services. Collaboration: Strengthen partnerships with existing organizations and expand our network to ensure efficient and comprehensive service delivery through hosting quarterly Collab Lab gatherings. This project ensures that CityServe continues to meet its goal of acting as a safety net for vulnerable populations while fostering long-term stability. By addressing crises and providing the tools and resources needed for self-sufficiency, the project empowers individuals and families to move toward stability and independence. Through targeted outreach, comprehensive care, and strong community collaboration, this project not only aligns with our organizational goals but also strengthens our ability to respond to the evolving needs of the Tri-Valley community. With both qualitative and quantitative measures in place, it demonstrates our commitment to serving the Tri-Valley region most effectively and compassionately. 6. Describe the needs, challenges, and/or service gaps that your project addresses. How will clients access the services? If applicable, please describe how your organization’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic. The primary problem this project seeks to address is the lack of access to essential services and resources for low-to-no-income families, unhoused individuals, and vulnerable seniors in the Tri-Valley region. Rising housing costs, economic instability, and fragmented social services leave many without stable housing, access to basic necessities, or the support needed to navigate crises. Additionally, homebound seniors face increasing isolation, contributing to physical and emotional decline and highlighting gaps in current services. This project is designed to address these critical gaps by providing holistic, wrap-around services that stabilize individuals and families and empower them toward long-term independence. Housing instability is a key focus, with services that include housing navigation, emergency shelter placement, and assistance in securing long-term housing. The project also addresses the immediate needs of food, transportation, financial literacy, and life skills training to ensure clients can meet basic necessities. For individuals facing health challenges or crises such as domestic violence, the program provides case management and crisis intervention to stabilize their situations. Seniors, who are often isolated, benefit from regular visits, companionship, caregiver support, and resource navigation to improve their overall well-being. Clients access these services through multiple, inclusive entry points. Street outreach teams engage unhoused individuals directly, offering immediate crisis intervention and referrals to services. Our extensive network of over 50 partner organizations ensures a robust referral system, reaching individuals already in crisis. Clients can also walk into our easy access office locations for personalized care coordination, participate in community resource events, or connect through phone or online platforms for support. By addressing these needs through targeted interventions and accessible services, this project ensures vulnerable populations in the Tri-Valley region receive the comprehensive support necessary to achieve stability and independence. It provides a pathway to address immediate crises while building a foundation 306 307 308 309 310 311 312 Problems? Contact us at Questions@ZoomGrants.com ©2002-2025 GrantAnalyst.com. All rights reserved. "ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC. Logout | Browser 313 314 315 If applicable, please describe how your organization’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic. The primary problem this project seeks to address is the lack of access to essential services and resources for low-to-no-income vulnerable seniors in the Tri-Valley region. Rising housing costs, economic instability, and fragmented social services leave many without stable housing, access to basic necessities, or the support needed to navigate crises. Additionally, homebound seniors face increasing isolation, contributing to physical and emotional decline and highlighting gaps in current services. This project is designed to address these critical gaps by providing holistic, wrap-around services that stabilize seniors and empower them toward independence. Housing instability is a key focus, with services that include housing navigation, emergency shelter placement, and assistance in securing longer-term or supportive housing such as skilled nursing or cognitive care facilities. The project also addresses the immediate needs of food, transportation, financial literacy, and life skills training to ensure clients can meet basic necessities. For individuals facing health challenges or crises such as elder abuse, the program provides case management and crisis intervention to stabilize their situations. Seniors, who are often isolated, benefit from regular visits, companionship, caregiver support, and resource navigation to improve their overall well-being. Clients access these services through multiple, inclusive entry points. Street outreach teams engage unhoused individuals directly, offering immediate crisis intervention and referrals to services. Our extensive network of over 50 partner organizations ensures a robust referral system, reaching seniors already in crisis. Clients can also walk into our easy access office locations for personalized care coordination, participate in community resource events, or connect through phone or online platforms for support. We also provide care coordination in-home for those that are homebound. By addressing these needs through targeted interventions and accessible services, this project ensures vulnerable seniors in the Tri-Valley region receive the comprehensive support necessary to achieve stability and independence. It provides a pathway to address immediate crises while building a foundation for long-term resilience and well-being. 7. Describe how your organization will measure the effectiveness of this project? Please include qualitative and quantitative metrics in your response. CityServe will measure the effectiveness of this project using a combination of qualitative and quantitative metrics to ensure that it meets its objectives and creates meaningful impact for the community. We will track specific, measurable outcomes to evaluate the project's performance, including: Number of Individuals Served: Track the total number of clients receiving services, with a target of serving 6,500+ individuals annually through care coordination, crisis stabilization, and outreach. Housing Outcomes: Measure the number of clients successfully placed in temporary or permanent housing, with a goal of assisting 150+ households annually. Crisis Intervention Metrics: Record the number of clients engaged through street outreach and immediate crisis intervention, ensuring timely responses to urgent needs. Senior Support: Monitor the delivery of 200+ home visits annually to reduce isolation and connect seniors with critical resources. Basic Necessities Distributed: Track the distribution of essential items, as well as transportation support and other resources. Client Retention and Follow-Up: Record the percentage of clients who continue to engage in care coordination programs to ensure long-term stability. We will also collect qualitative data to understand the impact of the project on individual lives and the community at large: Client Testimonials: Gather feedback and personal stories from clients to highlight how services have positively impacted their lives and helped them achieve stability. Partnership Feedback: Conduct surveys and interviews with our strategic service partners to evaluate the effectiveness of collaboration and identify opportunities for improvement. Case Studies: Provide in-depth case studies showcasing success stories and the program’s role in overcoming challenges such as housing instability, food insecurity, and social isolation. (Launch a 2.0 version of our newly released 5 year case study entitled, “From Crisis to Stability: CityServe's Plan to End and Prevent Homelessness in the Tri-Valley” Lastly, we will use our client management system to record and analyze data in real-time, enabling us to track progress against project goals. Regular evaluations and reports will assess key performance indicators and inform the team regarding any adjustments needed to optimize program effectiveness. 316 317 318 319 320 321 322 323 324 325 326 327 328 329 330 331 332 333 334 335 336 337 338 client with a developmental disability was living in a single-room occupancy (SRO) unit. With significant health concerns– heart disease and diabetes, the SRO’s limitations posed significant risks to the individual’s health. The client explained that, “…not having a full kitchen and having to share a bathroom with approximately 15 other residents negatively affected my physical, mental, and emotional well-being.” Furthermore, the high cost of the SRO, fully two-thirds of the tenant’s monthly SSI income, exacerbated day to day challenges. Soon after connecting with EBI, the individual said that finding affordable housing that meets their needs at 30% of their income improved their financial situation and enhanced their health and autonomy. “My mental and emotional health has improved considerably, enabling me to focus on improving my physical well-being. With support, I secured affordable housing in Livermore in a safe neighborhood near the shopping center and bus routes.” This client’s story is one of many that demonstrates the importance of affordable housing on individuals’ health, safety, and well-being. By educating clients/families through TVRAH about their options and showing them various support resources that are stepping stones to securing affordable housing, the likelihood of individuals’ achieving positive physical, emotional, and mental health outcomes is much greater. 6. Describe the needs, challenges, and/or service gaps that your project addresses. How will clients access the services? If applicable, please describe how your organization’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic. The Eastern Alameda County Human Services Needs Assessment indicates that “finding affordable housing is near-impossible” for individuals with disabilities or people receiving Supplemental Security Income (SSI) or Social Security Disability Insurance Program (SSDI). This report identifies people with disabilities as a group that is disproportionately affected by the lack of affordable housing options and housing instability, which in turn negatively impacts multiple significant areas in their lives (physical health, mental health, and more). Additionally, people with disabilities and family members assisting them often struggle when navigating unfamiliar systems and resources. The process of finding accessible and affordable housing can be daunting, particularly for those with disabilities who have extremely low income, and face significant financial barriers. To address the identified gaps and barriers to housing, EBI’s outreach efforts will include collaborating and coordinating with other agencies and organizations in the Tri-Valley working with individuals with disabilities and their families. Through a series of hour-long educational webinars that include an interactive question and answer (Q & A) component, participants will receive essential information about applying for affordable housing, accessing waiting lists, becoming eligible for subsidies, the various benefits of different housing programs, and the local community resources available to them. This four- part series will also address essential life skills needed to live independently. TVRAH online webinars – with accessibility features including closed captioning, chat features, etc.-- will provide information and foundational tools to participants that can inform their next steps in securing affordable housing in the Tri- Valley Area. Participants can choose to attend one or more sessions, depending on their interest in the topics covered. WIth experienced, qualified staff, a well-established history of accessing housing in the Tri-Valley, and a longstanding commitment to seeing individuals with disabilities live independently, EBI is confident that the proposed TVRAH program will make a dramatic difference in the lives of the individuals it reaches. 7. Describe how your organization will measure the effectiveness of this project? Please include qualitative and quantitative metrics in your response. The primary objective of TVRAH is to equip people with disabilities and their families with knowledge about affordable housing opportunities. The program's effectiveness will be measured by utilizing surveys to assess participants' understanding of and sense of preparedness about pursuing housing in the Tri- Valley. To collect measurable data, participants will be asked to complete two brief surveys: a pre-survey during the time of registration, and a post-survey after each webinar.. The pre-survey and the post-survey will ask various quantitative, scale-based questions to measure the participants’ perception of preparedness and confidence in pursuing affordable housing options and, based on self-reporting, their knowledge about affordable housing. Additionally, the pre-survey will include qualitative, open-ended questions that allow participants to ask questions or share specific challenges they have experienced as it relates to housing. Once the webinar has ended, the post-survey will prompt follow-up questions and allow participants to provide feedback on the information they received. Results from both sets of surveys will then be compared to show changes in participants’ knowledge and confidence level in navigating 339 340 341 342 343 344 345 346 serves, and in Alameda County specifically, increasing the amount of home matches it makes from 25 to 50. Front Porch Community Service programs are designed to help the whole person; all programs, but especially Home Match, are considered “high touch,” meaning participants are guided along the application process and through any necessary mediation, at a pace and method comfortable to them. Too often, help is piecemeal or obfuscated behind complicated applications or requirements that can be difficult to parse for even the most government- or tech-savvy person. Home Match in particular is designed to assuage all those issues through the human element – face-to-face contact and reassurance that they can improve their living situation, mental health, and even financial health. Through Home Match and all other programs, Front Porch intends to not just help older adults in the Tri-Valley survive, but thrive. 6. Describe the needs, challenges, and/or service gaps that your project addresses. How will clients access the services? If applicable, please describe how your organization’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic. According to the 2024 Eastern Alameda County Human Services Needs Assessment, the median home rental cost is more than 40% higher than in the median state home rental cost, and as many as 50% of Tri- Valley renters and 27% of Tri-Valley homeowners are “housing cost burdened,” meaning 30% or more of household income is spent on housing, utilities, taxes, and insurance if applicable. According to the assessment, “Housing is best summed up as a need for more…with certain groups or sub-populations disproportionately affected…including older adults.” The most fundamental tenet of the Home Match program is preserving housing for older adults who are at risk of displacement. Even as rent and interest rates continue to balloon, Front Porch believes that everybody deserves the opportunity to age in place. Home Match creates more affordable housing opportunities without subsidies or expensive real estate development projects. The program is also intentionally designed to cater to individuals who often fall through the cracks of support services, are currently awaiting HUD housing, or those who do not quite qualify for a housing voucher or other government funded support services. With Home Match, both home providers and home seekers gain housing stability through a thoroughly vetted process, ensuring that home providers can remain safely in their homes, and home seekers will not be priced out of their chosen communities. Home Match staff engage with potential participants through in-person tabling events at libraries, senior centers, and resource fairs; partnerships with and referrals from local community-based organizations and municipalities; USPS Every Door Direct Mailing (EDDM); digital social media marketing, as well as traditional media outlets. These outreach efforts are focused on the program’s target communities and populations (economically vulnerable older adults), and are designed to educate individuals broadly about the concept of supported home sharing, and more specifically, how Home Match can help meet their housing and supplemental income needs. Home Match Alameda County currently has an office in Oakland, but program staff is cognizant that coming to an office for an in-person meeting may be difficult for individuals with disabilities, mobility issues, and limited resources or access to transportation. Therefore, most initial inquiries are fielded in- person at an outreach event, or by phone or email. Follow-up for an intake, and eventually the more intensive work of matching and supporting matches, is done via Zoom or in-person at a mutually agreed- upon and convenient public location. In other areas, Home Match program staff have established co- location agreements with local senior/community centers, libraries, nonprofit organizations, and local municipalities where intakes or other match-related meetings can conveniently take place for clients. 7. Describe how your organization will measure the effectiveness of this project? Please include qualitative and quantitative metrics in your response. In addition to the straightforward quantitative measurement of the number of inquiries fielded, the number of intakes conducted, and the number of matches made, Home Match reviews data such as referral sources, demographics, length of time to create a match, and reasons why matches end. Staff survey matched participants annually about their confidence and trust in the program, housing stability, financial 347 348 349 350 351 352 353 354 355 356 357 358 359 360 361 362 363 364 work and education, critical building blocks for financial independence. The problem? Many families who qualify for this support do not know it exists. In fact, there are over 100,000 children in Alameda County who live in families that qualify for child care assistance. But, only 1 in 7 children are receiving this support. In the Tri-Valley alone, 9,668 children under the age of 12 are in families that are eligible for subsidized child care, but Hively only has 803 enrolled. As part of our efforts to identify families who qualify for vital stage 2 subsidies and are in need of our continued support, Hively’s VP of Programs, Mona Shirk, has advocated alongside the Child Law Center and Parent Voices of California and in partnership with Alameda County to access a monthly list of families (and their zip codes) who are entitled for our Stage 2 program. Approximately 900 new children will qualify for this program every year. Hively only has 2.7% of those 900 eligible children currently enrolled in Stage 2 subsidies. By leveraging this information and combining it with our mobilization and outreach efforts, pinpointed in the most vulnerable areas of the Tri Valley, we will be able to cast a wide net and increase our ability to connect with the families who both qualify for, and are in need of, our programs and support. As we meet families, we will develop relationships. We know that most people learn about our services by word-of-mouth from a family member, friend or through a child care provider. As the Hive on Wheels becomes more of a community fixture, we will naturally become more a part of the community conversation. We’ll invite parents to sign up to receive communications so they can find out where the Mobile Resource van (and the Bee mascot!) will be next. They will share news and information with their friends and our efforts will multiply. 6. Describe the needs, challenges, and/or service gaps that your project addresses. How will clients access the services? If applicable, please describe how your organization’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic. Our Hively family resource centers provide an important foundation for families who need support. We offer access to diapers, wipes, infant formula, children’s clothing and shoes, and early learning and literacy materials. These additional resources help our most vulnerable families get the essentials they need. Nearly 50% of Americans with young children cannot afford all the diapers they need, according to the National Diaper Bank Network. About 25% of those families reported missing work because they didn’t have enough extra diapers to give to child care facilities. Providing these key resources while also offering a gathering place for families with knowledgeable and friendly staff is not only incredibly valuable for the communities we serve, but also an important outreach tool for meeting and assisting families who also qualify for our child care programs. Moreover, with 43% of Hively staff who are bilingual or multilingual, we are prepared with the capacity to relate to the diverse groups and families that make up the Tri-Valley area. Our family resource centers are vital community resource and outreach hubs, but they are fixed in place. By mobilizing our Family Resource Centers, we can broaden our outreach in the Tri Valley. The Hive on Wheels: Mobile Family Resource Center will reach into the areas of the community where families live, work, worship and play. The Mobile Family Resource Center is designed to break down transportation and accessibility barriers. Child Care Providers will also benefit from this expanded outreach. Our resources are also available to them and through continued enrollments and partnership, our efforts will support quality child care environments and strong small businesses. The child care sector is facing challenges due to low wages, poor benefits, and high turnover rates. Strengthening the provider workforce with health enrollments, basic essentials, training and professional development is essential. Many providers access the partnership and support we provide through our Family Resource Centers. Adding the mobile component will increase this access. 7. Describe how your organization will measure the effectiveness of this project? Please include qualitative and quantitative metrics in your response. Currently, we use a database called “Charity Tracker” to track clients who visit our family resource centers. We log the number of visits, types of items procured, number of children per family, and additional demographics. We will continue to use Charity Tracker to track clients served via the mobile family resource center. Additionally, we will be implementing a new Customer Relationship Management (CRM) 365 366 367 368 369 370 371 372 373 attorneys help older adults file for restraining orders that protect them from their abusers and advocate for their rights as consumers. Guardianship: Over 800 foster youth currently reside in Alameda County. It is far preferable to keep children out of the foster care system and with their own extended families. LAS helps older adults obtain the legal right to raise minor children. Health Law: Older adults’ healthcare benefits and rights are often threatened or denied. In tandem with our Health Insurance Counseling and Advocacy Program (HICAP), our health law attorneys provide older adults with the advocacy required to maintain their health benefits. Public Benefits: According to Alameda County’s Countywide Area Plan for Older Adults (2024-2028), BIPOC older adults are disproportionately vulnerable to income insecurity. Interruptions or reductions in public benefits cause an inability to pay for housing, food, and medical care. LAS’s attorneys protect older adults’ public benefits through advocacy and representation. Naturalization: Many older legal permanent residents qualify for U.S. citizenship but, without assistance, are unsuccessful in obtaining citizenship. LAS attorneys help these older adults with applications and represent them at hearings. Medicare Counseling: According to the 2024 Needs Assessment, residents are concerned about their health care, including accessibility, cost, and quality. LAS’s Health Insurance Counseling and Advocacy Program (HICAP) helps older adults navigate the complex world of Medicare by providing individual counseling on Medicare and related issues. Education: The 2024 Needs Assessment reports that residents need education on avoiding eviction, preventing homelessness, and available social services. LAS’s Community Education program educates older adults on these and other vital issues, empowering them to make informed decisions. Access to Services: All of LAS’s services are free and accessible, regardless of disabilities, transportation, or language barriers. LAS prioritizes low-income BIPOC older adults by providing services at easily accessible locations, such as low-income senior housing sites and senior centers, in addition to making home visits. LAS staff and volunteers provide verbal and written translation in multiple languages, and use Language Line if needed, which provides translators in 240 languages. 7. Describe how your organization will measure the effectiveness of this project? Please include qualitative and quantitative metrics in your response. LAS will consider this project to have been effective if we complete or exceed our program goals. We expect most clients will achieve their desired outcomes, and that the vast majority of returned evaluations will indicate that clients were satisfied with the services they received. LAS’s Legal Director and Health Insurance Counseling and Advocacy Program (HICAP) Manager review case notes for all completed cases, which include the client’s goals, actions taken, the outcome of the case, and whether the client experienced financial savings or received financial reimbursement. Examples of legal outcomes include obtaining an elder abuse restraining order, preventing eviction, obtaining guardianship of a minor in the client’s care, or restoring a client’s public benefits. HICAP outcomes include a client successfully enrolling in a Medicare Part D plan or applying for a cost-savings program. LAS’s management team also reviews completed client evaluations for all three programs. We expect most clients will achieve their desired outcomes, and most evaluations will indicate clients were satisfied with the services received. For community education presentations, we expect participants’ knowledge of the subject matter will increase. If there is negative feedback, a member of the management team follows up with the client to better understand the comments and determine whether the client needs further assistance. Client feedback is a major driver of program improvement at LAS. We request feedback from our clients at the conclusion of services, including whether they felt supported and had their concerns addressed. Our 374 375 376 377 378 379 380 381 382 383 384 385 386 387 388 389 Pleasanton, with increasing levels of homelessness and human trafficking activities. The relationship between homelessness and trafficking is strongly correlated, and homelessness is a well- documented problem in Alameda County (with an 79% increase in homeless individuals from 2017-2022). With a $30/hr income required to rent a studio apartment in the county (National Low Housing Income Coalition), housing is unaffordable for many. Nearly 10% of Alameda County residents live in poverty (U.S. Census). Poverty is a risk factor for human trafficking as traffickers will offer false promises of employment and education opportunities to people who lack financial resources. Further, a 2019 survey of unhoused youth in Alameda County indicated that nearly half have psychiatric or mental health issues, putting them at even greater risk of exploitation. These unaddressed needs enable a cycle of victimization in which victims have no way to escape, and if they do, they may return to trafficking due to a lack of support services. LNF has designed this project to break this cycle, meet the needs of survivors and those at risk, and to help to prevent and/or end human trafficking in Dublin, Livermore, and Pleasanton. Our evidence-based approach meets people where they are and meets the immediate and long-term needs of victims by giving them access to safe housing, counseling, mentoring, workforce development training, and educational opportunities. The project will reach individuals living on the streets in Dublin, Livermore, and Pleasanton through weekly street outreach conducted by trained volunteers and LNF staff. Outreach workers will build trust with individuals by providing them with emotional support and meeting their basic needs for food and hygiene through the distribution of harm reduction supplies. Individuals can also access mobile counseling and crisis support, and will be given warm referrals to long-term services provided by LNF and our partner agencies. LNF is one of the only organizations doing street outreach to deliver life-changing services directly to those who need them most. Other organizations provide mental health services, but the wait time can be up to five weeks. People being trafficked or those who are unhoused also do not often have transportation to attend therapy sessions, therefore this project meets people where they are to provide these critical services on the street. This helps stabilize the immediate crisis and enables people to access long-term support services to ensure positive outcomes for the future. 7. Describe how your organization will measure the effectiveness of this project? Please include qualitative and quantitative metrics in your response. The following quantitative metrics will be used to measure the effectiveness of the project: 1. LNF’s outreach project will provide harm reduction supplies, on-site counseling and crisis support, as well as referrals to ongoing trauma-focused care, mentoring, counseling, housing, education, and workforce development training to 300 vulnerable individuals in Dublin during the grant period (FY25-FY27). 2. LNF’s outreach project will provide harm reduction supplies, on-site counseling and crisis support, as well as referrals to ongoing trauma-focused care, mentoring, counseling, housing, education, and workforce development training to 300 vulnerable individuals in Livermore during the grant period (FY25-FY27). 3. LNF’s outreach project will provide harm reduction supplies, on-site counseling and crisis support, as well as referrals to ongoing trauma-focused care, mentoring, counseling, housing, education, and workforce development training to 150 vulnerable individuals in Pleasanton during the grant period (FY25-FY26). The following qualitative metrics will be used to measure the effectiveness of the project: 1. Individuals served through the project will gain increased knowledge and access to critical safety net services (emergency housing, counseling, etc.), social services (victims compensation), and programs that promote economic stability (workforce development training, restorative housing, education). LNF maintains in-depth data collection practices and data-driven evaluations to track a program’s effectiveness and make necessary adjustments for continuous improvement. We utilize Salesforce to track key demographics and performance indicators, including participant names, gender, age, services provided, location of the meeting, and outcome of all proposed project activities. LNF's programs have a robust track record of consistently meeting the needs of victims of human trafficking and other vulnerable individuals. LNF’s safe and transitional housing programs have an 50% completion rate as participants heal, become empowered, and transform their lives through economic sustainability and education. LNF's IT workforce development training experiences have an 89% retention rate, with 61% of graduates securing a paid internship or living wage job within just six months of graduation. 390 391 392 393 394 Application ID: 489337 Become a fan of ZoomGrants™ on Facebook Problems? Contact us at Questions@ZoomGrants.com ©2002-2025 GrantAnalyst.com. All rights reserved. "ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC. Logout | Browser 395 396 397 in these cities while ensuring that our operational capacity keeps pace with their needs. This project ensures that we can continue to provide a dependable safety net, upholding the dignity and well-being of the seniors we serve in Livermore and Pleasanton and those we hope to serve in Dublin. 6. Describe the needs, challenges, and/or service gaps that your project addresses. How will clients access the services? If applicable, please describe how your organization’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic. The Mercy Brown Bag Program is committed to addressing the critical needs, challenges, and service gaps faced by low-income seniors in Livermore, Pleasanton, and Dublin. Currently, we serve 129 seniors in Livermore at Arbor Vista, Carmen Avenue Apartments, Hillcrest Garden, and Vineyard Village. In Pleasanton, 245 seniors rely on our food assistance at locations including Chestnut Square, Estabrook Place, Kottinger Gardens, Ridgeview Commons, and Stanley Junction. However, a significant gap remains in Dublin, where we are unable to provide direct services despite growing demand. Each week, we receive calls from Dublin residents seeking food assistance, many of whom face substantial barriers to accessing our services in Livermore or Pleasanton. Transportation is a major obstacle for these seniors, who often lack access to a personal vehicle or face financial and mobility constraints that make public transit difficult or impossible, especially burdened with a 20 pound bag of groceries. These challenges emphasize the urgent need for localized support in Dublin. To address this gap, MBBP plans to establish a new distribution site in Dublin, providing convenient access to nutritious groceries within the community. This site will follow the same model as our existing culturally sensitive, USDA-compliant food distributions, prioritizing fresh fruits, vegetables, lean protein, and whole grains to support healthier outcomes. Clients will have access to this site through an inclusive intake process, and our community coordinators—MBBP drivers who serve as transporters and on-site resources—will ensure the site is welcoming, efficient, and supportive. MBBP’s efforts extend beyond hunger relief to combatting social isolation, which the U.S. Surgeon General in 2023 identified as being as deadly as heart disease, cancer, and diabetes. Our robust volunteer network of 43 volunteers contributing 1,513.25 hours across Livermore and Pleasanton in calendar year 2024—plays a critical role in fostering community connections. At key sites like Hillcrest (330.5 hours), Vineyard Village (294 hours), and Ridgeview Commons (326.75 hours), volunteers not only provide practical support but also offer companionship, helping to alleviate the loneliness that many seniors face. These efforts are part of the 19,271 volunteer hours logged across all Mercy Brown Bag sites in 2024, creating a sense of purpose and improving mental health for both seniors and volunteers. The addition of a proposed Dublin site represents a vital step forward in our mission to combat senior hunger and create equitable access to resources across all three cities, and our ability to respond positively to your residents in need. With this expansion, MBBP will not only fill a critical service gap but also foster a stronger, more connected community of support for the vulnerable seniors of Dublin, addressing both their nutritional needs and the devastating effects of isolation. 7. Describe how your organization will measure the effectiveness of this project? Please include qualitative and quantitative metrics in your response. The Mercy Brown Bag Program (MBBP) employs a robust system of qualitative and quantitative measures to evaluate the effectiveness of our program, ensuring accountability and continuous improvement. Following years of disruption caused by COVID-19 and key findings from our 2022 audit, we have strengthened our data collection and tracking processes to better serve our community. 398 399 consistent access to nutritious food, the program seeks to improve health outcomes, enhance quality of life, and build a stronger support network for seniors in the Tri-Valley region. Our goals are to serve 9,000 seniors in 2025: MBBP will continue bi-weekly grocery distributions to meet the rising demand, building on the 8,583 households we served last fiscal year. This will include maintaining and expanding services in Pleasanton and Livermore while establishing local distribution points in Dublin to reduce travel barriers for Dublin residents. Maintain our 80 distribution points across Alameda County: Increasing accessibility for seniors in Pleasanton and Livermore while adding new sites in Dublin will ensure equitable access to food assistance throughout the Tri-Valley area. Provide culturally sensitive food options aligned with USDA guidelines: Distributions will include at least 50% fresh fruits and vegetables, complemented by lean protein (so essential for senior health) and whole grains, catering to the diverse dietary needs and preferences of the communities we serve. Intended outcomes are improved access to nutritious food for seniors in Pleasanton, Livermore, and Dublin: This will reduce food insecurity and provide seniors with a reliable source of high-quality groceries. MBBP hopes to strengthen community connections by offering culturally appropriate and consistent services, MBBP will foster a sense of belonging and support among seniors in the region. The Housing and Human Services grant funds will directly support the acquisition, transportation, and distribution of food for seniors in Pleasanton, Livermore, and Dublin. A significant portion of the funding will be allocated to purchasing nutritious groceries, including fresh fruits, vegetables, lean protein, and whole grains, ensuring that seniors receive culturally appropriate and health-promoting food options. Additionally, a percentage of the funds will be used to support the Mercy Brown Bag Program (MBBP) drivers who serve as community coordinators. These drivers play a dual role by not only transporting food to Tri-Valley points but also helping coordinate volunteers and fostering connections with recipients, addressing concerns, and providing critical support to seniors at each site. 10. If this project was not funded by one or more of the Cities, would this project still exist? How would you adapt the project if it was partially funded by one or more of the Cities? If the Mercy Brown Bag Program were not funded by the cities of Livermore and Pleasanton, it would face significant challenges in sustaining current operations and meeting the growing needs of vulnerable seniors in those areas. City funding is essential to our ability to provide consistent, nutritious groceries to seniors who face barriers to food access. Without this critical support, maintaining service levels and expanding to underserved areas, such as establishing distribution sites within Dublin, would be extremely difficult. As a result, many Dublin residents would continue to face the choice of no local food assistance from MBBP or the burden of traveling 11 miles to our closest senior center open to the public. Partial funding from the Cities of Livermore and Pleasanton would necessitate strategic adjustments to ensure the program's continued impact. First, we would prioritize establishing local distribution sites in Dublin to reduce the travel burden for seniors and improve access to food assistance for this underserved community. This approach aligns with our mission to eliminate barriers and provide equitable access to resources. Additionally, we would focus on streamlining operations by optimizing delivery schedules, enhancing volunteer coordination, and leveraging partnerships with community organizations to maintain a strong distribution network. To address potential funding gaps, the Mercy Brown Bag Program would intensify targeted fundraising efforts within Livermore, Pleasanton, and Dublin. These efforts would include engaging local businesses, individual donors, and community groups to increase private contributions. We would also explore opportunities to collaborate with healthcare providers, faith-based organizations, and other local stakeholders to implement innovative initiatives like 'Food as Medicine,' which integrates food assistance with health and wellness outcomes. The impact of reduced funding would be significant, as more than 85% of our recipients report that the groceries provided by our program account for most or all of the food they consume. Limited resources could result in fewer food deliveries, disproportionately affecting the most vulnerable seniors who depend 400 401 402 403 404 405 406 407 408 409 Application ID: 486896 Become a fan of ZoomGrants™ on Facebook Problems? Contact us at Questions@ZoomGrants.com ©2002-2025 GrantAnalyst.com. All rights reserved. "ZoomGrants" and he ZoomGrants logo are trademarks of GrantAnalyst.com, LLC. Logout | Browser 410 411 412 413 414 415 416 417 418 419 access the services? If applicable, please describe how your organization’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic. The project aims to improve access to mental health services, nutrition counseling, and medication safety programs particularly among underserved populations to promote health equity. Mental health challenges are pervasive, and many individuals face significant financial and cultural barriers to accessing care. According to the National Institute of Mental Health (NIMH), nearly one in five older adults in the US lives with a mental illness, but less than half of that group receive adequate treatment. These disparities are even more pronounced among racial minorities and low-income populations. This project seeks to bridge these gaps by increasing access to affordable and culturally competent mental health resources. Research from the Substance Abuse and Mental Health Services Administration (SAMHSA) highlights that limited provider availability, stigma, and lack of insurance coverage are the primary causes of mental health needs going unmet. By expanding access to care, integrating services into community settings, and leveraging technology to reach remote areas, the initiative seeks to reduce barriers and improve overall mental well-being. The project also promotes health equity by focusing on populations disproportionately impacted by systemic inequities. This project also aims to promote environmental health, a facet of health that focuses on the interplay between people and their environment, emphasizing the need to safeguard human health by managing and improving one's environment. Our approach towards environmental health has four aspects: 1. Preventing Diseases and Illnesses: Environmental health addresses factors such as air and water quality, sanitation, and waste management. By reducing pollution and improving these conditions, it prevents diseases like asthma, cholera, and lead poisoning. 2. Ensuring Safe Living Conditions: Clean environments reduce exposure to hazardous materials, toxic chemicals, and unsafe living conditions, promoting overall well-being and safety. 3. Promoting Public Health: Healthy environments enhance community health outcomes by reducing the prevalence of chronic conditions linked to environmental hazards, such as respiratory diseases and cardiovascular problems. 4: Enhancing Quality of Life: A clean, healthy environment fosters physical, mental, and social well-being, leading to improved productivity and longer lifespans. 7. Describe how your organization will measure the effectiveness of this project? Please include qualitative and quantitative metrics in your response. Senior Health Program has demonstrated significant impact through targeted initiatives aimed at improving mental health and health equity for older adults. The effectiveness of these projects and future projects will be analyzed using self reported surveys. Below are three key accomplishments that exemplify our efforts: 1. Launch of the Senior Mental Wellness Initiative We successfully implemented a community-based mental health program for older adults focused on reducing isolation and addressing age-related mental health challenges such as depression and anxiety. Through partnerships with senior centers and local healthcare providers, we've reached out to seniors through workshops, support groups, connecting them to licensed health professionals, and one-on-one counseling. This initiative demonstrated the power of integrating mental health care into social and community settings, addressing language barriers, and recognizing the challenges faced by seniors in Tri-Valley areas. Key outcomes include: • Reduced self-reported feelings of isolation by 40%, as measured by pre- and post-program surveys. • Health Program: Our Health services have allowed seniors to consult with healthcare providers without leaving their homes, or senior housing ,which is especially beneficial for those with mobility issues, cognitive impairments, or chronic health conditions. 2. Cultural Competency and Outreach Program for Minority Seniors Impact: We recognized the need to create culturally relevant health programming for seniors from diverse racial and ethnic backgrounds. To address this, we launched a series of culturally tailored wellness programs, including nutrition education, mental health support, and chronic disease management workshops, specifically designed for 420 421 422 423 424 Capital Costs (Pre- Development) $ 0.00 $ 0.00 $ 0.00 $ 0.00 Capital Costs (Construction) $ 0.00 $ 0.00 $ 0.00 $ 0.00 Class supplies $ 3,000.00 $ 3,800.00 $ 9,600.00 $ 16,400.00 Training $ 1,830.00 $ 1,830.00 $ 1,830.00 $ 5,490.00 Mileage/Travel $ 3,000.00 $ 4,000.00 $ 5,000.00 $ 12,000.00 Total $ 25,000.00 $ 50,000.00 $ 50,000.00 $ 0.00 $ 125,000.00 Budget Narrative Personnel: Suichen Lin: 80% Cassie Yang: 80% Michelle Moore: 80% Lynn Hunter Pidoli: 80% Mary Mcnamara: 80% Marjory Tilley: 80% Barbara Stiehr: 35% Laura Lepe: 35% Total: $560,000 annually Annual Budget of Assessments and Exercise program tools (total budget is divided amongst the 3 cities, except for nutrition, which is given to Pleasanton): Masking Tape Amazon bulk 10 for $33.00 (total $660) Yard stick and 1/2-yard stick $100.00 (total: 1000) Pens/pencils/paper/name tags bulk $600 Pilons/cones (4) $20.00 (200 seniors) total:$1000 Chalk $5.00(200 seniors) total: $1000, Tally counter $40.00 Popsicle sticks $20.00 Timers/stop watch 20.00 x 6 = $120.00 Possible folding chair assessments $30.00 Books: Fall Proof, by Debra rose $53.00 and Senior Fitness Test Manual, by Roberta E. Rikli and C. Jessie Jones $70.00 Scale $25.00 total: $75 Resistance bands Amazon and OPTP $300.00 total Weights 1,2,3,4,5,8lb. range 4.99 to 10.00 each $50.00 for assessments Balls need at least 20 for a class 48.00 (total: $768) Squish balls Amazon 24 for $16.00, for each class total: $160 Rubber bands size 64 Amazon $5.00 Paper plates $5.00 total:50 Music program $15.00 monthly( total: $180) Music Dock $100 - $200 Step Dots 12 for $30.00 total:$150 Balance pods 6 for $30.00 Total:150 Airex pad $50.00 12-inch ½ foam rollers 10 for $100.00 total:$500 Small magnifying glass for the nutrition class $89 /box total: $445 Total: $6,800 annually 425 426 427 428 429 The Livermore area faces significant challenges related to mental health, substance use and overall well- being. Vulnerable populations, including seniors, low-income families, and previously unhoused individuals, experience compounded challenges, placing them at higher risk for mental health issues, and substance use disorders. These factors significantly impact their quality of life. Mental Health and Wellness Needs Mental health issues are prevalent among vulnerable populations but often go unaddressed due to stigma and lack of awareness. Many individuals are unaware of the signs of mental health challenges, do not know where to seek help, or delay seeking care. Financial instability and limited access to healthcare exacerbate these issues, highlighting the urgent need for education and awareness in these communities. Substance Use Awareness Substance use remains a critical challenge, fueled by stress, trauma, and inadequate coping mechanisms. Vulnerable populations, including seniors, low-income families, and the unhoused, are particularly susceptible to the physical and mental toll of substance abuse. Targeted awareness and prevention programs are essential to equip these individuals with tools and strategies to manage stress and make informed decisions about their well-being. Challenges in Accessing Services Barriers such as financial constraints, transportation issues, and limited awareness of available resources prevent many in underserved populations from accessing necessary services. Cultural stigmas, language barriers, and a lack of trust in service providers further disconnect individuals from existing resources. How Clients Will Access Services To address these gaps, the mental health and wellness program will provide accessible, inclusive, and community-centered services: Workshops and Sessions: Mental health first aid awareness, substance use awareness, and mindfulness workshops will be held at senior centers, community centers, libraries, and facilities for unhoused populations. Locations will be chosen for accessibility, and workshops will be scheduled at convenient times for working families, seniors, and those with transportation challenges. - Flexible Delivery: For individuals unable to attend in person, virtual options for workshops and mindfulness classes will be available. This ensures that participants can access services regardless of their physical location. By overcoming these barriers, the program will foster mental health awareness, substance use prevention, and overall well-being, ultimately creating a healthier and more resilient community. 7. Describe how your organization will measure the effectiveness of this project? Please include qualitative and quantitative metrics in your response. Sewa International will measure the success of this program using both qualitative and quantitative methods to make sure it meets the needs of the community. Qualitative Measures: Participant Feedback: We will collect stories and feedback from participants to understand how the program has helped them with mental health, stress, and coping skills. Observations: Program facilitators will observe how participants engage in workshops and classes to see if they are improving in relaxation, focus, and understanding of mental health. Community Involvement: We will track how many local people get involved as volunteers or partners to see if the community feels more connected and supportive. Quantitative Measures: Attendance: 430 431 432 433 434 435 436 437 438 439 440 441 442 443 Personnel Costs - Benefits $ 3,670.00 $ 12,600.00 $ 7,950.00 $ 33,827.00 $ 58,047.00 Administrative Costs $ 0.00 Capital Costs (Pre- Development) $ 0.00 Capital Costs (Construction) $ 0.00 Operating: Supplies $ 8,750.00 $ 8,750.00 Operating: Taxes & Licenses $ 15,050.00 $ 15,050.00 Operating: Postage $ 750.00 $ 750.00 Operating: Telephone $ 7,000.00 $ 7,000.00 Operating: Accounting/Audit $ 2,500.00 $ 2,500.00 Operating: Contracted Services $ 75,856.00 $ 75,856.00 Operating: Travel & Co Vehicles $ 12,000.00 $ 12,000.00 Operating: Misc Expense $ 52,000.00 $ 52,000.00 Operating: Rent & Utilities $ 8,390.00 $ 8,390.00 Operating: In Kind $ 140,000.00 $ 140,000.00 Total $ 25,000.00 $ 74,000.00 $ 55,000.00 $ 506,428.00 $ 660,428.00 Budget Narrative Dublin - We are asking for $25,000 from the City of Dublin to fund 4% of this project. We will use this funding for the salaries of two key individuals in this life saving service to Dublin residents as well as to try to meet the needs of all of the Dublin seniors. These funds will help prevent us from going back to a wait list. Individual 1 - Meals on Wheels coordinator who ensures that daily operations run smoothly - 22% of her salary which is $715/mo, $8,580 annually with benefits of $1,287 annually. Individual 2 - Meals on Wheels Program Manager establishes business and governmental partnerships as well as trains, recruits, and appreciates volunteers which is vital to our program - 15% of her salary which is $1,062.50/mos, $12,750 annually with benefits of $2,805 annually Livermore - We are asking for $74,000 from the City of Livermore to fund 11% of this project. We will use this funding for the salaries of two key individuals in this life saving service to Livermore residents as well as to continue to try to meet the needs of all of the Livermore Seniors. These funds will help us from not having a wait list. Individual 1 - Meals on Wheels coordinator who ensures that daily operations run smoothly - 55% of her salary which is $1,787/mos, $21,450 annually with benefits of $3,511 annually. Individual 2 - Meals on Wheels Program Manager will establish business, financial, governmental and service partnerships throughout the Tri-Valley area as well as foster current partnerships; will recruit and retain volunteers; supervise Meals on Wheels Coordinators; - 47% of her salary which is $3,330/mos, $39,950 annually with benefits of $9,082 annually. Pleasanton - We are asking for $55,000 from the City of Pleasanton to fund 8% of this project. We will use this funding for the salaries of two key individuals in this life saving service to Pleasanton residents as well as to try to meet the needs of all of the Pleasanton seniors. These funds will help us from having a wait list. Individual 1 - Meals on Wheels coordinator who ensures that daily operations run smoothly - 40% of her salary which is $1,300/mos, $15,600 annually with Benefits of $2,340 annually Individual 2 - Meals on Wheels Program Manager will establish business, financial, governmental, and service partnerships throughout the Tri-Valley area - 34% of her salary which is $2,087 /mos,$31,450 annually with benefits of $5,610 annually 444 445 446 447 priority areas outlined by the Dublin City Council/HUD and 2024 Eastern Alameda County Human Services Needs Assessment (EACHSNA) are also at the core of our mission/vision and 2025-2028 strategic goals. The proposed project aligns with the Dublin City Council's priority of food/nutrition (HUD’s focus on strengthening communities and improving quality of life) and the EACHSNA recommendation/approach of building organizational relationships and focusing on service provision, awareness, and navigation (EACHSNA; pages 74-85) One substantial focus area for our organization in 2025 is strengthening our presence and community partnerships in Dublin by adding new Dublin-centric community partners to our SFH “family.” This investment in Dublin is critical as we simultaneously develop our second residential community, Sunflower Hill, at Grace Point. There are 60 Dublin-centric participants and numerous community members who benefit from SFH’s gardens at Hagemann Ranch. We would like to increase this Dublin-specific number. Adding these three Dublin partners will start that process - allowing for a potential of 500+ unique beneficiaries on a monthly basis. SFH currently measures program participant satisfaction (qualitatively and quantitatively) on an annual basis. We will share the impact of the additional Dublin-centric recipients and partners receiving fresh produce as part of our grant reporting. The initiative to increase produce production and provide weekly fresh produce to participants addresses food insecurity, a critical need identified in the assessment. Funding our nonprofit produce donation efforts in Dublin supports broader community food access and directly impacts vulnerable populations. In 2024, Sunflower Hill harvested more than 4700 pounds of produce, with 90% donated to local nonprofits addressing food insecurity and residents experiencing health challenges in Alameda County. These organizations include Tri-Valley Haven, Shepherd's Gate, Culinary Angels, Open Heart Kitchen and One Nation Dream Makers. In 2024, we supplied fresh, organic, culturally relevant produce to individuals at Tri-Valley Haven Livermore's Food pantry, Open Heart Kitchen, Shepherd's Gate and Culinary Angels. However, to date, all of our produce deliveries to front line partners have been Livermore centric. Our 2025 four-season harvest schedule is now focused on the culturally relevant food preferences of our partners and increasing our yield. We are planting/harvesting the vegetables desired by our clients. This grant will expand the Sunflower fresh produce opportunity and presence in Dublin. 6. Describe the needs, challenges, and/or service gaps that your project addresses. How will clients access the services? If applicable, please describe how your organization’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic. As cited in the 2024 EACHSNA report, Dublin has experienced a 50 percent increase in population from 2010 to 2021 (EACHSNA, page 30). Approximately 3.7 percent, or 2501, are below the federal poverty level (EACHSNA, table 14, page 35). Food is one of the six social and economic factors identified by the Kaiser Family Foundation (EACHSNA, page 35) that drive health outcomes, and access to fresh food is limited in the city of Dublin, with 54 percent of the population having “low access” (EACHSNA, page 45). In addition, individuals with I/DD traditionally have a difficult time navigating the services. Lack of knowledge and access can contribute significantly to this paradigm. (EACHSNA, page 58). More than 1500 unique individuals in the community are now receiving SFH produce via our front-line nonprofit garden partners (Tri-Valley Haven, Shepherd’s Gate, Culinary Angels, Open Heart Kitchen, and One Nation Dream makers). With the addition of two Dublin-centric food/front-line partner and their existing customer basis, we'll expand our access by 500 individuals monthly. Allowing Dublin program participants to take home their harvests benefits them and their families. In the United States, an estimated 6.2 million people live with intellectual or developmental disabilities (I/DD), most of whom are adults requiring long-term support and living with their families. According to the U.S. 448 449 450 451 452 453 454 455 456 457 458 459 460 Alameda County Linkages $ 56,808.00 $ 56,808.00 PLHA $ 306,071.00 $ 306,071.00 EFSP $ 35,000.00 $ 35,000.00 Alameda County SSA Shelter $ 79,760.00 $ 79,760.00 Total $ 980,226.00 $ 105,000.00 $ 135,000.00 $ 1,220,226.00 2025-2026 Forecasted Expenses City of Dublin City of Livermore City of Pleasanton Other Sources Total Project Cost Personnel Costs $ 25,000.00 $ 50,000.00 $ 60,000.00 $ 581,227.00 $ 716,227.00 Operating Costs $ 219,538.00 $ 219,538.00 Administrative Costs $ 56,017.00 $ 56,017.00 Capital Costs (Pre- Development) $ 0.00 Capital Costs (Construction) $ 0.00 Other: Insurance $ 15,000.00 $ 15,000.00 Other: Communications $ 13,000.00 $ 13,000.00 Other: Office Rent $ 15,380.00 $ 15,380.00 Other: Auto Expenses $ 7,200.00 $ 7,200.00 Other: Utilties $ 15,000.00 $ 15,000.00 Other: Shelter Rent $ 0.00 $ 0.00 $ 0.00 $ 162,864.00 $ 162,864.00 Total $ 25,000.00 $ 50,000.00 $ 60,000.00 $ 1,085,226.00 $ 1,220,226.00 Budget Narrative Revenue: The composition of revenue is our best estimate based on the previous year of operation. Expenses: personnel costs include salaries and benefits. Sick leave, vacation, and holidays are not included in the benefits calculation for staff who will be paid with Cites of Dublin or Pleasanton grant funds. Note that the personnel line above includes positions not charged to Dublin nor Pleasanton: Director of Domestic Violence Services, IT Manager, Facilities Coordinator, Data/Contracts Manager, Volunteer Coordinator, Linkages Case Manager, Crisis Line Coordinator, Clinical Supervisor, Shelter Manager, Family Case Manager, and Therapist. Operating Expenses: includes program supplies, office supplies, client assistance, staff development, maintenance and repair. Administrative Expenses: includes audit, accounting and payroll. Shelter Rent: rent at temporary shelter site. Upon completion of the shelter rebuild, TVH will no longer have a shelter rent expense. Personnel costs (salary and benefits) requested from the City of Dublin: Case Manager - 8.75% FTE: $467/month ($5,603/year) Therapist - 3.75% FTE: $690/month ($8,285/year) Legal Advocate - 9.12% FTE: $552/month ($6,627/year) Overnight Staff - 6.88%FTE: $374/month ($4,485/year) Personnel costs (salary and benefits) requested from the City of Pleasanton: Case Manager - 18.64% FTE: $995/month ($11,937/year) Therapist - 22.5% FTE: $1,657/month ($19,883/year) Legal Advocate - 22.5% FTE: $1,355/month ($16,355/year) Overnight Staff - 18.13%: $985/month ($11,825/year) The Domestic Violence Services budget is part of the overall agency budget that includes other programs and departments: a) Homeless and Family Support Services Department, b) Sexual 461 462 463 464 465 466 467 468 469 470 Application ID: 486503 Become a fan of ZoomGrants™ on Facebook Problems? Contact us at Questions@ZoomGrants.com ©2002-2025 GrantAnalyst.com. All rights reserved. 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Logout | Browser 471 City of Dublin Human Services Grant Program Funding Recommendations for Fiscal Years 2025-26 and 2026-27 May 6, 2025 472 Agenda 1.Grant Program Priorities 2.Grants Application Process Overview 3.Tri -Valley Grant Application 4.Program Funding by Source 5.Funding Recommendations 6.Next Steps 473 Grant Program Priorities Healthcare Food Shelter Childcare Inclusivity Diversity Equity City Council Priorities: Critical Human Service Needs City Mission, Vision, and Values 474 Grant Program Priorities, 2 Safety Transportation Youth Services 2024 Tri-Valley Needs Assessment: Community-Level Challenges and Opportunity Areas Housing Health Care Mental Health Services Provision Cultural Responsiveness Substance Abuse Services 475 Grants Application Process Overview •Outreach and Education: November – December 2024 o Advertising/Postings/Outreach o Virtual Grant Workshop (Mandatory) •Application Period: November 25, 2024 – January 17, 2025 •Staff Review and Initial Recommendations •Joint-Commission Presentations (Mandatory): February 11, 2025 •Commission Review/Recommendation •City Council Approval: May 2025 476 Tri -Valley Grant Application •Tri -Valley Grants Application o Collaborative response to key priority in needs assessment o Revamped application process Synchronization of questions/requirements 3 cities, 1 application o 2-year funding cycle •Dublin Applications Received o 25 applications received (21 organizations) o 24 service project requests and 1 capital project 477 Program Funding by Source 2025-26:2026-27: CDBG ARPA GF AHF CDBG ARPA GF AHF $60,000 $60,000$163,000 $99,000 $8,000 $160,000 $8,000 $330,000 $228,000 478 CDBG Funding The Community Development Block Grant (CDBG) fund is provided by the U.S. Department of Housing and Urban Development (HUD). The City of Dublin works with Alameda County’s Urban County CDBG Program to allocate funds and to assure all CDBG funded activities follow Federal regulations. Program Fiscal Year 2025-26 Estimated Amounts Fiscal Year 2026-27 Estimated Amounts Human Services Grant Program $45,500 $45,900 Section 108 Loan Obligation (City of Pleasanton)*$14,500 $14,100 Total $60,000 $60,000 *In 2014, the City Council approved a resolution authorizing the City to enter into a Public Participating Jurisdiction Agreement (PPJ) with the City of Pleasanton, along with the City of Livermore, and the County of Alameda for repayment of a HUD loan to support Axis Community Health’s Health Center expansion. 479 Program Funding by Source Funding Source 2025-26 Requested 2025-26 Available 2026-27 Requested 2026-27 Anticipated CDBG Capital Projects*$17,000 TBD $0 TBD CDBG Service Projects*$64,500 $60,000 $79,100 $60,000 City General Fund, Affordable Housing Fund, and ARPA $405,349 $270,000**$387,367 $168,000*** Total $486,849 $330,000 $466,467 $228,000 *Funding from CDBG is not guaranteed for FY 2025-26 or FY 2026-27. Adjustments may be necessary before the start of the fiscal year. **$99,000 from General Fund, $8,000 from Affordable Housing Fund, and $163,000 from ARPA ***160,000 from General Fund and $8,000 from the Affordable Housing Fund 480 Funding Recommendations Project Type Recommended Funding FY 2025-26 Recommended Funding FY 2026-27 Loan Obligation $14,500 $14,100 Services – Food $56,500 $34,840 Services – Shelter $109,000 $70,425 Services – Other*$150,000 $108,635 Total $330,000 $228,000 * “Services – Other” includes projects/programs that provide safety-net services addressing issues like domestic violence/child abuse, disabled/special needs, financial/legal needs, medical/health needs, etc. 481 Funding Recommendations Funding Recommendations 482 Funding Recommendations, 2 483 Human Services Grants Next Steps •Review and consider the recommendations put forth by Staff and the Human Services Commission. o CDBG reductions o Re-allocation of withdrawn funds •Adopt the Resolution Approving Human Services Grant Program Funding Recommendations for Fiscal Years 2025-26 and 2026-27. •Approved grant amounts will be incorporated into the budget requests for Fiscal Years 2025-26 (available 7/1/2025) and 2026-27 (available 7/1/2026). o Agreement execution (City/County and City/Provider) o Invoicing, reporting, and monitoring 484 Questions? 485