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2014-03-11 Agenda Packet
I declare under penalty of perjury that I am Ciy�� Of CIIUIa VIStB mployed by the City of Chula Vista in the ���1/ �7 �ffice of the City Clerk and Ihat I posted Ihis document on the bulletin board according to � Brown Act requirements. �Qo�A Agenda Dated sT'r'L'`—Signed Cheryl Cox, Mayor . Patricia Aguilar, Councilmember James D. Sandoval, City Manager Pamela Bensoussan, Councilmember Glen R. Googins, CityAttorney Rudy Ramirez, Councilmember ponna R. Norris, City Clerk Mary Salas, Councilmember Tuesday, March 11, 2014 2:00 PM Council Chambers 276 4th Avenue, Building A Chula Vista, CA 91910 SPECIAL MEETING OF THE SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY MEETING JOINTLY WITH THE CITY COUNCIL OF THE CITY OF CHULA VISTA Notice is hereby given that fhe Mayor of the City of Chula Vista has called and will convene a Special Meeting of the Successor Agency to the Redevelopment Agency meeting jointly with the City Council on Tuesday, March 11, 2014, at 2:00 p.m. in Council Chambers, located at 276 Fourth Avenue, Building A, Chula Vista, Califomia to consider the items on this agenda. CALL TO ORDER ROLL CALL: Councilmembers Aguilar, Bensoussan, Ramirez, Salas and Mayor Cox PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE SPECIAL ORDERS OF THE DAY A. 14-0103 OATH OF OFFICE Max Zaker, Housing Advisory Commission B. 14-0126 INTRODUCTION BY RICK HOPKINS DIRECTOR OF PUBLIC WORKS, OF EMPLOYEE OF THE MONTH LUCIO RAMIREZ, SR. MAINTENANCE WORKER Clry o/Chula Vs1a Page 1 Pnnted on LN1074 City Council Agenda March 11, 2014 C. INTRODUCTION BY CHULA VISTA ELEMENTARY SCHOOL DISTRICT SUPERINTENDENT DR. ESCOBEDO ANNOUNCING 4TH GRADE SPEECH CONTEST WINNER PAOLA OSUNA FROM SALT CREEK ELEMENTARY GIVING HER SPEECH "WHAT DOES LIBERTY MEAN TO ME ? "; 5TH GRADE WINNER CHASE JEFFREY RABINE FROM CLEAR VIEW ELEMENTARY GIVING HIS SPEECH "WHAT DOES SERVICE MEAN TO ME ? "; 6TH GRADE WINNER BRENNA PANGELINAN FROM OLYMPIC VIEW ELEMENTARY GIVING HER SPEECH "WHAT DOES COURAGE MEAN TO ME ?" AND 7TH GRADE WINNER MEGHAN MCCANN FROM DISCOVERY CHARTER MIDDLE SCHOOL GIVING HER SPEECH "WHAT SACRIFICES CAN I MAKE TO BETTER MY COUNTRY ?" CONSENT CALENDAR (Items 1 - 9) The Council will enact the Consent Calendar staff recommendations by one motion, without discussion, unless a Councilmember, a member of the public, or staff requests that an item be removed for discussion. If you wish to speak on one of these items, please fill out a "Request to Speak" form (available in the lobby) and submit it to the City Clerk prior to the meeting. Items pulled from the Consent Calendar will be discussed immediately following the Consent Calendar. 1. Staff Recommendation: 2. WRITTEN COMMUNICATIONS A. Letter of resignation from Muriel Kulikowski, Commission. B. Letter of resignation from Aracely Rodriguez, Commission. Council accept the resignations. Cultural Arts Cultural Arts ORDINANCE OF THE CITY OF CHULA VISTA ADDING CHULA VISTA MUNICIPAL CODE CHAPTER 2.51 - "DISTRICTING COMMISSION" (FIRST READING) Department: City Attorney Staff Recommendation: Council place the ordinance on first reading. City of Chula Vista Page 2 Printed on 31612014 2014 -03 -11 Agenda Packet Page 2 City Council Agenda March 11, 2014 3. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA (1) TRANSFERRING $50,000 FROM THE OTHER EXPENSES BUDGET CATEGORY TO THE SUPPLIES & SERVICES CATEGORY WITHIN THE ENERGY CONSERVATION FUND, AND (2) APPROVING A $1487240 AGREEMENT BETWEEN THE CITY AND THE CALIFORNIA CENTER FOR SUSTAINABLE ENERGY (CCSE) FOR PROFESSIONAL SERVICES TO PROVIDE ASSISTANCE IN IMPLEMENTING THE GOALS AND OBJECTIVES OF THE CITY'S SUSTAINABLE COMMUNITIES PROGRAM (SCP) (4/5 VOTE REQUIRED) Department: Development Services Department Staff Recommendation: Council adopt the resolution. 4. A. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACKNOWLEDGING RECEIPT OF COUNCIL POLICY 220- 01, THE CITY OF CHULA VISTA INVESTMENT POLICY AND GUIDELINES; AMENDING THE EXISTING POLICY; AND ANNUAL DELEGATION OF INVESTMENT ACTIVITY AUTHORITY TO THE DIRECTOR OF FINANCE /TREASURER Department: Staff Recommendation: 5. Department: Staff Recommendation: City of Chula Vista B. INVESTMENT REPORT FOR THE QUARTER ENDED DECEMBER 31, 2013 Finance Department Council adopt the resolution and accept the report. A. QUARTERLY FINANCIAL REPORT FOR THE QUARTER ENDING DECEMBER 30, 2013 AND CONSIDERATION OF AMENDMENTS TO THE FISCAL YEAR 2013/14 BUDGET B. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA MAKING VARIOUS AMENDMENTS TO THE FISCAL YEAR 2013/14 BUDGET TO ADJUST FOR VARIANCES AND APPROPRIATING FUNDS THEREFOR (4/5 VOTE REQUIRED) C. RESOLUTION OF THE SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY OF THE CITY OF CHULA VISTA AMENDING THE RDA 2008 TARBS PROJECT FUND -SA BUDGET AND APPROVING AN APPROPRIATION OF $158,165 (4/5 VOTE REQUIRED) Finance Department Council accept the report and adopt Resolution B, and Agency adopt Resolution C. 2014 -03 -11 Agenda Packet Page 3 Printed on 31612014 Page 3 City Council Agenda March 11, 2014 6. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA (A) AMENDING THE COMPENSATION SCHEDULE AND CLASSIFICATION PLAN TO REFLECT THE ADDITION OF THE CLASSIFICATION OF FIREFIGHTER /PARAMEDIC AND (B) AMENDING THE AUTHORIZED POSITION COUNT IN THE FIRE DEPARTMENT TO REFLECT THE ADDITION OF 4.0 FIREFIGHTER /PARAMEDIC POSITIONS AND THE ELIMINATION OF 4.0 FIREFIGHTER POSITIONS Department: Human Resources Department Staff Recommendation: Council adopt the resolution. 7. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING BIDS, AWARDING THE CONTRACT FOR THE "MEDIAN IMPROVEMENTS AT OLYMPIC PARKWAY / BRANDYWINE AVENUE AND PALOMAR STREET / WALNUT AVENUE IN THE CITY OF CHULA VISTA (CIP #TF377)" PROJECT TO TRI -GROUP CONSTRUCTION & DEVELOPMENT, INC., IN THE AMOUNT OF $1247830, WAIVING CITY COUNCIL POLICY 574 -01, AND AUTHORIZING THE EXPENDITURE OF ALL AVAILABLE CONTINGENCY FUNDS IN AN AMOUNT NOT TO EXCEED $20,000. Department: Public Works Department Staff Recommendation: Council adopt the resolution. 8. 14 -0098 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING A STATE OF CALIFORNIA TIRE DERIVED PRODUCT GRANT AND AUTHORIZING THE APPROPRIATION OF $37,035 TO THE STATE GRANTS FUND TO INSTALL RUBBER PLAYGROUND MULCH AT SUNBOW PARK (4/5 VOTE REQUIRED) Department: Public Works Department Staff Recommendation: Council adopt the resolution. City of Chula Vista 2014 -03 -11 Agenda Packet Page 4 Printed on 31612014 Page 4 City Council Agenda March 11, 2014 PUBLIC COMMENTS Persons speaking during Public Comments may address the Council on any subject matter within the Council's jurisdiction that is not listed as an item on the agenda. State law generally prohibits the Council from discussing or taking action on any issue not included on the agenda, but, if appropriate, the Council may schedule the topic for future discussion or refer the matter to staff. Comments are limited to three minutes. PUBLIC HEARINGS The following item(s) have been advertised as public hearing(s) as required by law. If you wish to speak on any item, please fill out a "Request to Speak" form (available in the lobby) and submit it to the City Clerk prior to the meeting. 10. 14 -0077 REVIEW OF THE CITY OF CHULA VISTA 2014/2015 FUNDING REQUESTS AND RECOMMENDATIONS FOR THE HOUSING AND URBAN DEVELOPMENT FEDERAL GRANT PROGRAMS (COMMUNITY DEVELOPMENT BLOCK GRANT, HOME INVESTMENT PARTNERSHIPS ACT AND EMERGENCY SOLUTIONS GRANT) Department: Development Services Department - Housing Division Staff Recommendation: Council conduct the public hearing and accept the report. City of Chula Vista 2014 -03 -11 Agenda Packet Page 5 Printed on 31612014 Page 5 City Council Agenda March 11, 2014 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING BIDS, WAIVING THE ERROR IN THE LOW BID FROM ATP GENERAL ENGINEERING CONTRACTORS AS IMMATERIAL, AWARDING A CONTRACT FOR THE "PAVEMENT MAJOR REHABILITATION FISCAL YEAR 2012/2013 (OVERLAY) (STM373)" PROJECT TO ATP GENERAL ENGINEERING CONTRACTORS IN THE AMOUNT OF $279177695.50, APPROPRIATING $507406 TO THE SUPPLIES AND SERVICES CATEGORY WITHIN THE PROPOSITION 1B HIGHWAY SAFETY FUND, APPROPRIATING $4787610 TO CIP STM373 OF PROPOSITION 1B HIGHWAY SAFETY FUND'S FISCAL YEAR 2013/2014 BUDGET BASED ON UNANTICIPATED REVENUES, REDUCING THE STM372 AND STM379 CIP BUDGETS BY $4707000 AND $3227410 RESPECTIVELY IN TRANSNET FUNDS AND APPROPRIATING THE EQUIVALENT AMOUNTS TO STM373, WAIVING CITY COUNCIL POLICY NO. 574 -01 AND AUTHORIZING THE EXPENDITURE OF ALL AVAILABLE CONTINGENCY FUNDS NOT TO EXCEED $437,654.33 (4/5 VOTE REQUIRED) Department: Public Works Department Staff Recommendation: Council conduct the public hearing and adopt the resolution. ACTION ITEMS The Item(s) listed in this section of the agenda will be considered individually by the Council and are expected to elicit discussion and deliberation. If you wish to speak on any item, please fill out a "Request to Speak" form (available in the lobby) and submit it to the City Clerk prior to the meeting. 12. FINANCIAL OVERVIEW PRESENTATION TO THE CITY COUNCIL OF CHULA VISTA Department: Finance Department Staff Recommendation: Council hear the presentation. City of Chula Vista 2014 -03 -11 Agenda Packet Page 6 Printed on 31612014 Page 6 City Council Agenda March 11, 2014 CITY MANAGER'S REPORTS MAYOR'S REPORTS COUNCILMEMBERS' COMMENTS CLOSED SESSION Announcements of actions taken in Closed Session shall be made available by noon on Wednesday following the Council Meeting at the City Attorney's office in accordance with the Ralph M. Brown Act (Government Code 54957.7). 13. 14 -0113 CONFERENCE WITH LEGAL COUNSEL REGARDING EXISTING LITIGATION PURSUANT TO GOVERNMENT CODE SECTION 54956.9 (a): City of Chula Vista, et al. v. Tracy Sandoval, Sacramento Superior Court, Case No. 34- 2014 - 80001723 ADJOURNMENT to the Regular City Council Meeting on March 18, 2014, at 2:00 p.m., in the Council Chambers. Materials provided to the City Council related to any open- session item on this agenda are available for public review at the City Clerk's Office, located in City Hall at 276 Fourth Avenue, Building A, during normal business hours. In compliance with the AMERICANS WITH DISABILITIES ACT The City of Chula Vista requests individuals who require special accommodations to access, attend, and /or participate in a City meeting, activity, or service, contact the City Clerk's Office at (619) 691- 5041 (California Relay Service is available for the hearing impaired by dialing 711) at least forty -eight hours in advance of the meeting. City of Chula Vista 2014 -03 -11 Agenda Packet Page 7 Printed on 31612014 Page 7 # City of Chula Vista t" Gry Of CHE)LAWTA Legislation Text File #: 14-0103, Version: 1 OATH OF OFFICE Max Zaker, Housing Advisory Commission City of Chula Vista Page 1 of 1 Printed on 3/6/2014 powered by LegistarTM 2014-03-11 Agenda Packet Page 8 # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0126, Version: 1 INTRODUCTION BY RICK HOPKINS DIRECTOR OF PUBLIC WORKS, OF EMPLOYEE OF THE MONTH LUCIO RAMIREZ, SR. MAINTENANCE WORKER City of Chula Vista Page 1 of 1 Printed on 3/6/2014 powered by LegistarTM 2014-03-11 Agenda Packet Page 9 # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0130, Version: 1 INTRODUCTION BY CHULA VISTA ELEMENTARY SCHOOL DISTRICT SUPERINTENDENT DR. ESCOBEDO ANNOUNCING 4 T" GRADE SPEECH CONTEST WINNER PAOLA OSUNA FROM SALT CREEK ELEMENTARY GIVING HER SPEECH "WHAT DOES LIBERTY MEAN TO ME?"; 5 T" GRADE WINNER CHASE JEFFREY RABINE FROM CLEAR VIEW ELEMENTARY GIVING HIS SPEECH "WHAT DOES SERVICE MEAN TO ME?"; 6 T" GRADE WINNER BRENNA PANGELINAN FROM OLYMPIC VIEW ELEMENTARY GIVING HER SPEECH "WHAT DOES COURAGE MEAN TO ME?" AND 7 T" GRADE WINNER MEGHAN MCCANN FROM DISCOVERY CHARTER MIDDLE SCHOOL GIVING HER SPEECH "WHAT SACRIFICES CAN I MAKE TO BETTER MY COUNTRY?" City of Chula Vista Page 1 of 1 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 10 # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0121, Version: 1 WRITTEN COMMUNICATIONS A. Letter of resignation from Muriel Kulikowski, Cultural Arts Commission. B. Letter of resignation from Aracely Rodriguez, Cultural Arts Commission. RECOMMENDED ACTION Council accept the resignations. City of Chula Vista Page 1 of 1 Printed on 3/6/2014 powered by LegistarTM 2014-03-11 Agenda Packet Page 11 From: muriel Sent: Thursday, February 06, 2014 1:41 PM To: Stephanie Loney Subject: Cultural Arts Commission Resignation Due to events beyond my control, I am going to have to resign from the Commission. My future health and appointments related to it would mean that I could not be absolutely sure I could make the monthly meetings. I want to thank you so much for the honor of this appointment and wish the Commission all the best in the future. Again, my thanks. Muriel Kulikowski 2014-03-11 Agenda Packet Page 12 -----Original Message----- From: Shelly Ro Sent: Monday, March 03, 2014 4:12 PM To: Stephanie Loney Subject: Re: Cultural Arts Commission Hi Stephanie! I hope you had a nice weekend. I am sorry for the fate response- I was out. Please consider this e-mail my official resignation from the Chula Vista Cultural Arts Commission, it has been an absolute pleasure working with my fellow commissioners and the city; but clue to work related issues ! will not be able to continue serving. Please let me know if there is anything else that I can do to facilitate the process. Have a great week! Aracely Rodriguez 2014-03-11 Agenda Packet Page 13 # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0083, Version: 1 ORDINANCE OF THE CITY OF CHULA VISTA ADDING CHULA VISTA MUNICIPAL CODE CHAPTER 2.51 - "DISTRICTING COMMISSION" (FIRST READING) RECOMMENDED ACTION Council place the ordinance on first reading. SUMMARY In 2012, the City's Charter was amended to provide that City Councilmembers be elected by district. District elections are scheduled to commence with the 2016 City Council elections. Part of the process of implementing district elections is establishment of a Districting Commission. That Commission was established by Charter section 300.5. A. Charter section 300.5.13. directs the City Council to adopt necessary ordinances to implement the powers and duties of the Commission. Accordingly, this ordinance is presented to the City Council for consideration. ENVIRONMENTAL REVIEW The Development Services Director has reviewed the proposed activity for compliance with the California Environmental Quality Act (CEQA) and has determined that the activity is not a "Project"as defined under Section 15378(b)(5) of the State CEQA Guidelines because it involves only the establishment of a new Commission and therefore is an organizational or administrative activity of government that will not result in a direct or indirect physical change in the environment; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines the activity is not subject to CEQA. Thus, no environmental review is required. BOARD/COMMISSION RECOMMENDATION The draft ordinance was presented to the Charter Review Commission at its meetings on February 5 2014 and February 26, 2014. The ordinance being presented to the City Council reflects the Charter Review Commission's comments. DISCUSSION I. Background The City Charter was amended in 2012 to provide that City Councilmembers be elected by district. That amendment included the addition of Charter section 300.5, which establishes a Districting Commission (the "Commission"). The purpose of the Commission is to make recommendations to the City Council regarding establishment of the districts, and periodic adjustments to the district boundaries. The Charter requires that the districts be established no later than February 1 , 2016, for use in the 2016 general municipal election. However, because candidates for that election can begin receiving campaign funds as early as July 2015, staff is recommending that the Commission be seated by July 2014, with a goal of establishing the districts by July 2015. Adoption of the proposed ordinance will assist in accomplishing this goal. II. The Commission City of Chula Vista Page 1 of 3 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 14 File M 14-0083, Version: 1 Charter Section 300.5. establishes the Commission and sets forth the composition, eligibility requirements and the selection process. That process is summarized below: a. Interested persons submit applications to serve. b. The Charter Review Commission reviews and verifies the applications. C. The Charter Review Commission selects a pool of ten from the verified applications. d. From the pool of ten, the Charter Review Commission randomly selects four applicants to be appointed to the Commission. e. Those four Commission members select three additional members from the pool of ten, based on enumerated goals for the make-up of the Commission, for a total of seven members. f. The City Council approves the nominees for selection to the Commission unless, by the affirmative vote of at least four members, it determines that appointment of one or more of the nominees would be inconsistent with the enumerated goals, in which case, the City Council approves one or more applicants from the remaining pool. The Charter also directs the City Council to adopt ordinances as necessary to "provide for and support the Commission, and to ensure timely selection of Commission members and full implementation of the Commission's powers." Accordingly, staff has prepared the attached ordinance for the City Council's consideration. III. The Ordinance The proposed ordinance is included as Attachment 1 to this Agenda Statement. The ordinance is intended to provide additional details on the process for establishing the Commission and the rules applicable to it. The entire ordinance is provided in Attachment 1. For the City Council's convenience, we have also summarized some of its key provisions below: a. The Commission will be governed by the same general rules applicable to other City boards and commissions (CVMC Chapter 2.25), unless provided otherwise. b. The application shall be a form specific to the Commission, developed by the City Clerk, with approval by the City Attorney. c. The City Clerk shall conduct a prima facie review of the applications and redact personal information before forwarding to the Charter Review Commission. d. If there are less than ten total applicants, the City Clerk shall extend the application period, legal and time constraints permitting. e. The Charter Review Commission shall consider the applications at an open session, shall consider the factors in Charter section 300.5.D.3. in selecting the pool of ten. f. The four randomly chosen applicants shall be sworn-in by the City Clerk. g. The four randomly chosen members shall then select three more members from the remaining six in the pool. They must be chosen by the affirmative vote of at least three members of the Commission. h. The City Council shall appoint those three members. i. If the City Council determines, upon four affirmative votes, that the appointment of one or more of the selected applicants would be inconsistent with the goals stated in the Charter, it may select another applicant from the pool. The above provisions of the ordinance are rounded out by remaining general provisions regarding the application of the general rules governing boards and commissions, and the Charter provisions specific to the Districting Commission. IV. Conclusion City of Chula Vista Page 2 of 3 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 15 File #: 14-0083, Version: 1 City staff and the Charter Review Commission are prepared to proceed as necessary with a goal of having the Districting Commission seated by July 2014. Although the Charter provides authority for doing so, adoption of the proposed ordinance will provide additional detailed guidance to assist with that process. DECISION-MAKER CONFLICT Staff has reviewed the decision contemplated by this action and has determined that it is not site specific and consequently, the 500-foot rule found in California Code of Regulations section 18704.2 (a)(1), is not applicable to this decision. Staff is not independently aware, and has not been informed by any City Council member, of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. Adoption of this ordinance would support the Connected Community goal by establishing the framework by which members of the community are selected to serve on the Districting Commission. CURRENT YEAR FISCAL IMPACT There is no fiscal impact in the current year. The Districting Commission is proposed to be seated in July 2014. ONGOING FISCAL IMPACT It is anticipated that the Districting Commission will require a consultant to assist in drawing district lines at an estimated cost of$75,000. The budget for the consultant services will be included as part of the City Manager's Fiscal Year 2015 Proposed Budget and will be considered by the City Council as part of the normal budget process. Attachment 1: Draft Chula Vista Municipal Code Chapter 2.51 - Districting Commission City of Chula Vista Page 3 of 3 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 16 Ordinance No. ORDINANCE OF THE CITY OF CHULA VISTA ADDING CHULA VISTA MUNICIPAL CODE CHAPTER 2.51 - "DISTRICTING COMMISSION" (FIRST READING) WHEREAS, the City Charter was amended in 2012 to provide for election of City Council members by district; and WHEREAS, Section 300.5.A. of the amended Charter establishes the Districting Commission, which is responsible for recommending to the City Council the Council districts by which Council members shall be elected; and WHEREAS, Section 300.5.13. of the amended Charter provides that the City Council shall adopt ordinances, as necessary, to provide for and support the Districting Commission, ensure timely selection of its members and implement its powers; and WHEREAS, the City staff recommends that the Districting Commission members be seated by July 2014 and has prepared a draft ordinance to add Chapter 2.51 to the Chula Vista Municipal Code, establishing rules and procedures for the Districting Commission. NOW THEREFORE the City Council of the City of Chula Vista does ordain as follows: Section I. That Chapter 2.51 is hereby added to the Chula Vista Municipal Code, to read as follows: Chapter 2.51 DISTRICTING COMMISSION Sections: 2.51.010 Creation. 2.51.020 Purpose and Intent. 2.51.030 Governing Law in Event of Conflict. 2.51.040 Functions and Duties. 2.51.050 Membership. 2.51.060 Appointment and Removal of Commission Members. 2.51.070 Membership Term. 2.51.080 Meetings. 2.51.090 Budget. 2.51.010 Creation The Districting Commission was created by City Charter Section 300.5. The provisions of Sections 300.5, 602(c) and 604 of the City Charter, and the general rules governing 2014-03-11 Agenda Packet Page 17 Ordinance No. Page 2 boards and commissions set forth in Chapter 2.25 CVMC, shall govern the Districting Commission, except as specifically provided below. 2.51.020 Purpose and Intent The purpose of this chapter is to supplement City Charter Section 300.5, which establishes the Districting Commission and sets forth its powers and duties. 2.51.030 Governing Law in Event of Conflict If there is any conflict between this chapter and the Charter, the Charter shall govern. If there is any conflict between this chapter and CVMC Chapter 2.25, this chapter shall govern. 2.51.040 Functions and Duties The Districting Commission shall hold the powers, and perform the duties, enumerated in City Charter Section 300.5, and shall: A. Perform other duties and powers as the City Council may, by ordinance, confer upon the Commission in order to carry out the Commission's purpose of recommending to the City Council the Council districts by which City Councilmembers shall be elected, and periodically recommending to the City Council adjustments to the boundaries of those districts. B. Make recommendations to the City Council and consult with City staff. C. Conduct itself in an open and transparent manner, including comply with the Brown Act, engage public participation to the extent reasonably possible during the districting process, and remain free from legislative influence. Notwithstanding the foregoing, the Districting Commission shall not have the independent authority to direct the conduct of any City employee. 2.51.050 Membership A. In accordance with City Charter Section 300.5, the Districting Commission shall consist of seven members, selected and appointed in the manner provided for in that Section. B. The members of the first Districting Commission shall be appointed as soon as practicable, with goals of having the Districting Commission members determined by July 2014, and City Council approval of the initial Final Districting Plan by June 30, 2015. 2.51.060 Appointment and Removal of Commission Members Notwithstanding CVMC section 2.25.050, the following rules and procedures for member appointment and removal shall apply to the Districting Commission: 2014-03-11 Agenda Packet Page 18 Ordinance No. Page 3 A. Any person desiring to serve on the Districting Commission shall apply by submitting an application to the City Clerk during the applicable application submittal period. The application shall be on a form prepared by the City Clerk and approved by the City Attorney. B. The City Clerk shall conduct a prima facie review of each submitted application for completeness. If the City Clerk deems an application to be incomplete, the City Clerk shall notify the applicant of such and provide the applicant an opportunity to complete the application. The submittal deadline shall not be extended to allow correction of incomplete applications; all applications must be submitted to the City Clerk by the close of the application submittal period in order to be considered. C. Upon close of the application submittal period, the City Clerk shall review all applications submitted and determine the number of complete applications. If the City Clerk determines that less than 10 complete applications have been submitted, the City Clerk shall extend the application period, if legally permissible and if doing so will not interfere with applicable deadlines. The City Clerk extended application period shall be no more than one-half the length of the initial application period. D. Once all application submittal periods have closed, the City Clerk shall forward all complete applications to the Charter Review Commission. Before doing so, the City Clerk shall redact the applicants' personal contact information, including address, phone numbers and e-mail addresses, as permitted by law, and shall note on each application the zip code and general area of residence, by quadrant if feasible, for each applicant. Incomplete applications shall not be forwarded to the Charter Review Commission for consideration. E. The Charter Review Commission shall consider the forwarded applications at an open meeting to consider the ten most qualified applicants, pursuant to Charter Section 300.5.D.1. In making the determination, pursuant to Charter section 300.5.D.3.a. through e., the Charter Review Commission shall consider the applicants': I. Geographic diversity; 2. Relevant knowledge and/or demonstrated analytical abilities that would allow the Districting Commission to carry out its responsibilities with a high degree of competence; 3. Demonstrated ability to serve impartially in a non-partisan role; 4. Experience in the areas of public communication and/or public outreach in the City; and 5. Experience in civic and/or volunteer activities in the City. In addition, to the extent possible and as permitted by law, the Charter Review Commission shall consider available information which would assist them in creating an applicant pool of men and women who are reflective of the City's racial and ethnic diversity, in accordance with Charter section 300.5.D.3.a. The Charter Review Commission shall not use formulas or specific ratios in identifying which applicants will be included in the pool of ten. 2014-03-11 Agenda Packet Page 19 Ordinance No. Page 4 F. The Charter Review Commission shall then oversee a process whereby four applicants are selected, at random, from the pool of ten applicants chosen pursuant to subsection E., above. The City Clerk, or his or her designee from the City Clerk's office, shall assist the Commission in the random selection by selecting four applicants by lot. G. The four randomly-selected applicants shall be sworn-in by the City Clerk and shall constitute the first four members of the Districting Commission. H. The members of the Charter Review Commission shall not communicate with any member of the City Council, or their representatives, about any matter related to the nomination process or the applicants,prior to the swearing-in of the four members. I. Once the first four members of a Districting Commission are appointed, they shall be provided with the remaining six redacted applications. In accordance with Charter section 300.5.D.3., the initial four members of the Districting Commission shall consider the remaining forwarded applications at an open meeting to select three additional members. The Districting Commission shall select the most qualified applicants, In doing so, the Charter Review Commission shall consider the applicants': 1. Geographic diversity; 2. Relevant knowledge and/or demonstrated analytical abilities that would allow the Districting Commission to carry out its responsibilities with a high degree of competence; 3. Demonstrated ability to serve impartially in a non-partisan role; 4. Experience in the areas of public communication and/or public outreach in the City; and 5. Experience in civic and/or volunteer activities in the City. In addition, to the extent possible and as permitted by law, the Districting Commission shall consider available information which would assist it in meeting the goal of ensuring that the Districting Commission consists of men and women who reflective of the City's racial, ethnic and gender diversity, in accordance with Charter section 300.5.D.3.a. The Districting Commission shall not use formulas or specific ratios in identifying which applicants will be selected. The selection of each member shall require at least three affirmative votes of the Districting Commission. J. The members of the Districting Commission shall not communicate with any member of the City Council, or their representatives, about any matter related to the nomination process, or the applicants, prior to the presentation of the three applicants to the City Council for approval. K. The three applicants selected by the first four members of the Districting Commission shall be appointed, unless the City Council finds by at least four affirmative votes that the approval of one or more of the nominees would be inconsistent with the goals enumerated in 300.5.D.3. 2014-03-11 Agenda Packet Page 20 Ordinance No. Page 5 L. If, pursuant to Charter section 300.5.D.3., the Council must approve one or more additional applicants, in lieu of those submitted to it for approval, it shall do so at its next City Council meeting, after reviewing the remaining applications. M. Members of the Districting Commission may be removed for cause in accordance with CVMC 2.25.110. 2.51.070 Terms A. Notwithstanding CVMC sections 2.25.070-090, members of each Districting Commission shall serve from the time they are appointed until Dissolution of the Districting Commission, pursuant to Charter Section 300.5.J. B. Vacancies on a Districting Commission shall be handled in accordance with Charter section 300.5.D.6. and CVMC sections 2.25.100.A., and B. 2.51.080 Meetings Notwithstanding CVMC Section 2.25.200.A., each Districting Commission shall establish its regular meeting day, time and location by written resolution, in accordance with CVMC 2.25.200. 2.51.090 Budget The City shall ensure that adequate funds are appropriated for the Districting Commission to carry out its duties, including the utilization of independent consultants pursuant to Charter section 300.5.A.3. The City Attorney,with input from the City Clerk, shall submit the appropriate budget requests to the Finance Director so that such requests can be included in the City Manager's proposed budget for the fiscal year during which the Districting Commission will be appointed. 2.51.100 Implementing Procedures The City Clerk and City Attorney shall be authorized to create and implement administrative rules and procedures as necessary, consistent with this chapter and with the Charter, for the creation, establishment and management of the Districting Commission. Section IL Severability If any portion of this Ordinance, or its application to any person or circumstance, is for any reason held to be invalid, unenforceable or unconstitutional, by a court of competent jurisdiction, that portion shall be deemed severable, and such invalidity, unenforceability or unconstitutionality shall not affect the validity or enforceability of the remaining portions of the Ordinance, or its application to any other person or circumstance. The City Council of the City of Chula Vista hereby declares that it would have adopted each section, sentence, clause or phrase of this Ordinance, irrespective of the fact that any one or more other sections, sentences, clauses or phrases of the Ordinance be declared invalid, unenforceable or unconstitutional. 2014-03-11 Agenda Packet Page 21 Ordinance No. Page 6 Section III. Construction The City Council of the City of Chula Vista intends this Ordinance to supplement, not to duplicate or contradict, applicable state and federal law and this Ordinance shall be construed in light of that intent. Section IV. Effective Date This Ordinance shall take effect and be in force on the thirtieth day after its final passage. Section V. Publication The City Clerk shall certify to the passage and adoption of this Ordinance and shall cause the same to be published or posted according to law. Presented by Approved as to form by Glen R. Googins Glen R. Googins City Attorney City Attorney 2014-03-11 Agenda Packet Page 22 �,� . Reviseci ordina.nc-�i I�e�m � 2 Ordinance No. ORDII�'AI�'CE OF THE CIT1' OF CHULA VISTA ADDI\'G CHULA VISTA A4U1�rICIPAL CODE CHAPTER 2.�1 - �`D[STRICTING COn4MISSIOI�"` (FIRST READI\'G) �NHEREAS, the Cit}� Charter was amended in 2012 to pro��ide for election of Cit�� Council members bv district: and �VHEREAS: Section 300.�.A. of the amended Charter establishes the Districtine Commission; n�hich is responsible for recommendine to the City Council the Council districts bv ���hich Council members shall be elected: and �VHEREAS; Section 300.�.B. of the amended Charter pro��ides that the City Council shall adopt ordinances; as necessarv; ro provide for and support the Districtin� Commission. ensure timelv selection of its members and implement its powers; and WHEREAS; the City staff recommends that the Districtine Commission members be seated bti� Jul}� 2014 and has prepared a draft ordinance to add Chapter 2.�1 to the Chula Vista Municipal Code. establishin� rules and procedures for the Districtine Commission. NOI�' THEREFORE the City Council of the Citv of Chula Vista does ordain as follo���s: Section I. That Chapter 2.�1 is hereb�� added to the Chula Vista Municipal Code. to read as follo�rs: Chapter 2.51 DISTRICTING COi�7A1ISSION Sections: 2.51.010 Creation. 2.�1.020 Purpose and Intent. 2.�1.030 Go�•erning La��� in Event of Conflict. 2.51.0�0 Functions and Duties. 2.51.0�0 �7embership. 2.�1.060 Appointment and Removal of Commission il4embers. 2.�1.070 A7embership Term. 2.�1.080 Meetings. 2.51.090 Budget. 2.�1.010 Creation The Districting Commission ���as created b}� Cit}� Charter Section 300.�. The provisions of Sections 300.�, 602(c) and 604 of the Citv Charter; and the eeneral rules eo��erning .� . � Ordinance No. Pase 2 boards and commissions set forth in Chapter 2.2� CVMC; shall eo��ern the Districtins Commission, escept as specificall�� provided beloN�. � � 2.51.020 Purpose and lntent The purpose of this chapter is to supplement Cit�� Chaner Section 300.�. «�hich establishes the Districtine Commission and sets forth its po���ers and duties. 2.51.030 Governing La�r in E��ent of Conflict If there is an�� conflict behreen this chapter and the Charter, the Charter shall eo��em. If there is anv conflict bet���een this chapter and CVMC Chapter 2?�, this chapter shall �overn. 2.�1.040 Functions and Duties The Districtine Commission shall hold the po��Ters. and perform the duties. enumerated in Citv Charter Section 300.�. and shall: A. Perform other duties and po�i�ers as the City Council may; by ordinance; confer upon the Commission in order to carry out the Commission`s po���ers and duties. consistent ���ith Charter section 3005. The purpose of the initial Districtinv Commission shall be to recommendttt� to the City Council the Council districts by ��fiich City Councilmembers shall be elected. The purpose of subsequent Districtin_ Commissions shall be to-a+jc� -��}��recommendi� to the Citv Council adjustments to the boundazies of those districts. based on Federal Decennial Census information. B. Make recommendations to the Citv Council and consult with Cit�� staff. C. Conduct itself in an open and transparent manner, indudine compl}� �+�iih the Bro��m Act; enaage public panicipation to the estent reasonabh� possible durine the districtine process, and remain free from leeislati��e influence. � \'om�ithstanding the fore�oine. the Districtine Commission shall not ha��e the independent authorit}� to direct the conduct of anv Citv emplo}�ee. 2.S1A�0 1�Iembership A. In accordance with Citv Charter Section 3005. the Districtine Commission shall consist of se��en members, selected and appointed in the manner provided for in that Section. B. The members of the first Districtine Commission shall be appointed as soon as practicable; ���ith �oals of havine the Districtine Commission members determined b�� July 2014: and Cit}� Council approval of the initial Final Dis[rictin� Plan b}� June 30: 2015. 2.�1.060 .Appointment and Removal of Commission �lembers .� . Ordinance I�'o. Paee 3 Nori��ithstandina CV"A4C section 2.2>A�O, the following rules and procedures for member appointment and removal shall apph�to the Districting Commission: A. Anv person desirine to sen�e on the Districtine Commission shall apply by submittine an application to the Cin� Clerk durine the applicable application submittal period. Th�e application shall be on a form prepared b�� the City Clerk and appro��ed bv the Ciri- Attorne��. B. The Citv Clerk shall conduct a prima facie revie��� of each submitted application for completeness. If the Cin� Clerk deems an application to be incomplete, the City Clerk shall notify the applicant of such and provide the applicant an opportunit}� to complete the application. The submittal deadline shall not be evtended to allo��= correction of incomplete applications; all applications must be submitted to the Cit�� Clerk by the close of the application submittal period in order to be considered. C. Upon close of the application submittal period, the City Clerk shall revie�r all appiications submitted and determine the number of complete applications. If the City Clerk determines that less than 10 complete applications have been submitted. the Citv Clerk shall e�tend the application period, if leeall�� permissible and if doine so will not interfere ���ith applicable deadlines. The Citv Clerk e�tended application period shall be no more than one-half the leneth of the initial application period. D. Once ali application submittal periods have closed, the Cit}� Clerk shall fon��ard all complete applications to the Charter Review Commission. Before doine so, the Cit}� Clerk shall redact the applicants' personal contact information, including address. phone numbers and e-mail addresses; as permitted b}� la�v, and shall note on each application the zip code and eeneral area of residence; b�� quadrant if feasible: for each applicant. Incomplete applications shall not be forn�arded to the Charter Re��iew Commission for consideration. E. The Charter Revie��� Commission shall consider the fon��arded applications at an open meetine to consider the ten most qualified applicants, pursuant to Charter Section 300.�.D.1. In makine the determination. pursuant to Charter section 300.�.D3.a. throueh e.; the Charter Re��ie��� Commission shall consider the applicants': 1. Geographic diversit}�: 2. Relevant I;no���ledge and/or demonstrated anahnical abilities that ���ould allo��� the Districtine Commission to cam out its responsibilities ���ith a hieh deeree of competence; 3. Demonstrated abilit�� to sen�e impartiall�� in a non-partisan role; =}. Esperience in the areas of public communication and/or public outreach in the Cit��: and �. Esperience in civic and/or volunteer activities in the Citv. ]n addition, to the extent possible and as permitted by la�+�_ the Chaner Re��ie��� Commission shall consider available information ���hich ���ould assist them in creatine an applicant pool of inen and ���omen �i�ho are reflective of the Citv's racial and ethnic ' Ordinance\'o. Pa�e 4 diversit��. in accordance ���ith Charter section 300.�.D.3.a. The Charter Re��ie�i� Commission shall not use formulas or specific ratios in identifyine which applicants will be included in the pool of ten. F. The Charter Re��ie�v Commission shall then o��ersee a process �vhereb�� four applicants aze selected, at random; from the pool of ten applicants chosen pursuant to subsection E.; abo��e. The Citv Clerk, or his or her desianee from the Citti� Clerk-s office. shall assist the Commission in the random selection b�� selectine four applicants b�� lot. G. The four randoml��-selected applicants shall be s�i�orn-in b�� the Cit}� Clerk and shall constitute the first four members of the Districtine Commission. H. The members of the Charter Re��ie��� Commission shall not communicate �rith anv member of the Cit�� Council, or their representatives, about any matter related to the nomination process or the applicants, prior to the swearine-in of the four members. I. Once the first four members of a Districtin� Commission are appointed_ the}� shall be pro��ided with the remainine six redacted applications. In accordance ���ith Charter section 300.�.D.3.. the initial four members of the Districtine Commission shall consider the remainin� fon��azded applications at an open meetine to select three additional members. The Districtino Commission shall select the most qualified applicants; �in doing so, the Districtin����:_� Commission shall consider the applicants': 1. Geoeraphic diversit��: 2. Relevant l:no��-ledee and/or demonstrated anahnical abilities that ���ould allo�a the Districting Commission to cam- out its responsibilities ���ith a hish degree of competence; 3. Demonstrated ability to sen�e impartially in a non-panisan role; 4. Experience in the areas of public communication and/or public outreach in the Citv: and �. Experience in civic and/or��olunteer activities in the Cit}�. In addition. to the estent possible and as pertnitted b�� la���, the Districtine Commission shall consider a��ailable information ���hich ��=ould assist it in meetina the soal of ensurine that the Districting Commission consists of inen and ��=omen �vho reflecti��e of the Cit��`s racial. ethnic and eender diversitv. in accordance �i�ith Charter section 300.�.D.3.a. The Districtine Commission shall not use formulas or specific ratios in identifi�ing which applicants �vill be selected. The selection of each member shall require at least three affirmative votes of the Districtine Commission. J. The members of the Dis[rictine Commission shall not communicate �vith anv member of the Citv Council: or their representatives: about any matter related to the nomination process, or the applicants; prior to the presentation of the three applicants to the City Council for approval. IC. The three applicants selected b�� the first four members of the Districtine Commission shall be appointed: unless the Cit�= Council finds b� at least four affirmati��e votes that the Ordinance?�'o. Pa�e � approval of one or more of the nominees would be inconsistent ���ith the eoals enumerated in 300.�.D.3. L. ]f, pursuant to Charter section 300S.D.3.; the Council must approve one or more additional applicants, in lieu of those submitted to it for appro�al, it shall do so at its next Citv Council meeting. afrer revie��-ine the remainine applications. M. Members of the Districtins Commission ma�� be remo��ed for cause in accordance ���ith CVMC 2.2�.1 ]0. � 2.51.070 Terms A. Notwithstandine CVMC sections 2?�.070-090. members of each Districtine Commission shall sen�e from the time the�� are appointed until Dissolution of the Districtine Commission, pursuant to Charter Section 300.�.J. B. Vacancies on a Districtin� Commission shall be handled in accordance ���ith Charter section 300.�.D.6. and CVMC sections 2.2�.100.A., and B. 2.51.080 Meetings Not���ithstandine CVI�4C Section 2.2�.200.A.. each Districtine Commission shall establish its regular meetine day, time and location b�� �ti�ritten resolution, in accordance ���ith CVMC 2.2�.200. 2.�1.090 Budget The Cin� shall ensure that adequate funds are appropriated for the Districting Commission to cam� out its duties, includine the utilization of independent consultants pursuant to Charter section 300.�.A.3. The Cit}� Attome}�, with input from the Cit}� Clerk, shall submit the appropriate budeet requests to the Finance Director so that such requests can be included in the City Manager's proposed budget for the fiscal vear during ���hich the Districtine Commission ���ill be appointed. 2.�1.100 Implementing Procedures The Citv Clerk and City Attorne}� shall be authorized to create and implement administrati��e rules and procedures as necessarv; consistent ���ith this chapter and �tiith the Charter, for the creation. establishment and manaeement of the Distric[ine Commission. Section II. Se��erabilit�� If anp portion of this Ordinance; or its application to am� person or circumstance. is for am- reason held to be in��alid. unenforceable or unconstitutional. b�� a court of competent jurisdiction; that portion shall be deemed severable, and such im�alidin�, unenforceabilit�� or unconstitutionalit�� shall not affec[ the validitv or enforceabilitv of the remaining portions of the Ordinance, or its application to am� other person or circumstance. The Cit�� Council of the Citv of Chula Vista hereb�� dedares that it �<<ould ha��e adopted each section; sentence, clause or phrase of this Ordinance; irrespecti��e of Ordinance No. Pa�e 6 the fact that anv one or more other sections; sentences, clauses or phrases of the Ordinance be declazed im�alid. unenforceable or unconstitutional. Section II1. Construction The Cih� Council of the City of Chula Vista intends this Ordinance to supplement, not to duplicate or contradict. applicable state and federal la��� and this Ordinance shall be construed in lieht of that intent. Section I�'. Effecti�•e Date This Ordinance shall take effect and be in force on the thirtieth da<< afrer its final passage. Section V. Publication The City Clerk shall certify to the passaee and adoption of this Ordinance and shall cause the same to be published or posted according to la�r. Presented by Approved as to form by Glen R. Gooeins Glen R. Gooeins CitY Attorney City Attomey Chapter 2.51 DISTRICTING COMMISSION Sections: 2.51.010 Creation. 2.51.020 Purpose and Intent. 2.51.030 Governing Law in Event of Conflict. 2.51.040 Functions and Duties. 2.51.050 Membership. 2.51.060 Appointment and Removal of Commission Members. 2.51.070 Membership Term. 2.51.080 Meetings. 2.51.090 Budget. 2.51.010 Creation The Districting Commission was created by City Charter Section 300.5. The provisions of Sections 300.5, 602(c) and 604 of the City Charter, and the general rules governing boards and commissions set forth in Chapter 2.25 CVMC, shall govern the Districting Commission, except as specifically provided below. 2.51.020 Purpose and Intent The purpose of this chapter is to supplement City Charter Section 300.5, which establishes the Districting Commission and sets forth its powers and duties. 2.51.030 Governing Law in Event of Conflict If there is any conflict between this chapter and the Charter, the Charter shall govern. If there is any conflict between this chapter and CVMC Chapter 2.25, this chapter shall govern. 2.51.040 Functions and Duties The Districting Commission shall hold the powers, and perform the duties, enumerated in City Charter Section 300.5, and shall: A. Perform other duties and powers as the City Council may, by ordinance, confer upon the Commission in order to carry out the Commission's purpose of recommending to the City Council the Council districts by which City Councilmembers shall be elected, and periodically recommending to the City Council adjustments to the boundaries of those districts. B. Make recommendations to the City Council and consult with City staff. C. Conduct itself in an open and transparent manner, including comply with the Brown Act, engage public participation to the extent reasonably possible during the districting process, and remain free from legislative influence. 2014-03-11 Agenda Packet Page 23 Notwithstanding the foregoing, the Districting Commission shall not have the independent authority to direct the conduct of any City employee. 2.51.050 Membership A. In accordance with City Charter Section 300.5, the Districting Commission shall consist of seven members, selected and appointed in the manner provided for in that Section. B. The members of the first Districting Commission shall be appointed as soon as practicable, with goals of having the Districting Commission members determined by July 2014, and City Council approval of the initial Final Districting Plan by June 30, 2015. 2.51.060 Appointment and Removal of Commission Members Notwithstanding CVMC section 2.25.050, the following rules and procedures for member appointment and removal shall apply to the Districting Commission: A. Any person desiring to serve on the Districting Commission shall apply by submitting an application to the City Clerk during the applicable application submittal period. The application shall be on a form prepared by the City Clerk and approved by the City Attorney. B. The City Clerk shall conduct a prima facie review of each submitted application for completeness. If the City Clerk deems an application to be incomplete, the City Clerk shall notify the applicant of such and provide the applicant an opportunity to complete the application. The submittal deadline shall not be extended to allow correction of incomplete applications; all applications must be submitted to the City Clerk by the close of the application submittal period in order to be considered. C. Upon close of the application submittal period, the City Clerk shall review all applications submitted and determine the number of complete applications. If the City Clerk determines that less than 10 complete applications have been submitted, the City Clerk shall extend the application period, if legally permissible and if doing so will not interfere with applicable deadlines. The City Clerk extended application period shall be no more than one-half the length of the initial application period. D. Once all application submittal periods have closed, the City Clerk shall forward all complete applications to the Charter Review Commission. Before doing so, the City Clerk shall redact the applicants' personal contact information, including address, phone numbers and e-mail addresses, as permitted by law, and shall note on each application the zip code and general area of residence, by quadrant if feasible, for each applicant. Incomplete applications shall not be forwarded to the Charter Review Commission for consideration. 2014-03-11 Agenda Packet Page 24 E. The Charter Review Commission shall consider the forwarded applications at an open meeting to consider the ten most qualified applicants, pursuant to Charter Section 300.5.D.1. In making the determination, pursuant to Charter section 300.5.D.3.a. through e., the Charter Review Commission shall consider the applicants': 1. Geographic diversity; 2. Relevant knowledge and/or demonstrated analytical abilities that would allow the Districting Commission to carry out its responsibilities with a high degree of competence; 3. Demonstrated ability to serve impartially in a non-partisan role; 4. Experience in the areas of public communication and/or public outreach in the City; and 5. Experience in civic and/or volunteer activities in the City. In addition, to the extent possible and as permitted by law, the Charter Review Commission shall consider available information which would assist them in creating an applicant pool of men and women who are reflective of the City's racial and ethnic diversity, in accordance with Charter section 300.5.D.3.a. The Charter Review Commission shall not use formulas or specific ratios in identifying which applicants will be included in the pool of ten. F. The Charter Review Commission shall then oversee a process whereby four applicants are selected, at random, from the pool of ten applicants chosen pursuant to subsection E., above. The City Clerk, or his or her designee from the City Clerk's office, shall assist the Commission in the random selection by selecting four applicants by lot. G. The four randomly-selected applicants shall be sworn-in by the City Clerk and shall constitute the first four members of the Districting Commission. H. The members of the Charter Review Commission shall not communicate with any member of the City Council, or their representatives, about any matter related to the nomination process or the applicants,prior to the swearing-in of the four members. I. Once the first four members of a Districting Commission are appointed, they shall be provided with the remaining six redacted applications. In accordance with Charter section 300.5.D.3., the initial four members of the Districting Commission shall consider the remaining forwarded applications at an open meeting to select three additional members. The Districting Commission shall select the most qualified applicants, In doing so, the Charter Review Commission shall consider the applicants': 1. Geographic diversity; 2. Relevant knowledge and/or demonstrated analytical abilities that would allow the Districting Commission to carry out its responsibilities with a high degree of competence; 3. Demonstrated ability to serve impartially in a non-partisan role; 4. Experience in the areas of public communication and/or public outreach in the City; and 5. Experience in civic and/or volunteer activities in the City. 2014-03-11 Agenda Packet Page 25 In addition, to the extent possible and as permitted by law, the Districting Commission shall consider available information which would assist it in meeting the goal of ensuring that the Districting Commission consists of men and women who reflective of the City's racial, ethnic and gender diversity, in accordance with Charter section 300.5.D.3.a. The Districting Commission shall not use formulas or specific ratios in identifying which applicants will be selected. The selection of each member shall require at least three affirmative votes of the Districting Commission. J. The members of the Districting Commission shall not communicate with any member of the City Council, or their representatives, about any matter related to the nomination process, or the applicants, prior to the presentation of the three applicants to the City Council for approval. K. The three applicants selected by the first four members of the Districting Commission shall be appointed, unless the City Council finds by at least four affirmative votes that the approval of one or more of the nominees would be inconsistent with the goals enumerated in 300.5.D.3. L. If, pursuant to Charter section 300.5.D.3., the Council must approve one or more additional applicants, in lieu of those submitted to it for approval, it shall do so at its next City Council meeting, after reviewing the remaining applications. M. Members of the Districting Commission may be removed for cause in accordance with CVMC 2.25.110. 2.51.070 Terms A. Notwithstanding CVMC sections 2.25.070-090, members of each Districting Commission shall serve from the time they are appointed until Dissolution of the Districting Commission, pursuant to Charter Section 300.5.J. B. Vacancies on a Districting Commission shall be handled in accordance with Charter section 300.5.D.6. and CVMC sections 2.25.100.A., and B. 2.51.080 Meetings Notwithstanding CVMC Section 2.25.200.A., each Districting Commission shall establish its regular meeting day, time and location by written resolution, in accordance with CVMC 2.25.200. 2.51.090 Budget The City shall ensure that adequate funds are appropriated for the Districting Commission to carry out its duties, including the utilization of independent consultants pursuant to Charter section 300.5.A.3. The City Attorney,with input from the City Clerk, shall submit the appropriate budget requests to the Finance Director so that such requests can be included in the City Manager's proposed budget for the fiscal year during which the Districting Commission will be appointed. 2014-03-11 Agenda Packet Page 26 2.51.100 Implementing Procedures The City Clerk and City Attorney shall be authorized to create and implement administrative rules and procedures as necessary, consistent with this chapter and with the Charter, for the creation, establishment and management of the Districting Commission. 2014-03-11 Agenda Packet Page 27 # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0078, Version: 1 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA (1) TRANSFERRING $50,000 FROM THE OTHER EXPENSES BUDGET CATEGORY TO THE SUPPLIES & SERVICES CATEGORY WITHIN THE ENERGY CONSERVATION FUND, AND (2) APPROVING A $148,240 AGREEMENT BETWEEN THE CITY AND THE CALIFORNIA CENTER FOR SUSTAINABLE ENERGY (CCSE) FOR PROFESSIONAL SERVICES TO PROVIDE ASSISTANCE IN IMPLEMENTING THE GOALS AND OBJECTIVES OF THE CITY'S SUSTAINABLE COMMUNITIES PROGRAM (SCP) (4/5 VOTE REQUIRED) RECOMMENDED ACTION Council adopt the resolution. SUMMARY Staff has prepared a two-party agreement for professional services with the California Center for Sustainable Energy, to assist in implementing the City's Sustainable Communities Program (SCP). The purpose of the agreement is to perform a variety of tasks such as training, permit tracking, and customer support that will promote energy efficiency and reduced green house gas emissions as part of the planning and building process. The cost for the proposed work is $148,240. This cost is an eligible expense under the Local Government Partnership funding source and will be fully reimbursed. ENVIRONMENTAL REVIEW The Development Services Director has reviewed the proposed agreement for compliance with the California Environmental Quality Act (CEQA) and has determined that the project is exempt, pursuant to Section 15061(b)(3) of the State CEQA Guidelines. Thus, no further environmental review is required. BOARD/COMMISSION RECOMMENDATION Not applicable. DISCUSSION The City is part of a Local Government Partnership (LGP) with SDG&E to promote energy efficiency in Chula Vista. As part of our Local Government Partnership, the City of Chula Vista established the Sustainable Communities Program in 2009, to investigate and update existing programs, guidelines and regulations to reflect the advances that have been made in both green building and energy conservation for buildings as well as community- and project-level site planning considerations. Because technologies and standards are constantly evolving, the City's SCP also emphasizes ongoing education and support for staff, developers and permit applicants. City of Chula Vista Page 1 of 3 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 28 File M 14-0078, Version: 1 The City entered into an agreement with SDGE for the 2013-14 LGP funding cycle, with certain goals and objectives for its Sustainable Communities Program. Request for Proposal In early January, staff issued a Request for Proposal for assistance in implementing the goals and objectives of the Sustainable Communities Program. Although sixty six (66) firms downloaded a copy of the RFP through the City's Planet Bids link, only three (3) teams submitted a response by the deadline. After review and consideration of the submitted proposals by a five-person selection committee, the Development Services Department selected the California Center for Sustainable Energy (CCSE) team's proposal as best meeting the needs of the City of Chula Vista's Sustainable Communities Program. The team is made up of staff from CCSE, as well as Brummit Energy Associates, Lynne Mitschke and Zinner Consultants. Qualifications The CCSE team is well-qualified, with over fifteen years' experience delivering technical assistance and program support to public sector clients and engaging residents and businesses in energy-saving activities. The team is familiar with SDGE's Local Partnership goals as well as the City's Sustainable Communities goals, having worked with the City on several sustainable energy initiatives, such as the development of Property Assessed Clean Energy (PACE) financing, staff training, and outreach to building owners on performance programs and technologies. Scope of Work The following summarizes the proposed scope of work to be performed by the CCSE team, in accordance with the Local Government Partnership Agreement: • Training of staff, developers and permit applicants on energy codes • Tracking and Reporting results of energy efficiency efforts • Customer Support at the Planning and Building Counter • Analysis of cost effectiveness of new Reach Code(s) • Promotion of City's efforts and SDGE's programs Cost The cost for the proposed scope of work is $148,420. See Attachment B for more detail. The funds for the Sustainable Communities Program have been appropriated; however, a budget amendment is requested to move $50,000 from the Other Expense category to the Supplies City of Chula Vista Page 2 of 3 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 29 File #: 14-0078, Version: 1 and Services category of the Energy Conservation Fund, adding to the existing amount of $100,000 to cover the cost of this contract. Since the contract is over $50,000, award of the contract must be approved by the City Council. DECISION-MAKER CONFLICT Staff has reviewed the decision contemplated by this action and has determined that it is not site- specific and consequently, the 500-foot rule found in California Code of Regulations section 18704.2 (a)(1), is not applicable to this decision. Staff is not independently aware, and has not been informed by any Council member, of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. Implementation of the Sustainable Communities Program (SCP) supports the Healthy Community goal, as the SCP seeks to promote energy efficiency and reduce green house gas emissions by infusing sustainable practices into the planning and building process. CURRENT YEAR FISCAL IMPACT There is no net impact to the Energy Conservation Fund resulting from the proposed change. There are sufficient savings in the Other Expenses category to transfer to the Supplies and Services category for the contract costs. These funds were originally intended to reimburse the General Fund and Development Services Fund staff for time spent working on this grant. However, due to a vacancy and other priority projects, staff has not worked on this grant as planned. The 2013/14 Sustainable Communities Program funds are provided through the Local Government Partnership with SDG&E; staff has confirmed that the proposed work is an eligible expense under the Partnership Agreement. ONGOING FISCAL IMPACT There is no net fiscal impact to the Energy Conservation Fund. The contract with California Center for Sustainable Energy is needed to fulfill grant goals, which have been difficult to meet as a result of staffing changes. The impact of the reduction in staff time reimbursements to the Development Services Fund and General Fund will be evaluated as part of the development of the fiscal year 2014/15 budget process. As noted above, all costs are covered under the City's Local Government Partnership. City of Chula Vista Page 3 of 3 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 30 COUNCIL RESOLUTION NO. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA (1) TRANSFERRING $50,000 FROM THE OTHER EXPENSES BUDGET CATEGORY TO THE SUPPLIES & SERVICES CATEGORY WITHIN THE ENERGY CONSERVATION FUND, AND (2) APPROVING A $148,240 AGREEMENT BETWEEN THE CITY AND THE CALIFORNIA CENTER FOR SUSTAINABLE ENERGY (CCSE) FOR PROFESSIONAL SERVICES TO PROVIDE ASSISTANCE IN IMPLEMENTING THE GOALS AND OBJECTIVES OF THE CITY'S SUSTAINABLE COMMUNITIES PROGRAM (SCP) (4/5 VOTE REQUIRED) WHEREAS, The City of Chula Vista participates in a Local Government Partnership (LGP) with San Diego Gas and Electric (SDGE) to promote energy efficiency in the City of Chula Vista, and a portion of the LGP activities focus on Sustainable Communities; and WHEREAS, the City entered into an agreement with SDGE for the 2013-14 LGP funding cycle, with certain goals and objectives for its Sustainable Communities Program; and WHEREAS, due to low staffing levels and an increase in project activity, staff has not been able to keep pace with its SCP goals and objectives and proposes hiring a consultant to help complete the tasks; and WHEREAS, the California Center for Sustainable Energy (CCSE) responded to a Request for Proposals published earlier this year for this purpose, and through a selection committee has been selected from among the three proposals submitted to assist the City in implementing its Sustainable Communities Program; and WHEREAS, the cost for the proposed scope of work is $148,240, in accordance with the proposed contract; and WHEREAS, the Agreement will not impact the City's General Fund, since these funds are an eligible expense under the Local Government Partnership and will be fully reimbursed; and WHEREAS, the Development Services Director has reviewed the proposed amendment for compliance with the California Environmental Quality Act (CEQA) and has determined that the project is exempt, pursuant to Section 15061(b)(3) of the State CEQA Guidelines. Thus, no further environmental review is required; and 2014-03-11 Agenda Packet Page 31 Resolution No. Page 2 WHEREAS, Consultant warrants and represents that it is experienced and staffed in a manner such that it can deliver the services required of Consultant to City in accordance with the time frames and the terms and conditions of this Agreement. NOW, THEREFORE, the City Council of the City of Chula Vista does hereby find and resolve as follows: 1. Approves the Agreement between the City of Chula Vista and CCSE in, the form presented, with such minor modifications as may be required or approved by the City Attorney, a copy of which shall be kept on file in the Office of the City Clerk and authorizes and directs the Mayor to execute same. 2. Approves a transfer of $50,000 from the Other Expense category to the Supplies and Services category of the Energy Conservation Fund. Presented by Approved as to form by Kelly G. Broughton, FASLA Glen R. Googins Development Services Director City Attorney 2014-03-11 Agenda Packet Page 32 Agreement between the City of Chula Vista and the California Center for Sustainable Energy, To Provide Assistance in Implementing the City of Chula Vista's Sustainable Communities Program This agreement (Agreement), effective on the date of execution, is between the City-related entity whose name and business form is indicated on Exhibit A, Paragraph 2, (City), and the entity whose name, business form, place of business and telephone numbers are indicated on Exhibit A, Paragraphs 4 through 6, (Consultant), and is made with reference to the following facts: RECITALS WHEREAS, the City of Chula Vista participates in a Local Government Partnership (LGP) with San Diego Gas and Electric (SDGE) to promote energy efficiency in the City of Chula Vista, and a portion of the LGP activities focus on Sustainable Communities; and WHEREAS, the City entered into an agreement with SDGE for the 2013-14 LGP funding cycle,with certain goals and objectives for its Sustainable Communities Program; and WHEREAS, due to low staffing levels and an increase in economic activity, staff has not been able to keep pace with its SCP goals and objectives and proposes hiring a consultant to help complete the tasks; and WHEREAS, the California Center for Sustainable Energy responded to a Request for Proposals published earlier this year for this purpose and has been selected to assist the City in implementing its Sustainable Communities Program; and WHEREAS, the cost for the proposed scope of work is approximately $150,000.00; and WHEREAS, the Agreement will not impact the City's General Fund, since these funds are an eligible expense under the Local Government Partnership and will be fully reimbursed; and WHEREAS, the Development Services Director has reviewed the proposed agreement for compliance with the California Environmental Quality Act (CEQA) and has determined that the project is exempt, pursuant to Section 15061(b)(3) of the State CEQA Guidelines. Thus no further environmental review is required; and WHEREAS, Consultant warrants and represents that it is experienced and staffed in a manner such that it can deliver the services required of Consultant to City in accordance with the time frames and the terms and conditions of this Agreement. [End of Recitals. Next Page Starts Obligatory Provisions.] Page 1 Two Party Agreement Between the City of Chula Vista and California Center for Sustainahle Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 c08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 33 OBLIGATORY PROVISIONS PAGES NOW, THEREFORE, for valuable consideration the City and Consultant do hereby mutually agree as follows: All of the Recitals above are incorporated into this Agreement by this reference. ARTICLE I. CONSULTANT'S OBLIGATIONS A. General 1. General Duties. Consultant shall perform all of the services described on Exhibit A, Paragraph 7 (General Duties). 2. Scope of Work and Schedule. In performing and delivering the General Duties, Consultant shall also perform the services, and deliver to City the "Deliverables" described in Exhibit A, Paragraph 8, entitled "Scope of Work and Schedule," according to, and within the time frames set forth in Exhibit A, Paragraph 8, time being of the essence of this agreement. The General Duties and the work and Deliverables required in the Scope of Work and Schedule shall be referred to as the "Defined Services." Failure to complete the Defined Services by the times indicated does not, except at the option of the City, terminate this Agreement. a. Reductions in Scope of Work. City may independently, or upon request from Consultant, from time to time, reduce the Defined Services to be performed by the Consultant under this Agreement. Upon doing so, City and Consultant agree to meet in good faith and confer for the purpose of negotiating a corresponding reduction in the compensation associated with the reduction. b. Additional Services. In addition to performing the Defined Services, City may require Consultant to perform additional consulting services related to the Defined Services (Additional Services), and upon doing so in writing, if they are within the scope of services offered by Consultant, Consultant shall perform same on a time and materials basis at the rates set forth in the "Rate Schedule" in Exhibit A, Paragraph 10(C), unless a separate fixed fee is otherwise agreed upon. All compensation for Additional Services shall be paid monthly as billed. 3. Standard of Care. The Consultant expressly warrants that the work to be performed pursuant to this Agreement, whether Defined Services or Additional Services, shall be performed in accordance with the standard of care ordinarily exercised by members of the profession currently practicing under similar conditions and in similar locations. a. No Waiver of Standard of Care. Where approval by City is required, it is understood to be conceptual approval only and does not relieve the Consultant of responsibility for complying with all laws, codes, industry standards, and liability for damages caused by negligent acts, errors, omissions, noncompliance with industry standards, or the willful misconduct of the Consultant or its subcontractors. Page 2 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a1 4efa-9086-Ofb 140711 c08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 34 B. Application of Laws. Should a federal or state law pre-empt a local law, or regulation, the Consultant must comply with the federal or state law and implementing regulations. No provision of this Agreement requires the Consultant to observe or enforce compliance with any provision, perform any other act, or do any other thing in contravention of federal, state, territorial, or local law, regulation, or ordinance. If compliance with any provision of this Agreement violates or would require the Consultant to violate any law, the Consultant agrees to notify City immediately in writing. Should this occur, the City and the Consultant agree that they will make appropriate arrangements to proceed with or, if necessary, amend or terminate this Agreement, or portions of it, expeditiously. I. Subcontractors. Consultant agrees to take appropriate measures necessary to ensure that all participants utilized by the Consultant to complete its obligations under this Agreement, such as subcontractors, comply with all applicable laws, regulations, ordinances, and policies, whether federal, state, or local, affecting Project implementation. In addition, if a subcontractor is expected to fulfill any responsibilities of the Consultant under this Agreement, the Consultant shall ensure that the subcontractor carries out the Consultant's responsibilities as set forth in this Agreement. C. Insurance 1. General. Consultant must procure and maintain, during the period of performance of this Agreement, and for twelve months after completion, policies of insurance from insurance companies to protect against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work under this Agreement and the results of that work by the Consultant, his agents, representatives, employees or subcontractors, and provide documentation of same prior to commencement of work. 2. Minimum Scope of Insurance. Coverage must be at least as broad as: a. CGL. Insurance Services Office Commercial General Liability coverage (occurrence Form CG0001). b.Auto. Insurance Services Office Form Number CA 0001 covering Automobile Liability, Code 1 (any auto). c. WC. Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance. d.E&O. Professional Liability or Errors & Omissions Liability insurance appropriate to the Consultant's profession. Architects' and Engineers' coverage is to be endorsed to include contractual liability. 3. Minimum Limits of Insurance. Consultant must maintain limits no less than those included in the table below: Page 3 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 35 i. General Liability: $1,000,000 per occurrence for bodily injury,personal injury, (Including (including death), and property damage. If Commercial General operations, Liability insurance with a general aggregate limit is used, either products and the general aggregate limit must apply separately to this completed Project/location or the general aggregate limit must be twice the operations, as required occurrence limit. applicable) ii. Automobile $1,000,000 per accident for bodily injury, including death, and Liability: property damage. iii. Workers' Statutory Compensation $1,000,000 each accident Employer's $1,000,000 disease-policy limit Liability: $1,000,000 disease-each employee iv. Professional $1,000,000 each Liability or Errors & Omissions Liability: If the contractor maintains higher limits than the minimums shown above, the Entity requires and shall be entitled to coverage for the higher limits maintained by the contractor. 4. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to and approved by the City. At the option of the City, either the insurer will reduce or eliminate such deductibles or self-insured retentions as they pertain to the City, its officers, officials, employees and volunteers; or the Consultant will provide a financial guarantee satisfactory to the City guaranteeing payment of losses and related investigations, claim administration, and defense expenses. 5. Other Insurance Provisions. The general liability, automobile liability, and where appropriate, the worker's compensation policies are to contain, or be endorsed to contain, the following provisions: a. Additional Insureds. City of Chula Vista, its officers, officials, employees, agents, and volunteers are to be named as additional insureds with respect to all policies of insurance, including those with respect to liability arising out of automobiles owned, leased, hired or borrowed by or on behalf of the Consultant, where applicable, and, with respect to liability arising out of work or operations performed by or on behalf of the Consultant, including providing materials, parts or equipment furnished in connection with such work or operations. The general liability additional insured coverage must be provided in the form of an endorsement to the Consultant's insurance using ISO CG 2010 (11/85) or its equivalent. Specifically, the endorsement must not exclude Products/Completed Operations coverage. b. Primary Insurance. The Consultant's General Liability insurance coverage must be primary insurance as it pertains to the City, its officers, officials, employees, agents, Page 4 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 36 and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers is wholly separate from the insurance of the Consultant and in no way relieves the Consultant from its responsibility to provide insurance. c. Cancellation. The insurance policies required by this Agreement shall not be canceled by either party, except after thirty days' prior written notice to the City by certified mail, return receipt requested. The words "will endeavor" and "but failure to mail such notice shall impose no obligation or liability of any kind upon the company, its agents, or representatives" shall be deleted from all certificates. d. Waiver of Subrogation. Consultant's insurer will provide a Waiver of Subrogation in favor of the City for each required policy providing coverage for the term required by this Agreement. In addition, Consultant waives any right it may have or may obtain to subrogation for a claim against the City. 6. Claims Forms. If General Liability, Pollution and/or Asbestos Pollution Liability and/or Errors & Omissions coverage are written on a claims-made form: a. Retro Date. The "Retro Date" must be shown, and must be before the date of the Agreement or the beginning of the work required by the Agreement. b. Maintenance and Evidence. Insurance must be maintained and evidence of insurance must be provided for at least five years after completion of the work required by the Agreement. c. Cancellation. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a "Retro Date" prior to the effective date of the Agreement, the Consultant must purchase "extended reporting" coverage for a minimum of five years after completion of the work required by the Agreement. d. Copies. A copy of the claims reporting requirements must be submitted to the City for review. 7. Acceptability of Insurers. Insurance is to be placed with licensed insurers admitted to transact business in the State of California with a current A.M. Best's rating of no less than A V. If insurance is placed with a surplus lines insurer, insurer must be listed on the State of California List of Eligible Surplus Lines Insurers (LESLI) with a current A.M. Best's rating of no less than A X. Exception may be made for the State Compensation Fund when not specifically rated. 8. Verification of Coverage. Consultant shall furnish the City with original certificates and amendatory endorsements effecting coverage required by Section I.C. of this Agreement. The endorsements should be on insurance industry forms, provided those endorsements or policies conform to the requirements of this Agreement. All certificates and Page 5 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 37 endorsements are to be received and approved by the City before work commences. The City reserves the right to require, at any time, complete, certified copies of all required insurance policies, including endorsements evidencing the coverage required by these specifications. 9. Subcontractors. Consultant must include all subconsultants as insureds under its policies or furnish separate certificates and endorsements for each subconsultant. All coverage for subconsultants is subject to all of the requirements included in these specifications. 10. Not a Limitation of Other Obligations. Insurance provisions under this Article shall not be construed to limit the Consultant's obligations under this Agreement, including Indemnity. 11. Additional Coverage. To the extent that Insurance coverage exceeds the minimums identified in section 3, recovery shall not be limited to the insurance minimums, but shall instead extend to the actual policy limits. D. Security for Performance 1. Performance Bond. In the event that Exhibit A, at Paragraph 18, indicates the need for Consultant to provide a Performance Bond (indicated by a check mark in the parenthetical space immediately preceding the subparagraph entitled "Performance Bond"), then Consultant shall provide to the City a performance bond, in the amount indicated at Exhibit A, Paragraph 18, in the form prescribed by the City and by such sureties which are authorized to transact such business in the State of California, listed as approved by the United States Department of Treasury Circular 570, http://www.fms.treas.gov/c570, and whose underwriting limitation is sufficient to issue bonds in the amount required by the Agreement, and which also satisfy the requirements stated in Section 995.660 of the Code of Civil Procedure, except as provided otherwise by laws or regulations. All bonds signed by an agent must be accompanied by a certified copy of such agent's authority to act. Surety companies must be duly licensed or authorized in the jurisdiction in which the Project is located to issue bonds for the limits so required. Form must be satisfactory to the Risk Manager or City. 2. Letter of Credit. In the event that Exhibit A, at Paragraph 18, indicates the need for Consultant to provide a Letter of Credit (indicated by a check mark in the parenthetical space immediately preceding the subparagraph entitled "Letter of Credit"), then Consultant shall provide to the City an irrevocable letter of credit callable by the City at its unfettered discretion by submitting to the bank a letter, signed by the City Manager, stating that the Consultant is in breach of the terms of this Agreement. The letter of credit shall be issued by a bank, and be in a form and amount satisfactory to the Risk Manager or City Attorney which amount is indicated in the space adjacent to the term, "Letter of Credit," in Exhibit A, Paragraph 18. 3. Other Security. In the event that Exhibit A, at Paragraph 18, indicates the need for Consultant to provide security other than a Performance Bond or a Letter of Credit (indicated by a check mark in the parenthetical space immediately preceding the Page 6 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a1-4efi-9086-Ofb 140711 c08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 38 subparagraph entitled "Other Security"), then Consultant shall provide to the City such other security therein listed in a form and amount satisfactory to the Risk Manager or City Attorney. E. Business License. Consultant agrees to obtain a business license from the City and to otherwise comply with Title 5 of the Chula Vista Municipal Code. ARTICLE IL CITY OBLIGATIONS A. Consultation and Cooperation. City shall regularly consult the Consultant for the purpose of reviewing the progress of the Defined Services and Schedule, and to provide direction and guidance to achieve the objectives of this Agreement. The City shall allow Consultant access to its office facilities, files and records, as deemed necessary and appropriate by the City, throughout the term of this Agreement. In addition, City agrees to provide the materials identified at Exhibit A, Paragraph 9, with the understanding that delay in the provision of those materials beyond thirty days after authorization to proceed, shall constitute a basis for the justifiable delay in the Consultant's performance. B. Compensation. 1. Following Receipt of Billing. Upon receipt of a properly prepared bill from Consultant, submitted to the City as indicated in Exhibit A, Paragraph 17, but in no event more frequently than monthly, on the day of the period indicated in Exhibit A, Paragraph 17, City shall compensate Consultant for all services rendered by Consultant according to the terms and conditions set forth in Exhibit A, Paragraph 10, adjacent to the governing compensation relationship indicated by a "checkmark" next to the appropriate arrangement, subject to the requirements for retention set forth in Paragraph 18 of Exhibit A, and shall compensate Consultant for out of pocket expenses as provided in Exhibit A, Paragraph 11. 2. Supporting Information. Any billing submitted by Consultant shall contain sufficient information as to the propriety of the billing, including properly executed payrolls, time records, invoices, contracts, or vouchers describing in detail the nature of the charges to the Project in order to permit the City to evaluate that the amount due and payable is proper, and such billing shall specifically contain the City's account number indicated on Exhibit A, Paragraph 17(C) to be charged upon making such payment. 3. Exclusions. In determining the amount of the compensation City will exclude any cost: 1) incurred prior to the effective date of this Agreement; or 2) arising out of or related to the errors, omissions, negligence or acts of willful misconduct of the Consultant, its agents, employees, or subcontractors. a. Errors and Omissions. In the event that the City Administrator determines that the Consultant's negligence, errors, or omissions in the performance of work under this Agreement has resulted in expense to City greater than would have resulted if there were no such negligence, errors, omissions, Consultant shall Page 7 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 39 reimburse City for any additional expenses incurred by the City. Nothing in this paragraph is intended to limit City's rights under other provisions of this Agreement. 4. Payment Not Final Approval. The Consultant understands and agrees that payment to the Consultant for any Project cost does not constitute a City final decision about whether that cost is allowable and eligible for payment under the Project and does not constitute a waiver of any violation of Consultant of the terms of the Agreement. The Consultant acknowledges that City will not make a final determination about the eligibility of any cost until the final payment has been made on the Project or the results of an audit of the Project requested by the City has been completed, whichever occurs latest. If City determines that the Consultant is not entitled to receive any portion of the compensation due or paid, City will notify the Consultant in writing, stating its reasons. The Consultant agrees that Project closeout will not alter the Consultant's responsibility to return any funds due City as a result of later refunds, corrections, or other similar transactions; nor will Project closeout alter the right of City to disallow costs and recover funds provided for the Project on the basis of a later audit or other review. a. Consultant's Obligation to Pay. Upon notification to the Consultant that specific amounts are owed to City, whether for excess payments or disallowed costs, the Consultant agrees to remit to City promptly the amounts owed, including applicable interest. ARTICLE III. ETHICS A. Financial Interests of Consultant 1. Consultant is Designated as an FPPC Filer. If Consultant is designated on Exhibit A, Paragraph 14, as an "FPPC filer," Consultant is deemed to be a "Consultant" for the purposes of the Political Reform Act conflict of interest and disclosure provisions, and shall report economic interests to the City Clerk on the required Statement of Economic Interests in such reporting categories as are specified in Paragraph 14 of Exhibit A, or if none are specified, then as determined by the City Attorney. 2. No Participation in Decision. Regardless of whether Consultant is designated as an FPPC Filer, Consultant shall not make, or participate in making or in any way attempt to use Consultant's position to influence a governmental decision in which Consultant knows or has reason to know Consultant has a financial interest other than the compensation promised by this Agreement. 3. Search to Determine Economic Interests. Regardless of whether Consultant is designated as an FPPC Filer, Consultant warrants and represents that Consultant has diligently conducted a search and inventory of Consultant's economic interests, as the term is used in the regulations promulgated by the Fair Political Practices Commission, and has determined that Consultant does not, to the best of Consultant's knowledge, have an economic interest which would conflict with Consultant's duties under this Agreement. Page 8 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a1-4efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 40 4. Promise Not to Acquire Conflicting Interests. Regardless of whether Consultant is designated as an FPPC Filer, Consultant further warrants and represents that Consultant will not acquire, obtain, or assume an economic interest during the term of this Agreement which would constitute a conflict of interest as prohibited by the Fair Political Practices Act. 5. Duty to Advise of Conflicting Interests. Regardless of whether Consultant is designated as an FPPC Filer, Consultant further warrants and represents that Consultant will immediately advise the City Attorney if Consultant learns of an economic interest of Consultant's that may result in a conflict of interest for the purpose of the Fair Political Practices Act, and regulations promulgated thereunder. 6. Specific Warranties Against Economic Interests. Consultant warrants, represents and agrees that: a. Neither Consultant, nor Consultant's immediate family members, nor Consultant's employees or agents (Consultant Associates) presently have any interest, directly or indirectly,whatsoever in any property which may be the subject matter of the Defined Services, or in any property within 2 radial miles from the exterior boundaries of any property which may be the subject matter of the Defined Services, (Prohibited Interest), other than as listed in Exhibit A, Paragraph 14. b. No promise of future employment, remuneration, consideration, gratuity or other reward or gain has been made to Consultant or Consultant Associates in connection with Consultant's performance of this Agreement. Consultant promises to advise City of any such promise that may be made during the Term of this Agreement, or for twelve months thereafter. c. Consultant Associates shall not acquire any such Prohibited Interest within the Term of this Agreement, or for twelve months after the expiration of this Agreement, except with the written permission of City. d. Consultant may not conduct or solicit any business for any party to this Agreement, or for any third party that may be in conflict with Consultant's responsibilities under this Agreement, except with the written permission of City. IV. LIQUIDATED DAMAGES A. Application of Section. The provisions of this section apply if a Liquidated Damages Rate is provided in Exhibit A, Paragraph 13. 1. Estimating Damages. It is acknowledged by both parties that time is of the essence in the completion of this Agreement. It is difficult to estimate the amount of damages resulting from delay in performance. The parties have used their judgment to arrive at a reasonable amount to compensate for delay. Page 9 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 cO8.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 41 2. Amount of Penalty. Failure to complete the Defined Services within the allotted time period specified in this Agreement shall result in the following penalty: For each consecutive calendar day in excess of the time specified for the completion of the respective work assignment or Deliverable, the Consultant shall pay to the City, or have withheld from monies due, the sum of Liquidated Damages Rate provided in Exhibit A, Paragraph 13 (Liquidated Damages Rate). 3. Request for Extension of Time. If the performance of any act required of Consultant is directly prevented or delayed by reason of strikes, lockouts, labor disputes, unusual governmental delays, acts of God, fire, floods, epidemics, freight embargoes, or other causes beyond the reasonable control of the Consultant, as determined by the City, Consultant shall be excused from performing that act for the period of time equal to the period of time of the prevention or delay. In the event Consultant claims the existence of such a delay, the Consultant shall notify the City's Contract Administrator, or designee, in writing of that fact within ten calendar days after the beginning of any such claimed delay. Extensions of time will not be granted for delays to minor portions of work unless it can be shown that such delays did or will delay the progress of the work. ARTICLE V. INDEMNIFICATION A. Defense, Indemnity, and Hold Harmless. 1. General Requirement. To the maximum extent allowed by law, Consultant shall defend, indemnify, protect and hold harmless the City, its elected and appointed officers, agents and employees, from and against any and all claims, demands, causes of action, costs, expenses, (including reasonable attorney's fees and actual costs), liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, in any manner arising out of or incident to any alleged acts, omissions, negligence, or willful misconduct of Consultant, its officials, officers, employees, agents, and contractors, arising out of or in connection with the performance of the Defined Services, the results of such performance, or this Agreement. This indemnity provision does not include any claims, damages, liability, costs and expenses arising from the sole negligence or sole willful misconduct of the City, its officers, employees. Also covered is liability arising from, connected with, caused by or claimed to be caused by the active or passive negligent acts or omissions of the City, its agents, officers, or employees which may be in combination with the active or passive negligent acts or omissions of the Consultant, its employees, agents or officers, or any third party. 2. Design Professional Services. Notwithstanding the forgoing, if the services provided under this Agreement are design professional services, as defined by California Civil Code section 2782.5, as may be amended from time to time, the defense and indemnity obligation under Section 1, above, shall be limited to the extent required by California Civil Code section 2782.8. Page 10 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a1-4efi-9086-Ofb 140711 08.docx Revised 09/18/13.TNW 2014-03-11 Agenda Packet Page 42 3. Costs of Defense and Award. Included in the obligations in Sections A.1 and A.2, above, is the Consultant's obligation to defend, at Consultant's own cost, expense and risk, any and all suits, actions or other legal proceedings, that may be brought or instituted against the City, its directors, officials, officers, employees, agents and/or volunteers, subject to the limitations in Sections A.1. and A.2. Subject to the limitations in Sections A.1. and A.2., Consultant shall pay and satisfy any judgment, award or decree that may be rendered against City or its directors, officials, officers, employees, agents and/or volunteers, for any and all related legal expenses and costs incurred by each of them. 4. Insurance Proceeds. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the City, its directors, officials, officers, employees, agents, and/or volunteers. 5. Declarations. Consultant's obligations under Article V shall not be limited by any prior or subsequent declaration by the Consultant. 6. Enforcement Costs. Consultant agrees to pay any and all costs City incurs enforcing the indemnity and defense provisions set forth in Article V. 7. Survival. Consultant's obligations under Article V shall survive the termination of this Agreement. 8. No Alteration of Other Obligations. This Article V, shall in no way alter, affect or modify any of the Consultant's other obligations and duties under this Agreement. ARTICLE VI. TERMINATION OF AGREEMENT A. Termination for Cause. If, through any cause, Consultant shall fail to fulfill in a timely and proper manner Consultant's obligations under this Agreement, or if Consultant shall violate any of the covenants, agreements or stipulations of this Agreement, City shall have the right to terminate this Agreement by giving written notice to Consultant of such termination and specifying the effective date thereof at least five (5) days before the effective date of such termination. In that event, all finished or unfinished documents, data, studies, surveys, drawings, maps, reports and other materials prepared by Consultant shall, at the option of the City, become the property of the City, and Consultant shall be entitled to receive just and equitable compensation, in an amount not to exceed that payable under this Agreement and less any damages caused City by Consultant's breach, for any work satisfactorily completed on such documents and other materials up to the effective date of Notice of Termination. B. Termination of Agreement for Convenience of City. City may terminate this Agreement at any time and for any reason, by giving specific written notice to Consultant of such termination and specifying the effective date thereof, at least thirty (30) days before the effective date of such termination. In that event, all finished and unfinished documents and other materials described hereinabove shall, at the option of the City, become City's sole and exclusive property. If the Agreement is terminated by City as provided in this paragraph, Consultant shall be entitled to receive just and equitable compensation, in an amount not to Page 11 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 43 exceed that payable under this Agreement, for any satisfactory work completed on such documents and other materials to the effective date of such termination. Consultant hereby expressly waives any and all claims for damages or compensation arising under this Agreement except as set forth in this section. ARTICLE VII. RECORD RETENTION AND ACCESS A. Record Retention. During the course of the Project and for three (3) years following completion, the Consultant agrees to maintain, intact and readily accessible, all data, documents,reports,records, contracts, and supporting materials relating to the Project as City may require. B. Access to Records of Consultant and Subcontractors. The Consultant agrees to permit, and require its subcontractors to permit City or its authorized representatives, upon request, to inspect all Project work, materials, payrolls, and other data, and to audit the books, records, and accounts of the Contractor and its subcontractors pertaining to the Project. C. Project Closeout. The Consultant agrees that Project closeout does not alter the reporting and record retention requirements of this Agreement. ARTICLE VIII. PROJECT COMPLETION,AUDIT,AND CLOSEOUT A. Project Completion. Within ninety (90) calendar days following Project completion or termination by City, Consultant agrees to submit a final certification of Project expenses and audit reports, as applicable. B. Audit of Consultants. Consultant agrees to perform financial and compliance audits the City may require. The Consultant also agrees to obtain any other audits required by City. Consultant agrees that Project closeout will not alter Consultant's audit responsibilities. Audit costs are allowable Project costs. C. Project Closeout. Project closeout occurs when City notifies the Consultant that City has closed the Project, and either forwards the final payment or acknowledges that the Consultant has remitted the proper refund. The Consultant agrees that Project closeout by City does not invalidate any continuing requirements imposed by the Agreement or any unmet requirements set forth in a written notification from City ARTICLE IX. MISCELLANEOUS PROVISIONS A. Assignability. The services of Consultant are personal to the City, and Consultant shall not assign any interest in this Agreement, and shall not transfer any interest in the same (whether by assignment or notation),without prior written consent of City. 1. Limited Consent. City hereby consents to the assignment of the portions of the Defined Services identified in Exhibit A, Paragraph 16 to the subconsultants identified as "Permitted Sub consultants." Page 12 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 44 B. Ownership, Publication, Reproduction and Use of Material. All reports, studies, information, data, statistics, forms, designs, plans, procedures, systems and any other materials or properties produced under this Agreement shall be the sole and exclusive property of City. No such materials or properties produced in whole or in part under this Agreement shall be subject to private use, copyrights or patent rights by Consultant in the United States or in any other country without the express written consent of City. City shall have unrestricted authority to publish, disclose (except as may be limited by the provisions of the Public Records Act), distribute, and otherwise use, copyright or patent, in whole or in part, any such reports, studies, data, statistics, forms or other materials or properties produced under this Agreement. C. Independent Contractor. City is interested only in the results obtained and Consultant shall perform as an independent contractor with sole control of the manner and means of performing the services required under this Agreement. City maintains the right only to reject or accept Consultant's work products. Consultant and any of the Consultant's agents, employees or representatives are, for all purposes under this Agreement, independent contractors and shall not be deemed to be employees of City, and none of them shall be entitled to any benefits to which City employees are entitled including but not limited to, overtime, retirement benefits, worker's compensation benefits, injury leave or other leave benefits. Therefore, City will not withhold state or federal income tax, social security tax or any other payroll tax, and Consultant shall be solely responsible for the payment of same and shall hold the City harmless with regard to them. 1. Actions on Behalf of City. Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever, as an agent or otherwise. Consultant shall have no authority, express or implied, to bind City or its members, agents, or employees, to any obligation whatsoever,unless expressly provided in this Agreement. 2. No Obligations to Third Parties. In connection with the Project, Consultant agrees and shall require that its agents, employees, subcontractors agree that City shall not be responsible for any obligations or liabilities to any third party, including its agents, employees, subcontractors, or other person or entity that is not a party to this Agreement. Notwithstanding that City may have concurred in or approved any solicitation, subagreement, or third party contract at any tier, City shall have no obligation or liability to any person or entity not a party to this Agreement. D. Administrative Claims Requirements and Procedures. No suit or arbitration shall be brought arising out of this Agreement, against City unless a claim has first been presented in writing and filed with City and acted upon by City in accordance with the procedures set forth in Chapter 1.34 of the Chula Vista Municipal Code, as same may from time to time be amended, the provisions of which are incorporated by this reference as if fully set forth herein, and such policies and procedures used by City in the implementation of same. Upon request by City, Consultant shall meet and confer in good faith with City for the purpose of resolving any dispute over the terms of this Agreement. Page 13 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 45 E. Administration of Contract. Each party designates the individuals (Contract Administrators) indicated on Exhibit A, Paragraph 12, as that party's contract administrator who is authorized by the party to represent it in the routine administration of this Agreement. F. Term. This Agreement shall terminate when the parties have complied with all executory provisions hereof. G. Statement of Costs. In the event that Consultant prepares a report or document, or participates in the preparation of a report or document in performing the Defined Services, Consultant shall include, or cause the inclusion of, in the report or document, a statement of the numbers and cost in dollar amounts of all contracts and subcontracts relating to the preparation of the report or document. H. Consultant is Real Estate Broker and/or Salesman. If the box on Exhibit A, Paragraph 15 is marked, the Consultant and/or its principals is/are licensed with the State of California or some other state as a real estate broker or salesperson. Otherwise, Consultant represents that neither Consultant, nor its principals are licensed real estate brokers or salespersons. L Notices. All notices, demands or requests provided for or permitted to be given pursuant to this Agreement must be in writing. All notices, demands and requests to be sent to any party shall be deemed to have been properly given or served if personally served or deposited in the United States mail, addressed to such party, postage prepaid, registered or certified, with return receipt requested, at the addresses identified in this Agreement as the places of business for each of the designated parties. J. Integration. This Agreement, together with any other written document referred to or contemplated in it, embody the entire Agreement and understanding between the parties relating to the subject matter hereof. Neither this Agreement nor any provision of it may be amended, modified, waived or discharged except by an instrument in writing executed by the party against which enforcement of such amendment,waiver or discharge is sought. K. Capacity of Parties. Each signatory and party to this Agreement warrants and represents to the other party that it has legal authority and capacity and direction from its principal to enter into this Agreement, and that all necessary resolutions or other actions have been taken so as to enable it to enter into this Agreement. L. Governing Law/Venue. This Agreement shall be governed by and construed in accordance with the laws of the State of California. Any action arising under or relating to this Agreement shall be brought only in the federal or state courts located in San Diego County, State of California, and if applicable, the City of Chula Vista, or as close thereto as possible. Venue for this Agreement, and performance under it, shall be the City of Chula Vista. (End of page. Next page is signature page.) Page 14 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 46 Signature Page to Agreement between City of Chula Vista and the California Center for Sustainable Energy, To Provide Assistance in Implementing the City of Chula Vista's Sustainable Communities Program IN WITNESS WHEREOF,City and Consultant have executed this Agreement, indicating that they have read and understood same, and indicate their full and complete consent to its terms: City of Chula Vista By: Cheryl Cox,Mayor Attest: Exhibit List to Agreement: Exhibit A Donna Norris, City Clerk Approved as to form: Glen R. Googins, City Attorney California Center for Sustainable Energy By: Len Hering,RADM,USN(ret) Executive Director 2014-03-11 Agenda Packet Page 47 Exhibit A to Agreement between City of Chula Vista and Callifornia Center for Sustainable Energy 1. Effective Date: The Agreement shall take effect upon full execution of the Agreement, as of the effective date stated on page 1 of the Agreement. 2. City-Related Entity: (x ) City of Chula Vista, a municipal chartered corporation of the State of California O The Chula Vista Public Financing Authority, a O The Chula Vista Industrial Development Authority, a O Other: , a [insert business form] (City) 3. Place of Business for City: City of Chula Vista 276 Fourth Avenue Chula Vista, CA 91910 4. Consultant: California Center for Sustainable Energy 5. Business Form of Consultant: ( ) Sole Proprietorship ( )Partnership (x) Corporation - 501(c)(3) 6. Place of Business, Telephone and Fax Number of Consultant: California Center for Sustainable Energy 9325 Sky Park Court, Suite 100 San Diego, CA 92123 858-244-1177- main 858-244-1178—fax Page 16 Two Party Agreement Between the City of Chula Vista and California Center for Sustainahle Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 48 7. General Duties: CCSE shall provide assistance in the implementation of the City of Chula Vista's Sustainable Communities Program, including updating existing programs, guidelines and regulations to reflect local, statewide and national advances in energy and green building codes and standards; promoting opportunities for increased efficiency and sustainable design; ensuring compliance with energy and green building codes, and educating and training staff and stakeholders on technical aspects of energy and green building code implementation. 8. Scope of Work and Schedule: A. Detailed Scope of Work: CCSE shall perform the following tasks: Task Description Frequency Deliverables Q2 -Overview Q2—Residential(Res)Energy/ Provide sustainability training Reach Code/Options/Incentives Task 1 to developers,permit Six(6) 90-minute Q2 -Non Residential(Non Res) applicants and DSD staff Training Sessions Energy/Reach Code/Options/hicent. Q3 -Res CAL Green Q3 -Non Res CAL Green Q4-Highlight Projects Q2 -Res T24(3 1-Hour sessions) Twelve (12)60- Q2 -Non Res T24(3 @ 1 Hr each) Detailed Energy Code Q3 -CAL Green(3 @ 1 Hr each) Task 2 trainings to staff minute Training Q3 -CAL Green Tier 1 &2 (1 Hr) Sessions Q4 -Chula Vista Reach Code (1 Hr) Q4 -Case Studies(1 Hr) Create standard list of Task 3 corrections for Energy One (1) Event Apr-CAL Green Forms Standards and Green Building July-2013 T24 Forms Standards Regular updates to City Monthly Updates to Website—by Task 4 "Sustainability Center" Monthly updates noon on final Friday of each month website Participate in preconstruction Six(6) Meeting agenda,completed forms, meetings and aid compliance Preconstruction and attendance form from each Task 5 with energy and green Meetings preconstruction meeting—two per building codes g quarter-Q2,Q3 and Q4 Staff City's "Sustainability Weekly Inquiry Records—submit Task 6 Desk" during public hours Weekly Wednesdays by noon for previous week Page 17 Two Party Agreement Between the City of Chula Vista and California Center for Sustainahle Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 49 Perform secondary field Summary Memos from each audit— audits to confirm compliance four per quarter-Q2,Q3 and Q4; Task 7 with EE codes,proper Twelve (12)Audits mid-term feedback memo to staff— installation in Q3 Track and report HVAC Tracking mechanism produced in Task 8 permits through new pilot Four(4) Reports Q2,Quarterly data sharing and with SDG&E reports—one each per quarter—Q3 and Q4 Review and track permits to Quarterly tracking reports—one per Task 9 quantify average % Four(4) Reports quarter—Q2,Q3, and Q4; final improvement over T24 summary report in Q4 Represent City at South Bay Summary Reports,takeaways and Task 10 Energy Action Collaborative Two(2)Meetings connections from each meeting— & SDRCC within one week of meeting Promote "Green Building Five (5 ) Creation of marketing material, Task 11 enrollment of five (5)participants— Plus" incentive program Participants by Q4 Task 12 Generate leads for SDG&E Ten(10)Leads Quarterly reports on lead generation core programs efforts—by Q4 Task 13 Prepare cost-effectiveness One (1)Event Cost effectiveness study—in Q3* study for new reach code Task 14 Produce education materials As Needed TBD *Dependent upon release of nonresidential software B. Date for Commencement of Consultant Services: (x) Same as Effective Date of Agreement ( ) Other: C. Dates or Time Limits for Delivery of Deliverables: See Deliverables in Section 8.A (Detailed Scope of Work) above. D. Date for completion of all Consultant services: _December 31, 2014 9. Materials Required to be Supplied by City to Consultant: 10. Compensation: A. (x) Single Fixed Fee Arrangement. For performance of all of the Defined Services by Consultant as herein required, City shall pay a single fixed fee in the amounts and at the times or milestones or for the Deliverables set forth below: Page 18 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 50 Single Fixed Fee Amount:_$148,240.00, payable as follows: Milestone or Event or Deliverable Amount or Percent of Fixed Fee (x) 1. Interim Monthly Advances. The City shall make interim monthly advances against the compensation due for each phase on a percentage of completion basis for each given phase such that, at the end of each phase only the compensation for that phase has been paid. Any payments made hereunder shall be considered as interest free loans that must be returned to the City if the Phase is not satisfactorily completed. If the Phase is satisfactorily completed, the City shall receive credit against the compensation due for that phase. The retention amount or percentage set forth in Paragraph 18 is to be applied to each interim payment such that, at the end of the phase, the full retention has been held back from the compensation due for that phase. Percentage of completion of a phase shall be assessed in the sole and unfettered discretion by the Contracts Administrator designated herein by the City, or such other person as the City Manager shall designate, but only upon such proof demanded by the City that has been provided,but in no event shall such interim advance payment be made unless the Consultant shall have represented in writing that said percentage of completion of the phase has been performed by the Consultant. The practice of making interim monthly advances shall not convert this agreement to a time and materials basis of payment. Total Task , Task 1 $ 17,566.00 Task 2 $ 25,931.00 Task3 $ 6,208.00 Task 4 $ 2,550.00 Task 5 $ 9,128.00 Task 6 $ 27,600.00 Task 7 $ 7,976.00 Task8 $ 4,050.00 Task9 $ 8,370.00 Task 10 $ 1,986.00 Task 11 $ 0.00* Task 12 $ 0.00* Task 13 $ 23,490.00 Page 19 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a1-4efi-9086-Ofb 140711 cO8.docx Revised 09/18/13.TNW 2014-03-11 Agenda Packet Page 51 Task 14 $ 2,310.00 Admin $ 11,075.00 TOTAL $ 148,240.00 *Hours and costs included in Tasks 1, 2, 5, and 6. B. O Phased Fixed Fee Arrangement. For the performance of each phase or portion of the Defined Services by Consultant as are separately identified below, City shall pay the fixed fee associated with each phase of Services, in the amounts and at the times or milestones or Deliverables set forth. Consultant shall not commence Services under any Phase, and shall not be entitled to the compensation for a Phase, unless City shall have issued a notice to proceed to Consultant as to said Phase. Phase Fee for Said Phase 1. $ 2. $ 3. $ O 1. Interim Monthly Advances. The City shall make interim monthly advances against the compensation due for each phase on a percentage of completion basis for each given phase such that, at the end of each phase only the compensation for that phase has been paid. Any payments made hereunder shall be considered as interest free loans that must be returned to the City if the Phase is not satisfactorily completed. If the Phase is satisfactorily completed, the City shall receive credit against the compensation due for that phase. The retention amount or percentage set forth in Paragraph 18 is to be applied to each interim payment such that, at the end of the phase, the full retention has been held back from the compensation due for that phase. Percentage of completion of a phase shall be assessed in the sole and unfettered discretion by the Contracts Administrator designated herein by the City, or such other person as the City Manager shall designate, but only upon such proof demanded by the City that has been provided, but in no event shall such interim advance payment be made unless the Consultant shall have represented in writing that said percentage of completion of the phase has been performed by the Consultant. The practice of making interim monthly advances shall not convert this agreement to a time and materials basis of payment. C. O Hourly Rate Arrangement For performance of the Defined Services by Consultant as herein required, City shall pay Consultant for the productive hours of time spent by Consultant in the performance of said Page 20 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 52 Services, at the rates or amounts set forth in the Rate Schedule herein below according to the following terms and conditions: (1) ( ) Not-to-Exceed Limitation on Time and Materials Arrangement Notwithstanding the expenditure by Consultant of time and materials in excess of said Maximum Compensation amount, Consultant agrees that Consultant will perform all of the Defined Services herein required of Consultant for $ , including all Materials, and other"reimbursables" (Maximum Compensation). (2) ( ) Limitation without Further Authorization on Time and Materials Arrangement At such time as Consultant shall have incurred time and materials equal to $ (Authorization Limit), Consultant shall not be entitled to any additional compensation without further authorization issued in writing and approved by the City. Nothing herein shall preclude Consultant from providing additional Services at Consultant's own cost and expense. See Exhibit B for wage rates. O Hourly rates may increase by 6% for services rendered after [month], 20 , if delay in providing services is caused by City. 11. Materials Reimbursement Arrangement For the cost of out of pocket expenses incurred by Consultant in the performance of services herein required, City shall pay Consultant at the rates or amounts set forth below: (x) None, the compensation includes all costs. Cost or Rate O Reports, not to exceed$ $ O Copies, not to exceed $ $ O Travel, not to exceed $ $ O Printing, not to exceed $ $ O Postage, not to exceed $ $ O Delivery,not to exceed$ $ O Outside Services: $ O Other Actual Identifiable Direct Costs: $ not to exceed $ $ not to exceed $ $ 12. Contract Administrators: City: Janice Kluth, Senior Project Coordinator Page 21 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 53 Consultant: Lindsey Hawes, Senior Manager 13. Liquidated Damages Rate: O $ per day. O Other: 14. Statement of Economic Interests, Consultant Reporting Categories,per Conflict of Interest Code (Chula Vista Municipal Code chapter 2.02): (X)Not Applicable. Not an FPPC Filer. O FPPC Filer O Category No. 1. Investments, sources of income and business interests. O Category No. 2. Interests in real property. O Category No. 3. Investments, business positions, interests in real property, and sources of income subject to the regulatory, permit or licensing authority of the department administering this Agreement. O Category No. 4. Investments and business positions in business entities and sources of income that engage in land development, construction or the acquisition or sale of real property. O Category No. 5. Investments and business positions in business entities and sources of income that, within the past two years, have contracted with the City of Chula Vista or the City's Redevelopment Agency to provide services, supplies, materials, machinery or equipment. O Category No. 6. Investments and business positions in business entities and sources of income that, within the past two years, have contracted with the department administering this Agreement to provide services, supplies, materials, machinery or equipment. O List Consultant Associates interests in real property within 2 radial miles of Project Property, if any: Page 22 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 c08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 54 15. ( ) Consultant is Real Estate Broker and/or Salesman 16. Permitted Subconsultants: Zinner Consultants Brummitt Energy Associates Lynne Mitschke, Consultant 17. Bill Processing: A. Consultant's Billing to be submitted for the following period of time: (x) Monthly ( ) Quarterly O Other: B. Day of the Period for submission of Consultant's Billing: (x) First of the Month O 15th Day of each Month ( ) End of the Month O Other: C. City's Account Number: 28577 18. Security for Performance O Performance Bond, $ ( ) Letter of Credit, $ O Other Security: Type: Amount: $ O Retention. If this space is checked, then notwithstanding other provisions to the contrary requiring the payment of compensation to the Consultant sooner, the City shall be entitled to retain, at their option, either the following"Retention Percentage" or"Retention Amount" until the City determines that the Retention Release Event, listed below, has occurred: ( )Retention Percentage: O Retention Amount: $ Retention Release Event: ( ) Completion of All Consultant Services ( ) Other: ( ) Other: The Retention Amount may be released on a monthly basis provided that Consultant has performed said monthly services to the sole satisfaction of the Assistant City Manager/Director of Development Services or his designee. Page 23 Two Party Agreement Between the City of Chula Vista and California Center for Sustainable Energy to provide assistance in the implementation of the Citv of Chula Vista's Sustainable Communities Program C:\Users\janicek\AppData\Roaming\L5\Temp\2302ddc6-50a14efi-9086-Ofb 140711 c08.docx Revised 09/18/13 JMM 2014-03-11 Agenda Packet Page 55 # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0108, Version: 1 A. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACKNOWLEDGING RECEIPT OF COUNCIL POLICY 220-01, THE CITY OF CHULA VISTA INVESTMENT POLICY AND GUIDELINES; AMENDING THE EXISTING POLICY; AND ANNUAL DELEGATION OF INVESTMENT ACTIVITY AUTHORITY TO THE DIRECTOR OF FINANCE/TREASURER B. INVESTMENT REPORT FOR THE QUARTER ENDED DECEMBER 31 , 2013 RECOMMENDED ACTION Council adopt the resolution and accept the report. SUMMARY Per California Government Code Section 53607, on an annual basis the City Council may delegate to the City Treasurer the authority to conduct the investment activities of the City. And, per Government Code Section 53646, the City Treasurer may annually present the City's Investment Policy to the City Council to reaffirm or make any changes to the existing policy. The Investment Policy provides guidelines for the investment of idle funds and affords the City various investment opportunities, as long as the investment is deemed prudent and is allowable under Government Code Section 53600, et seq. The City received the Certificate of Excellence Award from the Association of Public Treasurers United States and Canada (APT-US&C) in August 2007 for its Investment Policy, and most recently, the Policy was reviewed and adopted by City Council on February 26, 2013. At this time, staff is recommending amendments specifying the debt issued by the Federal Farm Credit Banks is an authorized investment, and adjusting the FDIC insured deposit limit to reflect the current $250,000 limit per deposit. Transmitted herewith is the City's investment report for the quarter ended December 31 , 2013. To meet the reporting requirements set forth in the California Government Code Sections 53600 et seq. and the City of Chula Vista Investment Policy, a separate report was distributed to the City Council in January 2014. ENVIRONMENTAL REVIEW The Development Services Director has reviewed the proposed activity for compliance with the California Environmental Quality Act (CEQA) and has determined that the activity is not a "Project" in accordance with Section 15378(b)(5) of the State CEQA Guidelines because it involves only acknowledgment of a Council Policy and Guidelines regarding the City's Investment Policy, delegation of investment activity authority to the Director of Finance/Treasurer and acceptance of the Quarterly Investment Report, therefore it is an organizational or administrative activity of government that will not result in a direct or indirect physical change in the environmental; therefore, pursuant to City of Chula Vista Page 1 of 3 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 56 File #: 14-0108, Version: 1 Section 15060(c)(3) of the State CEQA Guidelines the activity is not subject to CEQA. Thus, no environmental review is necessary. BOARD/COMMISSION RECOMMENDATION Not Applicable DISCUSSION Investment Policy The City's Investment Policy and Guidelines adopted on February 26, 2013, by Resolution 2013-020 intended to provide direction for the prudent investment of temporarily idle cash, and for maximizing the efficiency of the cash management process. The stated goal is to enhance the economic condition of the City while ensuring the safety of funds invested. The policy includes a list of specific investment instruments available under the relevant California Government Code sections, 53600 et seq. and 53635. Each investment transaction is made in the context of first ensuring the "safety" of principal, second, investing only for that timeframe that the cash is not needed for operational purposes ("liquidity"), and last seeking the highest return possible ("yield") provided that the first two factors are met. Per section 18.0 of the Investment Policy, each fiscal year the Finance Director shall provide a copy of the Policy for adoption by the City Council. At this time, staff recommends specifying that debt of the Federal Farm Credit Banks, which is a merger of previously authorized issuers of Federal Intermediate Credit Banks (FICB) and Federal Land Banks (FLB) debt, is sponsored and related to the federal government, and is therefore also an authorized investment under section 9.0 F. FEDERAL AGENCIES. In addition, staff recommends adjusting the FDIC insured deposit limit from the previous $100,000 amount to the current $250,000 per deposit amount. Quarterly Investment Report The total cash and investment portfolio held by the City as of December 31, 2013 was $205,981,781 . For the quarter ended December 31 , 2013, the earned interest yield was 0.66%, which is no change from the previous quarter. The weighted average maturity as of December 31 , 2013 was 2.12 years which was a small decrease from the previous quarter's 2.18 years. The weighted average maturity remains sufficiently liquid to enable the City to meet all operating requirements which might be reasonably anticipated. DECISION-MAKER CONFLICT Staff has reviewed the decision contemplated by this action and has determined that it is not site specific and consequently, the 500-foot rule found in California Code of Regulations section 18704.2 (a)(1), is not applicable to this decision. Staff is not independently aware, and has not been informed by any City Council member, of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. The investment portfolio supports the Operational Excellence goal as it seeks to maintain the safety and liquidity of the City's cash while contributing investment earnings to the bottom line. City of Chula Vista Page 2 of 3 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 57 File #: 14-0108, Version: 1 CURRENT YEAR FISCAL IMPACT Considering the projected timing of cash receipts and disbursements and the structure of the Pooled Investment Portfolio, the City should be able to comfortably meet overall cash flow needs over the next six months. There is no direct fiscal impact by this action. ONGOING FISCAL IMPACT There is no ongoing fiscal impact by this action. City of Chula Vista Page 3 of 3 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 58 RESOLUTION NO. 2014- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACKNOWLEDGING RECEIPT OF COUNCIL POLICY 220-01, THE CITY OF CHULA VISTA INVESTMENT POLICY AND GUIDELINES; AMENDING THE EXISTING POLICY; AND DELEGATING INVESTMENT ACTIVITY AUTHORITY TO THE DIRECTOR OF FINANCE/TREASURER WHEREAS, the City of Chula Vista's "Investment Policy and Guidelines," adopted on February 26,2013,by Resolution No.2013-020(the Policy),is intended to provide direction for the prudent investment of temporarily idle cash and to maximize the efficiency of the cash management process; and WHEREAS, the stated goal of the Policy is to enhance the economic condition of the City while ensuring the safety of funds invested; and WHEREAS,the Policy includes a list of specific investment instruments available pursuant to California Government Code sections 53600, et. seq. and 53635; and WHEREAS,each investment transaction is made in the context of first ensuring the"safety" of principal, second, investing only for that timeframe that the cash is not needed for operational purposes ("liquidity"), and last seeking the highest return possible ("yield")provided that the first two factors are met; and WHEREAS, in accordance with Section 18.0 of the Policy, staff has provided the City Council with a copy of the City's Investment Policy; and WHEREAS, staff recommends that the Policy be amended to specify the investment in Federal Farm Credit Bank debt as an authorized investment; and WHEREAS, staff recommends that the Policy be amended to reflect the Federal Deposit Insurance Corp. (FDIC) covered deposit limit of$250,000 per deposit; and WHEREAS,City staff recommends that the Policy be amended to reflect these changes;and WHEREAS,pursuant to California Government Code section 53607,the City Council may delegate the authority to conduct investment activities of the City to the treasurer on an annual basis. NOW,THEREFORE,BE IT RESOLVED by the City Council of the City of Chula Vista that the Director of Finance/Treasurer is delegated the authority to conduct and supervise the investment activities of the City. 2014-03-11 Agenda Packet Page 59 Resolution No. Page 2 BE IT FURTHER RESOLVED that the City Council of the City of Chula Vista does hereby amend the City Investment Policy and Guidelines by amending sections 9.0 F., 11.0, and the Glossary, in the form presented to the City Council, a copy of which shall be kept on file in the Office of the City Clerk. Presented by Approved as to form by Maria Kachadoorian Glen R. Googins Director of Finance City Attorney 2014-03-11 Agenda Packet Page 60 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 1 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (2/4/97); 19375 (2116199); 2000-050 (2115100);2001-026 (2/13/01);2002-039 (2/12102);2005-184 (6/7/05); 2006-176 (6/13/06);2008-054(2112/08); 2010-045 (3/2/10); 2011-020 (2122111); 2012-034(3/13112); 2013-020 (2/26/13) 1.0 Purpose: This "Investment Policy and Guidelines" (the "Investment Policy") Policy is intended to provide guidelines for the prudent investment of the City of Chula Vista's (the "City") cash balances, and outline policies to assist in maximizing the efficiency of the City's cash management system, while meeting the daily cash flow demands of the City. 2.0 Policy: The investment practices and policies of the City of Chula Vista are based upon state law and prudent money management. The primary goals of these practices are: A.. To ensure compliance with all Federal, State, and local laws governing the investment of public funds under the control of the Director of Finance/Treasurer. B. To protect the principal monies entrusted to the City's Finance Department. C. To provide sufficient liquidity such that funds are available as needed to meet those immediate and/or future operating requirements of the City, including but not limited to payroll, accounts payable, capital projects, debt service and any other payments. D. Achieve a reasonable rate of return within the parameters of prudent risk management while minimizing the potential for capital losses arising from market changes or issuer default. 3.0 Scope: This Investment Policy applies to all financial assets of the City of Chula Vista, as indicated in 3.1 below. These funds are accounted for in the City's Comprehensive Annual Financial Report. 3.1 Funds: The Director of Finance/Treasurer is responsible for investing the unexpended cash in the City Treasury for all funds, except for the employee's retirement funds, which are administered separately, and those funds which are managed separately by trustees appointed under indenture agreements. The Director of Finance/Treasurer will strive to maintain the level of investment of this cash as close as possible to 100%. These funds are described in the City's annual financial report and include: • General Fund • Special Revenue Funds 2014-03-11 Agenda Packet Page 61 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 22001 03/11/14 2 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (214/97); 19375 (2/16/99); 2000-050 (2/15100);2001-026 (2/13/01); 2002-039(2112102);2005-184 (6/7/05); 2006-176 (6/13/06); 2008-054(2112/08); 2010-045 (312110); 2011-020(2122/11); 2012-034(3/13112); 2013-020 (2126/13) • Capital Project Funds • Enterprise Funds • Trust and Agency Funds • Any new fiord created by the legislative body, unless specifically exempted This Investment Policy applies to all transactions involving the financial assets and related activity of the foregoing funds. 4.0 Prudence: The standard of prudence to be used by the Director of Finance/Treasurer shall be the "prudent investor standard". This shall be applied in the context of managing an overall portfolio. The "prudent investor standard" is applied to local agencies, pursuant to California Government Code Section 53600.3 which provides, in pertinent part: " ... all governing bodies of local agencies or persons authorized to make investment decisions on behalf of those local agencies investing public funds pursuant to this chapter are trustees and therefore fiduciaries subject to the prudent investor standard. When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated needs of the agency, that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the agency. ..." 4.1 Personal Responsibility: The Director of Finance/Treasurer,Assistant Director of Finance, Treasury Manager and Associate Accountant as investment officers acting in accordance with written procedures and the Investment Policy and exercising due diligence, shall be relieved of personal responsibility for an individual security's credit risk or market price changes,provided deviations from expectations are reported to the City Council in a timely fashion and appropriate action is taken to control adverse developments. 5.0 Obiective: Consistent with this aim, investments are made under the terms and conditions of California 2014-03-11 Agenda Packet Page 62 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: IN VESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 3 OF 19 ADOPTED BY: Resolution No. 17578 TDATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (214/97); 19375 (2/16/99); 2000-050 (2/15/00);2001-026 (2/13/01); 2002-039 (2/12/02); 2005-184(617105); 2006-176 (6113/06);2008-054 (2112/08); 2010-045 (3/2/10); 2011-020 (2/22/11);2012-034(3/13112);2013-020 (2126/13) Government Code Section 53600, et seq. Criteria for selecting investments and the absolute order of priority are: 5.1 Safety: Safety of principal is the foremost objective of the investment program. Investments of the City of Chula Vista shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. To attain this objective, diversification is required in order that potential losses on individual securities do not exceed the income generated from the remainder of the portfolio. 5.2 Liquidity: The City of Chula Vista's investment portfolio will remain sufficiently liquid to enable the City to meet all operating requirements which might be reasonably anticipated and to maintain compliance with any indenture agreement, as applicable. Liquidity is essential to the safety of principal. 5.3 Return on Investments: The City of Chula Vista's investment portfolio shall be designed with the objective of attaining a market-average rate of return throughout budgetary and economic cycles (market interest rates), within the City's Investment Policy's risk parameters and the City's cash flow needs. See also Section 16.1. 6.0 Delegation of Authority: The Director of Finance/Treasurer shall be responsible for all transactions undertaken and shall establish a system of controls and written procedures to regulate the activities of subordinate officials. The responsibility for the day-to-day investment of City funds will be delegated to the Associate Accountant under the general direction of the Assistant Director of Finance. 7.0 Ethics and Conflicts of Interest: In addition to state and local statutes relating to conflicts of interest, all persons involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program, or which could impair their ability to make impartial investment decisions. Employees and investment officers are required to file annual disclosure statements as required for "public officials who manage public investments" [as defined and required by the 2014-03-11 Agenda Packet Page 63 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 4 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26194 AMENDED BY: Resolution Nos. 18571 (2/4197); 19375 (2/16/99); 2000-050 (2115100); 2001-026 (2/13/01); 2002-039 (2112/02); 2005-184 (6/7105); 2006-176 (6/13/06); 2008-054 (2112108); 2010-045 (3/2/10);2011-020(2/22111);2012-034(3/13/12); 2013-020(2/26113) Political Reform Act and related regulations, including Government Code Sections 81000, et seq.,,and the rules, regulations and guidelines promulgated by California's Fair Political Practices Commission (FPPC)]. 8.0 Authorized Financial Dealers and Institutions: The City's Director of Finance/Treasurer will maintain a list of the financial institutions and brokers/dealers authorized to provide investment and depository services and will perform an annual review of the financial condition and registrations of qualified bidders and require annual audited financial statements to be on file for each company. The City will utilize Moody's Securities or other such services to determine financially sound institutions with which to do business. The City shall annually send a copy of the current Investment Policy to all financial institutions and brokers/dealers approved to do business with the City. As far as possible, all money belonging to, or in the custody of, a local agency, including money paid to the City's Director of Finance/Treasurer or other official to pay the principal, interest, or penalties of bonds, shall be deposited for safekeeping in state or national banks, savings associations, federal associations, credit unions, or federally.insured industrial loan companies in this state selected by the City's Director of Finance/Treasurer; or may be invested in the investments set forth in Section 9.0. To be eligible to receive local agency money, a bank, savings association, federal association, or federally insured industrial loan company shall have received an overall rating of not less than "satisfactory" in its most recent evaluation by the appropriate federal financial supervisory agency of its record of meeting the credit needs of California's communities, including low- and moderate- income neighborhoods. To provide for the optimum yield in the investment of City funds, the City's investment procedures shall encourage competitive bidding on transactions from approved brokers/dealers. In order to be approved by the City, the dealer must meet the following criteria: (i) the dealer must be a "primary" dealer or regional dealer that qualifies under Securities and Exchange Commission Rule 150-1 (Uniform Net Capital Rule); (ii)the dealer's institution must have an office in California; (iii)the dealer must be experienced in institutional trading practices and familiar with the California Government Code as related to investments appropriate for the City; and (iv) all other applicable criteria, as may be established in the investment procedures. All brokers/dealers and financial institutions who desire to become qualified bidders for investment transactions must submit a "Broker/Dealer Application" and related documents relative to eligibility including a current audited annual financial statement, U4 form for the broker, proof of state registration, proof of National Association of Securities Dealers certification and a certification of having read and understood the 2014-03-11 Agenda Packet Page 64 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 5 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (214197); 19375 (2116/99); 2000-050 (2115100); 2001-026 (2/13101); 2002-039 (2/12102); 2005-184 (6/7/05); 2006-176 (6113/06); 2008-054 (2/12108); 2010-045 (312/10);2011-020 (2122111); 2012-034(3/13112); 2013-020 (2/26113) City's Investment Policy and agreeing to comply with the Investment Policy. The City's Director of Finance/Treasurer shall determine if they are adequately capitalized (i.e. minimum capital requirements of$10,000,000 and five years of operation). 9.0 Authorized & Suitable Investments: The City is authorized by California Government Code Section 53600, et. seq.,to invest in specific types of securities. Investments not specifically listed below are deemed inappropriate and prohibited: A. BANKERS' ACCEPTANCES, maximum 25% of portfolio (up to 40% with Council approval). Maximum term 180 days. Banks must have a short term rating of at least AUPI and a long-term rating of A or higher as provided by Moody's Investors Service or Standard and Poor's Corp. No more than 30% of the agency's money may be invested in the bankers' acceptances of any one commercial bank pursuant to this section. B. NEGOTIABLE CERTIFICATES OF DEPOSIT. These are issued by commercial banks and thrift institutions against funds deposited for specified periods of time and earn specified or variable rates of interest. Negotiable certificates of deposit (NCD) differ from other certificates of deposit by their liquidity. NCD's are traded actively in secondary markets. In compliance with California Code 53601.8, all FDIC insured CD's, whether directly placed or placed through a private sector entity, will be classified as a Negotiable Certificate of Deposit. a. Maximum Maturity 1. The maximum maturity of a NCD issue shall be 5 years. 2. The maximum maturity of any FDIC insured CD's, whether directly placed or placed through a private sector entity, shall be 13 months. b. Maximum Exposure of Portfolio - The maximum exposure to the Portfolio for this category shall be 30%. c. Maximum Exposure Per Issue - The maximum exposure to a single issue shall be 2.5% of the Portfolio value. d. Maximum Exposure Per Issuer - The maximum exposure to a single issuer shall be 5% of the Portfolio value. c. Minimum Credit Requirement 1. All NCD must have the following investment grade from one of these rating firms. If unrated by Standard & Poor's, security would need to be authorized by Standard & Poor's with a shadow rating prior to purchase. a) Standard& Poor's -A-1 or A(long-term when applicable) 2014-03-11 Agenda Packet Page 65 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 6 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (2/4/97); 19375 (2/16/99); 2000-050 (2/15/00);2001-026 (2/13/01); 2002-039 (2/12/02); 2005-184 (6/7/05); 2006-176 (6/13/06); 2008-054 (2/12/08); 2010-045 (3/2/10); 2011-020 (2/22/11); 2012-034(3113/12); 2013-020 (2/26/13) b) Moody's -P-1 or A(long-term when applicable) c) Fitch- F-I or A(long-term when applicable) (For NCD's 1 year or less, use short-term rating) (For NCD's over 1 year, use long-term rating) 2. There is no minimum credit requirement for FDIC insured CD's, whether directly placed or placed through a private sector entity. C. COMMERCIAL PAPER, maximum 25% of portfolio. Maximum term 270 days. Commercial paper of prime quality of the highest ranking or of the highest letter and number rating as provided for by Moody's Investor Services, Standard & Poor's and Fitch Financial Services. The issuing corporation must be organized and operating within the United States, with total assets in excess of$500 million and shall issue debt, other than commercial paper, that is rated "A" or higher by Moody's, S&P and Fitch. Split ratings (i.e. A2/Pl) are not allowable. No more than 10% of the outstanding commercial paper of any single corporate issue may be purchased. D. BONDS ISSUED BY THE CITY OR ANY LOCAL AGENCY WITHIN THE STATE OF CALIFORNIA. Bonds must have an"A"rating or better from a nationally recognized authority on ratings. E. OBLIGATIONS OF THE UNITED STATES TREASURY. United States Treasury Notes, bonds, bills or certificates of indebtedness, or those for which the faith and credit of the United States are pledged for the payment of principal and interest. There is no limit on the percentage of the portfolio that can be invested in this category. F. FEDERAL AGENCIES. Debt instruments issued by agencies of the Federal government. Though not general obligations of the U.S. Treasury, such securities are sponsored by the government or related to the government and, therefore, have high safety ratings. The following are authorized Federal Intermediate Credit Bank (FICB), Federal Land Bank (FLB), Federal Home Loan Bank (FHLB), Federal National Mortgage Association (FNMA), Federal Home Loan Mortgage Corporation (FHLMC), Federal Farm Credit Bank (FFCB), Government National Mortgage Association (GNMA), Tennessee Valley Authorities (TVA), Student Loan Marketing Association (SLMA) and Small Business Administration (SBA). There is no limit on the percentage of the portfolio that can be invested in this category. G. REPURCHASE AGREEMENT, maximum term 3 months. Investments in repurchase agreements may be made, on any investment authorized in this section, 2014-03-11 Agenda Packet Page 66 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 7 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (2/4/97); 19375 (2116/99); 2000-050 (2/15/00); 2001-026 (2/13/01);2002-039 (2/12/02); 2005-184 (6/7/05); 2006-176 (6/13/06); 2008-054 (2112/08); 2010-045 (3/2/10); 2011-020 (2/22/11); 2012-034(3/13/12); 2013-020 (2/26113) when the term of the agreement does not exceed 3 months. A Master Repurchase Agreement must be signed with the bank or broker/dealer who is selling the securities to the City. H. REVERSE-REPURCHASE AGREEMENTS (Requires Council approval for each transaction). Reverse repurchase agreements or securities lending agreements may be utilized only when all of the following conditions are met: a) The security to be sold on reverse repurchase agreement or securities lending agreement has been owned and fully paid for by the local agency for a minimum of 30 days prior to sale. b) The total of all reverse repurchase agreements and securities lending agreements on investments owned by the local agency does not exceed 20% of the base value of the portfolio. c) The agreement does not exceed a term of 92 days, unless the agreement includes a written codicil guaranteeing a minimum earning or spread for the entire period between the sale of a security using a reverse repurchase agreement or securities lending agreement and the final maturity date of the same security. d) Funds obtained or fonds within the pool of an equivalent amount to that obtained from selling a security to a counter party by way of a reverse repurchase agreement or securities lending agreement, shall not be used to purchase another security with a maturity longer than 92 days from the initial settlement date of the reverse repurchase agreement or securities lending agreement, unless the reverse repurchase agreement or securities lending agreement includes a written codicil guaranteeing a minimum earning or spread for the entire period between the sale of a security using a reverse repurchase agreement or securities lending agreement and the final maturity date of the same security. Investments in reverse repurchase agreements, securities lending agreements, or similar investments in which the local agency sells securities prior to purchase with a simultaneous agreement to repurchase the security shall only be made with primary dealers of the Federal Reserve Bank of New York or with a nationally or state-chartered bank that has or has had a significant banking relationship with a local agency. e) For purposes of this policy, "significant banking relationship" means any of the following activities of a bank: i. Involvement in the creation, sale, purchase, or retirement of a local agency's bonds, warrants,notes, or other evidence of indebtedness. ii. Financing of a local agency's activities. iii. Acceptance of a local agency's securities or funds as deposits. 2014-03-11 Agenda Packet Page 67 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 8 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (2/4/97); 19375 (2/16/99);2000-050 (2/15/00);2001-026 (2/13/01); 2002-039 (2/12/02); 2005-184 (6/7/05); 2006-176 (6/13/06); 2008-054 (2/12/08); 2010-045 (3/2/10); 2011-020 (2/22/11); 2012-034(3/13/12); 2013-020 (2/26/13) I. MEDIUM-TERM CORPORATE NOTES, maximum 20% of portfolio (30% with Council approval), with a maximum remaining maturity of five years or less. Notes eligible for investment shall be "A" rated or its equivalent or better as determined by a nationally recognized rating service. J. TIME DEPOSITS-CERTIFICATES OF DEPOSIT (non-negotiable certificates of deposit). Maximum of 3 years. Deposits must be made with banks or savings & loan that have a short term rating of A1/P1 or a long term rating of at least a single A from a generally recognized authority on ratings. K. OBLIGATIONS OF THE STATE OF CALIFORNIA. Obligations must be"A"rated or better from a nationally recognized authority on ratings. L. MONEY MARKET FUNDS, maximum 15% of portfolio (Requires Council approval for each transaction). No more than 10% of the agency's surplus funds may be invested in shares of beneficial interest of any one Money Market fund. Local agencies may invest in "shares of beneficial interest" issued by diversified management companies which invest only in direct obligations in U.S. Treasury bills, notes and bonds, and repurchase agreements with a weighted average of 60 days or less. They must have the highest rating from two national rating agencies, must maintain a daily principal per share value of $1.00 per share and distribute interest monthly, and must have a minimum of$500 million in assets under management. The purchase price of the shares may not include commission. M. SAN DIEGO COUNTY TREASURER'S POOLED MONEY FUND. Also known as the San Diego County Investment Pool, the pool is a local government money fund created to invest the assets of the County of San Diego and other public agencies located within the County. The three primary objectives of the County Pool are to safeguard principal; to meet liquidity needs of Pool participants; and to achieve an investment return on the funds within the guidelines of prudent risk management. Investment in the County Pool is highly liquid and the City may invest with no portfolio percentage limit. N. THE LOCAL AGENCY INVESTMENT FUND (LAIF). LAIF is a special fund of the California State Treasury through which any local government may pool investments. The City may invest up to $50 million in this fund. Investments in LAIF are highly liquid and may be converted to cash within 24 hours. 2014-03-11 Agenda Packet Page 68 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 9 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (2/4197); 19375 (2/16/99); 2000-050 (2115100);2001-026 (2/13/01); 2002-039 (2/12/02); 2005-184 (6/7/05); 2006-176 (6/13106); 2008-054 (2/12/08); 2010-045 (3/2/10); 2011-020 (2/22/11); 2012-034(3/13/12); 2013-020 (2/26/13) O. INVESTMENT TRUST OF CALIFORNIA(CaITRUST). The City may invest in shares of beneficial interest issued by the Investment Trust of California (Ca1TRUST), a local government investment pool established by local entities as a joint powers authority pursuant to California Government Code Sections 6509.7 and 53601(p), provided: Ca1TRUST investments are limited to the securities and obligations authorized for local agency investment pursuant to Subdivisions (a) to (n), inclusive, of California Government Code Section 53601; and • Ca1TRUST shall have retained an investment adviser that: Is registered or exempt from registration with the Securities and Exchange Commission; and Has not less than five years experience investing in the securities and obligations authorized for local agency investment pursuant to subdivisions (a) to (n), inclusive, of California Govermnent Code Section 53601; and Has assets under management in excess of five hundred million dollars ($500,000,000). 9.1 Investment Pools: The City's Director of Finance/Treasurer or designee shall be required to investigate all local government investment pools and money market mutual funds prior to investing and performing at least a quarterly review thereafter while the City is invested in the pool or the money market fund. LAIF is authorized under provisions in Section 16429.1 of the California Government Code as an allowable investment for local agencies even though some of the individual investments of the pool are not allowed as a direct investment by a local agency. 10.0 Portfolio Adjustments: Should any investment listed in section 9.0 exceed a percentage-of-portfolio limitation due to an incident such as fluctuation in portfolio size, the affected securities may be held to maturity to avoid losses. When no loss is indicated, the Director of Finance/Treasurer shall consider reconstructing the portfolio basing his or her decision on the expected length of time the portfolio will be unbalanced. If this occurs, the City Council shall be notified. 11.0 Collateralization: Under provisions of the California Government Code, California banks, and savings and loan associations are required to secure the City's deposits by pledging government securities with a value 2014-03-11 Agenda Packet Page 69 COUNCIL POLICY CITY OF CHULA VISTA SU113.7ECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 10 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07126/94 AMENDED BY: Resolution Nos. 18571 (214197); 19375 (2116199); 2000-050(2115100); 2001-026 (2/13101); 2002-039 (2112/02); 2005-184 (617105); 2006-176 (6113106); 2008-054 (2112108); 2010-045 (312110); 2011-020 (2122111); 2012-034(3113112); 2013-020 (2126113) of 110 % of principal and accrued interest. California law also allows financial institutions to secure City deposits by pledging first trust deed mortgage notes having a value of 150% of the City's total deposits. Collateral will always be held by an independent third party. A clearly marked evidence of ownership (safekeeping receipt) must be supplied to the City and retained. The market value of securities that underlay a repurchase agreement shall be valued at 102% or greater of the funds borrowed against those securities and the value shall be adjusted no less than quarterly. Since the market value of the underlying securities is subject to daily market fluctuations, the investments in repurchase agreements shall be in compliance if the value of the underlying securities is brought back up to 102% no later than the next business day. The Director of Finance/Treasurer, at his or her discretion, may waive the collateral requirement for deposits that are fully insured up to $250,000 by the Federal Deposit Insurance Corporation. The right of collateral substitution is granted. 12.0 Safekeeping and Custody: All City investments shall identify the City of Chula Vista as the registered owner, and all interest and principal payments and withdrawals shall indicate the City of Chula Vista as the payee. All securities shall be safe kept with the City itself or with a qualified financial institution, contracted by the City as a third party. All agreements and statements will be subject to review annually by external auditors in conjunction with their audit. In the event that the City has a financial institution hold the securities, a separate custodial agreement shall be required. All securities shall be acquired by the safekeeping institution on a"Delivery-Vs-Payment" (DVP) basis. For Repurchase Agreements, the purchase may be delivered by book entry,physical delivery or by third-parry custodial agreement consistent with the Government Code. The transfer of securities to the counter party bank's customer book entry account may be used for book entry delivery. 13.0 Diversification: The City's investment portfolio will be diversified to avoid incurring unreasonable and avoidable risks associated with concentrating investments in specific security types, maturity segment, or in individual financial institutions. With the exception of U.S. Treasury securities and authorized pools, no more than 60% of the total investment portfolio will be invested in a single security type or with a single financial institution. In addition, no more than 10% of the investment portfolio shall be in securities of any one issuer except for U.S. Treasuries and U.S. Government Agency issues. A. Credit risk, defined as the risk of loss due to failure of the insurer of a security, shall be mitigated by investing in those securities with an "A" or above rating and approved in the Investment Policy and by diversifying the investment portfolio so that the failure of anyone issuer would not unduly 2014-03-11 Agenda Packet Page 70 COUNCIL,POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 11 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (2/4/97); 19375 (2/16/99); 2000-050 (2115/00); 2001-026 (2/13/01); 2002-039 (2/12/02);2005-184 (6/7105); 2006-176 (6/13/06); 2008-054 (2/12/08); 2010-045 (3/2110); 2011-020 (2/22/11); 2012-034(3/13/12); 2013-020 (2/26/13) harm the City's cash flow. B. Market risk, defined as the risk of market value fluctuations due to overall changes in the general level of interest rates, shall be mitigated by structuring the portfolio so that securities mature at the same time that major cash outflows occur, thus eliminating the need to sell securities prior to their maturity. It is explicitly recognized herein, however, that in a diversified portfolio, occasional measured losses are inevitable and must be considered within the context of overall investment return. The City's investment portfolio will remain sufficiently liquid to enable the City to meet all operating requirements which might be reasonably anticipated. 14.0 Maximum Maturities: To the extent possible, the City will attempt to match its investments with anticipated cash flow requirements. Unless matched to a specific cash flow, the City will not directly invest in securities maturing more than five (5) years from the date of purchase, unless, the legislative body has granted express authority to make that investment either specifically, or as a part of an investment program approved by the City Council. 15.0 Internal Control: The Director of Finance/Treasurer shall establish a system of internal controls designed to prevent loss of public funds due to fraud, employee error, misrepresentation by third parties, or unanticipated market changes. No investment personnel may engage in an investment transaction except as provided for under the terms of this Investment Policy and the procedure established by the Director of Finance/Treasurer. The external auditors shall annually review the investments with respect to the Investment Policy. This review will provide internal control by assuring compliance with policies and procedures for the investments that are selected for testing. Additionally, account reconciliation and verification of general ledger balances relating to the purchasing or maturing of investments and allocation of investments to fund balances shall be performed by the Finance Department and approved by the Director of Finance/Treasurer. To provide further protection of City funds, written procedures prohibit the wiring of any City funds without the authorization of at least two of the following five designated City staff: 1. Director of Finance/Treasurer 2. Assistant Director of Finance 2014-03-11 Agenda Packet Page 71 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 12 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (2/4/97); 19375 (2/16/99); 2000050 (2/15/00);2001-026 (2/13/01); 2002-039 (2/12/02); 2005-184 (6/7/05); 2006-176 (6/13/06); 2008-054 (2/12/08); 2010-045 (3/2/10); 2011-020 (2/22/11); 2012-034(3/13/12); 2013-020 (2/26/13) 3. Treasury Manager 4. Fiscal Operations Manager 5. Associate Accountant 16.0 Performance Standards: This Investment Policy shall be reviewed at least annually by the Director of Finance/Treasurer to ensure its consistency with the overall objective of preservation of principal, liquidity, and return, and its relevance to current law and financial and economic trends. All financial assets of all other funds shall be administered in accordance with the provisions of this Investment Policy. The monies entrusted to the Director of Finance/Treasurer will be held in a passively managed ("hold to maturity") portfolio. However,the Director of Finance/Treasurer will use best efforts to observe, review, and react to changing conditions that affect the portfolio, and to do so in a manner that is consistent with this Investment Policy. 16.1 Market Yield (Benchmark): The investment portfolio shall be managed to attain a market-average rate of return throughout budgetary and economic cycles, taking into account the City's investment risk constraints and cash flow. Investment return becomes a consideration only after the basic requirements of investment safety and Iiquidity have been met. Because the investment portfolio is designed to operate on a `hold-to-maturity' premise (or passive investment style) and because of the safety, liquidity, and yield priorities, the performance benchmark that will be used to determine whether market yields are being achieved shall be the average of the monthly LAIF rate and the 12-month rolling average 2-Year Constant Maturity Treasury (CMT) rate. While the City will not make investments for the purpose of trading or speculation as the dominant criterion, the Director of Finance/Treasurer shall seek to enhance total portfolio return by means of ongoing portfolio and cash management. The prohibition of highly speculative investments precludes pursuit of gain or profit through unusual risk and precludes investments primarily directed at gains or profits from conjectural fluctuations in market prices. The Director of Finance/Treasurer will not directly pursue any investments that are leveraged or deemed derivative in nature. However, as long as the original investments can be justified by their ordinary earning power, trading in response to changes in market value can be used as part of on- going portfolio management. 17.0 Reporting: 2014-03-11 Agenda Packet Page 72 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 13 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (214197); 19375 (2/16199); 2000-050 (2/15/00); 2001-026 (2/13/01); 2002-039 (2/12/02); 2005-184 (6/7/05); 2006-176 (6/13/06); 2008-054 (2112/08);2010-045 (3/2110); 2011-020 (2122/11); 2012-034(3/13/12);2013-020 (2/26/13) The Director of Finance/Treasurer shall submit a quarterly investment report to the City Council and City Manager following the end of each quarter. This report will include the following elements: • Type of investment • Institutional issuer • Purchase date • Date of maturity • Amount of deposit or cost of the investment + Face value of the investment • Current market value of securities and source of valuation • Rate of interest • Interest earnings • Statement relating the report to its compliance with the Statement of Investment Policy or the manner in which the portfolio is not in compliance • Statement on availability of finds to meet the next six month's obligations • Monthly and year-to-date budget amounts for interest income • Percentage of portfolio by investment type • Days to maturity for all investments • Comparative report on monthly investment balances & interest yields • Monthly transactions • Compare portfolio yield to the yield attained by the County of San Diego and the five largest cities in the county for the same period. In addition, a commentary on capital markets and economic conditions may be included with the report. 18.0 Investment Policy Adoption: Each fiscal year, the Finance Director shall provide a copy of the City's current Investment Policy and Guidelines to the City Council. By virtue of a resolution of the City Council of the City of Chula Vista,the Council shall acknowledge the receipt of the Policy for the respective fiscal year. GLOSSARY AGENCIES: Federal agency securities. ASKED: The price at which securities are offered. (The price at which a firm will sell a security to anjj 2014-03-11 Agenda Packet Page 73 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 14 OF 19 ADOPTED BY: Resolution No. 17578 FDATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (2/4/97); 19375 (2/16/99); 2000-050 (2/15100);2001-026 (2/13/01); 2002-039 (2112/02); 2005-184 (6/7105); 2006-176 (6/13/06); 2008-054 (2112/08); 2010-045 (3/2/10); 2011-020 (2/22/11); 2012-034(3/13/12); 2013-020 (2/26/13) investor.) BANKERS' ACCEPTANCE (BA): A draft or bill or exchange accepted by a bank or trust company. -The accepting institution guarantees payment of the bill, as well as the issuer. The drafts are drawn on a bank by an exporter or importer to obtain funds to pay for specific merchandise. An acceptance is a high-grade negotiable instrument. BASIS POINT: One one-hundredth of a percent(i.e., 0.01 BID: The price offered by a buyer of securities. (When you are selling securities,you ask for a bid.) BROKER: A broker brings buyers and sellers together for a commission. He does not take a position. CERTIFICATE OF DEPOSIT (CD): A time deposit with a specific maturity evidenced by a certificate. Large-denomination CD's are typically negotiable. COLLATERAL: Securities, evidence of deposit or other property, which a borrower pledges to secure repayment of a loan. Also refers to securities pledged by a bank to secure deposits of public monies. COMMERCIAL PAPER: Short term unsecured promissory note issued by a corporation to raise working capital. These negotiable instruments are purchased at a discount to par value or at par value with interest bearing. Commercial paper is issued by corporations such as General Motors Acceptance Corporation, IBM, Bank of America, etc. COUPON: a.) The annual rate of interest that a bond's issuer promises to pay the bondholder on the bond's face value. b.) A certificate attached to a bond evidencing interest due on a payment date. DEALER: A dealer, as opposed to a broker, acts as a principal in all transactions, buying and selling for his own account. DEBENTURE: A bond secured only by the general credit of the issuer. DELIVERY VERSUS PAYMENT: There are two methods of delivery of securities: delivery versus payment and delivery versus receipt. Delivery versus payment is delivery of securities with an exchange of money for the securities. Delivery versus receipt is delivery of securities with an 2014-03-11 Agenda Packet Page 74 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 15 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (214/97); 19375 (2/16/99); 2000-050 (2115/00);2001-026 (2/13/01); 2002-039 (2/12/02); 2005-184 (6/7/05); 2006-176 (6/13/06); 2008-054 (2/12/08);2010-045 (3/2/10); 2011-020 (2/22/11); 2012-034(3/13/12); 2013-020(2/26/13) exchange of a signed receipt for the securities. DISCOUNT: The difference between the cost price of a security and its maturity when quoted at lower than face value. A security selling below original offering price shortly after sale also is considered to be at a discount. DISCOUNT SECURITIES: Non-interest bearing money market instruments that are issued at a discount and redeemed at maturity for full face value (e.g., U.S. Treasury Bills). DIVERSIFICATION: Dividing investment funds among a variety of securities offering independent returns. FEDERAL CREDIT AGENCIES: Agencies of the Federal government set up to supply credit to various classes of institutions (e.g., S&L's, small business firms, students, farmers, farm cooperatives, and exporters). FEDERAL DEPOSIT INSURANCE CORPORATION (FDIC): A Federal agency that insures bank deposits, currently up to $250,000 per deposit. FEDERAL FUNDS RATE: The rate of interest at which Federal funds are traded. This rate is currently pegged by the Federal Reserve though open-market operations. FEDERAL HOME LOAN BANKS (FHLB): The institutions that regulate and lend to savings and loan associations. The Federal Home Loan Banks play a role analogous to that played by the Federal Reserve Banks vis-a-vis member commercial banks. FEDERAL HOME LOAN MORTGAGE CORPORATION (FHLMC): Created to promote the development of a nationwide secondary market in mortgages. It does this by purchasing residential mortgages from financial institutions insured by an agency of the federal government and selling its interest in them through mortgage backed securities. The interest and principal payments from the mortgages pass through to the investors either monthly, semiannually or annually. FEDERAL LAND BANK (FLB): Long-term mortgage credit provided to farmers by Federal Land Banks. These bonds are issued at irregular times for various maturities ranging from a few months to ten years. FEDERAL NATIONAL MORTGAGE ASSOCIATION (FNMA): FNMA, like GNMA wasjj 2014-03-11 Agenda Packet Page 75 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 16 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (2/4/97); 19375 (2/16/99); 2000-050 (2/15/00); 2001-026 (2/13/01); 2002-039 (2/12/02); 2005-184 (6/7/05); 2006-176 (6/13/06); 2008-054 (2/12/08); 2010-045 (3/2/10); 2011-020 (2/22/11);2012-034(3/13/12); 2013-020 (2/26113) chartered under the Federal National Mortgage Association Act in 1938. FNMA is a Federal corporation working under the auspices of the Department of Housing and Urban Development (HUD). It is the largest single provider of residential mortgage funds in the United States. Fannie Mae, as the corporation is called, is a private stockholder-owned corporation. The corporation's purchases include a variety of adjustable mortgages and second loans, in addition to fixed-rate mortgages. FNMA's securities are highly liquid and are widely accepted. FNMA assumes and guarantees that all security holders will receive timely payment of principal and interest. FEDERAL OPEN MARKET COMMITTEE (FOMC): Consists of seven members of the Federal Reserve Board and five of the twelve Federal Reserve Bank Presidents. The President of the New York Federal Reserve Bank is a permanent member, while the other presidents serve on a rotating basis. The committee periodically meets to set Federal Reserve guidelines regarding purchases and sales of Government Securities in the open market as a means of influencing the volume of bank credit and money. FEDERAL RESERVE SYSTEM: The central bank of the United States created by Congress and consisting of a seven-member Board of Governors in Washington, D.C.; 12 regional banks and about 5,700 commercial banks are members of the system. GOVERNMENT NATIONAL MORTGAGE ASSOCIATION (GNMA OR GINNIE MAE): Securities influencing the volume of bank credit guaranteed by GNMA and issued by mortgage bankers, commercial banks, savings and loan associations and other institutions. ,Security holder is protected by full faith and credit of the U.S. Government. Ginnie Mae securities are backed by the FHA or VA mortgages. The term"pass-through" is often used to describe Ginnie Maes. LIQUIDITY: A liquid asset is one that can be converted easily and rapidly into cash without a substantial loss of value. In the money market, a security is said to be liquid if the spread between bid and asked prices is narrow and reasonable size can be done at those quotes. LOCAL GOVERNMENT INVESTMENT POOL (LGIP): The aggregate of all funds from political subdivisions that are placed in the custody of the State Treasurer for investment and reinvestment. MARKET VALUE: The price at which a security is trading and could presumable be purchased or sold. MARKET REPURCHASE AGREEMENT: A written contract covering all future transactions 2014-03-11 Agenda Packet Page 76 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 17 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (2/4197); 19375 (2/16199); 2000-050 (2115/00);2001-026 (2113/01); 2002-039 (2112/02); 2005-184 (6/7/05); 2006-176 (6/13/06); 2008-054 (2/12108); 2010-045 (312/10); 2011-020 (2/22/11); 2012-034(3/13112); 2013-020 (2/26/13) between the parties to repurchase-reverse agreements that establish each party's rights in the transactions. A master agreement will often specify, among other things, the right of the buyer-lender to liquidate the underlying securities in the event of default by the seller-borrower. MATURITY: The date upon which the principal or stated value of an investment becomes due and payable. NEGOTIABLE CERTIFICATES OF DEPOSIT: Unsecured obligations of the financial institution, bank or savings and loan, bought at par value with the promise to pay face value plus accrued interest at maturity. They are high-grade negotiable instruments, paying a higher interest rate than regular certificates of deposit. OFFER: The price asked by a seller of securities. (When you are buying securities, you ask for an offer). OPEN MARKET OPERATIONS: Purchases and sales of government and certain other securities in the open market by the New York Federal Reserve Bank as directed by the FOMC in order to influence the volume of money and credit in the economy. Purchases inject reserves into the bank system and stimulate growth of money and credit: Sales have the opposite effect. Open market operations are the Federal Reserve's most important and most flexible monetary Policy tool. PORTFOLIO: Collection of securities held by an investor. PRIMARY DEALER: A group of government securities dealers who submit daily reports of market activity and positions and monthly financial statements to the Federal Reserve Bank of New York and are subject to its informal oversight. Primary dealers include Securities and Exchange Commission (SEC)-registered securities broker/dealers, banks and a few unregulated firms. PRUDENT PERSON RULE: An investment standard. In some states, the law requires that a fiduciary, such as a trustee, may invest money only in a list of securities selected by the custody state- the so-called "legal list". In other states, the trustee may invest in a security if it is one that would be bought by a prudent person of discretion and intelligence who is seeking a reasonable income and preservation of capital. RATE OF RETURN: The yield obtainable on a security based on its purchase price or its current market price. REPURCHASE AGREEMENT (RP OR REPO): A holder of securities sells these securities to an 2014-03-11 Agenda Packet Page 77 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 18 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (214197); 19375 (2116/99); 2000-050 (2115100); 2001-026 (2/13/01); 2002-039 (2112102);2005-184(617/05); 2006-176 (6/13/06); 2008-054 (2112/08); 2010-045 (3/2110); 2011-020 (2122111); 2012-034(3113112); 2013-020 (2/26/13) investor with an agreement to repurchase them at a fixed date. The security"buyer" in effect lends the "seller"money for the period of the agreement, and the terms of the agreement are structured to compensate him for this. Dealers use RP extensively to finance their position. Exception: when the Fed is said to be doing RP, it is lending money that is, increasing bank reserves. SAFEKEEPING: A service to customers rendered by banks for a fee whereby securities and valuables of all types and descriptions are held in the bank's vaults for protection. STUDENT LOAN MARKETING ASSOCIATION (SLMA or SALLIE MAE): A U.S. Corporation and instrumentality of the U.S. Goverlunent. Through its borrowings, funds are targeted for loans to students in higher education institutions. SLMA securities are highly liquid and are widely accepted. SMALL BUSINESS ADMINISTRATION (SBA): The portion of these securities which are guaranteed by the Federal government to provide financial assistance through direct loans and loan guarantees to small businesses. Cash flows from these instruments may not be in equal installments because of prepayments. SECONDARY MARKET: A market made for the purchase and sale of outstanding issues following the initial distribution. SECURITIES & EXCHANGE COMMISSION: Agency created by Congress to protect investors in securities transactions by administering securities legislation. SEC RULE 15C3-1: See "Uniform Net Capital Rule". TENNESSEE VALLEY AUTHORITIES (TVA). A U.S. Corporation created in the 1930's to electrify the Tennessee Valley area; currently a major utility headquartered in Knoxville, Tennessee. TVA securities are highly liquid and are widely accepted. TREASURY BILLS: A non-interest bearing discount security issued by the U.S. Treasury to finance the national debt. Most bills are issued to mature in three months, six months, or one year. TREASURY BOND: Long-term U.S. Treasury securities having initial maturities of more than 10 years. TREASURY NOTES: Intermediate-term coupon bearing U.S. Treasury having initial maturities of 2014-03-11 Agenda Packet Page 78 COUNCIL POLICY CITY OF CHULA VISTA SUBJECT: INVESTMENT POLICY AND POLICY EFFECTIVE GUIDELINES NUMBER DATE PAGE 220-01 03/11/14 19 OF 19 ADOPTED BY: Resolution No. 17578 DATED: 07/26/94 AMENDED BY: Resolution Nos. 18571 (2/4/97); 19375 (2/16/99); 2000-050 (2115/00); 2001-026 (2/13/01); 2002-039 (2/12/02); 2005-184 (6/7105); 2006-176 (6/13/06); 2008-054 (2/12/08); 2010-045 (3/2/10); 2011-020 (2/22/11); 2012-034(3/13/12); 2013-020 (2/26/13) one year to ten years. UNIFORM NET CAPITAL RULE: Securities and Exchange Commission requirement that member firms as well as nonmember broker/dealers in securities maintain a maximum ratio of indebtedness to liquid capital of 15 to 1; also called net capital rule and net capital ratio. Indebtedness covers all money owed to a firm, including margin.loans and commitments to purchase securities, one reason new public issues are spread among members of underwriting syndicates. Liquid capital includes cash and assets easily converted into cash. YIELD: The rate of annual income return on an investment, expressed as a percentage. (a) Income Yield is obtained by dividing the current dollar income by the current market price for the security. (b) Net Yield or Yield to Maturity is the current income yield minus any premium above par or plus any discount from par in purchase price, with the adjustment spread over the period from the date of purchase to the date of maturity of the bond. 2014-03-11 Agenda Packet Page 79 CITY OF CHULA VISTA INVESTMENT POLICY AND GUIDELINES F. FEDERAL AGENCIES Debt instruments issued by agencies of the Federal government. Though not general obligations of the U.S. Treasury, such securities are sponsored by the government or related to the government and, therefore, have high safety ratings. The following are authorized Federal Intermediate Credit Bank (FICB), Federal Land Bank (FLB), Federal Home Loan Bank (FHLB), Federal National Mortgage Association (FNMA), Federal Home Loan Mortgage Corporation (FHLMC), Federal Faun Credit Bank (FFCB), Government National Mortgage Association (GNMA), Tennessee Valley Authorities (TVA), Student Loan Marketing Association(SLMA) and Small Business Administration(SBA). There is no limit on the percentage of the portfolio that can be invested in this category. G. REPURCHASE AGREEMENT, maximum term 3 months. Investments in repurchase agreements may be made, on any investment authorized in this section, when the term of the agreement does not exceed 3 months. A Master Repurchase Agreement must be signed with the bank or broker/dealer who is selling the securities to the City. H. REVERSE-REPURCHASE AGREEMENTS (Requires Council approval for each transaction) Reverse repurchase agreements or securities lending agreements may be utilized only when all of the following conditions are met: a) The security to be, sold on reverse repurchase agreement or securities lending agreement has been owned and fully paid for by the local agency for a minimum of 30 days prior to sale. b) The total of all reverse repurchase agreements and securities lending agreements on investments owned by the local agency does not exceed 20% of the base value of the portfolio. c) The agreement does not exceed a term of 92 days, unless the agreement includes a written codicil guaranteeing a minimum earning or spread for the entire period between the sale of a security using a reverse repurchase agreement or securities lending agreement and the final maturity date of the same security. d) Funds obtained or funds within the pool of an equivalent amount to that obtained from selling a security to a counter party by way of a reverse repurchase agreement or securities lending agreement, shall not be used to purchase another security with a maturity longer than 92 days from the initial settlement date of the reverse repurchase agreement or securities lending agreement, unless the reverse repurchase agreement or securities lending agreement includes a written codicil guaranteeing a minimum earning or spread for the entire period between the sale of a security using a reverse repurchase agreement or securities lending agreement and the final maturity date of the same security. Investments in reverse repurchase agreements, securities lending agreements, or similar investments in which the local agency sells securities prior to purchase with a simultaneous agreement to repurchase the security shall only be made with primary dealers of the Federal Reserve Bank of New York or with a nationally or state-chartered bank that has or has had a significant banking relationship with a local agency. 7 2014-03-11 Agenda Packet Page 80 CITY OF CHULA VISTA INVESTMENT POLICY AND GUIDELINES 11.0 Collateralization: Under provisions of the California Government Code, California banks, and savings and loan associations are required to secure the City's deposits by pledging government securities with a value of 110 % of principal and accrued interest. California law also allows financial institutions to secure City deposits by pledging first trust deed mortgage notes having a value of 150% of the City's total deposits. Collateral will always be held by an independent third parry. A clearly marked evidence of ownership (safekeeping receipt) must be supplied to the City and retained. The market value of securities that underlay a repurchase agreement shall be valued at 102% or greater of the funds borrowed against those securities and the value shall be adjusted no less than quarterly. Since the market value of the underlying securities is subject to daily market fluctuations, the investments in repurchase agreements shall be in compliance if the value of the underlying securities is brought back up to 102% no later than the next business day. The Director of Finance/Treasurer, at his or her discretion, may waive the collateral requirement for deposits that are fully insured up to $250,000 4-0n by the Federal Deposit Insurance Corporation. The right of collateral substitution is granted. 12.0 Safekeeping and Custody: All City investments shall identify the City of Chula Vista as the registered owner, and all interest and principal payments and withdrawals shall indicate the City of Chula Vista as the payee. All securities shall be safe kept with the City itself or with a qualified financial institution, contracted by the City as a third party. All agreements and statements will be subject to review annually by external auditors in conjunction with their audit. In the event that the City has a financial institution hold the securities, a separate custodial agreement shall be required. All securities shall be acquired by the safekeeping institution on a "Delivery-Vs-Payment" (DVP) basis. For Repurchase Agreements, the purchase may be delivered by book entry, physical delivery or by third-party custodial agreement consistent with the Government Code. The transfer of securities to the counter party bank's customer book entry account may be used for book entry delivery. 13.0 Diversification: The City's investment portfolio will be diversified to avoid incurring unreasonable and avoidable risks associated with concentrating investments in specific security types, maturity segment, or in individual financial institutions. With the exception of U.S. Treasury securities and authorized pools, no more than 60% of the total investment portfolio will be invested in a single security type or with a single financial institution. In addition, no more than 10% of the investment portfolio shall be in securities of any one issuer except for U.S. Treasuries and U.S. Government Agency issues. A. Credit risk, defined as the risk of loss due to failure of the insurer of a security, shall be mitigated by investing in those securities with an "A" or above rating and approved in the Investment Policy and by diversifying the investment portfolio so that the failure of anyone issuer would not unduly harm the City's cash flow. 10 2014-03-11 Agenda Packet Page 81 CITE' OF CHULA VISTA INVESTMENT POLICE'AND GUIDELINES with an exchange of money for the securities. Delivery versus receipt is delivery of securities with an exchange of a signed receipt for the securities. DISCOUNT: The difference between the cost price of a security and its maturity when quoted at lower than face value. A security selling below original offering price shortly after sale also is considered to be at a discount. DISCOUNT SECURITIES: Non-interest bearing money market instruments that are issued at a discount and redeemed at maturity for full face value (e.g., U.S. Treasury Bills). DIVERSIFICATION: Dividing investment funds among a variety of securities offering independent returns. FEDERAL CREDIT AGENCIES: Agencies of the Federal government set up to supply credit to various classes of institutions (e.g., S&Ls, small business firms, students, farmers, farm cooperatives, and exporters). FEDERAL DEPOSIT INSURANCE CORPORATION (FDIC): A Federal agency that insures bank deposits, currently up to $250,0)0:1 0, -per deposit. FEDERAL FUNDS RATE: The rate of interest at which Federal funds are traded. This rate is currently pegged by the Federal Reserve though open-market operations. FEDERAL HOME LOAN BANKS (FHLB): The institutions that regulate and lend to savings and loan associations. The Federal Home Loan Banks play a role analogous to that played by the Federal Reserve Banks vis-a-vis member commercial banks. FEDERAL HOME LOAN MORTGAGE CORPORATION (FHLMC): Created to promote the development of a nationwide secondary market in mortgages. It does this by purchasing residential mortgages from financial institutions insured by an agency of the federal government and selling its interest in them through mortgage backed securities. The interest and principal payments from the mortgages pass through to the investors either monthly, semiannually or annually. FEDERAL LAND BANK (FLB): Long-term mortgage credit provided to farmers by Federal Land Banks. These bonds are issued at irregular times for various maturities ranging from a few months to ten years. FEDERAL NATIONAL MORTGAGE ASSOCIATION (FNMA): FNMA, like GNMA was chartered under the Federal National Mortgage Association Act in 1938. FNMA is a Federal corporation working under the auspices of the Department of Housing and Urban Development (HUD). It is the largest single provider of residential mortgage funds in the United States Fannie Mae, as the corporation is called, is a private stockholder-owned corporation. The corporation's purchases include a variety of adjustable mortgages and second loans, in addition to fixed-rate mortgages. FNMA's securities are highly liquid and are widely accepted. FNMA 15 2014-03-11 Agenda Packet Page 82 CITY OF CHULA VISTA Finance Department Investment Report for the Quarter Ended December 31, 2013 February 20, 2014 Honorable Mayor and City Council, I am pleased to present this report of investment activity for the quarter ended December 31, 2013 in compliance with the reporting requirements as set forth in the California Government Code Sections 53600 et seq. and the City of Chula Vista Investment Policy. The information presented in this report highlights the investment activity for the quarter ended December 31, 2013 as well as provides a comparison to the quarters ended September 30, 2013 and December 31, 2012. Market Overview The Federal Open Market Committee (FOMC) continues to maintain the key Fed Funds rate at a target range of 0.00% to 0.25% in hopes of stimulating the economy. Two-year Treasuries yielding 0.33% at the beginning of the quarter increased to 0.38% by the end of the quarter. The overall consumer price index (CPI) rose 1.5% on a year-over-year basis, and the core CPI (excluding food and energy) showed a 1.7% increase year-over-year. The Federal Reserve continues to monitor these increases to ensure that inflation remains under control. Portfolio Composition The table below provides a summary of the City's total investment portfolio as of December 31, 2013. The Investment Portfolio ($189,759,734), Cash/Time Deposits ($16,222,047) and Bank Trustee/Fiduciary Funds ($65,518,015) continue to be invested in accordance with the Government Code, bond covenants and the Council Investment Policy as adopted on February 26, 2013. 2014-03-11 Agenda Packet Page 83 Investment Report Quarter ended 12/31/2013 Page 2 of 5 Summary of Cash and Investments as of December 31,2013 %of Investment Type Par Value Market Value Book Value Portfolio Investment Portfolio Federal Securities 119,000,000 117,595,540 118,998,500 43.83% Pooled Investments 70,759,734 70,847,366 70,759,734 26.06% Corporate Bonds 0 0 0 0.00% Subtotal 189,759,734 188,442,906 189,758,234 68.89% Cash/Time Deposits $16,222,047 $16,222,047 $16,222,047 5.98% Total Cash&Investments Held by the City $205,981,781 $204,664,953 $205,980,281 75.87% Held by Bank TrusteelFiduciary Funds(1) U. S. Government 0 0 0 0.00% Repurchase Agreement 0.00% Investment Agreements 13,538,230 13,538,234 13,538,230 4.99% Mutual Funds 49,137,386 49,138,122 49,137,386 18A0% Cash with Fiscal Agents 2,094,981 2,094,981 2,094,981 0.77% Restricted Cash 747,418 747,418 747,418 0.28% Total Held by Bank Trustee/Fiduciary Funds $65,518,015 $65,518,751 $65,518,015 24.13% Total Portfolio $271,499,796 $270,183,704 $271,498,296 100.00% (1)Reflects bond proceeds held by trustee in accordance with bond covenants. The graph below provides a snapshot of the portfolio composition by investment type for that portion of the portfolio not held by the bank trustee or in a fiduciary fund. Portfolio Composition as of December 31, 2013 ($189.8M Total Par Value) IAIF (State US Government Pool) Agency 16.1 62.7% SD County Pool CalTrust 20.7% 0.5% 2014-03-11 Agenda Packet Page 84 Investment Report Quarter ended 12/31/2013 Page 3 of 5 Portfolio Performance The summary information provided below includes the total portfolio income recognized for the last quarter as compared to the prior quarter and the same quarter one year ago. Total Portfolio income Recognized Accrual Basis December 31, 2013 September 30, 2013 December 31, 2012 Quarter-End Net Interest Earnings $ 326,663 $ 334,257 $ 326,555 Net Gains (Losses) from Sales $ - $ - $ - Net Total Income Recognized $ 326,663 $ 334,257 $ 326,555 Fiscal Year-to-Date Net Interest Earnings $ 660,920 $ 334,257 $ 707,596 Net Gains (Losses)from Sales $ - $ - $ - Net Total Income Recognized $ 660,920 $ 334,257 $ 707,596 This info comes from the monthly Sympro'interest Earnings Summary"reports. This table shows the City's average yield to maturity as of Agency Yield December 31, 2013 as compared to the County of San Diego Chula Vista 0.66% and other cities in the county. Carlsbad and Oceanside both County of San Diego 0.27% have dedicated staff and consultants that actively manage Carlsbad 1.04% their portfolios by buying and selling investments daily as El Cajon 0.49% opposed to our more passive "hold-to-maturity" investment Oceanside 0.93% style. Liquidity needs and risk tolerance can also affect yields. San Diego 0.48% Benchmark Comparison The following graph compares the monthly earned interest yield of the City's Portfolio Fund with the monthly average yields for the same period of the State of California Local Agency Investment Fund (LAIF) and the two-year and three-year treasury from December 2011 through December 2013. 2014-03-11 Agenda Packet Page 85 Investment Report Quarter ended 12/31/2013 Page 4 of 5 Monthly Benchmark Comparison 1.6% 1.4% 1.2% 1.0% 0.8% 0.6% 0.4% 0.2% 0.0% Dec-11 Mar-12 Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep-13 Dec-13 t Gay t[AI F t Tyr Treasury —m—3yr Treasury Per Section 16.1 of the City's Investment Policy, the Benchmark Yield ADM two-year U.S. Treasury and the Local Agency Investment Fund yields are the performance City 0.26% 209 benchmarks to be used when determining whether LAII 0.38% 209 market yields are being achieved. The three-year U.S. 2 Year Treasury 0.38% 095 Treasury is added as an additional point of reference in 3 Year Treasury 0.78/° 1,095 order to provide an upper range that is above the ADM =Average Days to Maturity weighted average maturity of the City's portfolio, which is at 775 days. Investment Activity During the quarter, two investments totaling $6,000,000 were redeemed prior to their maturity dates. These monies represent pooled cash received from various funding sources such as sewer, TDIF, PAD, General Fund, etc. On the buy side, one Federal Agency Security totaling $3,000,000 was purchased using the City's Investment Policy guidelines to ensure safety, liquidity and yield. There is no further activity to report on other than routine investments in money market mutual funds by the City's fiscal agents. Conclusion The total cash and investment portfolio held by the City as of December 31, 2013 was $205,981,781. For the quarter ended December 31, 2013, the earned interest yield was 0.66%, which is no change from the previous quarter. The weighted average maturity as of December 31, 2013 was 2.12 years which was a small decrease from the previous quarter's 2.18 years and is within the Council Policy of less than 3.0 2014-03-11 Agenda Packet Page 86 Investment Report Quarter ended 12/31/2013 Page 5 of 5 years. The weighted average maturity remains sufficiently liquid to enable the City to meet all operating requirements that might be reasonably anticipated. Considering the projected timing of cash receipts and disbursements and the structure of the Pooled Investment Portfolio, the City should be able to comfortably meet overall cash flow needs over the next six months. There is no direct fiscal impact by this action. certify that this report reflects the City of Chula Vista and related agencies pooled investments and is in conformity with the State of California Government Code on authorized investments and with the Investment Policy of the City of Chula Vista as stated in Resolution No. 2013-020 dated February 26, 2013. Respectfully submitted, 9 Maria Kachadoorian Director of FinancefTreasurer 2014-03-11 Agenda Packet Page 87 # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0110, Version: 1 A. QUARTERLY FINANCIAL REPORT FOR THE QUARTER ENDING DECEMBER 30, 2013 AND CONSIDERATION OF AMENDMENTS TO THE FISCAL YEAR 2013/14 BUDGET B. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA MAKING VARIOUS AMENDMENTS TO THE FISCAL YEAR 2013/14 BUDGET TO ADJUST FOR VARIANCES AND APPROPRIATING FUNDS THEREFOR (4/5 VOTE REQUIRED) C. RESOLUTION OF THE SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY OF THE CITY OF CHULA VISTA AMENDING THE RDA 2008 TARBS PROJECT FUND -SA BUDGET AND APPROVING AN APPROPRIATION OF $158,165 (4/5 VOTE REQUIRED) RECOMMENDED ACTION Council accept the report and adopt Resolution B, and Agency adopt Resolution C. SUMMARY The Finance Department prepares quarterly financial reports for the General Fund that reflect budget to actual comparisons, projected revenues and expenditures, and highlight major variances that may require additional action or changes. The quarterly financial reports are in compliance with Section 504 (f) of the City Charter, which requires that quarterly financial reports be filed by the Director of Finance through the City Manager. In preparing the quarterly financial projections, staff has identified various budget changes that are needed to better reflect actual revenues and expenditures or address changes in budgetary needs. For government entities, a budget creates a legal framework for spending during the fiscal year. After the budget is approved there are circumstances, which arise that could require adjustments to the approved budget. Council Policy 220-02 "Financial Reporting and Transfer Authority" was established in January of 1996 and allows for budget transfers to be completed. This report discusses budget adjustments that staff is recommending in the current year General Fund as well as various other funds. ENVIRONMENTAL REVIEW The Development Services Director has reviewed the proposed activity, appropriating funds per settlement terms, for compliance with the California Environmental Quality Act (CEQA) and has determined that this activity is not a "Project" as defined under Section 15378 of the State CEQA Guidelines because it will not result in a physical change to the environment; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines the actions proposed are not subject to CEQA. BOARD/COMMISSION RECOMMENDATION City of Chula Vista Page 1 of 12 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 88 File #: 14-0110, Version: 1 Not Applicable DISCUSSION The Finance Department prepares quarterly financial reports for the General Fund that reflect budget to actual comparisons, projected revenues and expenditures, and highlight major variances that may require additional action or changes. The quarterly financial reports are in compliance with Section 504 (f) of the City Charter, which requires that quarterly financial reports be filed by the Director of Finance through the City Manager. General Fund Summary Attachment A - Quarterly Financial Report provides the financial outlook for the General Fund for the current fiscal year and includes summary information for revenues and expenditures. The following chart summarizes the projections based on expenditures and revenues through the second quarter of fiscal year 2013/14 for the City's General Fund. The amended budget column includes all Council approved changes to the fiscal year 2013/14 adopted budget through December 31, 2013 (the end of the second quarter). The projected column lists the estimated revenues and expenditures for June 30, 2014, the end of fiscal year 2013/14. The table also reflects the projected impact to the City's reserves. General Fund Reserve Amended Projected Budget (millions) Reserves - July 1, 2013 $10.9 $10.9 (audited) Revenues & Transfers In $129.1 $128.3 Expenditures & Transfers Out ($129.3) ($128.8) Projected Surplus/Deficit ($0.2) ($0.5) Projected Available Fund $10.7 $10.4 Balance for June 30, 2014 Notes: 1. The Amended Budget and projections reflected in this table do not include prior year appropriations for capital improvement projects and other encumbrances that were carried forward into the fiscal year 2013/14 budget. These expenditure impacts are already reflected in the estimated fund balance as of July 1, 2013 and are therefore not included in the above table. The table above reflects projected revenue shortfall of$0.8 million in the General Fund. This shortfall is a combination of various changes across revenue categories but primarily reflects lower than anticipated program and grant revenues. General Fund expenditures are projected to be under budget by $0.5 million, primarily due to salary savings resulting from vacant positions. The net projected impact to the City's General Fund Reserve as a result of these projections is a negative $0.5 million for the fiscal year ending June 30, 2014. Staff will continue to monitor this projected shortfall in an effort to mitigate any adverse impact on the City's reserves. City of Chula Vista Page 2 of 12 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 89 File #: 14-0110, Version: 1 General Fund Revenues As discussed in the First Quarter Financial Report, discretionary General Fund revenue projections for fiscal year 2013/14 were updated to reflect a modestly improving economic trend. As a result, budgeted discretionary General Fund revenues such as property taxes, franchise fees and motor vehicle license fee revenues were increased reflecting revised projections for these revenues. In the second quarter, the projections for property tax, sales tax in lieu, transient occupancy tax, other local tax and motor vehicle license fee revenues have been increased by $0.8 million reflecting the current economic trend for these revenues. These projected increases, however, are offset by a $0.7 million estimated decrease in sales tax revenues. The projected decrease in sales tax revenue is a new development as of the second quarter. The revised sales tax projection is based on information provided by the City's sales tax consultant. The fiscal year 2013/14 Council adopted budget anticipated a 4.0% increase in sales tax when compared to fiscal year 2013, sales tax trends indicate that this increase was optimistic. Sales tax is projected to increase by 1.2%. In total, the projected change in discretionary revenues is less than $0.1 million. Program revenues are projected to fall short of budget by approximately $0.9 million. This shortfall is largely reflected in Revenue from Other Agencies, which is projected to have a $0.7 million shortfall. This is primarily due to Police related grant and task force reimbursement revenues that will not be realized. As previously reported in the First Quarter Financial Report, this projected revenue shortfall is due to decreased participation in reimbursed task force activities. The reduction of participation in grant funded task forces is due to the reassignment of staff to duties performed by positions that were vacant. In addition, department revenues also reflect a shortfall in revenues due to vacancies. These revenue shortfalls are projected to be offset from salary savings that will be generated from vacant positions within the Police Department. Expenditures savings generated from salary savings are expected to decrease as the fiscal year progresses as vacant positions are filled. General Fund Expenditures Based on expenditure trends through the end of the second quarter, General Fund expenditures are projected to be under budget by an estimated $0.5 million. This estimated expenditure savings consists of the following: • Personnel Services - A $0.9 million projected savings in personnel services due to vacant positions in various City departments. These savings are offset by higher than anticipated overtime costs in the Fire Department, which may require an additional appropriation. • Supplies and Services - A $0.4 million projected deficit in the supplies and services expense category due to projected overages in various supplies and services object accounts. As of the end of the second quarter, the Police and Fire departments account for the majority of the projected supplies and services deficit. The Police Department will address its projected deficit through a transfer from projected salary savings. The Fire department will offset the City of Chula Vista Page 3 of 12 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 90 File #: 14-0110, Version: 1 deficit through reimbursement and donation revenues. • Capital - A projected $0.3 million savings in capital expenses resulting from a swap in funding source for the HVAC project at the South Chula Vista Library. • Utilities - This category reflect $0.2 million projected deficit primarily from water costs for City parks. Development Services Fund The Development Services Department Enterprise fund consists of Land Development, Development Planning, the DSF Front Counter and the Building Department. The Development Services Fund ended its first two fiscal years with revenues that fell short expenditures. Every year since, revenues have exceeded expenditures. This is due in large part to increased building permits. Currently, revenues are not tracking where they had been for the past three years; staff is conservatively projecting a total shortfall of approximately $550,000. However, Development Services is processing more entitlements then at any time in the Department's history and processing more plan checks then the last three years. If projects currently in plan check, approximately 1 ,600 residential units, pull their building permits before the end of the fiscal year the fund will have adequate revenues to cover expenditures. However, as the City does not control the timing of permits, staff is being conservative in the estimates. It is important to note that the nature of the work in the enterprise fund is beginning to change from one of processing planning documents to one of processing building and improvement plans. This change in activity may require modification to the existing composition of staff in Development Services Enterprise Fund in order to remain responsive to the work being received. The table below compares the budgeted revenue and expenditures to the projected revenues and expenditures for June 30, 2014. As noted above, expenditures are currently on trend to exceed revenues. Staff will continue to monitor this projected shortfall in an effort to mitigate any adverse impact to the Development Services Fund's reserves. Development Services Fund mended Projected Reserve Budget Reserves - July 1, 2013 147,475 147,475 (audited) Revenues & Transfers In 7,097,193 6,825,730 Expenditures & Transfers Out $7,237,537) $6,917,035) Projected Surplus/Deficit $140,344) $91,305) Projected Fund Balance for 7,131 56,170 June 30, 2014 BUDGET AMENDMENTS City of Chula Vista Page 4 of 12 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 91 File #: 14-0110, Version: 1 General Fund Amendments Staff is recommending budget amendments in Police, Public Works, Library, City Clerk, Fire, Recreation and Non-Departmental. These amendments are as follows: Police -The Police Department is requesting a transfer of $260,000 to the supplies and services expense category to address various operational needs. This transfer is being requested in order to fund protective vests that are due for replacement. These funds will also be used for additional training and ammunitions costs that will be required for the training of new recruits in the Police Academy. Funding will also be increased to enhance recruiting efforts through nationwide advertising and increasing job fair attendance. The Police Department will also use a portion of these appropriations to convert a sober cell to a holding cell in order to help maximize the usage of the Police Jail facility. This transfer will be offset by increased salary savings to be generated with the Police Department budget as a result of vacant positions. The Police department is also requesting a correction of$30,000 in budgeted revenue to be placed in the correct line-item object accounts. This change will allow for the accurate reporting of these funds in the City's accounting and financial systems and does will result in any fiscal impact Public Works - A transfer of $210,000 from the Capital expense category to the Utilities category is requested to address a projected short-fall in water expenses for City parks. The appropriations from the Capital expense category were approved by Council to repair an HVAC system in the Library Department. However alternative funding was identified. These utility expenditure short-falls were identified in the First Quarter Financial Report with the intention that they would be addressed as additional data became available. The Public Works Department is also requesting a transfer of $34,000 from the Capital expense category to the Supplies and Services category in order to pay for the following facility related expenses. • A structural analysis to assess cracks that have appeared in the foundation of the Public Works Operation Center. • An emergency plumbing repair at the Civic Center Library resulting from a leak in a fitting to a 3" water main that was in an inaccessible area. Repairs and restoration to the women's downstairs restroom, the children's area, restrooms and the children's reading room were required. In an effort to prevent further flooding of the Library and additional structural damage this work was performed on an emergency basis by Construction and Repair staff and outside expertise in plumbing and restoration. Library - The Library Department received a donation of $47,000 from the Friends of the Library. $45,000 of the donation is being appropriated to the General Fund and $2,000 in being appropriated City of Chula Vista Page 5 of 12 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 92 File #: 14-0110, Version: 1 to the Other Grants Fund. The appropriation of $45,000 will be used to purchase books and library materials. The Library Department also received a donation of $1,000 from the San Diego Ballpark Funding LLC. The appropriation of$1 ,000 will also be used to purchase books and library materials. City Clerk - The City Clerk received grants totaling $625 from City Clerk's Association of California (CCAC) and the Southern California City Clerk's Association (SCCCA) to assist in the tuition for the City Clerk to attend the Advanced Leadership Institute training. The City Clerk is requesting an appropriation of$625 to the Supplies and Services expense category to offset these training costs. Fire - The Fire Department is requesting an appropriation of $159,248 to offset reimbursed overtime expenditures that have been incurred as a result of Chula Vista Fire Department strike team deployments for mutual aid agreements to assist in statewide firefighting efforts. A $109,248 appropriation will be made to the Personnel Services expense category in the Fire Department to offset overtime and $50,000 will be appropriated to the Capital expense category in order to install washer and dryer equipment at various fire stations. This appropriation is offset by revenues received from the State of California Office of Emergency Services. The Fire Department is also requesting additional appropriations of $55,288 to the Supplies and Services expense category based on donations and grants that have been received. The sources and intended use of these appropriations are as follows: • The Fire Department received a grant from SDG&E of $2,500 to support the Fire Department's Community Emergency Response Team (CERT) Program. These funds will be used for training of CERT Volunteers. Staff is requesting Council accept the donation of $2,500 and amend the fiscal year 2013/14 Fire Department budget for Emergency Management. • The Fire Department received a contribution from the Stephen & Mary Birch Foundation, Inc. of $52,488 to be used exclusively for the purchase of two (2) pair of single layer fire resistant pants per firefighter (120) and one class "B" dress shirt for each. Staff is requesting Council accept this contribution of $52,488 from Stephen & Mary Birch Foundation and amend the fiscal year 2013/14 Fire Department budget for Fire Suppression. • The Fire Department received donation of $300 from Wal-Mart to support the Fire Department's Annual Open House held at the Training Division. Staff is requesting Council accept the donation and amend the fiscal year 2013/14 Fire Department budget for Fire Training. Recreation - An appropriation of $12,524 to the supplies and services expense category in the Recreation Department is requested for expenses incurred on behalf of the Mobile Recreation City of Chula Vista Page 6 of 12 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 93 File #: 14-0110, Version: 1 Program. These appropriations will be reimbursed by State of California Department of Parks and Recreation grant revenues to be received by the City's Recreation Department. Non-Departmental - The requested adjustments to the Non-Departmental budget unit are as follows: • An appropriation of $123,355 to the Transfers-Out Category to reimburse the Public Liability Expense Trust Fund. During a prior fiscal year, expenditures for the City's contracted attorney's services related to the Telephone Users Tax (TUT) lawsuit were charged to the Public Liability Expense Trust Fund. These expenditures should have been charged to the General Fund. A transfer from the General Fund to the Public Liability Trust Fund is requested in order to reimburse the Public Liability Trust Fund for these expenditures. TUT revenues received in the current fiscal year will offset this appropriation resulting in no net fiscal impact to the General Fund. • During fiscal year 2013, the General Fund incurred expenses related to the TUT lawsuit. These costs are for settlement claims administration and are part of the final settlement. Since these expenditures occurred in a prior fiscal year, staff is requesting a transfer of $82,293 from the TUT Common Fund to the General Fund to reimburse the General Fund for these costs. This transfer will result in a positive fiscal impact to the General Fund and is in compliance with the settlement agreement. • An appropriation of $200,000 for legal expenses and compliance with the settlement terms of the TUT class-action lawsuit. This appropriation will be funded from TUT revenues received in the current fiscal year. • An increase in the Transfers In revenue category of $26,500 in the Non-Departmental budget is requested. The amount is to reimburse the General Fund from the Energy Conservation Fund for consulting services expenses that were incurred in fiscal year 2012-13 for a business cluster analysis identifying job creation and retention. This project was eligible for reimbursement from SDG&E grant funds. However, the reimbursement process was not completed in fiscal year 2012-13 due to the timing of the receipt of the grant funds. • An appropriation of $5,060 to the supplies and services expense category of the Non- Departmental budget is requested for the purchase of flag pole brackets as part of the Third Avenue Streetscape Project. The flag brackets will be placed on the street light poles initiating the design for the new historic monument sign pedestals. The cost of this purchase is offset by a contribution from the Third Avenue Village Association (TAVA). City of Chula Vista Page 7 of 12 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 94 File #: 14-0110, Version: 1 Amendments to Other Funds Staff is recommending budget amendments to the following other funds: RDA 2008 TARBS Project Fund - The Successor Agency to the Redevelopment Agency received its Finding of Completion from the California Department of Finance (DOF) in May 2013. The Finding of Completion means that the Successor Agency has successfully completed the financial reviews conducted by the DOF and therefore is able to spend bond proceeds for its originally intended purpose. The Third Avenue Streetscape project was identified to receive partial funding from the bond proceeds of the 2008 Tax Allocation Bonds. Project costs of$158,165 were incurred, but have not yet been reimbursed due to the DOF prohibition on the use of bond proceeds. An appropriation of $158,165 is requested in the Other Expenses category of the RDA 2008 TARBS Project Fund for expenses incurred during phase one work on the project. Central Garage Fund - The fiscal year 2013/14 budget includes $384,348 in an account that was established to track compressed natural gas (CNG) purchases. The City has transitioned to operating its own CNG producing station that runs on electrical power. A transfer of these funds is requested to reflect these costs as electricity expenses used in the operation of the CNG station. Energy Conservation Fund - An appropriation of $26,500 to the Transfers Out expense category of the Energy Conservation Fund is requested in order to reimburse the General Fund for consulting services expenses that were incurred in fiscal year 2012-13 for a business cluster analysis identifying job creation and retention. This project was eligible for reimbursement from SDG&E grant funds. However, the reimbursement process was not completed in fiscal year 2012-13 due to the timing of the receipt of the grant funds. The appropriation for the Transfers Out expense will be made from the available supplies and services budget of the Energy Conservation Fund. States Grant Fund - An appropriation of $13,850 to the Personnel Services expense category is requested for the Literacy Program in the State Fund to provide literacy programming. This appropriation is funded from a grant from the California Library Literacy Services (CLLS) fund. Public Liability Trust Fund - As discussed previously, the Public Liability incurred attorney services costs related to the TUT lawsuit on behalf of the General Fund. The transfer from the General Fund to the Public Liability Trust fund will reimburse this fund for these prior year expenditures. This transfer results in a positive fiscal impact of$123,355 to the Public Liability Trust Fund. TUT Common Fund - During fiscal year 2013, the General Fund incurred settlement claims administration costs related to the TUT lawsuit which per the settlement agreement should be reflected in the TUT Common Fund. Since these expenditures occurred in a prior fiscal year, staff is requesting a reimbursement of$82,923 from the TUT Common Fund to the General Fund. The resolution approved by Council on February 18, 2014 on the TUT included and estimated City of Chula Vista Page 8 of 12 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 95 File #: 14-0110, Version: 1 settlement payment for claimants. The final settlement amount has subsequently increased by $1 ,190 above the original estimate. An additional appropriation of $1 ,190 in the TUT Common Fund is requested in order to fund the final settlement payment to claimants in the City's TUT lawsuit. This appropriation will be made from the available balance of the TUT Common Fund. Other Grants Fund - As discussed previously, the Library Department received a donation of$47,000 from the Friends of the Library. $45,000 of the donation is being appropriated to the General Fund and $2,000 in being appropriated to the Other Grants Fund. The appropriation of $2,000 represents matching funds that the Friends of Chula Vista Library pledged as part of the "Paths to Civic Engagement" grant awarded to the Chula Vista Public Library by the Chula Vista Charitable Foundation. These funds are intended for books and materials on civic engagement, social issues and current affairs, per the terms of the grant. Federal Grants Fund - An appropriation of $7,231 is requested for the Federal Grants Fund in order to reflect the correct grant amount for the Emergency Management Performance Grant program (EMPG). This grant was previously approved by Council on October 7, 2013 for $52,226. However, the correct grant amount is $59,457. The appropriations will be made to the Personnel Services expense category of the EMPG program and will be used for emergency planning activities. DECISION-MAKER CONFLICT Resolution A: Staff has reviewed the City Council member property holdings and has determined that Council member Salas has property holdings within 500 feet of the boundaries of the Third Avenue Streetscape project. Although this could create a conflict for the Councilmember, the decision contemplated by this action with respect to the Third Avenue Streetscape project solely concerns the repair, replacement or maintenance of existing streets, sewer, storm drainage or similar facilities and, as such, the financial effect of the decision on real property is presumed not to be material, pursuant to California Code of Regulations Title 2, sections 18704.2(b)(2) and 18705.2. With respect to the remaining decisions contemplated by this action, each decision either: (i) does not involve real property within 500 feet of any City Council member properties; or (ii) is not site- specific and, consequently, the 500-foot rule found in California Code of Regulations section 18704.2 (a)(1), is not applicable. Staff is not independently aware, and has not been informed by any City Council member of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. Consequently, these decisions do not present conflicts under the Political Reform Act (Cal. Gov't Code § 87100, et seq.). Resolution B : Staff has reviewed the Successor Agency member property holdings and has determined that Successor Agency member Salas has property holdings within 500 feet of the boundaries of the Third Avenue Streetscape project. Although this could create a conflict for the Councilmember, the decision contemplated by this action with respect to the Third Avenue City of Chula Vista Page 9 of 12 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 96 File #: 14-0110, Version: 1 Streetscape project is an implementation decision which does not independently create a conflict of interest, and is ministerial in nature, not requiring the City Councilmember to make or participate in making a governmental decision, pursuant to California Code of Regulations Title 2, section 18702.4 (a). LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. This action supports the Operational Excellence goal by communicating the City's projected financial position for the current fiscal year in an open and transparent manner. This transparency supports City Initiative 1.3.1. - "Foster public trust through an open and ethical government." CURRENT YEAR FISCAL IMPACT There is no fiscal impact resulting from accepting the Quarterly Financial Report. Approval of the resolution amending the fiscal year 2013/14 budget will result in the following appropriations. The resulting fiscal impacts to various funds are also listed in the following table. Summary of Budget Appropriations and Amendments by Department and/or Fund City of Chula Vista Page 10 of 12 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 97 File #: 14-0110, Version: 1 General Fund City Clerk Reimbursed Training Course $ 625 $ 625 $ - TAVA Flag Pole Bracket Purchase $ 5,060 $ 5,060 $ - Transfer In from TUT Common Fund to General Fund $ - $ 82,293 $ (82,293) Transfer Out from General Fund to Public Non-Departmental Liability Fund $ 123,355 $ 123,355 $ - TUT Administrative Expenses $ 200,000 $ 200,000 $ - Transfer In for Business Cluster Analysis Reimbursement $ - $ 26,500 $ (26,500) Police Supply Appropriation/Salary Savings Offset- $260,000 $ - $ - $ - Police Police Transfer to Account Object Realign Expenditures-$101,000 Exp and $30,000 Rev $ - $ - $ - Fire Donations Grants and Transfers OT Fire Reimbursement $ 214,536 $ 214,536 $ - Public Works Transfer HVAC Project Public Works Savings $ - $ - $ - Recreation State Grant Mobile Rec Program $ 12,524 $ 12,524 $ - Library lFriends of the Library/Padres Donation $ 46,000 $ 46,000 $ - TOTAL GENERAL FUN $ 602,100 $ 710,893 $ (108,793) City of Chula Vista Page 11 of 12 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 98 File #: 14-0110, Version: 1 Other Funds Transfer Out from TUT Common Fund to General Fund - $82,293 $ - $ - $ - TUT Common Fund TUT Case Final Settlement Payment Appropriation $ 1,190 $ - $ 1,190 Other Grants Fund Friends of the Library Civic Engagement $ 2,000 $ 2,000 $ - Federal Grants Fund Fire Donations Grants and Transfer REIO $ 7,231 $ 7,231 $ - State Grants Fund Literacy Programming from (CLLS) Fund $ 13,850 $ 13,850 $ - Energy Conservation Transfer for Business Cluster Analysis Fund Reimbursement-$26,500 $ - $ - $ - Public Liability Trust Transfer In from General Fund to Public Fund Liability Trust Fund $ - $ 123,355 $ (123,355) Central Garage Fund CNG Transfer Central Garage- $384,348 $ - $ - $ - RDA 2008 TARBS RDA 2008 TARBS Project Fund 3r Project Fund—SA lAvenue $ 158,165 $ - $ 158,165 TOTAL OTHER FUND $ 182,436 $ 146,436 $ 361000 TOTAL BUDGET AMENDMENT $ 784,53E $ 857,32 $ 72,793 Approval of the resolution results in no net fiscal impact to the following funds: Other Grants, Federal Grants, State Grant, Energy Conservation, and Central Garage. Projected impacts to the remaining funds are as follows: • The changes in the General Fund will result in a positive impact of approximately $108,700 which will assist in reducing the projected deficit. • The changes to the Public Liability Trust Fund will result in a positive impact of approximately $123,355. • The appropriation of $1,190 in the TUT Common Fund will be made from available settlement funds. • The appropriation of $158,165 in the RDA 2008 TARBS Project Fund will be made from the available fund balance of this fund. ONGOING FISCAL IMPACT There are no ongoing fiscal impacts resulting from the budget amendments described above. ATTACHMENT: Second Quarter Financial Report City of Chula Vista Page 12 of 12 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 99 Quarterly Financial Report Second Quarter Ending December 31, 2013 Prepared—February 2014 Cny of OVERVIEW This financial report summarizes the City's General The San Diego Forecast - The USD Burnham-Moores Fund financial position for fiscal year 2014 through Center for Real Estate's Index of Leading Economic December 31, 2013 and projecting out to June 30, Indicators for San Diego County saw a drop of 0.4 2014. The purpose of this report is to provide the City percent after increasing every month in calendar year Council, Management and the citizens of Chula Vista 2013. This decline was attributed to an increase in initial an update on the City's fiscal status based on the most claims for unemployment insurance as the decline in this recent financial information. component of the index pushed the index sharply downward. The Building Permits and Help Wanted ECONOMIC UPDATE advertising components of the index also experienced The National Forecast - In the December 2013 report, declines of .05% and .99% respectively adding to the the UCLA Anderson Forecast predicts real growth to overall negative impact. The magnitude of the decreases be a tepid 1.8 percent in the fourth quarter of 2013, but in these indicators overwhelmed the small gains the Forecast calls for a "sustained 3 percent growth experienced by other components of the index that path by the second quarter of 2014. Senior Economist included: local stock prices, consumer confidence, and David Shulman writes that growth in the U.S. economy the outlook for the national economy. The net impact of will be sparked by strength in the housing and these components pushed the USD Index to its first loss automobile sectors, combined with increased business since August 2012. spending and an end to the dramatic drop in federal purchases. Shulman further forecasts that the In an effort to quantify these changes, the Burnham unemployment rate will be down to about 6 percent by report explains that surge in unemployment claims for year-end 2015. Interest rates are further predicted to October was likely related to the two-week Federal rise with inflation due to rising housing costs and the government shutdown in the early part of that month. As implementation of the Affordable Care Act. a result, October's drop may be an aberration rather than a signal of a turning point for the local economy. The California Forecast - In the California forecast, The outlook for 2014 remains positive, at least through Senior Economist Jerry Nickelsburg's report takes the first half of the year. another look at the split between the state's coastal haves and its inland have-nots. Taken as a whole, California has just about recovered all of the jobs lost during the most recent recession. In total, (payroll, farm Index of Leading Economic Indicators and self-employed)jobs in California declined by 1.065 San Diego County,2009-2013 million, but rebounded by 1.044 million through October 2013. The vast majority of employment gains 130 are found in communities along the coast, while job growth remains stagnated in inland California. The 125 forecast for 2013 calls for total employment growth (payroll, farm and self-employed) of 2.4 percent, and 120 for 2014 and 2015 it is 1.5 percent and 2.0 percent respectively. Unemployment will fall through 2013 and 115 will average approximately 8.9 percent for this year. In 2014, the unemployment rate is forecasted to drop to 110 8.2 percent on average, over one percentage point higher than the U.S. forecast. Real personal income 105 growth is forecast to be 0.6 percent in 2013 followed by 3.2 percent and 3.1 percent in 2014 and 2015. 100 J09 J10 J11 J12 J13 3Source: University of San Diego School of Business 'Source: UCLA Anderson Forecast, December 2013 Administration, USD Index of Leading Economic 2Source: UCLA Anderson Forecast, December 2013 Indicators, September 2013; retrieved from URL: httr):Hhome.sandiecio.edu/-actin/usdlei/index.htmi 2014-03-11 Agenda Packet Page 100 QUARTERLY FINANCIAL REPORT FISCAL YEAR 2014: SECOND QUARTER Page 2 of 7 GENERAL FUND SUMMARY current fiscal year. Other projected program revenue General Fund Reserves - The General Fund Reserve short-falls include a combined $0.3 million for the policy was established to ensure that the City's Transfers In and Use of Money and Property revenue finances are managed in a manner which will: categories. Projected transfers in revenues are 1. Continue to provide for the delivery of quality estimated to be below budget, due to lower than services anticipated reimbursement from various city funds. 2. Maintain and enhance service delivery as the Projected use of money and property revenues are community grows in accordance with the General estimated to be below budget due to lower investment Plan earnings and income derived from the rental of city 3. Minimize or eliminate the need to raise taxes and facilities. fees because of temporary revenue shortfalls 4. Establish the reserves necessary to meet known Discretionary revenues have remained stable and are and unknown future obligations and ability to projected to increase slightly by $0.1 million. The respond n unexpected opportunities. projected decrease in program revenues is offset by net $0.1 projected increase in discretionary revenues. As The following table reflects the audited General Fund discussed in the First Quarter Financial Report, reserves as of June 30, 2013 as well as the projected discretionary General Fund revenue projections for fiscal General Fund reserves for June 30, 2014. year 2013/14 were updated to reflect a modestly improving economic trend. As a result, budgeted discretionary General Fund Revenues such as property taxes, franchise fees and motor vehicle license fee revenues were increased reflecting the revised Reserves-July 1,2013(Audited) $10.9 $10.9 projections for these revenues. In the second quarter, the projections for property tax, sales tax in lieu, Revenues&Transfers In $129.1 $128.3 transient occupancy tax, other local tax and motor Expenditures&Transfers out ($129.3) ($128.8) vehicle license fee revenues have been increased by an additional $0.8 million reflecting the current economic Projected Surplus Deficit (�0.2) ($0.5) trends for these revenues. These projected increases Projected Fund Balance for however, are offset by a $0.7 million estimated decrease $10.7 $10.4 in sales tax revenues. The projected decrease in sales June 30,2014 tax revenue is a new development as of the second quarter. The revised sales tax projection reflects a 1.2% Notes: estimated growth rate versus the 4.0% more optimistic 1. The Amended Budget and projections reflected in this table do growth rate that was assumed in the budget. not include prior year appropriations for capital improvement projects and other encumbrances that were carried forward into Expenditures are projected to be under budget by $0.5 the fiscal year 2013/14 budget. These expenditure impacts are already reflected in the estimated fund balance as of July 1, million thus offsetting the Impact of the estimated 2013 and are therefore not included in the above table. revenue short-falls. The majority of the projected expenditure savings ($0.9 million) is in the Personnel In the second quarter, City's financial outlook Services category resulting from vacant positions. A deteriorated slightly based on updated projections that $0.3 million savings is projected in the Capital expense resulted in an estimated net decrease of$0.8 million in category as a result of project savings. The savings in total revenue. Based on activity through the end of the these categories are offset by projected overages in the second quarter, the General Fund is projected to end Supplies and Services and Utility expense categories. the fiscal year with a negative balance of$0.5 million of Supplies and Services are projected to be over budget which $0.2 million is a result of Council approved mid- by $0.4 million primarily due to Police and Fire year appropriations. The estimated revenue short-fall expenditures. The Utilities budget is projected to be consists of a net decrease of$1.1 in program revenues over budget by an estimated $0.2 million as a result of that is largely due to a decrease in revenue from other increased water expenses for City park facilities. These agencies ($0.7) million. The projected short-fall in overages are being addressed in the staff report to revenue from other agencies was discussed in the First Council that accompanies this report. Quarter Financial Report and is attributed to Police grant revenues that are not going to be realized in the 2014-03-11 Agenda Packet Page 101 QUARTERLY FINANCIAL REPORT FISCAL YEAR 2014: SECOND QUARTER Page 3of7 Revenues General Fund Revenues The following table compares the projected revenues as reflected in the fiscal year 2013/14 amended budget and the updated revenue projections for discretionary and departmental program revenues. The projections summarize the estimated $0.8 million shortfall in City r' revenues projected as of the end of the second Property Taxes $ 26,602,376 $ 27,115,497 $ 513,121 quarter. Overall, discretionary revenues with the Sales Tax $ 22,579,885 $ 21,824,274 $ (755,611) exception of sales taxes continue a modest upward Sales Tax In Lieu $ 7,274,800 $ 7,452,738 $ 177,938 trend as they are projected to exceed the amended Motor Vehicle License $ 16,764,521 $ 16,781,019 $ 16,498 budget levels. City program revenues are projected to decrease primarily due to lower revenue from other Other Revenue $ 12,876,622 $ 13,123,509 $ 246,887 agencies from Police grants. The major variances in Transfers In $ 10,115,206 $ 9,974,403 $ (140,803) revenues that affect the second quarter projections Franchise $ 8,719,199 $ 8,719,199 $ - include the following: Charges for Services $ 7,612,879 $ 7,596,029 $ (16,850) Revenue from Other Agencies $ 3,803,051 $ 3,075,452 $ (727,599) • A net increase of $0.5 million in Property Tax revenue reflecting a better than expected 3.4% Utility Users Tax $ 3,512,026 $ 3,512,026 $ - increases in city-wide assessed property Transient Occupancy Taxes $ 2,365,005 $ 2,468,950 $ 103,945 valuations. Use of Money&Property $ 2,289,640 $ 2,144,300 $ (145,340) • A $0.2 million increase in projected other revenues Other Local Taxes $ 1,335,889 $ 1,368,024 $ 32,135 due to estimated higher reimbursements from Licenses and Permits $ 1,309,447 $ 1,277,150 $ (32,297) various City funds and outside agencies and Fines,Forfeitures,Penalties $ 1,110,800 $ 1,056,022 $ (54,778) donation revenues. Real Property Transfer Tax $ 800,482 $ 800,482 $ • A combined $0.3 million estimated decrease in JTotal General Fund $129,071,828 $128,289,074 $ (782,754) transfers in and use of money and property revenue categories due to lower projected Sales Tax (Sales Tax and Sales Tax in lieu) - Sales reimbursements from City Funds and earnings tax is projected to be the City's largest revenue source, from City assets. representing 23.2% of General Fund revenues in the • $0.7 million decrease in sale tax revenue based on fiscal year 2013/14 amended budget. The sales tax a revised estimated growth rate of 2.3% versus revenue projection has been revised in the second 4.0% assumed in the budget. quarter to reflect a $0.7 million shortfall based on a revised growth lower estimated growth rate of 2.3%. • A decrease of $0.7 million in Revenue from Other Sales tax revenue is still projected to increase beyond Agencies is primarily due to revenue that will not the previous fiscal year despite the revised downward be earned by the Police Department as result of second quarter projection. decreased participation in grant reimbursed task force activities. This projected short-fall was The following chart represents actual sales tax identified in the First Quarter Financial Report and collections since fiscal year 2009/10 and the projection has been since updated. The revenue shortfall is for fiscal year 2013/14. projected to be offset from salary savings that are generated from vacant positions within the Police Department. These salary savings will decrease as the fiscal year progresses and vacant positions are filled. 2014-03-11 Agenda Packet Page 102 QUARTERLY FINANCIAL REPORT FISCAL YEAR 2014: SECOND QUARTER Page 4 of 7 Sales Tax Motor Vehicle License Fee (VLF) - With the State $35.0 Budget Act of 2004, the allocation of VLF revenues to $30.0 26.7 $27.3 28.6 $29.3 cities and counties was substantially changed. Since 2005/06 the majority of VLF revenues for each city grew $25.0 essentially in proportion to the growth in the change in gross assessed valuation. Due to the new formula by $20.0 the State, 96% of the City's VLF revenues fluctuated °- with changes in assessed values in the City. $15.0 $10.0 The other 4% of VLF revenues received by the City were based on a per capita formula but has since been shifted $5.0 per SB89. Provisions in SB89 shifted hundreds of millions of Vehicle License Fee revenues to fund the $0.0 state law enforcement grants. Statewide, SB89 took FY10 Actual FY11 Actual FY12 Actual FY13 Actual FY 14 $130 million of city general revenue and shifted it to save Projected state law enforcement grant programs. This change applied to the 4% of VLF revenues that were based on a per capita formula. The City of Chula Vista lost Property Taxes - The City of Chula Vista receives approximately $700,000 annually due to the State take property tax revenue based upon a 1.0% levy on the away. assessed value of all real property. Property tax is the City's second largest revenue source, representing VLF revenue projections were slightly increased in the 20.3% of General Fund revenues in the fiscal year second quarter over the first quarter projection to reflect 2012/13 adopted budget. the full impact of the 3.4% increase in city-wide assessed valuation projected for fiscal year 2013-14. Property tax projections increased by $0.5 million from The second quarter VLF revenue projection is the first quarter projections. This update reflected the unchanged. The following chart represents actual VLF full impact of a 3.4% revised projected increase in city- revenues since fiscal year 2009/10 and the projection for wide assessed property valuations. Property tax fiscal year 2013/14. revenue growth was assumed at 2% in the adopted fiscal year 2013/4 budget based on the initial County Motor Vehicle License Fee Assessor's estimate for assessed value growth. The following chart represents actual property tax $20.0 $17.7 revenues since fiscal year 2008/09 and the projection $18.0 $16.9 $16.3 $16.3 $16.8 for fiscal year 2013/14. $16.0 $14.0 Property Tax ' $12.0 0 $35.0 $10.0 $30.0 $8.0 $25.7 $24.7 $26.6 $6.0 $24.5 $25.0 $4.0 c $20.0 $2.0 .2 $0.0 $15.0 FY10 Actual FY11 Actual FY12 Actual FY13 Actual FY14 $10.0 Projected $5.0 ]i Franchise Fees - Franchise fee revenues are generated $0.0 from public utility sources such as San Diego Gas & FY10 Actual FY11 Actual FY12 Actual*FY13 Actual FY 14 Electric (2% on gas and 1.25% on electricity), trash Projected , and cable franchises fee *FY 13 Property Taxicludes a one-time payment related to the elimination of collection franchises (9.05% the City's Redevelopment Agency (5%fee) conducting business within City limits. The 2014-03-11 Agenda Packet Page 103 QUARTERLY FINANCIAL REPORT FISCAL YEAR 2014: SECOND QUARTER Page 5 of 7 Utilities collect the franchise fee from Chula Vista Utility Users Tax (UUT) - The City adopted its Utility customers and remit these revenues to the City. Users Tax (UUT) in 1970. The City of Chula Vista imposes a UUT on the use of telecom at the rate of 5% Projected Franchise Fee revenues were updated in the of gross receipts. The UUT on natural gas services is first quarter based on actual prior fiscal year Franchise $0.00919 per therm and $0.00250 per kilowatt on fee revenues received. The Franchise Fee revenue electricity services, which equates to approximately a projection for the second quarter remains unchanged 1% tax. The first quarter projections for UUT revenues from the first quarter. indicated that these revenues were tracking at budget. Utility Users Tax revenues continue to track on budget in The following chart represents actual franchise fee the second quarter. Therefore there is no change in the revenues since fiscal year 2009/10 and the projection second quarter projection for Utility Users Tax. The for fiscal year 2013/14. Fiscal year actual 2012-13 following chart reflects actual UUT revenue since fiscal revenues reflect previously accrued Franchise Fee year 2009/10. Fiscal year 2013/14 is projected and does revenues that were realized by the City. not reflect actual collections. Franchise Fees Utility Users Tax (UUT) 7120T-- $9.6 $10.0 $8.5 $8.3 $8.4 $8.7 $8.0 $8.0 $6.0 c $6.0 $4.9 $4.4 $4.0 $4.0 $2.0 $2.0 $0.0 1 $0.0 FY10 Actual FY11 Actual FY12 Actual FY13 Actual FY14 FY10 Actual FY11 Actual FY12 Actual FY13 Actual* FY14 Projected Projected Transient Occupancy Tax (TOT) - The City receives *Increased fiscal year 2013-14 Utility User's tax revenue reflects a mid- 10% of hotel and motel room rates for stays less than year appropriation (Council resolution 2013-092) of previously 30 days. Projections for TOT revenues were adjusted collected wireless telecommunication related tax revenue that was upward In the first quarter to reflect the positive trend utilized to fund attorney and City administrative costs pertaining to a that began in fiscal year 2012. The second quarter City class-action lawsuit. TOT revenue projection is unchanged from the first quarter. The following chart represents actual TOT Expenditures revenues since fiscal year 2009/10 and the projection for fiscal year 2013/14. The General Fund's Amended Budget reflects the Council adopted budget of $127.8 million, mid-year Transient Occupancy Tax (TOT) appropriations of $1.6 million, approved by City Council and $4.1 million of prior year encumbrances that were $3.0 carried over into the current fiscal year. The following $2.5 $2.5 table reflects the General Fund amended budget and $z.s actual expenditures by department as of December 31, $2.0 $21 2013. In total, Departments have expended 44% of the $z.o General Fund budget after 50% of the fiscal year has o $15 elapsed. $1.0 Based on expenditure trends through the end of the second quarter, General Fund expenditures are $0.5 projected to be under budget by an estimated $0.5 $0.0 FY10 Actual FY11 Actual FY12 Actual FY13 Actual FY14 Projected 2014-03-11 Agenda Packet Page 104 QUARTERLY FINANCIAL REPORT FISCAL YEAR 2014: SECOND QUARTER Page 6of7 million. This estimated expenditure savings consists of General Fund Expenditures as of 12/31/2013 the following: • A $0.9 million projected savings in personnel services due to vacant positions in various City departments. These savings are offset by higher City council $ 1,244,068 $ 556,773 45% than anticipated overtime costs in the Fire Department. Staff will continue to monitor these Boards &Commissions $ 10,076 $ 4,664 46% costs to determine if these costs can be offset with City Clerk $ 921,023 $ 334,846 36% additional revenue or whether additional City Attorney $ 2,504,783 $ 1,135,791 45% appropriations will be necessary. Admnistration $ 2,698,038 $ 1,137,296 42% • A $0.4 million projected deficit in the supplies and Information Tech Srvcs $ 2,964,734 $ 1,357,718 46% services expense category due to projected Human Resources $ 2,105,911 $ 968,954 46% overages in various supplies and services object accounts. As of the end of the second quarter, the Finance $ 3,630,781 $ 1,638,452 45% Police and Fire departments account for the Non-Departmental $ 10,286,338 $ 4,146,493 40% majority of the projected supplies and services General Services $ 2,613,126 $ 1,209,156 46% deficit. The Police Department will address its projected deficit through a transfer of Dev services (GF) $ 2,368,617 $ 1,050,838 44% appropriations from projected salary savings. The Police $ 45,409,276 $ 19,937,428 44% Fire department will appropriate additional Fire $ 24,180,578 $ 11,254,792 47% reimbursement and donation revenues to partially offset their projected supplies and services deficit. Public works $ 25,216,218 I $ 11,070,695 I 44% Recreation $ 3,912,618 : $ 1,616,389 : 41% • A projected $0.3 million savings in capital Library $ 3,368,106 $ 1,527,409 45% expenses resulting from expenditures savings for an HVAC project within a City Library facility that Total Expenditures $ 133,434,291 I $ 58,947,694 was paid through other funding sources. Most of these savings will transferred to offset a projected deficit in Public Works Utilities budget resulting General Fund Expenditure Projections by Department from increased water expenditures for City Park for June 30, 2014 facilities • A $0.2 million projected deficit in the utilities expense category is projected due to a projected City Council $ 1,244,068 $ 1,244,068 $ deficit of $0.3 million resulting primarily from water Boards&Commissions $ 10,076 $ 10,076 $ costs for City parks. This projected deficit is partially offset by an estimated $0.1 million savings City Clerk $ 921,023 $ 903,488 $ (17,535) In other city-wide utility costs. City Attorney $ 2,504,783 $ 2,446,713 $ (58,070) Administration $ 2,698,038 $ 2,611,138 $ (86,900) Information Tech Srvcs $ 2,964,734 $ 2,900,388 $ (64,346) Human Resources $ 2,105,911 $ 2,048,324 $ (57,587) Finance $ 3,630,781 $ 3,546,027 $ (84,754) Non-Departmental $ 10,286,338 $ 10,956,138 $ 669,800 Animal Care Facility $ 2,613,126 $ 2,582,389 $ (30,737) Dev Services(GF) $ 2,368,617 $ 2,331,988 $ (36,629) Police $ 45,409,276 $ 44,185,083 $(1,224,193) Fire $ 24,180,578 $ 25,002,681 $ 822,103 Public Works $ 25,216,218 $ 25,031,986 $ (184,232) Recreation $ 3,912,618 $ 3,810,987 $ (101,631) Library $ 3,368,106 $ 3,299,132 $ (68,974) Total Expenditures $ 133,434,291 $132,910,606 $ (523,685) 2014-03-11 Agenda Packet Page 105 QUARTERLY FINANCIAL REPORT FISCAL YEAR 2014: SECOND QUARTER Page 7of7 Budget Transfers The following table reflects the administrative budget Summary of General Fund Budget Amendments transfers that have been approved through the second (July through December 2013) quarter. No administrative transfers were approved in the second quarter. 7/9/2013 EB Memorial Grant(Police) $ - $ (6,057) $ (6,057) Summary of General Fund Budget Transfers EB Memorial Grant(Non (July through December 2013) 7/9/2013 Departmental) $ $ 6,057 $ 6,057 Solar Financing Project (Non- 7/23/2013 Departmental) $ $ 50,930 $ 50,930 Solar Financing Project 7/23/2013 (Public Works) $ $ (44,450) $ (44,450) Transfer for refund of over Supplies&Services to Solar Financing Project Jul-13 payment Human Resources $ 34 Other Expenses 7/23/2013 (Recreation) $ $ (6,480) $ (6,480) 8/6/2013 Book Donation(Library) $ 1,500 $ 1,500 $ Transfer for folding machine Supplies&Services to Salary Adj.Mid.Mgrs./Prof. Sep-13 purchase Finance $ 2,875 Capital 8/6/2013 (Various) $ - $ 448,908 $ Salary Adj.Mid.Mgrs./Prof. 8/6/2013 (Non-Departmental) $ (448,907) Supplies&Services to Harborfest 2013(Non- Sep-13 Transfer to reallocate budget City Council $ 500 Personnel Services 8/13/2013 Departmental) $ 50,000 $ 50,000 $ SDLECC Support Admin Fee Aquatics Security Alarm Personnel Services to 8/13/2013 (Police) $ 5,005 $ (5,005) Sep-13 Repairs Recreation $ 2,700 Supplies&Services Salary Adj.CVEA/WCEM Trasnsfer for intern Personnel Services to 9/10/2013 (Various) $ 553,629 $ 553,629 Sep-13 reimbursement City Council $ 2,260 Supplies&Services Salary Adj.CVEA/WCE(Non- 9/10/2013 Departmental) $ (553,629) $ (553,629) Appropriatons Transfer for Mid-Year Budget Amendments 10/1/2013 Autopulse Purchase(Fire) $ - $ - $ - Target Grant for Literacy Mid-year appropriations approved through September 10/15/2013 (Library) $ 2,000 $ 2,000 $ Public Safety Analyst(PSA)to 30, 2013 totaled $1,555,516 with offsetting revenues of 10/15/2013 Sr.PSA reclass(Police) $ 850 $ - $ (850) $1,320,696 resulting in a projected net impact of Lease for 610 Bay Blvd.(Non- $234,918 to General Fund reserves. 10/15/2013 Departmenta1) $ 8,000 $ 8,000 $ - 1st Quarter Budget The City Council approved the following budget 11/5/2013 Adjustments(Various) $ 495,541 $ 495,541 $ amendments during through the second quarter are Citywide Critical Needs summarized on the following table: 11/5/2013 (Various) $ 523,000 $ 523,000 $ 11/19/2013 ALS Paramedic Training Costs $ 127,637 $ 127,637 Business Cluster Analysis 11/19/2013 (Non-Departmental) $ 128,000 $ - $ (128,000) Business Cluster Analysis 11/19/2013 (Adminstration) $ 128,000 $ 128,000 Safe Funds Appropriation 11/19/2013 Street Signs(Public Works) $ 55,000 $ 55,000 Fleet Maint.Chrgs.For Equip. Mech.&Inv.Spec.(Public 12/10/2013 Works/Various) $ 58,136 $ 58,136 Consulting secs.Polling and Public Outreach(Non- 12/10/2013 Departmental) $ 106,800 $ 106,800 $ - Total Budget Adjusments 1 $ 1,320,696 $ 1,555,615 $ 234,918 2014-03-11 Agenda Packet Page 106 RESOLUTION NO. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA MAKING VARIOUS AMENDMENTS TO THE FISCAL YEAR 2013/14 BUDGET TO ADJUST FOR VARIANCES AND APPROPRIATING FUNDS THEREFOR (4/5 VOTE REQUIRED) WHEREAS, the City Charter states that at any meeting after the adoption of the budget, the City Council may amend or supplement the budget by a motion adopted by the affirmative votes of at least four members; and WHEREAS, staff has completed the mid-year review of the budget and is recommending a number of budget amendments; and WHEREAS, various transfers between revenue and expense categories are recommended in order to better align the budget with actual revenues and expenditures; and WHEREAS, staff is recommending $597,040 in new appropriations to various departments in the General Fund that will be offset by $705,833 in revenues resulting in a positive fiscal impact of approximately $108,793; and WHEREAS, budget appropriations and/or transfers are recommended in Other Grants Fund, Federal Grants Fund, State Grants Fund, Energy Conservation Fund, Central Garage Fund, that result in no nest fiscal impact to these funds; and WHEREAS, the appropriation of$1,190 in the TUT Common Fund will be made from available settlement funds; and WHEREAS, a Transfer-In of$123,355 is recommended in the Public Liability Expense Trust fund to reimburse this fund for expenditure incurred in a prior fiscal year, this change results in a positive impact to this fund. 2014-03-11 Agenda Packet Page 107 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula Vista, that it does hereby amend the fiscal year 2013/14 budget and approves the following appropriations: GENERAL FUND: City Clerk $ 625 ? E $ 625 $ 625 $ Non-Departmental $ $ 200,000 $ $ $ 123,355 $ $ 323,355 $ 432,148 $(108,793) Police $ (260,000) $ 260,000 $ _ $ _ $ $ $ Fire $ 109,248 $ 55,288 $ $ 50,000 $ $ $ 214,536 $ 214,536 $ Public Works $ _ $ 34,000 ; $ _ $(244,000) $ _ $ 210,000 $ - $ - $ Recreation $ $ 12,524 $ $ $ $ $ 12,524 $ 12,524 $ Library $ $ 46,000 $ _ $ $ $ - $ 46,000 $ 46,000 $ TOTAL GENERAL FUND $ (150,752) $ 608,437 : $ $(194,000) $ 123,355 : $ 210,000 $ 597,040 $ 705,833 $(108,793) OTHER FUNDS: TUT Common Fund $ _ $ - $(81,103): $ _ $ 82,293 : $ _ $ 1,190 $ - $ 1,190 Other Grants Fund $ $ 2,000 $ $ $ $ $ 2,000 $ 2,000 ' $ Federal Grants Fund $ 7,231 $ _ $ _ $ _ $ _ $ _ $ 7,231 $ 7,231 : $ State Grants Fund $ 13,850 $ $ $ $ $ $ 13,850 $ 13,850E $ Energy onservation $ $ (26,500 : $ $ $ 26,500 $ $ $ - $ gY ) Public Liability Trust $ $ $ $ $ $ $ $ 123,355 ; $(123,355) Central Garage Fund : $ $ (384,348): $ : $ $ : $ 384,348 $ $ $ TOTALOTHERFUNDS $ 21,081 $(408,848): $ (81,103): $ $ 108,793 : $ 384,348 $ 24,271 $ 146,436 $(122,165) TOTAL BUDGET AMENDMENTS $ (129,671) $ 199,589 : $ (81,103): $(194,000) $ 232,148 : $ 594,348 $ 621,311 $ 852,269 : $(230,958) Presented by Approved as to form by Maria Kachadoorian Glen R. Googins Director of Finance/Treasurer City Attorney 2014-03-11 Agenda Packet Page 108 RESOLUTION NO. RESOLUTION OF THE SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY OF THE CITY OF CHULA VISTA AMENDING THE RDA 2008 TARBS PROJECT FUND —SA BUDGET AND APPROVING AN APPROPRIATION OF $158,165 (4/5 VOTE REQUIRED) WHEREAS, the Successor Agency to the Redevelopment Agency received it's Finding of Completion from the California Department of Finance in May 2013; and WHEREAS, with the Finding of Completion the Successor Agency is now able to spend bond proceeds for its originally intended purpose; and WHEREAS, an appropriation of$158,165 is requested to reimburse for project costs for phase one the Third Avenue Streetscape project; and WHEREAS, the RDA 2008 TARBS Project Fund — SA had sufficient fund balance for this appropriation. NOW, THEREFORE, BE IT RESOLVED by the Successor Agency to the Redevelopment Agency of the City of Chula Vista, that it amends the RDA 2008 TARBS Project Fund—SA budget by appropriating $158,165 to the Other Expense category. Presented by Approved as to form by Maria Kachadoorian Glen R. Googins Finance Director/City Treasurer City Attorney 2014-03-11 Agenda Packet Page 109 # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0084, Version: 1 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA (A) AMENDING THE COMPENSATION SCHEDULE AND CLASSIFICATION PLAN TO REFLECT THE ADDITION OF THE CLASSIFICATION OF FIREFIGHTER/PARAMEDIC AND (B) AMENDING THE AUTHORIZED POSITION COUNT IN THE FIRE DEPARTMENT TO REFLECT THE ADDITION OF 4.0 FIREFIGHTER/PARAMEDIC POSITIONS AND THE ELIMINATION OF 4.0 FIREFIGHTER POSITIONS RECOMMENDED ACTION Council adopt the resolution. SUMMARY The Fire Department is in the process of implementing an Advanced Life Support (ALS) program that deploys City paramedics as first responders. This resolution would approve the creation of the Firefighter/Paramedic classification and amend the authorized position count in the Fire Department to reflect the addition of 4.0 Firefighter/Paramedic positions and the elimination of 4.0 Firefighter positions which allows for the Fire and Human Resources Departments to proceed with the recruitment. ENVIRONMENTAL REVIEW The Development Services Director has reviewed the proposed activity for compliance with the California Environmental Quality Act (CEQA) and has determined that the activity is not a "Project"as defined under Section 15378(b)(2) of the State CEQA Guidelines because it is a personnel related action; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines the activity is not subject to CEQA. Thus, no environmental review is necessary. BOARD/COMMISSION RECOMMENDATION The Civil Service Commission adopted the amendment to the classification plan, subject to the final approval of the City Council, at their February 6, 2014 meeting. DISCUSSION For the past two years, the Fire Department has been working to implement an Advanced Life Support (ALS) program that deploys City paramedics as first responders. In Fiscal Year 2012/2013, the City Council authorized funding for the First Responder Advanced Life Support (FRALS) program and approved a resolution to approve a memorandum of understanding between the City and IAFF Local 2180 regarding the ALS program. The Fire Chief subsequently brought forward to the City Council an agenda statement that noted that in order to allow for training and/or hiring more paramedics, full implementation of the FRALS program would be phased in over five years. At their August 1 , 2013 Public Safety Workshop, the City Council directed the Fire Chief to explore options necessary to expedite implementation of the FRALS program. In November 2013, the Fire Chief requested budget appropriations to fund costs associated with providing paramedic training on an accelerated schedule. City of Chula Vista Page 1 of 3 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 110 File #: 14-0084, Version: 1 The ALS program requires creation of a new classification of Firefighter/Paramedic so that the Fire Department, in conjunction with the Human Resources Department, can recruit qualified personnel with the required knowledge, skills, abilities and certifications to perform advanced life support duties. Incumbents in the new classification will serve in a dual role. In addition to performing duties and responsibilities of a Firefighter, the incumbents in the Firefighter/Paramedic classification will render emergency medical aid as a Paramedic examining and assessing victims, communicate vital medical data to medical and/or fire personnel and administer medical treatment within established guidelines and/or at the specific instruction of base hospital medical personnel; perform primary and secondary medical physical assessments of patients; perform cardiopulmonary resuscitation; administer advanced life support drug therapy within established guidelines and/or at the specific instruction of base hospital medical personnel; operate heart monitoring and defibrillation equipment, communicate medical information to base hospital medical personnel or other fire personnel; serve as a preceptor for paramedic and emergency medical technician trainees; and perform other duties as assigned. The bargaining group and proposed E-Step bi-weekly salary for the new classification is shown below: Proposed Title argaining Group roposed E-Step Salary Firefighter/Paramedic IAFF 3,023.88 bi-weekly The proposed E-Step salary is 15% above the E-step salary for the existing Firefighter classification. This 15% differential is equivalent to the Firefighter Paramedics-Specialty Pay received by Firefighters when assigned to perform the duties of a paramedic. As such, the 15% differential fully incorporates and is that Firefighter-Paramedics Specialty Pay outlined in the Memorandum of Understanding between the City of Chula Vista and IAFF Local 2180 approved by the City Council at their meeting of September 11, 2012. In addition to establishing the new classification of Firefighter/Paramedic, the Fire Department is requesting to amend the authorized position count to reflect the addition of 4.0 Firefighter/Paramedic positions and the elimination of 4.0 Firefighter positions. As stated previously, this would allow the Department to recruit and hire qualified personnel with the required knowledge, skills, abilities and certifications to perform advanced life support duties. DECISION-MAKER CONFLICT Staff has reviewed the decision contemplated by this action and has determined that it is not site specific and consequently, the 500-foot rule found in California Code of Regulations section 18704.2 (a)(1), is not applicable to this decision. Staff is not independently aware, and has not been informed by any Councilmember, of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. The creation of the Firefighter/Paramedic classification supports the City-wide strategic goals of Operational Excellence and Strong and Secure Neighborhoods as it allows for the City to recruit for and hire qualified City of Chula Vista Page 2 of 3 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 111 File #: 14-0084, Version: 1 personnel with the required knowledge, skills, abilities and certifications to perform advanced life support duties to augment current Fire Department staff. CURRENT YEAR FISCAL IMPACT Approval of the resolution will result in the amendment of the compensation schedule and classification plan to add the classification of Firefighter/Paramedic, the addition of 4.0 Firefighter/Paramedic positions and the elimination of 4.0 Firefighter positions. There is no fiscal impact associated with this action. ONGOING FISCAL IMPACT There is no ongoing fiscal impact as a result of this action. As stated previously, the proposed salary for the classification of Firefighter/Paramedic is equal to the current amount paid to Firefighter plus Paramedic specialty pay. The specialty pay is reimbursed through the contract with AMR, resulting in no net fiscal impact to the General Fund. ATTACHMENTS None City of Chula Vista Page 3 of 3 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 112 RESOLUTION NO. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA (A) AMENDING THE COMPENSATION SCHEDULE AND CLASSIFICATION PLAN TO REFLECT THE ADDITION OF THE CLASSIFICATION OF FIREFIGHTER/PARAMEDIC AND (B) AMENDING THE AUTHORIZED POSITION COUNT IN THE FIRE DEPARTMENT TO REFLECT THE ADDITION OF 4.0 FIREFIGHTER/PARAMEDIC POSITIONS AND THE ELIMINATION OF 4.0 FIREFIGHTER POSITIONS WHEREAS, the Fire Department has been working to implement an Advanced Life Support(ALS)program that deploys City paramedics as first responders; and WHEREAS, the ALS program requires creation of a new classification of Firefighter/Paramedic so that the Fire Department, in conjunction with the Human Resources Department, can recruit qualified personnel with the required knowledge, skills, abilities and certifications to perform advanced life support duties; and WHEREAS, the compensation schedule and classification plan will be amended to add the classification of Firefighter/Paramedic; and WHEREAS, the Firefighter/Paramedic will be assigned to the International Association of Fire Fighters (IAFF)bargaining group, and the E-Step bi-weekly salary will be $3,023.88, that incorporates the 15% "FF-Paramedic Specialty Pay" set forth in the MOU between the City and IAFF, Local 2180 regarding ALS approved by City Council on September 11, 2012; and WHEREAS, the Fire Department requests to amend the authorized position count in the Fire Department to reflect the addition of 4.0 Firefighter/Paramedic positions and the elimination of 4.0 Firefighter positions; and WHEREAS, there is no net fiscal impact to the General Fund as the proposed salary for the classification of Firefighter/Paramedic is equal to the current amount paid to Firefighter plus Paramedic specialty pay. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula Vista, that it amends the compensation schedule and classification plan to reflect the addition of Firefighter/Paramedic. 2014-03-11 Agenda Packet Page 113 Resolution No. Page 2 BE IT FURTHER RESOLVED by the City Council of the City of Chula Vista, that it amends the authorized position count in the Fire Department to reflect the addition of 4.0 Firefighter/Paramedic positions and the elimination of 4.0 Firefighter positions. Presented by Approved as to form by Kelley K. Bacon Glen R. Googins Director of Human Resources City Attorney Dave Hanneman Fire Chief 2014-03-11 Agenda Packet Page 114 # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0096, Version: 1 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING BIDS, AWARDING THE CONTRACT FOR THE "MEDIAN IMPROVEMENTS AT OLYMPIC PARKWAY / BRANDYWINE AVENUE AND PALOMAR STREET / WALNUT AVENUE IN THE CITY OF CHULA VISTA (CIP #TF377)" PROJECT TO TRI-GROUP CONSTRUCTION & DEVELOPMENT, INC., IN THE AMOUNT OF $124,830, WAIVING CITY COUNCIL POLICY 574-01 , AND AUTHORIZING THE EXPENDITURE OF ALL AVAILABLE CONTINGENCY FUNDS IN AN AMOUNT NOT TO EXCEED $20,000. RECOMMENDED ACTION Council adopt the resolution. SUMMARY On February 05, 2014, the Director of Public Works received eight (8) sealed bids for the "Median Improvements at Olympic Parkway/Brandywine Avenue and Palomar Street/Walnut Avenue in the City of Chula Vista (TF377)" project. The project is included in the Capital Improvement Program Fiscal Year 2013/2014. The proposed resolution, if approved, would accept bids, award the contract for this project to the low bidder Tri-Group Construction & Development, Inc. in the amount of $124,830, waive City Council Policy 574-01 , and authorize the expenditure of all available contingency funds in an amount not to exceed $20,000. ENVIRONMENTAL REVIEW The Development Services Director has reviewed the proposed project for compliance with the California Environmental Quality Act (CEQA) and has determined that the project qualifies for a Class 1 (c) categorical exemption pursuant to Section 15301 (Existing Facilities) of the State CEQA Guidelines because the proposed traffic improvement project consists of the construction of a raised median near the intersection of Palomar Street and Walnut Avenue and the installation of a left turn pocket lane at the intersection of Olympic Parkway and Brandywine. All proposed work and improvements will be done within existing street right-of-way involving negligible or no expansion of an existing use. Thus, no further CEQA environmental review is required. BOARD/COMMISSION RECOMMENDATION Not Applicable DISCUSSION The project will increase the length of westbound Olympic Parkway left turn pocket to southbound Brandywine Avenue from 220 feet to 450 feet, increasing storage and reducing traffic delays. The project will also construct a raised median at the intersection of Palomar Street and Walnut Avenue, improving traffic safety by prohibiting left turn movements from Walnut Avenue and East Frontage Road onto eastbound and westbound Palomar Street, respectively. City of Chula Vista Page 1 of 4 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 115 File #: 14-0096, Version: 1 Palomar Street/Walnut Avenue/East Frontage Road raised median The Palomar Gateway District Specific Plan Final Mobility Study Final Mobility Study conducted by Linscott Law & Greenspan Engineers recommended a series of improvements to help improve ADA, bicycle, light rail, parking, pedestrian, transit and vehicular mobility opportunities. These mobility improvements were separated into Tier I (High Priority), Tier II (Medium Priority) and Tier III (Low Priority) opportunities. For vehicular improvements, a Tier I project identified was to restrict Walnut Avenue (& East Frontage Road) vehicular access to/from Palomar Street to allow right-in/right-out only. A raised median at this intersection will provide for this restriction. Eastbound and westbound Palomar Street traffic will still be allowed to make the left turn at this intersection. During the Palomar Gateway Specific Plan process, numerous workshops were held in the community and the final plan incorporates the input from the community, including the area businesses. The Planning Commission considered the Specific Plan and EIR during a Public Hearing held on June 26, 2013. On August 6, 2013, a Public Hearing was held by the City Council to consider approval of the Palomar Gateway Specific Plan and related rezoning actions. A Resolution and Ordinance were approved that evening. On February 05, 2014, the Director of Public Works received eight (8) bids as follows: CONTRACTOR BID 1 Tri-Group Construction & Development - San Diego, CA $124,830.00 2 Palm Engineering Construction Co. - San Diego, CA $129,593.00 3 IHTA Engineering & Construction, Inc. - San Diego, CA $136,420.00 4 Just Construction, Inc. - San Diego, CA $140,000.00 5 Crest Equipment - El Cajon, CA $146,015.00 6 PAL General Engineering, Inc. - San Diego, CA $152,894.00 7 New Century Construction, Inc. - Lakeside, CA $164,890.00 8 .B. Hashmi, Inc. - San Diego, CA $179,668.00 The low bid submitted by Tri-Group Construction & Development, Inc. is below the Engineer's estimate of $226,250 by $101 ,420 (approximately 44.8 %). Tri-Group Construction & Development, Inc. has performed similar work in the City with satisfactory performance. Tri-Group Construction & Development, Inc. is a licensed General Engineering Contractor Class A with a current and active License No. 792159. The proposed resolution would also authorize the Director of Public Works to approve change orders over and above existing policy limits. Under City Council Policy No. 574-01 , if an individual change order causes the cumulative increase in change orders to exceed the Director's authority ("Maximum Aggregate Increase in Change Orders"), then City Council approval is required. The corresponding maximum aggregate contract increase that may be approved by the Director of Public Works under Policy No. 574-01 is $11,738. Approval of the resolution would increase the Director of Public Works' authority to approve change orders, as necessary, up to the contingency amount of $20,000, an increase of $8,262 over Policy No. 574-01. Increasing the contingency funds will allow staff to continue the project without delay should unforeseen circumstances resulting in increased project costs arise during the course of construction, as well as make adjustments to bid item quantities. City of Chula Vista Page 2 of 4 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 116 File #: 14-0096, Version: 1 Unforeseen conditions include such items as utility conflicts, hazardous materials, unexpected underground conflicts, etc. If the contingency funds are not used, then they will be returned to the project fund balance. Staff reviewed the lowest bid submitted by Tri-Group Construction & Development, Inc. and determined that the bid package is complete, with no errors or omissions. Therefore, staff recommends awarding a construction contract to Tri-Group Construction & Development, Inc. in the amount of$124,830.00. Wage Statement The Contractor that is awarded the contract and its subcontractors are not required to pay prevailing wages to persons employed by them for work under this contract. Disclosure Statement Attachment 1 is a copy of the Contractor's Disclosure Statement. DECISION-MAKER CONFLICT Staff has reviewed the property holdings of the City Council and has found no property holdings within 500 feet of the boundaries of the property which is the subject of this action. Staff is not independently aware, and has not been informed by any City Council member, of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. The Median Improvements at Olympic Parkway/Brandywine Avenue and Palomar Street/Walnut Avenue project supports the Strong & Secure Neighborhoods goal as it will improve safety at the intersection of Palomar Street and Walnut Avenue and reduce vehicular delays at both project locations, thus improving traffic levels of service, all vital to the quality of life for residents. Increased safety and traffic levels of service create an appealing community for the residents to live, work, and play. CURRENT YEAR FISCAL IMPACT Sufficient TransNet funds are available in CIP Project No. TF377 to complete the project. There is no additional impact to the TransNet Fund as sufficient funding is available to cover the program capital costs associated with this project. the FY 2013/2014 CIP Program. There is no direct impact to the General Fund. The table below summarizes the project construction costs. FUNDS REQUIRED FOR CONSTRUCTION A. Contract Amount $ 124,830 B. Contract Contingency $ 20,000 C. Construction Inspection Staff Cost $ 65,000 D. Other Staff Cost (Design Support, Sury $15,000 & Geotechnical) 11TOTAL FUNDS REQUIRED FOR CONST$224,830 City of Chula Vista Page 3 of 4 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 117 File #: 14-0096, Version: 1 ONGOING FISCAL IMPACT Upon completion of the project, the improvements will require routine maintenance. City of Chula Vista Page 4 of 4 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 118 COUNCIL RESOLUTION NO. 2014- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING BIDS, AWARDING THE CONTRACT FOR THE "MEDIAN IMPROVEMENTS AT OLYMPIC PARKWAY / BRANDYWINE AVENUE AND PALOMAR STREET / WALNUT AVENUE IN THE CITY OF CHULA VISTA (CIP #TF377)" PROJECT TO TRI-GROUP CONSTRUCTION & DEVELOPMENT, INC., IN THE AMOUNT OF $124,830, WAIVING CITY COUNCIL POLICY 574-01, AND AUTHORIZING THE EXPENDITURE OF ALL AVAILABLE CONTINGENCY FUNDS IN AN AMOUNT NOT TO EXCEED $20,000 WHEREAS, this project is included in the FY2013/2014 Capital Improvement Program (CIP) budget to increase the length of westbound Olympic Parkway left turn pocket to southbound Brandywine Avenue from 220 feet to 450 feet and construct a raised median at the intersection of Palomar Street and Walnut Avenue; and WHEREAS, the Development Services Director has reviewed the proposed project for compliance with the California Environmental Quality Act (CEQA) and has determined that the project qualifies for a Class 1 (c) categorical exemption pursuant to Section 15301 (Existing Facilities) of the State CEQA Guidelines; and WHEREAS, on February 5, 2014, after a public bidding process, the Director of Public Works received sealed bids for the "Median Improvements at Olympic Parkway/Brandywine Avenue and Palomar Street/Walnut Avenue in the City of Chula Vista (TF377)" project; and WHEREAS, the Director of Public Works received eight (8) bids as follows: CONTRACTOR BID 1 Tri-Group Construction & Development — San Diego, CA $124,830.00 2 Palm Engineering Construction Co. — San Diego, CA $129,593.00 3 HTA Engineering & Construction, Inc. — San Diego, CA $136,420.00 4 Just Construction, Inc. — San Diego, CA $140,000.00 5 Crest Equipment — El Cajon, CA $146,015.00 6 PAL General Engineering, Inc. — San Diego, CA $152,894.00 7 New Century Construction, Inc. — Lakeside, CA $164,890.00 8 A.B. Hashmi, Inc. — San Diego, CA $179,668.00 2014-03-11 Agenda Packet Page 119 Resolution No. 2014- Page 2 WHEREAS, the low bid submitted by Tri-Group Construction & Development, Inc. is below the Engineer's estimate of $226,250 by $101,420 (approximately 44.8 %); and WHEREAS, Tri-Group Construction & Development, Inc. has performed similar work in the City with satisfactory performance; and WHEREAS, Tri-Group Construction & Development, Inc. is a licensed General Engineering Contractor Class A with a current and active License No. 792159; and WHEREAS, the Contractor that is awarded the contract and its subcontractors are not required to pay prevailing wages to persons employed by them for work under this contract; and WHEREAS, sufficient TransNet funds are available in the CIP Project No. TF377 to complete the project; and WHEREAS, a breakdown of construction costs is as follows: FUNDS REQUIRED FOR CONSTRUCTION A. Contract Amount $ 124,830 B. Contract Contingency $ 20,000 C. Construction Inspection Staff Cost $ 65,000 D. Other Staff Cost (Design Support, Survey Monument Preservation & Geotechnical) $15,000 TOTAL FUNDS REQUIRED FOR CONSTRUCTION $224,830 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula Vista, that it accepts bids and awards the contract for the "Median Improvements at Olympic Parkway/Brandywine Avenue and Palomar Street/Walnut Avenue in the City of Chula Vista (TF377)" project to Tri-Group Construction & Development, Inc. in the amount of $124,830. 2014-03-11 Agenda Packet Page 120 Resolution No. 2014- Page 3 BE IT FURTHER RESOLVED that the City Council of the City of Chula Vista does hereby waive Council Policy No. 574-01 and authorize the expenditure of all available contingency funds in an amount not to exceed $20,000. Presented by Approved as to form by Richard A. Hopkins Glen R. Googins Director of Public Works City Attorney 2014-03-11 Agenda Packet Page 121 i CITY OF CHULA VISTA DISCLOSURE STATEMENT . II, Pursuant to Council Policy 101-01,prior to any action upon matters that will require discretionary action by the Council, Planning Commission and all other Official bodies of the City, a statement of disclosure of certain ownership or financial interests, payments, or campaign contributions for a City of Chula Vista election must be filed.The following information must be disclosed: 1. List the names of all persons having a financial interest in the property that is the subject of the k application or the contract,e.g.,owner,applicant, contractor, subcontractor,material supplier. 1 f 2. If any person* identified pursuant to (1)above is a corporation or partnership, list the names of all individuals with a$2000 investment in the business(corporation/partnership)entity. I i 4 3. If any person* identified.pursuant to (1) above is a non-profit organization or trust, list the names of any person serving as director of the non-profit organization or as trustee or beneficiary or trustor of the trust. 4. Please identify every person, including any agents, employees, consultants, or independent contractors you have assigned to represent you before the City in this matter. f �I - HANI ASST SECRETARY OF CORPORATION 5. Has any person* associated with this contract had any financial dealings with an official** of the City of Chula Vista as it relates to this contract within the past 12 months? Yes Nom' 20 QAEngineeriagW1 Projects iTF\TF3771Contract1TF377 Contract.doc 2014-03-11 Agenda Packet Page 122 I If Yes,briefly describe the nature of the financial interest the official"may have in this contract. ' E 6. Have you made a contribution of more than $250 within the past twelve (12) months to a current member of the Chula Vista City Council?No iZYes If yes,which Council member? 7. Have you provided more than $344(or an item of equivalent value)to an official**of the City of Chula Vista in the past twelve (12) months? (This includes being a source of income, money to j retire a legal debt,gift,loan, etc.)Yes No 'r If Yes,which official"and what was the nature of item provided? j i I I Dater �/ _ HANI ASST Signature of Contractor/Applicant SECRETARY OF CORPORATION I Print or type name of Contractor/Applicant j - - I * Person is defined as: any individual, firm, co-partnership, joint venture, association, social club, fraternal organization, corporation, estate, trust, .receiver, syndicate, any other county, city, municipality, district, or other political subdivisioxa, or any other group or combination acting as a unit. ** Official includes, but is not limited to: Mayor, Council member, Planning Commissioner, Member of a board, commission, or committee of the City, employee, or staff members. i 21 Q\Engineering1A11 Projects lTF\TF3771Contract1TF377 Contractdoc 2014-03-11 Agenda Packet Page 123 # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0098, Version: 1 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING A STATE OF CALIFORNIA TIRE DERIVED PRODUCT GRANT AND AUTHORIZING THE APPROPRIATION OF $37,035 TO THE STATE GRANTS FUND TO INSTALL RUBBER PLAYGROUND MULCH AT SUNBOW PARK (4/5 VOTE REQUIRED) RECOMMENDED ACTION Council adopt the resolution. SUMMARY In January 2013, the City Council authorized staff to apply for grants from the State of California Department of Resources Recycling and Recovery (CalRecycle). In April, Park Operations received a grant award of $37,035 to purchase recycled tire rubber playground mulch. This action is to accept the grant and appropriate the funds to replace mulch in the playground at Sunbow Park. ENVIRONMENTAL REVIEW The Development Services Director has reviewed the proposed project for compliance with the California Environmental Quality Act (CEQA) and has determined that the project qualifies for a Class 1(d) categorical exemption pursuant to Section 15301 (Existing Facilities) of the State CEQA Guidelines because the proposed acceptance and appropriation of funding will result in the replacement of older playground mulch with similar but improved playground mulch at a City public park with no expansion of an existing use. Thus, no further environmental review is required. BOARD/COMMISSION RECOMMENDATION Not Applicable DISCUSSION In January 2013, the City Council authorized staff to apply for grants from the State of California Department of Resources Recycling and Recovery (CalRecycle). Public Works staff applied for a CalRecycle Tire-Derived Product Grant to purchase rubber playground mulch derived from 100 percent California generated waste tires. In April, Park Operations received notification of a grant award of $37,035. To determine the best use, staff obtained bids and compared rubber mulch samples. International Mulch Company, based in Moreno Valley, has provided a quote to deliver 134,550 pounds of NuPlay rubber mulch for $36,658.60, which would be fully reimbursed from the grant proceeds. NuPlay is considered one of the safest materials in the industry and is ADA compliant. This action is to accept the grant and appropriate the funds to replace the engineering wood fiber mulch material at the playground in Sunbow Park, which is in significant need of new soft fall material. DECISION-MAKER CONFLICT Staff has reviewed the property holdings of the City Council and has found no property holdings City of Chula Vista Page 1 of 2 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 124 File #: 14-0098, Version: 1 within 500 feet of the boundaries of the property which is the subject of this action. Staff is not independently aware, and has not been informed by any City Council member, of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. This action supports the goal of providing Healthy Communities, which includes maintaining and operating community and neighborhood facilities that provide opportunities for active recreation. Soft fall is used by Public Works park maintenance staff to support children's safety in playground areas. The grant enables the City to maintain and operate Sunbow Park, which is an active neighborhood facility. CURRENT YEAR FISCAL IMPACT Approval of the resolution will result in the appropriation of $37,035 to the State Grants Fund and to the fiscal year 2013-14 Supplies and Services category of the Public Works Department's budget for the purchase of rubber mulch. The grant funds will fully reimburse the cost to purchase the product and deliver on site and the material will be spread by park maintenance staff. ONGOING FISCAL IMPACT There is no ongoing fiscal impact as this is a one-time grant and there is no increase in ongoing maintenance and operating costs as it involves the replacement of soft fall material at an existing playground. The rubber playground mulch will save replenishment costs in the future because the rubber will not degrade as rapidly as the engineered wood fiber material it is replacing. City of Chula Vista Page 2 of 2 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 125 RESOLUTION NO. 2014- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING A STATE OF CALIFORNIA TIRE DERIVED PRODUCT GRANT AND AUTHORIZING THE APPROPRIATION OF $37,035 TO THE STATE GRANTS FUND TO INSTALL RUBBER PLAYGROUND MULCH AT SUNBOW PARK WHEREAS, the City of Chula Vista believes that access to nearby children's playgrounds is important to the residents of Chula Vista; and WHEREAS, the engineered wood fiber mulch at the Sunbow Park playground is old and in need of replacement; and WHEREAS, on January 8, 2013, the City Council authorized the submittal of grant applications to the State of California Department of Resources Recycling and Recovery (CalRecycle); and WHEREAS, On April 1, 2013, CalRecycle awarded the City of Chula Vista a Tire Derived Product Grant in the amount of$37,035 to purchase rubber playground mulch derived from 100 percent California generated waste tires; and WHEREAS, the grant award amount is sufficient to fully reimburse the cost to purchase and deliver new recycled rubber mulch for the playground in Sunbow Park. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista does hereby: 1. Authorize the acceptance of the fire derived product grant from CalRecycle; and 2. Appropriate $37,035 to the state grants fund and to the fiscal year 2013-14 Supplies and Services category of the Public Works Department's budget for the purchase of rubber mulch which will be fully offset by the grant funding. Presented by Approved as to form by Richard A. Hopkins Glen R. Googins Director of Public Works City Attorney 2014-03-11 Agenda Packet Page 126 # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0101, Version: 1 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROVING AN AGREEMENT WITH THE COUNTY OF SAN DIEGO FOR THE NEXT GENERATION REGIONAL COMMUNICATIONS SYSTEM RECOMMENDED ACTION Council adopt the resolution. SUMMARY The County of San Diego is upgrading the Regional Communications System (RCS) and the City of Chula Vista must enter into an agreement expressing the City's interest in continuing to participate in the new Next Generation Regional Communications System (Next Gen RCS). This system provides critical first responder communications throughout the County of San Diego. The City must approve an agreement with the County of San Diego in order to utilize the new Next Gen RCS. ENVIRONMENTAL REVIEW This proposed activity has been reviewed for compliance with the California Environmental Quality Act (CEQA) and it has been determined that the activity is not a "Project" as defined under Section 15378 of the State CEQA Guidelines because it will not result in a physical change in the environment; therefore, pursuant to Section 15060(c) (3) of the State CEQA Guidelines, the activity is not subject to CEQA. Thus, no environmental review is necessary. BOARD/COMMISSION RECOMMENDATION Not Applicable DISCUSSION In 1995, the County of San Diego and most of the local governments and agencies entered into an agreement entitled the "San Diego County - Imperial County Regional Communications System Agreement Between the County of San Diego and Participating Cities and Jurisdictions Regarding the Implementation, Governance, Method of Funding and Costs of a Regional Radio System Providing Communication Services to Public Safety and Public Service Agencies operating in San Diego County and Imperial County" (1995 RCS Agreement). This agreement provided funding and governance to the County of San Diego so that a comprehensive communications systems could be built throughout San Diego and Imperial counties. This communications system allows first responder agencies the ability to communicate with each other via a shared radio system. This significantly enhances the ability for agencies to communicate with each other during emergency events where multiple agencies/departments may be responding. The City of Chula Vista has been a participating member of the RCS since 1996. The RCS infrastructure is approaching the end of its life cycle and must be replaced. The County of San Diego has been working with member RCS partner agencies to plan for the replacement of the City of Chula Vista Page 1 of 3 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 127 File #: 14-0101, Version: 1 RCS system with a "Next Generation" public safety interoperable communications system which will comply with Federal Communications System (FCC) and the national Association of Public Safety Communications Officials Project 25 standards. These regulations set in place standards for communication systems which allow for interoperability between different cities, agencies, and various state and federal agencies. This has been done to ensure that during emergency events, various public safety and emergency response personnel can communicate with each other. The County of San Diego's RCS Management Team has developed a plan, which has been presented and vetted through the RCS partners and the RCS Board. The Next Gen RCS replacement project is projected to occur over the course of several years with a contract award anticipated in 2015 and final completion of the project in late 2018. The initial projected costs of the Next Gen RCS project have been estimated to be $105 million. This cost will be partially offset by $19 million in grant funding, which would reduce the total cost to member agencies to $86 million. The remaining balance would then be apportioned among each of the member agencies based upon the number of radios that each agency has in the RCS system. The City of Chula Vista currently has 737 radios operating on the RCS. Based upon the radio count for the City, the approximate cost to the City for participating in the Next Gen RCS project would be $4.5 million. This does not include the mandatory radio and equipment upgrades that would be needed at the City. Based upon the number of radios that are currently in the City inventory which would not be compatible with the Next Gen RCS system (468 of 737), there would be approximately an additional $2.5 million in radio upgrade costs as well. Staff will be reviewing the number of radios currently in the Fire Department, Police Department and Public Works fleets to see if the number of radios can be reduced to help mitigate the cost of the project. But there should not be an expectation that significant reductions will occur due to the nature of the use of these radio systems. The County of San Diego will be offering financing options to member agencies in either 7 or 10 year plans. As of this report, the County does not have an interest rate identified. Staff expects to receive additional information from the County in terms of financing options. When staff returns to Council with funding options, this information will be presented. In order to get the Next Gen RCS project moving forward in a timely manner, the County of San Diego has asked that member agencies make a commitment to the project no later than March 31, 2014. This will allow the County to make final determinations on cost apportionment, as well as determine the number of agencies that will require financing options. There are significant penalties for agencies that do not approve the Next Gen RCS agreement by March 31, 2014, but decide to join at a later date. Any signed agreements after March 31, 2014 will incur a 15% late signing financial penalty. Any signed agreements after July 31, 2014 will incur a 25% late signing financial penalty. The agreement which is subject of this staff report sets forth the governance of the Next Gen RCS system, identifies a source of funding (both member city allocations and grant funds) and determines a method for cost sharing for a public safety radio system which runs in two counties. Staff for the City has reviewed the attached agreement and recommends approval in order to begin the project. There is no cost effective, feasible alternative to this project. Public safety radio communications are vital and the public safety agencies in San Diego and Imperial Counties have made a commitment to maintaining a communications system which allows for interoperable communications in order to be City of Chula Vista Page 2 of 3 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 128 File #: 14-0101, Version: 1 more effective and efficient in service delivery to the citizens of our communities, while also helping to ensure that our first responders safety is a top priority. The Next Gen RCS system will improve upon both of these priorities through enhanced technology deployment. DECISION-MAKER CONFLICT Staff has reviewed the decision contemplated by this action and has determined that it is not site specific and consequently, the 500-foot rule found in California Code of Regulations section 18704.2 (a)(1), is not applicable to this decision. Staff is not independently aware, and has not been informed by any City Council member, of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. This project directly supports the Strong and Secure Neighborhoods goal by providing enhanced communication capabilities to our first responders. CURRENT YEAR FISCAL IMPACT There are no current year fiscal impacts as a result of this action. See "Ongoing Fiscal Impact" below for additional long term details. ONGOING FISCAL IMPACT The estimated cost for participating in the Next Gen RCS system will be approximately $4.5 million, this amount excludes financing costs. Financing terms have yet to be provided by the County. The County of San Diego will provide financing options in the near future, but they are not able to provide that information at this time. In addition, there are $2.5 million in radio equipment upgrades needed in order to be able to use the Next Gen RCS system. In total, the Next Gen RCS upgrade project currently has an estimated cost of$7.0 million. These costs have not been included in the 5-year forecast provided by the Finance Department to the City Council as the total cost of this project is unknown. Financing options need to be reviewed once the County provides the terms of their financing options. In addition, there may be a possibility of reducing the project costs by utilizing grant funds for the replacements of the radios. ATTACHMENTS 1. RCS Next Generation Agreement Cover Letter 2. RCS Next Generation Agreement - 2014 City of Chula Vista Page 3 of 3 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 129 COUNCIL RESOLUTION NO. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROVING AN AGREEMENT WITH THE COUNTY OF SAN DIEGO FOR THE NEXT GENERATION REGIONAL COMMUNICATIONS SYSTEM WHEREAS, In 1995, the County of San Diego and most of the local governments and agencies entered into an agreement entitled the "San Diego County — Imperial County Regional Communications System Agreement Between the County of San Diego and Participating Cities and Jurisdictions Regarding the Implementation, Governance, Method of Funding and Costs of a Regional Radio System Providing Communication Services to Public Safety and Public Service Agencies operating in San Diego County and Imperial County" (1995 RCS Agreement).; and WHEREAS, the City of Chula Vista has been a member of the Regional Communications System (RCS) since 1996; and WHEREAS, the RCS has operated for 19 years and has provided first responders with interoperable communications throughout San Diego and Imperial Counties; and WHEREAS, the RCS has reached the end of its life cycle and must be replaced in order to comply with FCC and the national Association of Public Safety Communications Officials Project 25 communication standards.; and WHEREAS, the Next Generation Regional Communications System (Next Gen RCS) will comply with FCC and the national Association of Public Safety Communications Officials Project 25 standards; and WHEREAS, the County of San Diego is the project coordinator for the Next Gen RCS upgrade project; and WHEREAS, the County of San Diego has developed an operating agreement for member agencies to enter into which provides governance, identifies a source of funding for the project as well as sets forth the cost sharing agreement between the member agencies; and WHEREAS, in order to begin the project, the County of San Diego is asking member agencies that are interested in participating in the Next Gen RCS to approve a new agreement by March 31St, 2014; and WHEREAS, if member agencies do not respond by March 31St, 2014, and still want to participate in the project, there will be significant financial penalties for late approval of the agreement; and 2014-03-11 Agenda Packet Page 130 Resolution No. Page 2 WHEREAS, the City of Chula Vista does not have a reasonable, more cost effective commercial radio solution which would provide the needed communications capability to the first responder departments over the next 15 to 20 years. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula Vista, that it approves an agreement with the County of San Diego for the Next Generation Regional Communications System. Presented by Approved as to form by David Bejarano Glen R. Googins Chief of Police City Attorney 2014-03-11 Agenda Packet Page 131 %U'VU t-Q vr# "t'§axr pirga PUBLIC SAFETY GROUP 1600 PACIFIC HIGHWAY,ROOM 205,SAN DIEGO,CA 92101 RON LANE DEPUTY CHIEF ADMINISTRATIVE OFFICER (619)5314535 FAX(619)232-2436 CERTIFIED MAIL December 12, 2013 Mr. Jim Sandoval City Manager City of Chula Vista 276 Fourth Avenue Chula Vista, CA 91910 Dear Mr. Sandoval: NEXT GENERATION REGIONAL COMMUNICATIONS SYSTEM FINAL AGREEMENT The Next Generation Regional Communication System (NextGen RCS)Agreement is enclosed for consideration, approval and signature by your governing body or other proper authority.. The Agreement was approved by the San Diego County Board of Supervisors on December 3,2013 (6). This agreement is the culmination of work over the intervening past several months from independent technical consultants, the RCS Executive Working Group (an executive steering committee comprised of representatives of RCS Partner agencies), and attorneys from partner agencies to offer and secure continued participation of local governments and agencies in the NextGen RCS. This Agreement defines the terms and conditions of participation in the NextGen RCS and,importantly, provides incentives promoting early commitment to participation. Early commitment to participation is crucial to establishing system requirements necessary to the contracting process and to giving all parties an estimate of the cost of participation. To that end, a 15% late signing financial penalty is included in the Agreement for agencies that approve and sign this agreement after March 31, 2014 as listed in Section 3.3 of the Agreement. For agencies that approve and sign the Agreement after July 31,2014,the late signing financial penalty is increased to 25%. I 2014-03-11 Agenda Packet Page 132 Mr.Jim Sandoval City of Chula Vista December 12,2013 Page 2 I This NextGen Agreement will not immediately replace the 1995 RCS Agreement or existing customer agreements will remain in effect until March 31 St, 2016. The NextGen RCS Agreement states that a financing mechanism will be made available by the County(Section 3.6). The County does not yet have details regarding a finance mechanism for interested Parties; however,the County is interested in learning which agencies may be interested in participating in this financing mechanism. Please communicate your potential desire to participate in such financing as a Party to this Agreement when you return your signed Agreement. Your indications of potential desire to participate in financing does not in any way obligate you to participate in County arranged financing. Please submit your approved Agreement with completely filled in signature page with "wet signature" to: Tony W. Potter San Diego County Sheriffs Department ATTN: Wireless Services Division 5595 Overland Ave, Ste. 101 San Diego, CA 92123-1206 Your continued participation in the RCS helps to sustain communications interoperability among the region's public safety and public service partners for emergency and disaster response communications. I appreciate your prompt attention to this Agreement and look forward to your continued participation in the RCS. Please address any questions regarding the Agreement to Sue Willy, RCS Manager,by email Sue.Willy@sdsheriff.org or by telephone at(858) 694-3953. Sincerely, onal/Lane! Depy(y Chief Administrative Officer RJL:SW:tp Enclosure: NextGen RCS Agreement I J I 2014-03-11 Agenda Packet Page 133 I THE ATTACHED AGREEMENT HAS BEEN REVIEWED AND APPROVED AS TO FORM BY THE CITY ATTORNEY'S OFFICE AND WILL BE FORMALLY SIGNED UPON APPROVAL BY TI-� CITY COUNCIL �� � ^ Glen R. Gooe' s City Attorney Dated: 02 - Z �— /y AGREEMENT BETWEEN AND AMONG TFfE COUNTY OF SAN DIEGO AND PARTICIPATING CITIES AND JURISDICTIONS REGARDING THE NEXT GENERATION RGIONAL COMM[7NICATION SYSTEM PROVIDING COMMUNICATION SERVICES TO PUBLIC SAFETY AND PUBLIC SAFETY AGENCIES OPERATING IN SAN DIEEGO AND IMPERIAL COUNTY ("NEXTGEN RCS AGREEMENT") I Agreement Between and Among the County of San Diego and Participating Cities and Jurisdictions Regarding the Next Generation Regional Communication System Providing Communication Services to Public Safety and Public Service Agencies Operating in San Diego County and Imperial County ("NextGen RCS Agreement") 1. THE 1995 RCS AGREEMENT;TRANSITION TO NEXT GENERATION RCS 1.1 The 1995 RCS Agreement. Effective March 7, 1995,the County of San Diego ("County") and certain local governments and agencies entered into an agreement entitled the "San Diego County—Imperial County Regional Communications System Agreement Between the County of San Diego and Participating Cities and Jurisdictions Regarding the Implementation,Governance, Method of Funding and Costs of a Regional Radio System Providing Communication Services to Public Safety and Public Service Agencies Operating in San Diego County and Imperial County"(referred to as the"1995 RCS Agreement,"a copy of which is attached as Exhibit A. Additional local governments and agencies signed onto the 1995 RCS Agreement,and all original and additional signatories(referred to as"1995 RCS Parties")are listed in Exhibit B.The 1995 RCS Agreement provides for the operation of a regional communication system by the County through its Sheriff's Department with the financial contribution of the 1995 RCS Parties. Other agencies and entities("Customers")are allowed to use the RCS, upon recommendation by the RCS Board of Directors,through contracts with the County wherein a Customer pays fees as approved by the Board of Directors,with the revenues from such contracts flowing to the RCS Operating Account and RCS Trust Fund maintained by the County. 1.2 1995 RCS Governance.The 1995 RCS Agreement establishes a governance structure wherein the County,through the Sheriffs Department Wireless Services Division, operates and maintains the RCS with other County departments providing additional administrative support,and the County Board of Supervisors having ultimate fiscal and operational control over the RCS.The 1995 RCS Agreement establishes an RCS Board of Directors to make recommendations to the Board of Supervisors. i I NextGen RCS Agreement Page 1 of 19 December 3,2013 2014-03-11 Agenda Packet Page 134 1.3 1995 RCS Fiscal Components.There are three basic fiscal components to RCS i ' Party participation in the 1995 RCS Agreement and use of the RCS:(1) contribution to the construction of the RCS"backbone", (2) monthly operating charges,and(3) each RCS Party's own equipment and certain infrastructure costs. 1995 RCS Parties have paid or are paying their contribution to the backbone construction through several fiscal vehicles, including financing provided by the County and County Service Area(CSA) 135,formed pursuant to Government Code section 25210 et.seq. Relevant actions pertaining to CSA 135 include, but may not be limited to the following:In Fiscal Years 1995-1996 and 1996-1997,pursuant to Government Code section 25210.77a (repealed 2009),the County levied parcel charges for CSA 135. On June 2, 1998,voters in three cities approved special taxes without sunset dates to replace the parcel charges as follows:The City of Poway(CSA 135 Zone F)-Proposition J;The City of Del Mar(CSA 135 Zone B)-Proposition F;The City of Solana Beach (CSA 135 Zone H)-Proposition L. 1.4 1995 RCS Aereement Extensions.On May 5,2009(Minute Order No. 2)on recommendation of the RCS Board of Directors,the County Board of Supervisors approved the extension of the RCS Agreement to March 31,2013.On August 7,2012(Minute Order No.1), again on recommendation of the RCS Board of Directors,the County Board of Supervisors approved the extension of the 1995 RCS Agreement to March 31,2016 in order to allow sufficient time to transition to a new or"next generation" ("NextGen RCS") replacement regional communication system and to develop a new participating agency agreement governing the new system. 1.5 Next Generation Regional Communication System("NextGen RCS").The transition from the existing RCS to the NextGen RCS is to be implemented and facilitated by this NextGen RCS Agreement and will occur over the course of approximately five years as follows: The County intends to issue the Request for Proposals for the NextGen RCS("NextGen RFP") near the middle of calendar year 2014 close NextGen RFP responses by end of calendar year 2014,and award the NextGen RCS Contract in mid-2015. It is further anticipated that while performance on the NextGen RCS Contract will begin shortly thereafter, infrastructure and equipment replacement of the RCS by the NextGen RCS will begin in early 2016. It is anticipated that NextGen RCS installation will be completed in late 2018. 1.6 NextGen RCS Agreement; Purpose.The purpose of this NextGen RCS Agreement is to establish a degree of certainty among all Parties to the 1995 RCS Agreement and additional parties as to participation and partnership in the NextGen RCS. Such degree of certainty is necessary because the County, as the contracting and administering entity, must issue the Request For Proposals("NextGen RCS RFP") in 2014, and the scope of work,funding and financing discussions require a framework for participation be in place. This NextGen RCS Agreement also provides incentive for 1995 RCS Parties to execute this NextGen RCS NextGen RCS Agreement Page 2 of 19 December 3,2013 2014-03-11 Agenda Packet Page 135 Agreement and become NextGen RCS Parties,indicating their good faith intention to participate,.by establishing late joining penalties as set forth in section 3 of this NextGen RCS Agreement. 1.7 Transition from 1995 RCS Agreement. The purposes of this NextGen RCS Agreement include establishing participation in the sharing of NextGen RCS Shared Backbone Infrastructure costs and NextGen RCS governance.Given that the transition from the RCS to the NextGen RCS will occur in stages and over time,the NextGen RCS Parties agree that the 1995 RCS`Agreement shall continue to be operative and govern the operation,maintenance, governance and administration of the RCS system until such time as the 1995 RCS Agreement expires in 2016,except as follows:This NextGen RCS Agreement will govern with respect to matters pertaining to setting NextGen RCS performance objectives, NextGen RCS implementation planning,and other matters that may relate to the NextGen RCS after transition from the RCS is complete. Upon expiration of the 1995 RCS Agreement,this NextGen RCS Agreement shall govern the RCS as it evolves to the NextGen RCS.Thus,from the execution of this NextGen RCS Agreement to the expiration of the 1995 RCS Agreement,there will be,to the extent required by the foregoing,dual governance structures, including dual boards of directors,which may or may not have members in common. i 1.8 NextGen RCS Agreement;Authority.On December 3,2013(Item No. 6),the Board of Supervisors authorized the Clerk of the Board to execute this NextGen RCS Agreement on behalf of the County. Each other NextGen RCS Party was authorized to enter into this NextGen RCS Agreement as indicated on their individual signature page. 2. NEXTGEN RCS OVERVIEW 2.1 199S.RCS.The RCS replaced the participating public service and public safety agencies'existing radio communication systems throughout San Diego and Imperial counties with what was at the time a modern,trunked radio system. 2.2 NextGen RCS.The NextGen RCS will replace, modernize and update the RCS and shall provide effective and reliable voice radio communications for routine intra-and inter- agency operations as well as inter-agency communications throughout the region during mutual aid and disaster operations. The NextGen RCS will include the following subsystems: a new trunked voice system, new microwave backhaul network,and a conventional voice system. 2.2.1 Trunked Voice System Description.The Trunked Radio System consists of the radio transmission equipment located at remote radio sites and the centralized system networking and management equipment necessary to provide voice radio services to the participating agencies in the RCS service area. NextGen RCS Agreement Page 3 of 19 December 3,2013 I I 2014-03-11 Agenda Packet Page 136 2.2.2 Microwave Backhaul Network Description.The Microwave Backhaul Network consists of the point-to-point radio and data switching equipment necessary to interconnect the sites where components of the trunked radio system and conventional radio systems (network hub and remote radio sites)are located. 2.2.3 Conventional Voice System Description.The Conventional Voice System consists of non-trunked ("conventional") radio base station equipment installed at remote radio sites to support voice radio communications between users of the RCS trunked radio system and non-RCS user agencies as required in day-to-day, mutual aid and disaster operations. The conventional voice system also provides limited backup voice communications capability in the event of a trunked system failure. 2.3 "Public Safety"and"Public Service"Agencies Defined 2.3.1 Public Safety agencies include all public law enforcement,fire service, EMS and disaster preparedness agencies in San Diego County and Imperial County. 2.3.2 Public Service agencies includes the State of California Department of Transportation (Caltrans) District 11 and other participating public agencies in the counties of I San Diego and Imperial whose primary responsibility is providing citizens with services other than law enforcement,fire service, EMS,and disaster preparedness. Public Service agencies i may also include Private-Non-Profit agencies operating under an agreement with a public agency. 2.4 Mutual Aid Communications.All law enforcement,fire service, EMS,disaster preparedness and participating public service agencies in San Diego County and Imperial County shall have access to mutual aid communications capabilities. 3. NEXTGEN RCS PARTICIPATION PARAMETERS AND CONTINGENCIES 3.1 Time Is Of The Essence. Due to the aging of the RCS,time is of the essence in the deployment of the NextGen RCS. Due to the anticipated construction time,the County intends to issue the NextGen RFP near the middle of calendar year 2014,close NextGen RFP responses by the end of 2014,and award the NextGen Contract in mid-2015. In order to provide a measure of confidence that there will be a certain level of participation and sharing in the NextGen RCS Shared Infrastructure Cost(See section 11.2),and to provide a minimal degree of certainty to the County of San Diego before it undertakes the extensive task of preparing and issuing a request for proposals or other form of solicitation to potential vendors of the NextGen RCS,the County has asked,and the NextGen RCS Parties have agreed to the participation parameters herein. J NextGen RCS Agreement Page 4 of 19 December 3,2013 i I 2014-03-11 Agenda Packet Page 137 3.2 Signing Deadline. 1995 RCS Parties and other local governments and agencies that desire to be NextGen Parties must sign this NextGen RCS Agreement no later than March 31,2014. 3.3 Late Signers: Penalties.1995 RCS Parties or other local governments or agencies who have not signed the NextGen RCS Agreement by March 31,2014 will be allowed to later sign onto the NextGen RCS Agreement and become NextGen RCS Parties during the period April 1,2014 to July 31,2014; however,such late-joining NextGen RCS Parties("late signers")will pay their NextGen RCS Shared Infrastructure Cost they would have paid had they executed this NextGen RCS Agreement by March 31,2014,plus a late penalty amounting to 15%of the original participation share. Penalty fees will be handled according to Section 3.5. 3.3.1 1995 RCS Parties or other local governments or agencies who have not signed the NextGen RCS Agreement by July 31,2014,will be allowed to sign onto the NextGen RCS Agreement and become NextGen RCS Parties until January 1,2015; however,such late- r, joining NextGen RCS Parties(also"late signers")will pay the NextGen RCS Shared Infrastructure Cost they would have paid had they executed this NextGen RCS Agreement by March 31,2014, plus a late penalty amounting to 25%of the original participation share. 3.4 Final Cut Off. No 1995 RCS Parties or other local governments or agencies will be allowed to sign onto the NextGen RCS Agreement and become NextGen RCS Parties after January 1,2015. 3.5 Disposition of.Penalties Collected. Late penalties will be deposited to the NextGen RCS Trust Fund. 3.6 Financing. For NextGen RCS Parties that choose not to pay their share of the total NextGen RCS Shared infrastructure Cost in total within sixty days of the issuance of the revised Exhibit C and prior to contract award,which is anticipated to occur in the spring or summer of 2015,a financing mechanism will be determined and made available by the County. Nothing in this section prohibits any NextGen RCS Parties from pursuing and obtaining their own financing. Payment and financing agreements will be separate and apart from this NextGen RCS Agreement. Financing mechanisms will not be available to pay for late signing penalties. i 3.7 Contingencies.To facilitate the execution of this NextGen RCS Agreement, it is understood that a NextGen RCS Party may choose to be excused from performing under this NextGen RCS Agreement if any of the following contingencies are not met: 3.7.1 Vendor Contract—A contract must be awarded pursuant to the County's NextGen RCS RFP or other solicitation. NextGen RCS Agreement Page 5 of 19 December 3,2013 2014-03-11 Agenda Packet Page 138 3.7.2 County Funding. Funds for the County to undertake the NextGen RCS project must exist. 3.7.3 Actual Shared Infrastructure Costs.The total NextGen RCS Shared Infrastructure Costs,as determined by the vendor contract,does not exceed the budgetary estimate in Exhibit C by more than 10 percent(10%). 4. SCOPE OF AGREEMENT; CERTAIN REQUIREMENTS 4.1 NextGen RCS Parties.The purpose of the NextGen RCS and NextGen RCS Agreement is to provide a next generation communications system that provides optimum service to the NextGen RCS Parties.To that end,the NextGen RCS will be designed to provide optimum required service. Additionally,the NextGen RCS Parties,while executing this NextGen RCS Agreement,do not intend to cede any of their constitutional or statutory autonomy. 4.2 Freauencv.Licensing.OrTransfer.NextGen RCS Parties shall co-license or transfer their currently allocated 800 MHz frequencies to the County of San Diego for use in the NextGen RCS. 5. NEW NEXTGEN PARTIES 5.1 "New Parties"are defined as public safety and public service agencies that are not"1995 RCS Parties". New Parties will be allowed to participate in this agreement and become a NextGen RCS Party. 5.2 If participation by a New Party requires enhancement or expansion of coverage beyond what is provided by the existing RCS on the effective date of this NextGen RCS Agreement,the New Party shall pay the costs associated with such enhancement or expansion, separate and apart from the financial responsibilities addressed in this NextGen RCS Agreement. 5.3 For informational purposes only that may be of benefit to the 1995 Parties,the County has identified potential New Parties and they are listed in Exhibit D. 6. NEXTGEN RCS PERFORMANCE REQUIREMENTS 6.1 Reliability.The NextGen RCS shall be designed to provide a high level of redundancy and reliability to support mission critical public safety communications. The overall system availability design objective shall be 99.999%. (Note: 99.999%system availability is the public safety"best practice"design objective;it is not a formally adopted standard.) I NextGen RCS Agreement Page 6 of 19 December 3,2013 2014-03-11 Agenda Packet Page 139 6.2 Design Objectives.The NextGen RCS design objectives for the performance of portable and mobile voice and the quality of coverage provided shall be determined by the NextGen RCS Board of Directors and appropriate County of San Diego staff. 6.3 Loading Requirements.The NextGen RCS shall be designed to meet the loading requirements of the anticipated busiest hour for all planned users over the life of the system. 6.4 Coverage Plan. The goal of the NextGen RCS is to provide the same general coverage footprint as is provided by the existing RCS and to correct existing deficiencies where practicable. The actual NextGen RCS radio service coverage plan shall be determined by a NextGen RCS Project Management Office to be created by the Sheriff's Department and with the consultation of the NextGen RCS Board of Directors. 7. NEXTGEN RCS ACCESS PRIORITIES 7.1 User Prioritization. In the event that all radio channels in the RCS are busy, users wanting to speak shall be prioritized as follows, regardless of how long they have been waiting: 7.1.1 Priority One-Emergency Identification.An Emergency Identification is defined as the message received when a public safety member calls for immediate assistance by activating an emergency button or switch on the user radio equipment. i 7.1.2 Priority Two-Public Safety 7.1.2.1- Public Safety includes the normal daily radio transmissions of law enforcement,fire service, paramedic providers and disaster preparedness personnel using the RCS. 7.1.2.2- Public Safety also includes RCS users whose normal lower priorities have been temporarily changed to resolve an unusual occurrence or large scale disaster. 7.1.3 Priority Three-Non;Public Safety,Special Event. Non-Public Safety, Special Event includes planned events involving public service agency participants that are beyond the scope of their normal daily operations. i 7.1.4 Priority Four-Non-Public Safety,Regular. Non-Public Safety, Regular includes the normal daily radio transmissions of public service agencies using the system. 8. NEXTGEN RCS GOVERNANCE;CONTINUED RCS GOVERNANCE 8.1. Limited Period Of Concurrent Governance. It is the intent of the NextGen RCS Parties that there shall be concurrent operation of, and governance by,this NextGen RCS NextGen RCS Agreement Page 7 of 19 December 3,2013 i 2014-03-11 Agenda Packet Page 140 Agreement and the 1995 RCS Agreement during the construction of the NextGen RCS,as set forth in Section 1.7 above. 8.2 General NextGen RCS Governance Structure.The County of San Diego Sheriff's Department will operate and maintain the NextGen RCS. Other departments of the County of San Diego will provide support as necessary.As the governing body for the County,the Board of Supervisors shall have ultimate fiscal and operational control over the NextGen RCS and shall be ultimately responsible for the overall administration and direction of the RCS through interaction with the NextGen RCS Board of Directors,the assigned San Diego County staff and the NextGen RCS Parties. 9. NEXTGEN RCS BOARD OF DIRECTORS 9.1 Representation.There shall be a NextGen RCS Board of Directors,subject to the Ralph M. Brown Act(California's Open Meeting Law),that shall be the advisory body to the Board of Supervisors with respect to matters concerning the NextGen RCS,and shall make recommendations to the Board of Supervisors that serve the interest of all NextGen RCS Parties. Except as noted below,the Board of Directors shall be composed of 10(ten)directors representing public safety and public service agencies as outlined below: County of San Diego(ONE) City Manager(ONE) San Diego County Sheriff's Department(ONE) San Diego County Municipal Police Department(ONE) San Diego County Fire Agencies(TWO) Imperial Valley Emergency Communications Authority(TWO) State of California Department of Transportation (ONE) Schools Group(ONE)(Schools Group membership on the Board requires that at least four school districts are NextGen RCS Parties) 9.2 Members. Members of the NextGen RCS Board of Directors shall be determined in the following manner,according to the type of agency. NextGen RCS Agreement Page 8 of 19 December 3,2013 i 2014-03-11 Agenda Packet Page 141 r 9.2.1 County of San Diego.The representative for the County of San Diego shall be the Deputy Chief Administrative Officer for Public Safety or his/her designee, preferably the Director of the Office of Emergency Services. 9.2.2 City Manager.The City Manager representative shall be a City Manager of a NextGen RCS agency selected by the San Diego City/County Managers Association. 9.2.3 Sheriffs Department.The delegate from the San Diego Sheriff's Department shall be the Sheriff or the Sheriff's designee. 9.2.4 Police.The municipal police representative shall be a police chief or designate from a NextGen Party municipal police department who shall be selected by the San Diego County Police Chiefs'and Sheriff's Association. 9.2.5 Fire.The two fire service representatives shall be fire chiefs or designees from NextGen RCS Party fire departments or fire services who shall be selected by the San Diego County Fire Chiefs'Association. I 9.2.6 Imperial Valley Emergency Communications Authority("IVECA"). IVECA shall designate two members of its Board of Directors to serve on the NextGen RCS Board of Directors. 9.2.7 Caltrans.The representative for Caltrans shall be selected by appropriate state authority. 9.2.8 Schools Group.The representative from the RCS Schools Group shall be selected by mutual agreement(or majority vote)of the superintendents of the member school districts. 9.3 Responsibilities of the NextGen RCS Board of Directors. Responsibilities shall include but not be limited to: • Adopting by-laws to govern the NextGen RCS Board of Director's internal operations,consistent with the provisions of this Agreement. • Meeting quarterly or more frequently, if necessary. • Developing and approving NextGen RCS operating policies and procedures. • Identifying participating agency needs and requirements. • Addressing concerns of participating agencies. NextGen RCS Agreement Page 9 of 19 December 3,2013 2014-03-11 Agenda Packet Page 142 • Reviewing and adopting recommendations regarding the establishment of system priorities and talk groups. • Establishing subcommittees as necessary to ensure the interests and concerns of NextGen RCS Parties are represented and to ensure technical issues are thoroughly researched. • Formulating the annual budget and submitting it to the County Board of Supervisors,via the Sheriff's Department,for approval. • Monitoring the implementation of the NextGen RCS. • Conducting programmatic reviews. •. Overseeing the establishment of long range plans. • Making recommendations to the County Board of Supervisors. i • Making recommendations concerning the approval of customer contracts and rates for NextGen RCS services. 9.3.1 Board Transition.Asset forth in Section 1.6 and 1.7, upon expiration of the 1995 RCS Agreement,the NextGen RCS Board of Directors shall have all the responsibilities set forth in this section also with respect to the RCS as it transitions to the NextGen RCS. 9.4 NextGen RCS Board of Directors Terms and Qualifications i 9.4.1 Written Designation. Members of the NextGen RCS Board of Directors ("NextGen RCS Directors")shall be designated in a writing submitted to the Sheriffs Department by their respective NextGen RCS Party appointing authority.The term for each NextGen RCS Director shall be determined by her or his respective appointing authority provided, however,that each NextGen RCS Director shall at all times be an incumbent of a NextGen RCS Party. All NextGen RCS Directors serve at the pleasure of their appointing authority. 9.4.2 Alternates.The NextGen RCS Party appointing authority shall also select an alternate to the NextGen RCS Directors.Alternate members are encouraged to attend NextGen RCS Agreement Page 10 of 19 December 3,2013 2014-03-11 Agenda Packet Page 143 regular Board of Directors meetings, but shall vote only in the absence of the primary NextGen RCS Director. No proxy voting is allowed. 9.4.3 Chairperson and Vice-Chairperson.The Chairperson and a Vice Chairperson of the NextGen RCS Board of Directors shall be biennially elected by a majority vote of the NextGen RCS Directors.The Chairperson and Vice Chairperson shall serve at the discretion of a majority of the NextGen RCS Directors, i.e.,they may be replaced at any time by a majority vote of the NextGen RCS Directors.The Chairperson and Vice-Chairperson shall be selected from members representing NextGen RCS Parties other than IVECA,Caltrans and the Schools Group. For a NextGen RCS Board of Directors meeting to occur,either the Chairperson or Vice-Chairperson,and not their alternates, must be present. 9.5 Attendance at NextGen.RCS Board of Directors meetings 9.5.1 NextGen RCS Directors are expected to attend all possible meetings to represent their group interests and to help conduct NextGen RCS business.Arrangements should be made for the alternate to attend in the absence of the primary representative. 9.5.2 The NextGen Board of Directors shall develop and promulgate a policy relating to attendance and absences by Directors and alternates. 9.5.3 Resignation from the NextGen RCS Board of Directors shall be submitted in writing to the chairperson and to the appointing authority. 9.6 NextGen RCS.Board of Directors Voting 9.6.1 Members of the NextGen RCS Board of Directors and committees formed by NextGen RCS Board of Directors("committees")shall vote on all items on the basis of one vote per member. 9.6.2 A quorum for the conduct of business exists when six(6)of the members are present at NextGen RCS Board of Directors meetings and three(3)of the six present represent NextGen RCS Parties other than IVECA,Caltrans or the Schools Group. 9.6.3 For any action to be taken by the Board of Directors,the vote in favor of the action must be a majority vote of the members of the Board of Directors present. 10. SHERIFF'S DEPARTMENT;WIRELESS SERVICES DIVISION 10.1 Sheriff's Wireless Services Division ("WSD") staff shall serve as advisors and staff to the NextGen RCS Board of Directors. The Manager of the WSD shall serve as the NextGen RCS Manager. NextGen RCS Agreement Page 11 of 19 December 3,2013 2014-03-11 Agenda Packet Page 144 10.2 WSD staff shall manage the day-to-day operation and maintenance of the NextGen RCS subject to direction from and review by the NextGen RCS Board of Directors. 10.3 WSD staff shall provide support as necessary, but shall not have a voting right on any business before the NextGen RCS Board of Directors. 10.4 WSD staff shall perform the functions necessary to ensure that specific system performance guarantees are maintained throughout the term of the agreement. 10.5 WSD Manager.As the manager and operator of the NextGen RCS,the Sheriff's Department,and more specifically the WSD manager and staff,shall have the responsibility to: 10.5.1 Implement the NextGen RCS. 10.5.2 Seek NextGen RCS Board of Directors approval of major policy decisions. 10.5.3 Develop contracts with vendors. 10.5.4 Provide appropriate staff support to the NextGen RCS Board of Directors. 10.5.5 Retain employees and agents. 10.5.6 As authorized and limited by the County,acquire,hold or dispose of property necessary to operate the NextGen RCS. 10.5.7 Charge participating agencies for expenses incurred in ongoing maintenance and operation of the NextGen RCS. i 10.5.8 Implement policy a set by the County,the Sheriff and the NextGen RCS Board of Directors. 10.5.9 Monitor and maintain NextGen RCS performance. 10.5.10 In conjunction with the NextGen RCS Board of Directors,develop and recommend the annual NextGen RCS budget to the County Board of Supervisors. 10.5.11 Reassign NextGen RCS priorities in extraordinary circumstances and make emergency repairs as required. 10.5.12 Provide information and support as necessary to the NextGen RCS Board of Directors. 10.5.13 Provide operating reports and technical information as necessary to assist the NextGen RCS Board of Directors. NextGen RCS Agreement Page 12 of 19 December 3,2013 2014-03-11 Agenda Packet Page 145 i 10.5.14 Establish and maintain accounts and records, including personnel, property,financial, programmatic and other records deemed necessary by the NextGen RCS Board of Directors to ensure proper accounting for all ongoing operations and maintenance costs. 10.5.15 Use the records to justify any recommended adjustments to agency monthly operating charges. 10.6 Notice of WSD Staff Changes.The Sheriff's Department shall provide the NextGen RCS Board of Directors timely advance notice of impending personnel changes affecting any management staff assigned NextGen RCS responsibilities. 11. INFRASTRUCTURE,EQUIPMENT,SERVICES AND FISCAL ELEMENTS 11.1 Infrastructure. The NextGen RCS shall be divided into two infrastructure components: (a)the "shared backbone infrastructure" and (b)the participating agencies' infrastructure and equipment. These two parts are divided by a"line of demarcation"at the NextGen RCS network connection,which is the microwave network or common carrier termination point(s) used to interconnect the agency's radio consoles and other electronic communications devices to the RCS network. 'j 11.2 NextGen RCS Shared Backbone Infrastructure Costs.The NextGen RCS Shared Backbone Infrastructure Cost is defined as the total cost of the equipment and services required to plan,design, procure and implement a P25 Trunked Voice Land Mobile Radio System, Microwave Transport Network,and Mutual Aid Conventional Radio System. NextGen RCS Shared Backbone Infrastructure costs shall not include agency equipment or services used g Y to connect to the NextGen RCS(such as agency owned microwave transport or leased commercial connectivity),dispatch center equipment, and subscriber radios (mobile, portable, control stations)and ancillary devices. 11.3 NextGen RCS Shared Backbone Infrastructure Cost Apportionment—Imperial County.Agencies. The NextGen RCS shall support NextGen Parties in both San Diego County and Imperial County. In 1995, local government entities in Imperial County formed the Imperial Valley Emergency Communications Authority(IVECA). IVECA was formed as a Joint Powers Authority to provide public safety communications services to the residents of the County of Imperial and its constituent cities. NextGen RCS Backbone Infrastructure costs for Imperial County sites,except as noted in 11.3.2, shall be the responsibility of IVECA. 11.3.1 IVECA shall bear the full cost of and retain ownership of all infrastructure installed in Imperial County which primarily supports IVECA agencies. IVECA shall also bear the NextGen RCS Agreement Page 13 of 19 December 3,2013 j 2014-03-11 Agenda Packet Page 146 cost for any software and licenses required to operate the IVECA infrastructure on the NextGen RCS. 11.3.2 Costs for infrastructure installed at the two NextGen RCS sites that border the two counties, Hendrix Peak and Superstition Mountain,will be apportioned between San Diego County infrastructure costs and IVECA infrastructure costs based on talk group usage ratio calculated for calendar year 2013. 11.3.3 IVECA shall be responsible for paying a proportional cost of the"RCS Core" infrastructure equipment. The"RCS Core" is comprised of the computers networking devices that manage and control the NextGen RCS. The proportion shall be based on the same formula used to determine proportional costs for all SD County participating agencies(the average number of subscriber radios each participating agency had active on the RCS on September 1,2013 and July 1,2014 based on RCS billing invoices. The average number of radios on the system on those dates will be measured against the total number of all participating agency subscriber radios.) li 11.3.4 The Request for Proposals issued by the County shall require responding vendors to include a proposal for separate vendor financing for IVECA. 11.3.5 IVECA maybe excused from performance under this NextGen RCS Agreement if IVECA is unable to obtain financing on terms acceptable to IVECA. 11.4 San Diego County Agencies:Cost apportionment. NextGen RCS Shared Backbone Infrastructure costs for San Diego County governments and agencies that are NextGen RCS Parties but that are not members of the Imperial Valley Emergency Communications Authority are as follows: 11.4.1 The NextGen RCS Parties agree that they must pay a proportional cost of the NextGen RCS Shared Backbone Infrastructure costs. 11.4.2 NextGen RCS Parties further agree that they shall be responsible for paying their one-time NextGen RCS Shared Backbone Infrastructure Cost as determined by the apportionment model in Exhibit C,including any penalties for late signing,and any financing cost. 11.4.3 Total cost for the NextGen RCS Shared Backbone Infrastructure supporting San Diego County will be divided among all San Diego County NextGen RCS Parties. The portion of the total cost allocated to each NextGen RCS Party will be based on the number of radios each NextGen RCS Party has on the RCS, i.e.,the"Radio Inventory Method" ("RIM"). In order to provide NextGen RCS Parties a pre-RIM calculation opportunity to make bona fide i I� NextGen RCS Agreement Page 14 of 19 December 3,2013 i 2014-03-11 Agenda Packet Page 147 adjustments to their radio inventories based on their respective individual agency requirements,the RIM calculation will be done as follows: • Each NextGen RCS Party's radio inventory for purposes of the RIM calculation will be an average of the number of subscriber radios each NextGen RCS Party had on the ' RCS on September 1,2013 and July 1, 2014. The average number of radios over those two dates will be measured against the total number of all participating agency subscriber radios. • If two or more agencies consolidate,the active radio quantities will be combined from each agency for the two dates listed above. • For New Parties that did not have radios on the RCS prior to or on September 1, 2013,their radio inventory for purposes of the RIM calculation will be determined by a review of the New Party's requirements for radio communications services on the NextGen RCS in the future. The review shall be conducted by County staff and presented to the RCS Board of Directors for approval. 11.4.4 Subscriber Radio Inventory Reductions. Radios deactivated from the RCS between May 1, 2013, and July 1,2014,will be permanently deprogrammed from the RCS and will not allowed to be reactivated for use on the RCS or NextGen RCS except as direct one- to-one replacements for radios that are lost or become nonfunctional. 11.5 Final Cost Apportionment Totals. After all NextGen Parties have signed the agreement and after the final contract amount for the NextGen system has been determined, the County will issue an amendment to this agreement to update Exhibit C. (See section 14.3.) The amended Exhibit C will provide the final cost apportioned to each NextGen Party for shared infrastructure costs based on the final contract cost and total number of radios(to calculate the cost per radio). Exhibit C will include the September 1, 2013 and July 1,2014 radio inventory totals for each agency and the final average. 11.6 Connection Costs: Maintenance.All NextGen RCS Parties, including both San Diego County and IVECA agencies,are responsible for all costs associated with procuring and installing the equipment necessary to connect to the NextGen RCS network and infrastructure and ongoing costs of connecting to the NextGen RCS. This shall not include maintenance of agency-owned microwave equipment used to connect to the NextGen RCS network which will be performed by the Sheriff's Department as a component of the NextGen RCS microwave network(supported by the NextGen RCS monthly operating fees). NextGen RCS Agreement Page 15 of 19 December 3,2013 2014-03-11 Agenda Packet Page 148 i 11.6.1 Maintenance and other costs associated with the provision of primary and back up electrical power and other facility related costs in support of agency owned equipment shall be the responsibility of the agency. 11.7 Agency Subscriber and Dispatch Equipment. Subscriber and dispatch equipment are not part of the backbone infrastructure. The costs of purchasing,operating,and maintaining P25 compatible radio equipment, P25-compatible dispatch equipment,and any ancillary agency equipment is the sole responsibility of NextGen Parties. 11.8 Monthly Operating Fees 11.8.1 The costs of ongoing operations and maintenance of the trunked voice radio system, microwave network,and conventional radio systems shall be allocated to the participating agencies on a per radio basis. 11.8.2 The cost per radio shall be limited to those radios used on the NextGen RCS during normal operations. 11.8.3 Radios temporarily added by an agency to handle a disaster or emergency shall not be a part of determining the agency's ongoing NextGen RCS costs unless the radios are retained for normal operations following resolution of the disaster or emergency. 11.8.4 The monthly per-radio network operating fee shall be in effect for a period of one year and shall be adjusted annually to reflect actual costs. 11.9 Other Fees. User fees for as-n ee d ed services such a s programing a n d de- programing radios,training, or other services may be implemented by the NextGen RCS Board of Directors as required. i 11.10 NextGen RCS Reserve"Trust Fund" 11.11.1 The RCS TRUST FUND was established by the Board of Supervisors on June 19,2001(14)for the purpose of having funds available for contingencies and future RCS upgrades,enhancements and eventual replacement. 11.12.2 Reserve funds,including interest,shall be maintained in the RCS Trust Fund. 11.13.3 All excess monthly operating fee revenue shall be transferred to the RCS Trust Fund at the close of each fiscal year. I I j NextGen RCS Agreement Page 16 of 19 December 3,2013 11 i 2014-03-11 Agenda Packet Page 149 11.14.4 Other revenue from non-parties shall either be used for NextGen RCS operations or may be directed to the RCS Trust Fund upon recommendation of the NextGen RCS Board of Directors and approval of the Board of Supervisors. 11.15.5 The NextGen RCS Board of Directors shall recommend to the Board of Supervisors the disbursement of money from the RCS Trust Fund as required. 12. PURCHASE OF NEXTGEN COMPATIBLE EQUIPMENT BY NEXTGEN PARTIES 12.1 Compatibility of Equipment Purchased By NextGen RCS Parties. It is the responsibility of each NextGen RCS Party to ensure that when purchasing equipment to connect to the NextGen RCS that such equipment is compatible.The NextGen RCS will be a "standards based" P25 system which is compatible with subscriber radios and dispatch consoles from numerous manufacturers provided the equipment has been tested and certified as being P25 compliant. NextGen RCS Parties may submit the specifications of equipment they intend to purchase to the WSD for back up verification of compatibility. However,the County bears no responsibility for the purchase of incompatible equipment. 12.2 Contract"Pieevbackine".The County agrees that it will endeavor to include a "piggyback clause" in contracts into which it enters that involve NextGen RCS equipment. For purposes of this NextGen RCS Agreement,a"piggyback clause" means written permission for other government agencies to enter into contracts with the vendor on equally favorable or better terms and conditions. 13. TERM OF AGREEMENT 13.1 The term of the Agreement is for twenty(20)years from the date of this Agreement. 14. AGREEMENT MODIFICATION; ENTIRE AGREEMENT 14.1. Except as otherwise provided h erein,all changes to the N e xtGe n RCS Agreement may only be amended in writing with the approval of the governing bodies of all parties to this NextGen RCS Agreement. Prior to processing an amendment, a recommendation shall be requested from the NextGen RCS Board of Directors. 14.2. Except as otherwise provided herein,this NextGen RCS Agreement constitutes the entire agreement of the parties and any previous oral or written agreements are superseded by this NextGen RCS Agreement except as provided for in this NextGen RCS Agreement,except to the extent that(1)State or Federal agencies may require standard form contracts incorporating the terms of this NextGen RCS Agreement, (2)supplemental agreements may be required NextGen RCS Agreement Page 17 of 19 December 3,2013 2014-03-11 Agenda Packet Page 150 relating to IVECA,and (3)separate agreements may be required related to financing and frequency licensing or transfer. 14.3 Exhibit C Revisions. Notwithstanding any other provision of this NextGen RCS Agreement,including but not limited to section 14.1,the NextGen Parties agree that,when final system costs are known,the County is authorized by the NextGen RCS Parties to amend Exhibit C of this NextGen RCS Agreement to reflect the final system costs in accordance with the cost apportionment method described in section 11.The NextGen Parties agree that the final Exhibit C as amended by the County and in accordance with the apportionment method described in section 11 (see, in particular,section 11.5)shall be the legally-binding Exhibit C to this NextGen RCS Agreement without further approval by the NextGen RCS Parties. The County shall distribute the amended final Exhibit C to the NextGen RCS Parties. 15. TERMINATION BY A NEXTGEN RCS PARTY OF ITS PARTICIPATION 15.1 Notice.. In order to terminate participation prior to the end of the TWENTY year term,the withdrawing agency must provide to the NextGen RCS Board of Directors and the Sheriff's Department no less than a one year written notice of intent to terminate participation. In the event there are extensions to the NextGen RCS Agreement,written notice of termination must be given no less than 120 days prior to the end of the extension. 15.2 Conditions.ofTermination.A NextGen RCS Party may terminate pursuant to Section 15.1 on the following conditions: 15.2.1 The terminating NextGen RCS Party must return to the Sheriffs Department all County-purchased equipment unless the Sheriff's Department determines otherwise. 15.2.2 The terminating NextGen RCS Party is responsible for any and all NextGen RCS debts attributable to that NextGen RCS Party,regardless of extra-contractual consequences of termination, including but not limited to breach by the terminating NextGen Party of its own financing obligations or CSA 135 obligations. 15.2.3 If a terminating NextGen RCS Party.brought frequencies to the NextGen RCS,the terminating NextGen Party and the NextGen RCS Board of Directors shall negotiate in good faith a settlement that either returns the same or equivalent operable frequencies to the terminating NextGen Party, or provides equitable compensation if frequencies are left with the NextGen RCS. NextGen RCS Agreement Page 18 of 19 December 3,2013 2014-03-11 Agenda Packet Page 151 i 16. GOVERNING LAW I This NextGen RCS Agreement shall be governed,interpreted,construed and enforced in accordance with the laws of the State of California. 17. DISPUTE RESOLUTION NextGen RCS Parties shall meet,confer and attempt in good faith to resolve any disputes involving performance under this NextGen RCS Agreement. Disputes that are not resolved by the NextGen RCS Parties shall,upon written request by any one of the NextGen RCS Parties involved in the dispute,be submitted to non-binding mediation by a mediator agreed upon by the NextGen RCS Parties involved in the dispute. If the NextGen RCS Parties involved in the dispute cannot agree on a mediator, they shall ask the American Arbitration Association to appoint a mediator.Each party shall bear its own costs of participating in the mediation. 18. SIGNATURE PAGES Each signature page shall include a description and reference to the source of authority for the person who is signing to execute contracts on behalf of their NextGen RCS Party.This NextGen RCS Agreement may be executed in several counterparts, each of which shall be deemed an original and all of which shall constitute but one and the same agreement. NextGen RCS Agreement Page 19 of 19 December 3,2013 2014-03-11 Agenda Packet Page 152 Signature Page to NextGen RCS Agreement Name of Party: County of San Diego Party Authorization and Acceptance On December 3, 2013(Date), Item or Agenda No. 6, the San Diego County Board of Supervisors (Name of Governing Body) Authorized the Undersigned to Accept,Agree to and Execute This NextGen RCS Agreement on behalf of the County of San Diego (Name of Party) As reflected in the attached Minute Order or similar documentation of the action taken. Typed Name and Title of Authorized Party Official: Thomas J. Pastuszka Clerk of the Board of Supervisors Signature of Authorized Party Official: Date of Signature: 4�. 13 Approv d a tdform and legality / ov®d;and/or authorized by the Co o 'ns I U f the oun of n Die tY B04b 01 rs .ea. Ct ty 3a �ef9 Date^ ).Minute Order No. B gy 1 filyl, Date,- 6. -Ddo*Cl tthe r Supervisors ' Senior Deputy � y(� 2014-03-11 Agenda Packet Page 153 i 1 r t i i Signature Page to NextGen RCS Agreement Name of Party: Party Authorization and Acceptance On (Date), Item or Agenda No. , the (Name of Governing Body) Authorized the Undersigned to Accept, Agree to and Execute This NextGen RCS Agreement on behalf of the (Name of Party) As reflected in the attached Minute Order or similar documentation of the action taken. Typed Name and Title of Authorized Party Official: Signature of Authorized Party Official: Date of Signature: I 1 �I l 2014-03-11 Agenda Packet Page 154 List of Exhibits San Diego County-imperial County Regional Communications System Agreement of March 7, Exhibit A 1995 Exhibit B 1995 RCS Parties Exhibit C Estimated RCS NextGen System Cost. (includes Exhibit C-1,C-2,and C-3) Exhibit C-1 Cost Apportionment forSon Diego County Shared Infrastructure Per Party Exhibit C-2 Cost Apportionment for RCS NextGen Core(Portion of the Shared Infrastructure Cost) Exhibit C-3 Cast Apportionment for the Combined infrastructure and RCS NextGen Core Exhibit D Potential New RCS NextGen Parties I I NextGen RCS Agreement December 3,2013 2014-03-11 Agenda Packet Page 155 Exhibit A "San Diego County-imperial County Regional Communications System Agreement of March 7,1995" I it i NextGen RCS Agreement December 3,2013 2014-03-11 Agenda Packet Page 156 Exhibit A San Diego County - imperial County Regional Communications System Agreement Between the County of San Diego and Participating Cities and Jurisdictions Regarding the Implementation, Governance, Method of Funding and Costs of a Regional Radio System Providing Communication Services to Public Safety and Public Service Agencies Operating in San Diego County and Imperial County. March 7, 1995 2014-03-11 Agenda Packet Page 157 P I . San p1�go cowDy-lmpai�ifau�r I Aid; San Diego County - Imperial County REGIONAL COMMUNICA77ONS SYSTEM AGREEMENT Table of Contents SECTION SUMMARY PAGE 1. Purpose and intent of Agreement I . 2. Regional Communications System(RCS) Overview 1 ....................................................................................................I...... 3........Agreement Contingencies....................................................z..1. 4. RCS Participants 2 S....._..Additional.Participants........................................ '.........2 6........Performance Requirements............................. 3........ 7. RCS Access Priorities 3 RCS Governance 3 ...........................:....... .......................... ......................... ............. 8. 8........ Roles and Responsibilities............. .....................................4....... 10. RCS Member Board 4 i ......!!. ...... RCS Board of Directors .......................................... ............�.....,. .......................................................................................................... 12. Representation on the RCS Board of Directors 7 ............................................................................................... ............... . 13 RCS Board of Directors Terms and Qualifications 8 .................................................................................... 14. Attendance and Participation by the Public 9 15........ .... ...RCS Voting Requirements ....................................... ........ ...9....... ft I De artment of Information Services Su ort Staff Role 9 ............................................I......Pp............................... .......... 17. agency Costs and CSA Benefit Charges 1p .. . 18. Point of Demarcation-Responsibility of Equipment 13 .................................................... 19. Purchase of RCS Compatible Equipment 13 20., Term of Agreement;Entire.Agreement 13 21, ..:. ..Agreement Modification.................................................... . 13...... 22....... Termination of Agreement.... ............ ................. ........-......14.. ... . 23. Binding Arbitration 14 Signatures Authorizing Signatures of Governing Parties 15- 18 Exhibit"A" Parties to the Agreement Exhibit"B" Estimated Agency One-Time Costs(Voice and Data) Exhibit"C" Example of Estimated Post Agreement Start-up Costs Exhibit"D" RCS Governance Structure Flow Chart 2014-03-11 Agenda Packet Page 158 i San Diego County--Imperial County REGIONAL COMMUNICATIONS SYSTEM Particigating Agency Agreement 1. Purpose and Intent of Agreement 1.1. This Memorandum of Agreement dated as of March 7, 1995, between the parties named in Exhibit"A"and the County of San-Diego,a political subdivision of the State of.California,provides for the development and operation of a Regional-Communications System (RCS)benefiting the radio•communication needs of public safety and public service agencies operating in the counties of San Diego and Imperial. 1.2: Nothing in this-Agreement is intended to.lessen participating.member. jurisdictions'authority over and responsibility for events occurring within their jurisdiction. 1.3. In order to provide an alternate source of funding for agencies participating in the RCS,the County of San Diego has formed County Service Area (CSA)135 pursuant to Government Code(GC)Section 25210.1'et, seq. 1.4. For participating agencies deciding to use CSA 135 to fund their system costs,the County intend's to levy parcel charges according to benefit per §25210.77a GC. NOW THEREFORE,THE PARTIES HERETO AGREE AS FOLLOWS: 2. Regional Communications System (RCS) Overview 2.1. The RCS will replace the participating public service and public safety agencies'existing radio communication systems throughout San Diego and Imperial counties with a modem trunked radio system. 2.2. The RCS will include a separate Mobile Data System(MDS)that will be used to transmit data for regional public safety and public service users over 800 MHz radio frequencies dedicated to that purpose. Participation in the MDS is not mandatory, and the MDS coverage area will be subject to agency participation. 2.3. The RCS shall provide effective and reliable radio communications for routine intra-agency operations as well as inter-agency communications throughout the region during mutual aid and disaster operations. Public safety and public service agencies throughout the counties of San Diego and Imperial will have the opportunity to join the RCS. 2.4. For the purposes of this Agreement, Public Safety and Public Service agencies are defined to include: i 2014-03-11 Agenda Packet Page 159 . s.+ci.so ta.+�-e�wwcoency Participating Agency Agreement 2.4.1. Public Safety includes all law enforcement,fire service, EMS and disaster preparedness agencies in San Diego County and Imperial County. 2.4.2. Public Service includes the State of California Department of Transportation(CALTRANS)District 11 and other participating agencies in the counties of San Diego and Imperial whose primary responsibility is providing citizens with services other than law enforcement,fire service and disaster preparedness. 2.5. All law enforcement,fire service,disaster preparedness and participating public service agencies in San Diego County and imperial County shall have access to mutual aid communications capabifities. 2.6. Communications with agendas that have installed their own 800 MHz radio systems shall be facilitated via interfaces to the RCS. 3. Agreement Contingencies This agreement is void unless-financing for the radio system infrastructure is approved by the San Diego County Board of Supervisors and the necessary financing doses. As to the County of Imperial,this Agreement shall terminate if a CSA or other funding mechanism for communications purposes is not established within two years of the date of this Agreement. 4. RCS Participants 4.1. The RCS shall be designed to support the requirements of San Diego and Imperial county public safety and designated public service participants. 4.2. CALTRANS radio requirements shall be supported throughout District 11, which includes the counties of San Diego and Imperial in their entirety. 4.3. All participants shall receive equitable representation on the Regional Communications System Member Board(RCS Member Board)as set forth in this Agreement. 4.4. As part of implementing this agreement participating agencies shall co- license or transfer their currently allocated 800 MHz frequencies to the j County of San Diego for use in the RCS. 4.5. No actions by the RCS Board of Directors,by the County of San Diego or by the County of Imperial may be so broad in nature that they negatively affect or impact the operational or legal integrity of its individual member agencies. 5. Additional Participants 5.1. As system capacity permits,the RCS Board of Directors may approve other agencies joining the RCS on a case-by-case basis after the date of this Agreement. 5.2. Priority consideration shall be given to agencies with licensed, public safety/public service 800 MHz frequencies that can be co-licensed or trans- . March 7,1995 Page 2 2014-03-11 Agenda Packet Page 160 9 9 ' BanD�OCounDt-&nparhltew�r Participating Agency Agreement Rsgtonr fantla»�•�+ ferred to the RCS,if such action can result in enhanced radio communications capabilities for all participants. 6. Performance Requirements 6.1. The RCS shall be designed to provide a high level of service and responsiveness,with region-wide coverage and capacity for all planned users throughout the term of this Agreement. 6.2. The RCS design objectives for the performance of portable and mobile voice and data radio equipment,and the quality of coverage provided shall be determined by the RCS Board of Directors and appropriate County of San Diego staff. 6.3. The RCS shall be designed to meet the loading requirements of the anticipated busiest hour for all planned users over the life of the system. 6.4. The actual RCS coverage plan shall be determined by the RCS Board of Directors. 7. RCS Access Priorities 7.1. In the event that all radio channels in the RCS are busy,users wanting to speak shall be prioritized as follows, regardless of how long they have been waiting. 7.1.1. Priority One—Emergency/dwW icatfon. An Emergency Identification is defined as the message received when a public safety member calls for immediate assistance by activating an emergency button or switch on the user radio equipment. 7.1.2. Priority Two--Public Safety 7.1.2.1. Public Safety includes the normal daily radio transmissions of law enforcement,fire service, paramedic providers and disaster preparedness personnel using the RCS. 7.1.2.2. Public Safety also includes RCS users whose normal lower priorities have been temporarily changed to resolve an unusual occurrence or large scale disaster. 7.1.3. Priority Three—Non-Public Safety,Speciaf Event Non-Public Safety,Special Event includes planned events involving public service agency participants that are beyond the scope of their normal daily operations. 7.1.4. Priority Four—Non-Public Safety,Regular. Non-Public Safety, Regular includes the normal daily radio transmissions of public service agencies using the system. 8. RCS Governance 1 March 7,1995 Page 3 2014-03-11 Agenda Packet Page 161 . 9anDfye Camlai-lnperWCowlq Participating Agency Agreement �tonmuNa.aee. 8.1. The overall goal in governing the RCS shall be to establish an operational and management structure that will provide authority to participants during the RCS's development and in the subsequent ongoing administration and management throughout the term of this agreement. Exhibit"D°depicts an RCS governance flowchart. 8.2. The RCS Member Board and the RCS Board of Directors are established by this Agreement,the duties and responsibilities of which are set forth in §10 and§11. 8.3. The govemance objectives include: 8.3.1. Provide a structure which retains administration and fiscal responsibility of the system in the control of the participating agencies. 8.3.2. Allow the use of a CSA funding mechanism. 8.3.3. Establish an organization which facilitates decision making. 8.3.4. Leverage resources where appropriate. 8.3.5. Develop an organization which will remain flexible and meet the needs of the participarits over the term of the agreement. 9. Roles and Responsibilities As required by the California CSA law,the San Diego County Board of Supervisors shall have ultimate legal and fiscal control over the RCS. Subject to such ultimate control,the Board of Supervisors shalt delegate the fiscal control and operational administration of the RCS to the RCS Board of Directors. 10. RCS Member Board 10.1. Each of the parties to this Agreement desires to participate in the governance of the RCS as a member of the Regional Communications System Member Board to be formed under the provisions of this Agreement. 10.2. The Regional Communications System Member Board shag have re- sponsibility for,and shall provide administration of components of the RCS that are corrimon to all participating agencies. 10.3. Each participating agency shall appoint one representative to serve on the RCS Member Board. Representatives to the RCS Member Board shall serve at the pleasure of their respective appointing authority. 10.4. A participating jurisdiction with multiple agencies whose public safety and service radio communication needs are being met by the RCS shall be entitled to one representative on the RCS Member Board for each type of agency.(l. E.,a participating city whose police and fire departments use the RCS shall have a RCS Member Board representative from each department.) March 7,1995 Page 4 2014-03-11 Agenda Packet Page 162 . sugyeea�q•Iepwultewrty ParticlpaUng Agency Agreement w�ar��ao�ey.� 10.5. The RCS Member Board shall be responsible for recommending operational changes and for participating in other committees,or in other ways deemed appropriate by the RCS Board of Directors. 10.6. The RCS Member Board shall be responsible for approving the annual budget. 11. RCS Board of Directors 11.1. The RCS Board of Directors shall be composed of RCS representatives of each type of participating public safety/public service agency. 11.2. Members of the RCS Board of Directors shall be determined in the following manner, according to the type of agency. 11.2.1. San Diego County: 11.2.1.1. The delegate from the San Diego Sheriffs Department shall be the Sheriff or the Sheriffs designate. 11.2.1.2. The representative for the County of San Diego shall be the Chief Administrative Officer(CAD)or the CAD's designate,preferably from the Office of Disaster Preparedness. 11.2.1.3. The municipal police representative shall be a police chief or designate from RCS member agencies who shall be selected by the San Diego County Police Chiefs and Sheriffs Association. 11.2.1.4. The municipal fine representative shall be a fire chief or designate from RCS member agencies who shall be selected by the San Diego County Fire Chiefs Association. 11.2.1.5. The fire district representative shall be a fire chief or designate from RCS member agencies who shall be selected by the San Diego County Chapter,Fire Districts Association of CalWomia. 11.2.1.6. The North County Dispatch Joint Powers Authority (JPA)representative shall be a fire chief or designate from RCS member agencies who shall be selected by the North County Dispatch JPA governing body. 11.2.1.7. The Heartland Communications Facility JPA(HCFA) j representatives shall be designates from RCS member agencies who shall be selected by the HCFA governing body. 11.2.2. Imperial County: 11.2.2.1. The delegate from the imperial County Sheriffs Office shall be the Sheriff or a designate. March 7,1995 Page 5 2014-03-11 Agenda Packet Page 163 . 9re Dleeo CaunCy fntprW fAwty Participating Agency Agreement xagber ca�fuwntf o n.syseam 11.2.2.2. The representative for the County of Imperial shall be the CAO or a designate. 11.2.2.3. The municipal police representative shall be a police chief or designate from RCS member agencies who shall be selected by the Imperial County Police Chiefs Association. 11.2.2.4. The municipal tin:representative shall be a fire chief or designate from RCS member agencies who shall be selected by the Imperial County Hire Chiefs Association. 11.2.2.5. The fire district representative shall be a fire chief or designate from RCS member agencies who shall be selected by the Imperial County Chapter, Fire Districts Association of California. 11.2.3. The representative for CALTRANS shall be a designate selected by appropriate state authority. 11.2.4. This Agreement provides for the addition of two public service members of the RCS Board of Directors,to be added when public service agencies join the RCS. 11.3. The RCS Board of Directors shall be responsible for the overall administration and direction of the RCS through interaction with the San Diego County Board of Supervisors,the assigned San Diego County staff and the RCS Member Board. 11.4. Specfic responsibilities of the RCS Board of Directors shall include. 11.4.1. Formulating the annual budget and submitting it to the RCS Member Board for approval. 11.4.2. Identifying participating agency needs and requirements. 11.4.3. Establishing subcommittees as necessary to ensure the interests and concerns of each user agency are represented and to ensure technical issues are thoroughly researched. 11.4.3.1. The RCS Board of Directors shall establish a committee of MDS user agencies to administer the MDS and to make appropriate recommendations.' 11.4.3.2. If ail RCS user agencies are MDS participants, administration of the MDS shall revert to the RCS Board of Directors. 11.4.4. Monitoring the implementation of the RCS. 11.4.5. Reviewing and adopting recommendations regarding the establishment of system priorities and talk groups. 11.4.8. Developing and approving RCS operating policies and proce- dures. March 7,1995 Page 6 2014-03-11 Agenda Packet Page 164 i . sW+orp cawq-M+r+��Mr Participating Agency Agreement w�lar co�n,w,wsbha sy.sem 11.4.7. Overseeing the establishment of long range plans. 11.4.8. Overseeing scheduled system reviews at intervals determined by the RCS Board of Directors, but not to exceed three years. 11.4.9. Budgeting and approving the disbursement of money from all CSA 135 funds. 11.4.10. Making recommendations to the San Diego County Board of Directors regarding the inclusion of additional RCS participants. 11.4.11. Addressing concerns of participating agencies. 11.4.12. Adopting appropriate actions to adjust RCS policies or procedures. 11.4.13. Adopting by-laws to govern the RCS Board of Director's internal operations. 11.4.14. Meeting quarterly or more frequently, if necessary. 11.4.15. Appointing a new Chairperson annually. 11.4.16. Conducting an annual fiscal audit. 11.4.17. Conducting periodic g pe RCS audits. 11.4.18. Discharging other duties as required by statute. 12. Representation on the RCS Board of Directors 12.1. As of the date of this Agreement,the following types of agencies shall be represented by appointment to the RCS Board of Directors: 12.1.1. San Diego County: 12.1.1.1. SherIf s Department 12.1.1.2. County Representative(Office of Disaster � Preparedness) 12.1.1.3. Municipal Police 12.1.1.4. Municipal Fire 12.1.1.5. Fire Districts 12.1.1.6. North County Dispatch Joint Powers Authority 12.1.1.7. Heartland Communications om urncadons Facility Joint Powers Authority 12.1.2. imperial County: 12.1.2.1. Sheriff's Department 12.1.2.2. County Representative 12.1.2.3. Municipal Police 12.1.2.4. Municipal Fire �I March 7,1995 Page 7 2014-03-11 Agenda Packet Page 165 i ' s.Rw.p cam-�ICcw%, Participating Agency Agreement 1t.Slrari G�nrdatle,.Syuum 12.1.2.5. Fire Districts 12.1.3. CALTRANS 12.1.4. Public Service agencies shall select two delegates at large. 13. RCS Board of Directors Tenns and 4luaiifrcations 13.1. Terms for members of the RCS Board of Directors shall be determined by their appointing authority. All members of the Board of Directors serve at the pleasure of their respective appointing authority. 13.2. The appointing authority shall also select an alternate to the RCS Board of Directors. Alternate members are encouraged to attend regular Board of Directors meetings, but shall vote only in the absence of the regular member. 13.3. Only representatives of agencies participating in the RCS may be selected to the RCS Board of Directors. 13.4. The Chairperson and a Vice Chairperson of the RCS Board of Directors shall be biannually elected by a majority vote of the Directors. During their term,the Chairperson and Vice Chairperson shall serve at the discretion of a majority of the Directors. 13.5. Attendance at Board of Directors meetings: 13.6.1. Members of the Board of Directors are expected to attend all possible meetings to represent their group interests and to help conduct RCS business. Arrangements should be made for the aftemate to attend in the absence of the primary representative. 13.5.2. To remain on the Board of Directors,a director may not exceed more than three absences from regularly scheduled Board of Directors meetings during a County of San Diego fiscal year (July 1 through June 30). 13.5.3. If a director exceeds more than the allowable three absences in a fiscal year,the Board of Directors shall,request a replacement from the appointing authority unless, because of extraordinary circumstances,the Board of Directors votes to allow one additional absence. 13.5.4. Attemate directors shall be subject to the same requirements for all meetings they are required to attend. 13.5.5. An absence by both the primary director and the alternate director representing the same appointing authority shall be counted against both parties. 13.5.6. By vote of the Board of Directors, a leave of absence may be granted to a primary or altemate director for no more than 180 days. Only one leave of absence may be granted in any twelve month period. March 7. 1995 Page 8 2014-03-11 Agenda Packet Page 166 i eOMW C4WpY-bTffWC UffW ! Participating Agency Agreement I xey«wco�nkr�..sy.�, . 13.5.7, Resignation from the Board of Directors shall be submitted in writing to the chairperson and to the appointing authority. 14. Attendance and Participation by the Public 14.1. Ralph M.Brown Ac! All meetings of the RCS Board of Directors and RCS Member Board shall be noticed and conducted in accordance with the provisions of the Ralph M. Brown Act(GC W950 at seq.). 14.2. Local,state and federal representatives of public safety or service agencies who are not parties to this Agreement may participate in RCS Board of Directors,Member Board or committee meetings as members of the public, but shag not have voting rights. 14.3. Representatives from non-participating agencies may not serve in any official capacity in respect to RCS administration,management or operation. 15. RCS Voting Requirements 15.1. Members of the RCS Member Board, Board of Directors and committees shag vote on all items on the basis of one vote per member. 15.2. A quorum for the conduct of business exists when a majority of the members are present at Board of Directors,Member Board and other committee meetings. 15.3. Actions on all boards and committees shall be determined by a majority vote of members present at a meeting when a quorum exists. 15.4. An agency may not designate another agency to be its proxy. 15.5. In the case of RCS Board of Directors actions,the aftemate delegate shall only have a voting right in the absence of the regular delegate. 16. County of San Diego, Department of Information Services (DIS) Support Staff Role 16.1. DIS staff shall serve as an advisory and staff function to the RCS Member Board and RCS Board of Directors. 16.2. DIS staff shall manage the day-to-day operation of the RCS subject to direction from and review by the RCS Board of Directors. 16.3. DIS staff shall provide support as necessary, but shall not have a voting right on any business before the RCS Member Board,the RCS Board of Directors,or any committees. 16A. DIS staff shall perform the functions necessary to ensure that specific system performance guarantees are maintained throughout the term of the agreement, 16.5. As the manager and operator of the RCS,the Department of Information Services shall have the responsibility to: i 1 March 7,1995 Page 9 2014-03-11 Agenda Packet Page 167 . $.�ctye cosy- cw„q, Participating Agency Agreement 16.5.1. Provide appropriate staff support to the RCS Board of Directors as requested,within budgetary restraints. 16.5.2. Seek RCS Board of Directors approval of major policy decisions related to the RCS. 16.5.3. Develop contracts with vendors and submit to RCS Board of Directors for approval. 16.5.4. Implement the regional 800 MHz public safety voice and data radio systems. 16.5.5. Retain employees and agents. 16.5.6. Acquire,hold or dispose of property necessary to operate the RCS. 16.5.7. Charge participating agencies for expenses incurred in ongoing maintenance and operation of the RCS. 16.5.8. Implement policy. 16.5.9. Monitor and maintain RCS performance. 16.5.10. In conjunction with the RCS Board of Directors, develop and recommend the annual RCS budget. 16.5.11. Reassign RCS priorities in extraordinary circumstances and make emergency repairs as required. 16.5.12. Provide information and support as necessary to the RCS Board of Directors. 16.5.13. Provide operating reports and technical information as necessary to assist the RCS Board of Directors. 16.5.14. Establish and maintain accounts and records, including personnel, property,financial, programmatic and other records deemed necessary by the RCS Board of Directors to ensure proper accounting for all ongoing operations and maintenance costs. 16.5.15. Use the records to justify any adjustment to agency benefit charges. 16.6. The Director of DIS shall provide the RCS Board of Directors timely advance notice of impending personnel changes affecting any management staff assigned RCS responsibilities. 17. Agency Costs and CSA Benefit Charges 17.1. The Department of Information Services shall implement,manage and operate the 800 MHz tnunked radio backbone and microwave systems. 17.1.1. Costs for agendas participating at the time the RCS is implemented are reflected in Exhibit"B". MDS participation costs are separate from voice radio system costs. March 7,1995 Page 10 I 2014-03-11 Agenda Packet Page 168 i . s.p.w Cang-�np.rwtawty Participating Agency Agreement R.�+ca.gn�ea��•r.+� 17.1.2. Costs for agencies joining subsequent to the implementation of the RCS: 17.1.2.1. The County of San Diego shall assume the costs of implementing the voice and data radio backbone systems in areas where agencies have not committed to RCS participation. 17.1.2.1.1. RCS coverage in those areas shall meet the requirements of the County of San Diego. 17.1.2.1.2. Costs to enhance coverage to satisfy the needs of an agency joining the RCS subsequent to the original implementation shall be the joining agency's responsibility. 17.1.2.2. An agency joining the RCS shall be responsible for paying their original one-time costs as represented in Exhibit V,plus financing costs that have incurred since the date of this Agreement. The RCS Board of Directors shall reimburse appropriate financing expenses to the County of San Diego in relation to §17.1.2.3. (ZOI Liv if Santee decides fo join the RCS afrerfive years of the 15 yearagme n d have passed,their costs will include. (1) their eaffmated one-time costs as shown in Exhibit or and (2) associated flrrandng costs for Me first five yeaia as ahovm in Exhibit T' The RCS Board ofDimctors shall then reimburse the County of San Diego for principal and flnandng expenses that resulted because of Sentee's absence during the inifial live yews.) 17.1.2.3. An agency or jurisdiction that wants to join the RCS must pay a proportional cost of the overall voice radio backbone and microwave development investment. If the agency or jurisdiction decides to use CSA 135 for funding,it must file an application with the San Diego County Local Area Formation Commission (LAFCO)to join CSA 135. Each agency is responsible for its own costs associated with the LAFCO process. 17.1.2.4. All funds received from agencies joining the RCS shall be deposited in the CSA 135 account for appropriate distribution by the RCS Board of Directors. 17.2. The agency may use a funding method other than CSA 135 to pay for its RCS origination and operating expenses. March 7,1995 Page 11 '� 2014-03-11 Agenda Packet Page 169 Participating Agency Agreement I R.�enr conmuaiofJee.sy.riu 17.3. Ongoing operations and maintenance costs shall be shared equally by the participating agencies and shall be based on the established formula. (See Exhibit V) 17.4. Monthly Operating Fees 17.4.1. The costs of ongoing operations and maintenance of the trunked voice radio system,mobile data radio system and microwave system shall be allocated to the participating agencies on a per radio basis. 17.4.1.1. The cost per radio shall be limited to those radios used on the RCS during normal operations. 17.4.1.2. Radios temporarily added by an agency to handle a disaster or emergency shall not be a part of determining the agency's ongoing RCS costs unless the radios are retained for normal operations following resolution of the disaster or emergency. 17.4.1.3. The costs of ongoing operations and maintenance on the voice system and the mobile data system shall be determined separately,since not all agencies will decide to use both systems. Therefore,the monthly operating fees for radios on each system may be different. 17.4.2. After resolving which agencies are participating and determining the actual number of radios to be included in each system(voice and data),the cost per agency shall be finalized. 17.4.3. The final cost shall be in effect for a period of one year and shall be adjusted annually to reflect actual costs. 17.5. Reserve Funds in CSA 135 Account 17.5.1. One of the responsibilities of the RCS Board of Directors is to budget the disbursement of money from the CSA 135 account. 17.5.2. All funds received by the County of San Diego from all RCS participating agencies,for the purpose of funding the RCS shall be deposited into the CSA 135 account. 17.5.3. Reserve funds, including interest, shall be maintained in the CSA 135 account for the purposes of contingencies and for RCS upgrades and enhancements. 17.5.4. CSA 135 reserve funds can only be used for Regional Communications System purposes and on approval of the RCS Board of Directors by majority vote. 17.5.5. The RCS Board of Directors shall review CSA 135 fund levels annually and take appropriate action. 17.6. CSA 135 Zone Option and Costs March 7,1995 !, Page 12 2014-03-11 Agenda Packet Page 170 s.ecwyo counor•��r Participating Agency Agreement I xyo�caenwNrattar3,y�ran 17.6.1. Each participating agency shall have the ability to customize their own CSA 135 requirements for other RCS components,including user equipment,communications center equipment and operating costs, by developing a CSA zone. 17.6.2. Each agency establishing a zone shall have the responsibility to develop an annual zone budget and zone benefit fee schedule. 17.6.3. The CSA funds generated within the zone may only be utilized to meet the requirements of that zone. 17.7. Unless otherwise agreed,maintenance of agency owned RCS equipment shall be provided by Department of Information Services staff assigned to the RCS. All associated maintenance costs shall be included as a part of the agency monthly operating fees. 17.8. Maintenance and other costs associated with the provision of primary commercial and back up 1101240 volt A.C.electrical power shall be the responsibility of the agency. 17.9. Unless otherwise determined by separate agreement,each participating agency shall be responsible for the costs associated with connecting to the RCS backbone from the point of demarcation to the agency radio system equipment. 18. Point of Demarcation for Responsibility of Equipment 18.1. Unless otherwise determined by separate agreement,the demarcation point between RCS responsibility and agency responsibility is the microwave radio channel bank equipment termination blocks that are used to interconnect the agency radio consoles and other electronic devices used for voice and data communications to the channel banks. 18.2. Each participating agency shall be responsible for all costs associated with their mobile data system application development,user equipment and integration from the point of demarcation. 19. Purchase of RCS Compatible Equipment 19.1. Each participating agency agrees to meet County of San Diego specifications,including brands and models when appropriate,for associated equipment used to interconnect to the RCS. 19.2. Participating agencies agree to submit specifications of radio system related equipment orders to County RCS staff to ensure compatibility before p urchase. 19,3. Associated equipment may be purchased through the County of San Diego to insure compatibility and favored pricing. 20. Term of Agreement The term of agreement is for fifteen years from the date of this Agreement. 21. Agreement Modification; Entire Agreement March 7,1995 Page 13 2014-03-11 Agenda Packet Page 171 I i . seoryoeoun�-ueprlaleowcy Participating Agency Agreement w,r�,r co�cmuNowns 6yeum 21.1. This Agreement may only be amended in writing with the approval of the governing bodies of all parties to this Agreement. Prior to processing an amendment, a recommendation shall be requested from the RCS Board of Directors. 21.2. This Agreement constitutes the entire agreement of the parties and any previous oral or written agreements are superseded by this Agreement. Subsequent agreements may be entered into with CALTRANS and the County of Imperial concerning RCS matters. 22. Termination of Agreement 22.1. In order to terminate participation prior to the end of the fifteen year term, the withdrawing agency must provide no less than a one year written notice of intent to terminate participation. 22.2. Termination shall be granted provided that the withdrawing party: .22.2.1. Returns to the RCS all equipment for value that the RCS Board of Directors determines is required to maintain the RCS for all remaining users;and, 22.2.2. if the termination compromises the legality of the CSA benefit charges in the jurisdiction of the withdrawing agency,such agency shall be responsible for the remaining debt payments which would have aggregated from the CSA. 22.2.3, If an agency that brought frequencies to the RCS opts to terminate,the RCS Board of Directors shall negotiate a settlement that either returns the same or equivalent operable frequencies,or provides equitable compensation if frequencies are left with the RCS. 23. Arbitration 23.1. if settlement on an issue cannot be reached between the grieving or terminating agency and the RCS Board of Directors, binding arbitration shalt be employed to reach a settlement. 23.2. The arbitrator shall be selected by mutual agreement of the RCS Board of Directors and the terminating agency. 23.3. It shall be the duty of the arbitrator to hear and consider evidence submitted by the parties and to thereafter make written findings of fact and a disposition of the settlement which shall be binding in nature,except as to Issues of law. 23.4. Each party to a hearing before an arbitrator shall bear his own expenses in connection therewith. 23.5. All fees and expenses of the arbitrator shall be borne one-half by remaining members of the RCS and one-half by the grieving or withdrawing agency. �I March 7,1995 Page 14 2014-03-11 Agenda Packet Page 172 l . s.ROtyocangr•pnprlJtou�r R.ywi cawwiugar 7y.tan Participating Agency Agreement IN WITNESS WHEREOF,the parties hereto do affix their signatures. COUNTY OF SAN DIEGO Board of Supervisors Approval F Date: MAR 7 1495 BY — 0-4 lairwompfDftne Jacob CITY OF CARLSBAD Council Approval Date: Nh= 22, 1995 gy ayor CITY OF DEL MAR j Council pprovai Date:— S By c 4, a Mayor CITYOFENCINITAS i Council Approval Date: !(ARM 22- 1995 By Mayor CITY OF IMPERIAL BEACH Council Approval Date: By Mayor CITY OFLEMON GROVE Council Approval Date: By Mayor CITY OF POWAY Council Approval Date: � By. Mayor CITY OF SAN MARCOS Council A p vai _ �I Date: i' .� CITY OF SOLANA BEACH Council approval Date:�`'_' 7 Mayor March 7, 1885 j 2014-03-11 Agenda Packet Page 173 I 1 Exhibit"A" Participating Agency Agreement PARTIES TO THE MARCH T, 1995 AGREEMENT 1. Alpine Fire Protection District 2. Bonita-Sunnyside Fire Protection District 3. Borrego Springs Fire Protection District 4. City of Carlsbad 5. City of Del Mar 6. City of Encinitas 7. City of Imperial Beacb 8. City of Lemon Grove 9. City of Poway j 10. City of San Marcos 11. City of Solana Beach 12. City of Vista 13. California Department of Transportation,District 11 14. County of Imperial(all county and city public safety agencies, all territories) I 15. County of San Diego(county public safety and service agencies) 16. Deer Springs Fire Protection District 17. East County Fire Protection District 18. Heartland Communications Dispatch Facility JPA 19. Julian-Cuyamaca Fire Protection District 20. Lakeside Fire Protection District 21. Lower Sweetwater Fire Protection District 22. North County Dispatch JPA 23. Pine Valley Fire Protection District 24. Rancho Santa Fe Fire Protection District 25. Rural Fire Protection District 26. San Miguel Consolidated Fire Protection District 27. Valley Center Fire Protection District March 7, 1995 2014-03-11 Agenda Packet Page 174 II . sn0tyo ca.,vr-rr�p�la►cow,q Exhibit"B" x rloe�t eeicaUar3yetre Participating Agency Agreement ESTIMATED AGENCY ONE-TIME COSTS Combined Voice and Data Backbone JMh- Map"& ftle" 4wrfew! 4.-1rnwi bMRM/ 1NORMr OF &".a an+r 4ree/ae resew Aft: G. wK.ra• lnuw- ar.eueAw sweeuea+s- s...er.u.rK trae�' ww.- UnImm"mhd 178,479 t.124,170 3118% 52,498,578 $4755,256 $300,874 51,081,312 Carl sbad 34,851 =725 5.67% 452,790 1.586,850 51,575 191.095 Delmar 4.860 19.533 1154% 43,413 152,127 5,278 16,319 Enelallas 19,765 158,735 a 4,42% 357,797 1,236,259 42,484 145.871 kllpedolseaah ON 4198 1,76% 140,461 492196 16,914 99,271 LimanOraw 66940 85,225 1.81% 144,966 507,985 17.457 61,172 rewW 14445 MAN 311% 248;757 871,886 29,955 104,969 San mamos 17,878 118,743 130% 283,913 914,794 31,760 111,354 Sosona 114aeh MOW 47,966 1.33% 105,939 371,228 12757 K"3 Vlatr 19,630 303,328 5;86% 451,907 1,583.556 54,419 190.893 ChubVlsla 35,652 3%726 10.04% 801,733 2.809.405 98.545 336„310 Coronado 10,458 82.368 1.74% 138,661 485.890 18,698 56.611 a Cajon 17.918 240,280 6,88% 533,991 1,871,192 64,303 715.330 Ls man 18,051 168,670 374,767 1,313,246 45,130 158142 NaWnatClry 8,873 113,982 3,17% 253.331 887.714 34508 108099 Oceanside 49.8t0 406,690 11.32%- 903,889 3,167,377 106,847 381,417 pant" 14,596 125,247 3.46% 276,368 975,446 33.521 117.464 TOTAL 451,890 ?Sr4f8r to% V,#"2 $27.992013 s9t1 r,t t!J70811 Based on 1994 9Dunt4,Don not kftde Benefit Unbror haikr parks in the cities. The approach sdn needs 10 be re5nad with the PadWual cWea Qala OMtl01s emt is W beekboaa only,4 doss aotkidude agwelr inle0ratal eosts. Based on 8.5%annual perceMapa rah. March 7, 1995 2014-03-11 Agenda Packet Page 175 Exhibit"C" Participating Agency Agreement ESTIMATED COSTS OFAGENCYENTER/NG SYSTEM AFTER MARCH 7, 1995 City of Santee Number of Benefit units 125,247 i Percent of Total Benefit 3.48% Financing Costs of One Time Cost for 15 Years at 8.5%APR Principal Financng Total Annual Payment $975,448 $786,510 $1,761,958 $117,464 Annual Payment If Join in Year i Year Annual Payment 1 $117,464 2 $125,854 3 $135,535 4 $146,830 5 $160,178 6 5178,196 7 $195,773 8 $220,245 9 $251,708 10 $293,660 11 $352,392 12 $440,490 13 $587,319 14 $880,979 15 $1,761,958 [.Annual Payment for late Starting Agencies 2000000 1500D0D e>.AnmW Po m o e $ 100= s0ao0o a 1 2 3 4 5 6 7 0 0 10 11 12 13 14 15 sbdkv Yew March 7, 1995 I'i 2014-03-11 Agenda Packet Page 176 I cow" Exhibit ra�ww�iueL�. Exhibit "D" Participating Agency Agreement GOVERNANCE STRUCTURE San Diego County Board of Supervisors RCS Board of Directors RCS RCS Committees Member Board i I Member Agency i lip County Staff Reporting Relationships, Lines of Communicatfon { f March 7, 1995 t 2014-03-11 Agenda Packet Page 177 9 9 Exhibit B 1995 RCS Parties 1995 RCS Parties Status Alpine Fire Protection District Existing Bonita Sunnyside Fire Protection District Existing Borrego Springs Fire Protection District Existing City of Carlsbad Existing City of Chula Vista Existing City of Coronado Existing City of Del Mar Existing ;City of El Cajon Existing City of Encinitas Existing City of Escondido Existing City of Imperial Beach Existing City of La Mesa Existing City of Lemon Grove Existing City of National City Existing City of Oceanside Existing City,of Poway Existing City of San Marcos Existing City of Santee Existing City of Solana Beach Existing City of Vista Existing County.of San Diego Existing Deer Springs Fire Protection District Existing Heartland.Communications Facility Joint Powers Authority ,. Existing Im erial Valley Emergency Communications Authority(IVECA) Existing Julian-Cuyamaca Fire Protection District Existing lakeside Fire Protection District Existing Metropolitan Transit System Existing :Mira Costa Community College District Existing North County Dispatch Joint Powers Authority Existing North County Fire.Protection District Existing North County Transit District Existing Rancho Santa Fe Fire Protection District Existing San Diego Rural Fire Protection District Existing San Diego Unified Port Existing San Miguel Consolidated Fire Protection District Existing Santee School District Existing State of California Department of Transportation(Caltrans) Existing State of California,California Highway Patrol/El Cajon CHP Existing Valley Center Fire Protection District Existing Viejas Reservation Fire Department Existing Vista Fire Fire Protection District Existing Pine Valley Fire Protection District' Former Padre Dam Water District 2 Former East County Fire Protection District3 Former 'Original Signator-Never came on system(no radios on system) 'Terminated RCS Agreement on January 7,2013 3Consolidated with San Miguel Consolidated Fire District in 2008 J NextGen RCS Agreement December 3,2013 2014-03-11 Agenda Packet Page 178 I 1 Exhibit C Estimated RCS NextGen System Cost NextGen Shared Infrastructure Cost Less;estimaterJ IVECAInfrastructure of$9 MUlron.....tles estrmated ' ` m ortrona/share of NexGen core $ l9 000 OOOj Less Grpnts/RCS Trust Fund $ (10 000 000) l=stlmatetl Remalm�g Shared Infrastructure Costs to be Apportioned `. t ;' =-k Estlma'aTotalSu rrRR Rio INM z cribe , r ^ Total Estimated NextGen Parties Subscriber Radio Count_ . .13,9s3. O 6 R 1.Divide the Remaining Costs to be Apportioned by the Total Estimated NextGen Parties Subscriber Radio Count. Multiply this number by the projected average number of your agency's subscriber radios for the two dates. Formula Estimated Remaining Costs to be Apportioned x Two YearAverage = Agency Cost for Estimated Total Subscriber Radio Count Radio Count Shared Infrastructure i Example 1.Agency X has an average of 50 radios for the two dates. 9 Y 9 2.Total Estimated Cost of System divided by the Total Estimated Parties Subscriber Radio Count is$6,164 3.Fifty(50)subscriber radios X $6,164 estimated cost=Estimated Agency Cost$308,177 NextGen RCS Agreement December 3,2013 'I 2014-03-11 Agenda Packet Page 179 I i Exhibit C-1 Cost Apportionment for San Dieeo County Shared Infrastructure Per Party: Costs are apportioned in two categories-- infrastructure and core. Below are the estimated shared infrastructure apportionment costs per agency Radio Count Radio Count Average Estimated Cost for San Diego County Party Name San Diego Shared 9/1/13 7/1/2014 Radio Count Infrastructure Alpine Fire Protection District 26 Bonita-Sunnyside Fire Protection District 16 Borrego.Springs Fire Protection District 21 City of Carlsbad 436 City of Chula Vista 694 City of Coronado 182 City of Del Mar 97 City of El Cajon 460 City of Encinitas 246 City of Escondido 752. City of Imperial Beach 117 I City of La Mesa 291 City of Lemon Grove 95 . City of National City 284 City of Oceanside. 744 City of Poway 296 City of San Marcos 419 City of Santee 176 City of Solana Beach 58 City of Vista 284 . County of San Diego. 5,848 Deer Springs Fire Protection District 21 Heartland Communications FacilityJPA 12 Julian-Cuyamaca Fire Protection District 29 Lakeside Fire Protection District 98 Metropolitan Transit$ystem . 251 Mira Costa Community College District 20 North County Dispatch JPA 18 North County Fire Protection District 127 North County Transit District 33 Rancho Santa Fe Fire Protection District 92 San Diego Rural Fire Protection.District 107 San Diego Unified Port District 299 San Miguel Consolidated Fire Protection District 135 Santee School District 44 State of CA Department of Transportation(Caltrans) 893. State of California,CA Highway Patrol/El Cajon CHP 174 Valley Center Fire Protection District 25 Viejas Reservation Fire Department 33 Potential New Party Potential New Party Potential New Party TOTAL, 13,953. . ..._ NextGen RCS Agreement December 3,2013 2014-03-11 Agenda Packet Page 180 Exhibit C-2 Cost Apportionment for RCS NextGen Core(Portion of the Shared Infrastructure Costs): Costs are apportioned in two categories—infrastructure and core. Below are the estimated RCS NextGen Core apportionment costs per agency for both San Diego County agencies and the Imperial Valley Emergency Communications Authority(IVECA). San Diego County Parties&IVECA Radio Count Radio Count Average Estimated Cost for 9/1/13 711/2014 Radio Count RCS NextGen Core Alpine Fire Protection District 26 Bonita-Sunnyside Fire Protection District 16 j Borrego Springs Fire Protection District 21 City of Carlsbad 436 City of Chula Vista 694 City of Coronado. 182 City of Del Mar 97 City of El Cajon 460 , :City of Encinitas 246 City of Escondido 752 City of Imperial Beach 117 City of La Mesa 291 City of Lemon Grove 95 City of National City 284 City of Oceanside 744 City of Poway 296 City of San Marcos 419 City of Santee 176 City of Solana Beach 58 City of Vista 284 County of San Diego 5,848 Deer Springs Fire Protection District 21 Heartland Communications Facility JPA 12 Julian-Cuyamaca Fire Protection District. 29 Lakeside Fire Protection District 98 Metropolitan Transit System 251 Mira Costa Community College District 20 North County Dispatch,JPA 18 .North County Fire Protection District 127 North County Transit District 33 Rancho Santa Fe Fire Protection District 92 San Diego Rural Fire Protection District 107 San Diego Unified Port District 299 ;San Miguel Consolidated Fire Protection District 135 Santee School District 44 State of CA Department of Transportation(Caltrans) 893 State of California,CA Highway Patrol/El Cajon CHP 174 Valley Center Fire Protection District 25 Viejas Reservation Fire Department 33 IVECA* .. 1,302. . - .. Potential New Party Potential New Party Potential New Party TOTAL. *IVECA will pay for infrastructure for Imperial County(an estimated$9,000,000)and a portion of the NextGen core costs. I NextGen RCS Agreement December 3,2013 i 2014-03-11 Agenda Packet Page 181 I Exhibit C-3 i Cost Apportionment for the Combined Infrastructure and RCS NextGen Core: Costs are apportioned in two categories-- infrastructure and core. Below are both the estimated Combined Infrastructure and RCS Core apportionment costs per agency. Exhibit C-1 Exhibit C-2 Combined Estimated Estimated Cost for Estimated Cost Cost for San Diego San Diego County Parties&IVECA San Diego Shared + for RCS NextGen — Shared Infrastructure Infrastructure Core and NextGen RCS Core(C-1+C-2) Alpine Fire Protection District Bonita-Sunnyside Fire Protection District Borrego Springs Fire Protection District City of Carlsbad City of Chula Vista City of Coronado City of Del Mar City of El Cajon City of Encinitas City of Escondido City of Imperial Beach City of La Mesa City of Lemon Grove City of National City City of Oceanside City of Poway ... City of San Marcos City of Santee City of Solana Beach City of Vista County of San Diego Deer Springs Fire Protection District Heartland Communications FadIityJPA Julian-Cuyamaca Fire Protection District Lakeside Fire Protection District Metropolitan Transit System Mira Costa Community College District North County Dispatch,JPA North County Fire Protection District North County Transit District Rancho Santa Fe Fire Protection District San Diego Rural Fire Protection District San Diego Unified Port District San Miguel Consolidated Fire Protection District Santee School District State of CA Department of Transportation(Ca.itrans) State of California,CA Highway Patrol/El Cajon CHP Valley Center Fire Protection District Viejas Reservation Fire Department IVES* r j u 7 t N,t Potential,New Party Potential New Party Potential New Party , NextGen RCS Agreement December 3,2013 2014-03-11 Agenda Packet Page 182 i i Exhibit D Potential New RCS NextGen Parties Potential New Parties Radio Count Radio Count Average Radio Sept 1,2013 July 1,2014 Count Barona Fire Department 35 Cajon Valley Union School District 125 California Department of Corrections&Rehabilitation Division of Adult Parole Operations 109 California Department of Corrections&Rehabilitation Office of Correctional Safety 13 California State University San Marcos(Police) 49 Grossmont Union High School District 128 Grossmont-Cuyamaca Community College 16. Jamul-Dulzura Unified School District 15 La Jolla Band of Luiseno Indians(La Jolla Tribal Police) 4 Los Coyotes Police Department 6 Olivenhain Municipal Water District 3 Palomar College 41 Pala Band of Mission Indians 25. Pauma Band of Luiseno Mission Indians(Pauma Band of Mission Indians) 21 Poway.Unified School District 240 Ramona Water District Fire Department 21 Rancho Santa Fe Patrol 17 San Diego Association of Governments(SANDAG) 59 San Diego County Regional Airport Authority 164 San Diego Humane Society. 34 San Diego State University,(Police&Parking) 1021. Southwestern College Police Dept. 22 Sycuan Band of.the Kumeyaay Nation(Sycuan Fire/Police Department) 72 University of California San Diego(Police and Environment Health&Safety) 108 Vista Unified High School District 188 NextGen RCS Agreement December 3,2013 2014-03-11 Agenda Packet Page 183 # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0077, Version: 1 REVIEW OF THE CITY OF CHULA VISTA 2014/2015 FUNDING REQUESTS AND RECOMMENDATIONS FOR THE HOUSING AND URBAN DEVELOPMENT FEDERAL GRANT PROGRAMS (COMMUNITY DEVELOPMENT BLOCK GRANT, HOME INVESTMENT PARTNERSHIPS ACT AND EMERGENCY SOLUTIONS GRANT) RECOMMENDED ACTION Council conduct the public hearing and accept the report. SUMMARY The City has received and reviewed funding applications for the U.S. Department of Housing and Urban Development (HUD) grant programs including: Community Development Block Grant (CDBG), HOME Investment Partnerships Act (HOME) and the Emergency Solutions Grant (ESG) funds. This Public Hearing will provide the community an opportunity to provide input on the proposed 2014/2015 funding recommendations for the City's use of these federal grant programs. ENVIRONMENTAL REVIEW The Development Services Director has reviewed the proposed activity for compliance with the California Environmental Quality Act (CEQA) and National Environmental Policy Act (NEPA). The activity is not a "Project" as defined under Section 15378(b)(5) of the State CEQA Guidelines because the proposal consists of a reporting action, is not for a site specific project(s) and will not result in a direct or indirect physical change in the environmental. Therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines the activity is not subject to CEQA. Under NEPA, the activity qualifies for a Certification of Exemption pursuant to Title 24, Part 58.34(a)(2)&(3) of the Code of Federal Regulations and pursuant to the U.S. Department of Housing & Urban Development Environmental Guidelines. Thus, no further environmental review is necessary at this time. Although environmental review is not necessary at this time, once a project(s) has been defined, environmental review will be required and a CEQA/NEPA determination completed prior to. BOARD/COMMISSION RECOMMENDATION On February 26, 2014, the Housing Advisory Commission voted (4-0-1) to recommend the conditional approval of Community Development Block Grant funds for the proposed affordable housing project entitled Landis Studios (Notebook Tab 17). This approval is consistent with staff's funding recommendation of$450,000. DISCUSSION As an entitlement community with the U.S. Department of Housing and Urban Development (HUD), the City receives funds under three block grant programs: • Community Development Block Grant (CDBG) • Home Investment Partnerships (HOME) • Emergency Solutions Grant (ESG) City of Chula Vista Page 1 of 8 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 184 File #: 14-0077, Version: 1 The grant amounts allocated to each jurisdiction are determined using a formula based on statistical and demographic data. The funds aim to provide decent housing, a suitable living environment, and to expand economic opportunities principally for low- and moderate-income persons. As a recipient of these HUD funds, the City is required to approve a Five-Year Consolidated Plan (Con Plan) which represents the City's five-year strategy for allocating HUD funds to specific goals, objectives, and housing and community development priorities. The City annually selects activities for funding that best meet the needs of the community as identified within the Consolidated Plan and also meet the national objectives and requirements of the CDBG program for that year. The selected activities are incorporated into the Annual Action Plan (Action Plan). The Action Plan is submitted to HUD 45 days prior to the beginning of the fiscal year and constitutes its application for the grant funds. The City's 2010/2015 Five-Year Consolidated Plan identifies a total of six funding priorities under Housing and Community Development. I. HOUSING Priority 1: Affordable Rental Housing Activities : Construction of new rental housing, acquisition and rehabilitation for rental, rental assistance programs. Priority 2: Maintenance and Preservation of Existing Housing Stock Activities : Rehabilitation Loan Program (Health and Safety Related and/or Energy Upgrades). Priority 3: Homeownership Opportunities Activities: Down-payment and Closing Cost Assistance. II. COMMUNITY DEVELOPMENT/CAPITAL IMPROVEMENT Priority 1: Infrastructure Activities: ADA Curb Cuts, New Sidewalks, New Streets Priority 2: Community Development Activities: Public Facility Improvements, Graffiti Removal Priority 3: Special Needs and Homeless Activities : Public Services for Seniors, Youth, Disabled, Homeless, Low/Income individuals. 2014/2015 Annual Plan On November 4, 2013 the City held a public hearing to kick off the Annual Action Plan for the upcoming 2014/2015 fiscal year (FY) and to discuss any change in funding priorities. At this hearing, staff advised Council that the final allocation amount had not yet been provided by HUD. However, City of Chula Vista Page 2 of 8 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 185 File #: 14-0077, Version: 1 the City's HUD CPD Representative has advised staff to complete their annual funding plan using last year's entitlement amounts and any prior year unencumbered funds which are as follows: • Community Development Block Grant: $2,150,908 ($1,746,692 of entitlement and $404,216 of prior year unencumbered funds) • HOME Investment Partnerships Act: $598,807 • Emergency Solutions Grant: $119,795 Unencumbered funds are balances from completed or cancelled prior year projects as well as program income generated through the repayment of the Castlepark Assessment Districts. Program Income funds have been earmarked for the semi-annual debt service payments of the Section 108 Loan. As part of the annual Action Plan process, the City solicits requests for grant funding, reviews the submitted proposals, and approves the programs and projects to be funded. For FY 2014/2015, a Notice of Funding Availability for the three grant programs (CDBG, HOME, and ESG) was made available in December 2013, with a submittal deadline of January 30, 2014. A copy of all applications received is included with this report as Attachment No. 1, 2014/2015 Federal Grant Funding Application Notebook. Staff has completed its review of the applications and has made available its funding recommendations to applicants. The recommendations were publicly released on March 7, 2014. Below is a summary of the funding recommendations for each of the grant programs and corresponding activities. Community Development Block Grant (CDBG) In order to be eligible for this block grant funding, a project must address at least one of the following CDBG national objectives: • Benefit primarily low and moderate income families; • Aid in the prevention or elimination of slums or blight; or, • Meet other community needs having a major emergency (disasters, etc.) The City will utilize a total $2,150,905 of CDBG funds for FY 2014/2015. Funding is allocated into 3 distinct categories: Administration and Planning; Public Services; and, Capital Improvement/Housing Related Activities. In accordance with the federal regulations governing this program, the City cannot exceed the mandated spending caps for administration and planning (20%) and public service (15%) activities. Administration and Planning Recommendation: The estimated $349,338 in available funds is recommended to cover all staff costs associated with the management and administration of Chula Vista's CDBG program, including regulatory compliance, contract administration, subrecipient monitoring and fiscal management. This also includes preparation of the required planning documents, such as the 2014-2015 Annual Action Plan, the upcoming 2015-2020 Consolidated Plan, and the 2015-2020 Analysis of Impediments to Fair Housing Choice. City of Chula Vista Page 3 of 8 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 186 File #: 14-0077, Version: 1 Public Services Program Recommendation: Staff's funding recommendations for public service activities are based on funding priorities established in the Con Plan, along with established ranking criteria. As discussed at the November 2013 public hearing, since 2008, staff has implemented ranking criteria, as described below, to assist in prioritizing and selecting grant recipients. The methodology classifies each of the activities in the following three-tier categories, with Tier I activities being the highest ranked: Tier I: Basic/Essential Needs (Food, Housing, Emergency Services) Tier 11: Special Needs (At-Risk Youth, Family Violence, Special Needs/Disabled) Tier III : Other (Transportation Services, Case Management, Preventative Health Care Services, recreation (non disabled, non emergency services) A total of thirteen (13) public services applications were received by the deadline. All applicants were deemed eligible per HUD regulations. Of the thirteen applicants, twelve are existing on-going programs. New to the applicant list this year is Lutheran Social Services for the Project Hand program. Staff recommends maintaining FY 2013/2014 funding levels for ongoing programs and provide approximately half of the funding for new requests. TABLE I: CDBG PUBLIC SERVICES FUNDING RECOMMENDATIONS Organization Program 2013/2014 2014/15 2014/15 Funding Request Recom. 1 Meals on Wheels Greater San Meals on Wheels $12,000 $12,000 $12,000 Diego, Inc 2 Interfaith Shelter Network Rotational Shelter Network $11,000 $11,000 $11,000 3 Lutheran Social Services Project Hand $0 $20,400 $12,200 4 South Bay Community Services South Bay Food Program $10,000 $15,000 $10,000 5 Jacobs & Cushman San Diego Food 4 Kids Backpack $0 $20,000 $15,000 Food Bank Program 6 South Bay Community Services Family Violence Treatment $39,000 $39,000 $39,000 Program 7 South Bay Community Services Services for High Risk and $34,550 $39,550 $39,550 Homeless Youth 8 Chula Vista Elementary Schools for Family Resource Center $39,312 $69,945 $39,312 the Chula Vista Community Emergency and Basic Collaborative Services 9 City of Chula Vista Recreation Therapeutic Recreation $20,100 $22,516 $20,100 Program 10 Center for Employment Employment Reentry for At- $14,000 $30,000 $14,000 Opportunities Risk Young Adults 11 Family Health Centers of San Diego KidCare Mobile Meidcal $13,600 $30,000 $13,600 Unit City of Chula Vista Page 4 of 8 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 187 File #: 14-0077, Version: 1 12 City of Chula Vista Recreation Norman Park Center Senior$32,000 $35,000 $32,000 and Disabled Services 13 City of Chula Vista Housing Division Fair Housing Services $35,000 $32,000 $32,000 TOTAL $255,762 Capital Improvement and Housing Related Activities: A total of$1 ,545,808 is available for eligible capital improvement and housing related activities for FY 2014/2015. The City has earmarked $756,715 for the City's Section 108 debt service payments. The remaining funds are available for new projects. Funding recommendations for Capital and Housing Related Activities are prioritized based on the following criteria: • Projects that address the unmet needs of the Con Plan; and • Effectiveness of activity in meeting needs o Leveraging of other funding sources; and o Number of clients to be served. Based on a review of the City's HUD grants performance for this Con Plan, the City has met the goals of Capital Improvement projects (CIPs) and has an unmet housing need for the rehabilitation of existing housing stock. Three funding requests were submitted for consideration and are summarized below: • The Housing Division requests $50,000 in funding for staff costs associated with projects and programs funded through the HOME program. Examples of services provided include the following: Energy auditing, preparation of work specifications, reviewing of applications, loan processing, inspections, tenant selection, and assisting owners, tenants, contractors, and other entities participating or seeking to participate in housing projects assisted with the HOME program. • Urban Corps of San Diego proposes a "Green Streets" project that will provide interior and exterior home improvements, basic weatherization, minor rehabilitation, and minor home security improvements to 10 Low Moderate Income (LMI) households in Chula Vista and distribute "do-it-yourself' water and energy conservation kits to an additional 20 LMI households. The applicant requests $76,138. An additional $76,862 is recommended to cover City staff costs for inspection and environmental review and to cover a portion of additional health and safety related repairs that may be identified by City or Urban Corps staff. Total recommended funding is $150,000. • South Bay Community Services requests funding for the rehabilitation and creation of 7 affordable housing units in the existing structure located at 192-196 Landis Avenue. The units will be used for permanent supportive housing for the homeless following the "Housing First" model advocated for successfully housing this special needs population. The project was approved for the South Bay region's fair share of the HUD Continuum of Care funds. To City of Chula Vista Page 5 of 8 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 188 File #: 14-0077, Version: 1 leverage these funds, staff is recommending funding for this project, contingent upon securing additional funding sources, completion of architectural plans, necessary building permits, and finalizing the proforma. Total recommended funding is not to exceed the requested amount of $450,000. The remaining funds of $139,093 are being set aside under the Production of Affordable Housing toward meeting the goals of the 5 year Consolidated Plan. The City will be releasing a Notice of Funding Availability to use these remaining funds and leveraging it with available HOME and Redevelopment Low and Moderate Income Housing funds for the acquisition and rehabilitation of existing housing stock. With the loss of Redevelopment Low and Moderate Income housing funds, HOME and CDBG funds are now the City's main funding source for affordable housing. Table II below itemizes the proposed expenditure of this funding category. TABLE II: CDBG CIP AND HOUSING RELTED FUNDING RECOMMENDATIONS Organization Program 2014/15 2014/15 Request Recom. 14 City of Chula Vista Section 108 Loan Payment $756,715 $756,715 15 City of Chula Vista Housing Housing Services $50,000 $50,000 16 Urban Corps of San Diego Green Streets $76,138 $150,000 17 South Bay Community Services Landis Studios $450,000 $450,000 18 City of Chula Vista Housing Production of Affordable Housing $289,093 $139,093 TOTAL $1,545,808 Emergency Solutions Grant (ESG) Chula Vista is anticipating ESG entitlement funds in the amount of$119,795 for FY 2014/2015. ESG funds may be used to provide homeless services through: • Street Outreach • Emergency Shelter • Homeless Prevention • Rapid Re-Housing • Homeless Management Information Systems HUD regulations require the City earmark a portion of the funding for Homeless Prevention and Rapid Re-Housing activities. The remainder of the funds will be used to fund the proposal received from South Bay Community Services, a local homeless service provider. TABLE IV: ESG FUNDING RECOMMENDATIONS Organization Program 2014/15 Recom. 20 City of Chula Vista Administration and Planning $8,985 City of Chula Vista Page 6 of 8 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 189 File #: 14-0077, Version: 1 21 City of Chula Vista Housing lHomeless Prevention and Rapid-ReHousing $42,533 22 South Bay Community Services Casa Nueva Vida and HMIS $68,277 TOTAL $119,795 Home Investment Partnerships Act (HOME) For FY 2014/2015, the City will receive $598,807 in HOME funds which may be used to provide affordable rental housing and home ownership opportunities through: New construction; Acquisition; Rehabilitation; First time homebuyer assistance; and, Tenant-based rental assistance. HOME regulations require cities to set aside 15% of their annual allocation to assist Community Housing Development Organizations (CHDOs) in the creation of affordable housing units. The City has met and exceeded this requirement in an aggregate amount of 27%. Due to the City's good standing, HUD has advised staff that the City is not required to set-aside any of its 2014/2015 HOME entitlement for a CHDO. For FY 2014/2015, staff is recommending that HOME funds be earmarked for the production of affordable housing. With the loss of Redevelopment Low and Moderate Income housing funds, HOME and CDBG funds are now the City's main funding source for affordable housing. Increasing housing that is restricted and affordable for lower income households remains a priority for the City. TABLE III: HOME FUNDING RECOMMENDATIONS Organization Program 2014/15 Recom. 23 City of Chula Vista Administration and Planning $56,126 24 City of Chula Vista Housing Production of Affordable Housing Projects/Programs $542,681 TOTAL $598,807 CONCLUSION Staff recommends that the City Council conduct the public hearing to solicit input from the community on the FY 2014/2015 funding recommendations and provide staff with changes, if any, in the recommended funding amounts. Staff will incorporate these recommendations in the Annual Action Plan. The Plan will be available for a 30-day review and comment period from March 14, 2014 to April 14, 2014. Materials will also be posted on the City's website. Staff will incorporate all public comments received by the deadline and submit the Annual Action Plan to HUD by May 14, 2014. DECISION-MAKER CONFLICT While this item is generally not site specific and does not trigger the 500-foot rule found in California Code of Regulations section 18704.2(a)(1), this item does discuss property located at 192-796 Landis Avenue. As such, Staff has reviewed the property holdings of the City Council and has found no property holdings within 500 feet of the boundaries of 192-796 Landis Avenue considered in this action. Staff is not independently aware, and has not been informed by any City Council member, of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. LINK TO STRATEGIC GOALS City of Chula Vista Page 7 of 8 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 190 File #: 14-0077, Version: 1 The City's Strategic Plan has five major goals: 1. Operational Excellence; 2. Economic Vitality; 3. Healthy Community; 4.Strong and Secure Neighborhoods; and 5. Connected Community. The activities funded through the federal grant programs are directed towards the revitalization of neighborhoods, economic development opportunities, and improved facilities and services. The nature of these activities is consistent with the Goals, Strategies and Initiatives in Goal 5: Connected Community. Strategy 5.1: Encourage Residents to Engage in Civic Activities Initiative 5.1.2 Fosters an Environment of Community Involvement The City has developed a detailed Citizen Participation Plan (CPP) which requires the participation of the community. The CPP requires the City to provide citizens with reasonable and timely access to meetings, information, and records related to the grantee's proposed and actual use of funds. A minimum of two public hearings are held annually to obtain citizen participation at all stages of the Five-Year Consolidated Plan and Annual Action Plan. This includes the identification of priorities, review of proposed activities, and review of program performance. Strategy 52. Provide Opportunities that Enrich the Community's Quality of Life Initiative 5.2.1 Provide Services and Programs Responsive to Residents Priorities Consistent with the funding priorities established in the 2010-2015 Consolidated Plan, the CDBG, HOME and ESG activities selected are aimed at providing decent affordable housing opportunities and a suitable living environment with adequate public facilities, infrastructure and services. Services that support the elderly, disabled, homeless, and youth all contribute to community's quality of life. For a detailed list of services provided please refer to the Application Notebook. CURRENT YEAR FISCAL IMPACT At this time, Council is reviewing the funding requests and recommendations for CDBG, HOME, and ESG funds. This action does not include appropriations. Appropriations for the proposed CDBG, HOME and ESG programs will be included as part of the City Manager's FY 2014/2015 proposed budget. There is no fiscal impact to the General Fund as a result of this action. ONGOING FISCAL IMPACT There is no ongoing fiscal impact to the City's General Fund as all costs associated with the administration of the CDBG, HOME and ESG programs are covered by the respective grants. City of Chula Vista Page 8 of 8 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 191 FEDERAL GRANT ENTITLEMENT PROGRAMS CDBG HOME ESG FUNDING APPLICATIONS ND RECOMMENDATIONS The Funding Applications and Recommendations Notebook is a compilation of the funding applications and recommendations for use of the City's Federal CITY OF CHULAVISTA Entitlement Grant Funds (Community Development Block 1;11111� Grant, Home Investment Partnerships Act, and Emergency HOUSING DIVISION Solutions Grant). ATTACHMENT NO. 1 2014-03-11 Agenda Packet Page 192 U.S. Department of Housing and Urban Development Grants CDBG I HOME I ESG FY 2014-2015 Grant Entitlements COMMUNITY • • • D• Available Funds Entitlement Amount $1,746,692 Program Income/Prior Year Unencumbered Funds $404,216 Total CDBG Available $2,150,908 Spending Plan Planning and Administration (20%of entitlement) $349,338 Public Services (15%of Entitlement) $255,762 Section 108 Debt Service Payment $756,175 Capital Improvement and Community Enhancement $789,633 Total CDBG Allocations $2,150,908 • • Available Funds 2014/2015 HOME Entitlement $598,807 Spending Plan Administration (10%of Entitlement) $59,881 Affordable Housing Projects/Programs $538,926 Total HOME Allocations $598,807 EMERGENCY SOLUTIONS Available Funds 2014/2015 Entitlement $119,795 Spending Plan Administration (7.5%of Entitlement) $8,985 Shelter Services $68,277 HPRP $42,533 Total ESG Allocations $119,795 ITOTAL COMBINED GRANT ENTITLEMENT AMOUNTS (Estimated) $2,869,510 2014-03-11 Agenda Packet Page 193 2014/2015 Federal Grant (CDBG I HOME I ESG) Funding Application Requests and Recomendations No. Applicant Project/Program Funding 2013/2014 Funding Request Fundiniz Recommended Meals-on-Wheels Greater San 1 Diego,Inc. Meals on Wheels $ 12,000 $ 12,000 $ 12,000 Interfaith Shelter Network of 2 San Diego Rotational Shelter Network $ 11,000 $ 11,000 $ 11,000 3 Lutheran Social Services Project Hand $ 20,400 $ - $ 12,200 4 South Bay Community Services South Bay Food Program $ 15,000 $ 10,000 $ 10,000 Jacobs&Cushman San Diego 5 Food Bank Food 4 Kids Backpack Program $ 20,000 $ - $ 15,000 in Family Violence Treatment U 6 South Bay Community Services Program $ 39,000 $ 39,000 $ 39,000 .i Services for High Risk and H 7 South Bay Community Services Homeless Youth $ 39,550 $ 34,550 $ 39,550 U Chula Vista Elementary Schools dDistrict for the Chula Vista Family Resource Center (� 8 Community Collaborative Emergency and Basic Services $ 69,945 $ 39,312 $ 39,312 m City of Chula Vista Recreation Therapeutic Recreation U 9 Department Programs $ 22,516 $ 20,100 $ 20,100 Center for Employment Employment Reentry for At- 10 Opportunities Risk Young Adults(18-25) $ 30,000 $ 14,000 $ 14,000 Family Health Centers of San 11 Diego KidCare Mobile Medical Unit#3 $ 30,000 $ 13,600 $ 13,600 City of Chula Vista Recreation Norman Park Center Senior& 12 Department Disabled Services $ 41,013 $ 30,000 $ 30,000 City of Chula Vista Housing 13 Division Fair Housing Services $ 32,000 $ 35,000 $ 32,000 Total $ 255,762 City of Chula Vista Finance 14 Department Section 108 Loan Repayment $ 756,715 $ 756,756 $ 756,715 = City of Chula Vista Housing in *= aj 15 Division Housing Services $ 50,000 $ 54,705 $ 50,000 U C 16 Urban Corps of San Diego Green Streets $ 76,138 $ - $ 150,000 C7 0 0 v 17 South Bay Community Services Landis Studios $ 450,000 $ $ 450,000 O City of Chula Vista Housing Production of Affordable 18 Division Housing Projects/Programs $ 139,093 $ $ 139,093 Total $ 1,545,808 co j_ City of Chula Vista Housing CDBG Grant Q 19 Division Administration/Planning $ 349,338 Total $ 349,338 City of Chula Vista Housing Homeless Prevention and 20 Division Rapid ReHousing $ 42,533 $ 42,533 $ 42,533 City of Chula Vista Housing ESG Grant N 21 Division Administration/Planning $ 8,985 $ 8,985 $ 8,985 W 22 South Bay Community Services ESG-Casa Nueva Vida $ 68,277 $ 68,277 $ 68,277 Total $ 119,795 City of Chula Vista Housing HOME Grant w 23 Division Administration/Planning $ 59,881 $ 59,881 $ 59,881 2 City of Chula Vista Housing Production of Affordable 2 24 Division Housing Projects/Programs $ 538,926 $ 538,926 $ 538,926 Total $ 598,807 TOTAL GRANTS $ 2,869,510 2014-03-11 Agenda Packet Page 194 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: Meals-on-Wheels Greater San Diego, Inc. Program/Project: Meals on Wheels Project Description: Meals-on-Wheels will deliver meals to homebound Chula Vista seniors. Meals will be delivered for 365 days a year, including holidays, by volunteers who not only deliver a meal, but provide social contact to homebound seniors to combat isolation. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 05A- Senior Services Proposed Number 220' to Serve: (subject to change CFR§ 570.208(a)(2) Low depending on funding Moderate Income recommendation) Limited Clientele Am" -A Program Total Budget: $346,920 C.V. Cost per Client: $54 (Based on funding recommendation) Funding Request: $12,000 Prior Year Funding: $12,000 IL E& Specific Use of Chula Vista Food and packaging FUNDING $12,000 Funding: expenses RECOMENDED 2014-03-11 Agenda Packet Page 195 Ilk A COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Application for Funding for Fiscal Year 2014-2015 CHU rr� Application Number: Project category ® public service (ct)BGProgram office use Only) (checkoneonty) capital improvement Applicant Agency Information App ltcantlega!name Meals-on-Wheels Greater San Diego, Inc. Type of agency:" ® 501(c)(3) 3❑ Gov't./Public jEl For Profit Faith-Based �❑ Other: AgerieyAddress ' :2254 San Diego Avenue#200 San Diego CA 92110 Date,o}incorporation ' July 7, 1970 Tax!D number.., 95-2660509 A'gercy DUI1lS number '020210332 Annual operatrtig budget::` $4,223,541 Number of paid staff 78 Number of volunteers: 2,700 >,4geney mission statement: 1The mission of Meals-on-Wheels Greater San Diego is to support the independence and well-being of seniors. We fulfill our mission through delivering healthy daily meals to seniors throughout San Diego County. Project Title: Meals-on-Wheels Chula Vista 1 '"Brief profect:;'descrtptton "."; Meals-on-Wheels will deliver meals to homebound Chula Vista seniors. Meals will be delivered for 365 days a year, including Holidays, by volunteers who not only deliver a meal, but provide social contact many homebound seniors need to combat Funding Request 'Total funding requested in!thts app' Y tion; O..ther funds already secured far 1,$12,000 j 1$0.00 j (you wi11 provide a.detailed budget in AppendlxC protect ;Total east to complete protect " $346,920 `. Other funds not yet secured far' $334,920 : Project Information If"Project is a Publrc`.Service, will service:be site,specific? I❑Y..es N !f your answer is yes,please provide: Address�esJ below Census tract: Target Clientele (Homeless, Youth, Elderly residents of Chula Vista. Elderly,.L]isabled, Other/Generalj; The following questions on:lndivldual clients and households'to be served apply only to PublicServlce,'and M nor Residential`Rehabilitation projects: Will the;project serve individual clients(ICJ or'households{HHJ?. ® Individual clients [ Households Total unduplicated 1C 1HH served:;. 1220 'Annua!cost per client/household; Page 1 of 9 ( 2014-03-11 Agenda Packet � �2/4/2013) gg+ee� CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 1: Project Details (Max Score: 25 Points) 1.1., :Provide a corcrse description of the proposed project{thus description must snatch the one provided on the cover page). Space ford fuller narrative is provided m Appendix A. ;Meals-on-Wheels will deliver meals to homebound Chula Vista seniors. Meals will be delivered for 365 days a year, including Holidays by volunteers who not only deliver a meal, but provide social contact many seniors need to combat isolation. Projeq start elate. July 1, 2014 ,4rrticipated end elate June 30, 2015 1 3 , Aroject's days%hours of aperat[ori;;.' 'iM-F 8:30 a.m.to 5:00 p.m.Sat: 8:30 a.m.to 2:00 p.m. 14 Project' ®�Public service 1 5 Protect ® Suitable living environment category oblectwe: �❑ Decent housing jcheckoneonly] ❑FCapitalimprovement (checkoneonly! ❑jlconomicopportunity 16 Project ® Availability/accessibility outcorner` ❑ Affordability (checkoneoly] ❑ Sustainability 17 :,;Cf28G Criteria: Which CDBGcrrterran below does:your proposed project meet? (1) Area benefit:At least 51%of residents within the targeted activity area are low to moderate income(LMI). Please provide a map identifying the Census Tracts designated as LMI. ® (2) Limited clientele(select subpart below): (a) Special needs group (select benefit group from the list below): ❑: 0) Abused children ® (ii) Elderly persons 62 years or older ❑ (iii) Battered spouses (iv) Severely disabled adults(not children)—Census definition;documentation required (v) Illiterate adults ❑ (vi) Persons living with HIV/AIDS ❑ (vii) Migrantfarm workers ❑' (viii) Homeless persons 10 (b) At least 51%of clientele to be served will be documented as LMI. How does your agency track and record client demographics? ❑, (3) Housing(select subpart below): (a) Single family(must be 100%LMI) IL] I (b) Multi-unit(must be S1%LMI) 18 The:2010-2025 Cor?sohdated Plan.'goals are listed below Select the:goal appropriate to your project:. Affordable Rental Housing Opportunities ❑ Maintenance and Preservation of Housing(rehabilitation activities) ❑ Homeownership Opportunities (homebuyer programs) ❑� Community Enhancement(public facilities/spaces) ® Public Services to Special Needs Population and/or Low Moderate Income Persons Page 2 of 9 2014-03-11 Agenda Packet (� gese l�2/4/2013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 1.10 to 1.15: 2 Pages) 1.10: Explain how the proposedproject addresses the`gaalselected; Meals-on-Wheels Greater San Diego is committed to ensuring that homebound seniors have the living environment necessary to support their daily nutrition and their ability to age in place.We do this by providing them access to daily meals they might not otherwise receive, by delivering those meals directly to their residence, and by assuring that they are receiving healthy daily nutrition. In addition,we improve their living environment through contact with our specially trained volunteers during the meal delivery.At this time, the volunteer conducts a wellness check to assure that the senior is not in need of additional help and provides the social contact needed to reduce isolation and loneliness for homebound seniors. Summarize anystatistics and othersupportrng documentatrorz that.demanstrate the importance'o'.addressing this need or problem Senior hunger is an often hidden,yet rapidly growing, problem throughout the United States, including San Diego. In addition, the senior population is not only increasing exponentially as the Baby Boomer generation retires, seniors are living longer with the greatest increase in those age 85 and over, placing increased demands on senior services to provide support. Cost of living continues to increase,yet the vast majority of seniors live on fixed incomes with minor, if any, cost of living adjustments.Add to this the of the 2008 recession and we are seeing a growing number of seniors who are struggling to make ends meet and are faced with difficult decisions between paying for food or other necessities, such as medications and housing. When they are homebound,these problems are compounded and often they go without adequate nutrition.Though there are organizations that may be able to help,there are more seniors in need than services to support them. A few facts to support the case for providing homebound seniors with daily meals: • There are an estimated 24,376 seniors age 62 and over residing in the City of Chula Vista (SANDAL), 10%of the total population of the City. • 1 in 6 seniors faces the threat of hunger(Hunger in America:An Annual Report 2012, MOWAA Research Institute)— for Chula Vista this translates to over 4,000 seniors threatened with hunger. • Of the 2,700 seniors we deliver meals to annually,90%are low-moderate income, the majority live alone, the average age is 82 and 49%are 85 or older. (Meals-on-Wheels Greater San Diego annual statistics.) • While HUD uses the poverty threshold ($11,490/yr/individual) as an index of need,the Elder Index---San Diego County(UCLA Policy Institute),which has been accepted by California as a measure of poverty among the elderly established that the poverty threshold for San Diego seniors as$24,377/yr/individual, more than twice that of the federal threshold based on San Diego cost of living.The consequence is that many more seniors than accounted for in the census data fall into a service gap—too much income to qualify for low-income services and meals and too little income to adequately meet their basic daily needs for nutrition. • Poor nutrition plays a major role in falls among seniors and falls is one of the leading causes of hospitalization for seniors (U,S. Centers for Disease Control). Poor nutrition in the senior population, including dehydration, contributes to decreased mental status and poor healing and recovering from injury and disease (multiple scientific studies of nutrition in the elderly). 1 12 List each service provided by the project.`i,each service, iridlcate whether it!s a new service ar';an expansian<of an existing service: The project will provide the following service: home delivery of up to two meals a day for every day of the week with Sunday's meals delivered on Saturday. Meals are delivered to each client by a volunteer. During the meal delivery, these specially trained volunteers conduct a wellness check, listening to and observing the client and their surroundings to ascertain if there are changes that indicate the client is depressed or having problems that need attention. if this is the case, Meals-on-Wheels conducts further assessment and makes appropriate referrals as needed.This program is an expansion of an existing service. Page 3 of 9 2014-03-11 Agenda Packet (PSVjeAJ214 11013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION In addition to our meal service, we provide special touches for our seniors. In collaboration the Helen Woodward Center, through our Animeals program,we deliver free dog and cat food to our seniors who need help providing for their loved animal companions. With our Waggin'Wheels program we have teamed up with the San Diego Humane Society to offer free in-home visits to seniors by pet therapy dogs. Every senior receives a special package on their Birthday and on . Holidays, or when they need a little extra attention. 1 13 Holiv.does your agency plan`to tell'the target population about,the project%services? We inform our target population about our services through a wide variety of methods including brochures,talks, our presence at health fairs and other public events, through door hanger campaigns,through our website and social media such as Facebook as well as responding to telephone inquiries. We are also listed in a variety of different directories of elder/senior services as well as with 2-1-1.To make information accessible to Latino elders and their families, our service brochures, website, and volunteer information is all available in Spanish as well as English. 1:14 ',List up to three aufcgrries of the project(at least:ane is"required). For'each outcome listed;provide the rurinber of participants who rrvill benefit and,the way:data.wrlf be collected to teat. .or"ui ro fy the outcome 1) 220 low-moderate income elder persons age 62 and over residing in the City of Chula Vista will receive up to two meals a day(including sides and beverage). Outcome measurement: Number of unduplicated CDBG clients served. Data to verify this outcome will be collected by our Service Center and Meal Center Staff, entered into our database, SERVtracker, reported on monthly and aggregated in the final report. 2) 220 low-moderate income elder persons age 62 and over residing in the City of Chula Vista will receive a wellness check at the time of meal delivery. Outcome measurement: Number of unduplicated CDBG clients served. Data to verify this outcome will be collected by our Service Center and Meal Center Staff, entered into our database, SERVtracker, reported on monthly and aggregated in the final report. 1 15 Will'the project collabarate-with other service providers in thecommrinity�Tf yes,list them d6 describe the collaboration 0 Yes; ® Na Though we do not have a formal collaboration related to this project, we collaborate with a large number of other senior service providers to help meet the nutrition needs of homebound seniors.These providers include ElderHelp, St. Paul's Senior Community Centers, Glenner Memory Care Centers,Jewish Family Services, various hospitals and health care systems such as Sharp Healthcare and UCSD Healthcare, as well as various homecare agencies.These providers often help us identify seniors in need or our services and/or refer these seniors to us for meals. In addition,we collaborate with over 60 organizations, including the Navy, who "Adopt A Route" and provide us volunteers to help deliver meals. g Page 4 of 9 2014-03-11 Agenda Packet (Pagee2/4/2013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 2: Agency Capacity (Max Score. 10 Points) 2 1. Who will be the person responsible for.the overall oversight of the propose d`profect? Name of person. (Debbie Case Title of person:;; President &CEO Relevant education: (Bachelor of Science-Pre-med studies,Cert. of Strategic Planning, USD & Haines Ctr. 2010 Telephane;number` 619-260-6110 X 4006 Date first employed:` 12/01/08 ho.wilt be thealternate,person responsible forthe overall ouersight of the'praposed prgject? - Nameof`peCSan Matt Topper Title.p:person: ;CFO Relevant educationBachelor of Science in Accountancy, Licensed CPA since 2001 Telephone;number. 619-260-6110 X 4007 Date first eir plo}i0 01/24/07 2 3, Who will be the person responsiblefor.j .the day t6-day operahons'and management of the proposed pra1ecta Provide no mare than two,individuals Name of peon : ;Cheq rs uita Falls Title of person, South County Service Center Manager Relevant education: M.A. in Community Counseling, Adams State College and B.A. with major in Psychology Telephone number :619-420-2782 i .Date first employed: j Narn personi. Title of person: Relevant education: :Telephane;nurriber•. Date firsf employed 2 4.: 'Who will be the.person responsible for the;financial oversight of the!COB G expendirures and fiscal.compliance? Provide no rnore..than two 11dividuals. Name of person: (Matt Topper Title of persot?. ,CFO Relevant'educatron Bachelor of Science in Accountancy, Licensed CPA since 2001 Telephone`number: 1619-260-6110 X 4007 Date first employed` ;01/24/07 Name:of person:, Title of person Relevant education Telephone.`number , Date:firstemployed: Page g AP� 5 of 9 rP 2014-03-11 Agenda Packet age ZD1712/4/2013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length f®r Questions 2.5 to 2.8: 1 Page) 2:5." .List the:evaluation tools"your agency"plarYS to employ to frack,and monitor the progress of the project Meals-on-Wheels Greater San Diego will evaluate the success of this project using three metrics: the number of LMI seniors served,the number of meals delivered, and the grant dollars expended. We will use our SERVtracker database, which captures all our client and meal data, to track and report on the number of clients and meals. Reports are generated monthly and compared against the total to be served in order to assure the project is on track.A combination of SI_RVtracker and our financial system, QuickBooks,will be used to track funds expended. Reports as well as invoices will be generated and submitted monthly, or as required, in addition to any final reports required. 6 -How does your agency plan to ensure compliance with:applicable policy and proceafura!repuirements"(including those H tedin'HUD's"P'lat'ing by"the Rules"Handbook}' Meals-on-Wheels Greater San Diego has an organizational chart setting forth lines of responsibility and a full finance department with separation of duties. We maintain a Financial Management Procedures designed to assure proper handling of all funds and compliance with generally accepted accounting principles, as well as set of Fiscal Management Procedures pertaining specifically to CDBG funds, We maintain a copy of HUD's"Playing by the Rules" Handbook in our files for reference if needed, as well as copies of other guidance documents such as 24 CFI; Par 82 and OMB Circular A- 122 "Cost Principles for Non-profit organizations.Our financial systems and records, as well as other records pertaining to use of CDBG funds are safeguarded and all electronic systems are backed up nightly to an outside server.All source documentation is maintained within our Finance Department. Our QuickBooks system provides extensive budget reporting, cash management and financial reporting capabilities. Financial and budget reports are reviewed by executive staff on a monthly basis. In addition,we conduct an independent annual audit or our systems to assure compliance. 2 7 Describe any unresolved ADA issues"in the,prgject or p r o j e c t o f f i c e and how your agency plans ta d ddress them. (!f. 'the objective of the"project is ADA'rehabilrtatiorr;'do not repeat the protect afescriptron here J There are no unresolved ADA issues in the project or project office. 2 8 Haw"manyn?;embers does your.Board of.vtredd' have.? . 20 How"many Board membersare also members of the profect's target population or'resrde in ; ahe.project`s,target urea?lndreate:"whrch;`ones in Appendix"F. �r Page 6 of 9 2014-03-11 Agenda Packet %0442/4/2013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 3: Auditing Control (Max Score: 15 Points; Max Length: 2 Pages) 3 1 Brieflyclescr6e your agency's payrrment and disbursement procedures, with.relevance to the propose d project: General Payment and Disbursement Procedures: Incoming invoices area opened by the Payroll and Administrative Manager and stamped with approval/coding stamp. Invoices are approved by the CFO. Every Friday, cash disbursements are prepared by the Accountant for signature by an authorized Meals-on-Wheels Greater San Diego official for expense, debts and liabilities of the organization. All disbursements are made by check. All checks of$5,000 or more require two authorized signatures. Checks are mailed by the Accounts Receivable Clerk. Supporting documentation is filed by the Accountant in the Vendor Files. Bank reconciliation is conducted by the CFO and Accountant on a monthly basis as are Cash Flow forecasts. CDBG Specific Payment and Disbursement Procedures: Meals-on-Wheels Greater San Diego's Finance Department is responsible for fiscal management of CDBG funds and to assure compliance with Federal Regulations. Fiscal management system and policies and procedures comply with generally accepted accounting principles. Meals-on- Wheels maintains a written manual of policies and procedures governing fiscal management. Meals-on-Wheels conducts an independent annual audit. 1) CDBG contractual information is entered into the Financial Management system once the final CDBG agreement is fully executed. 2) Client and meal delivery information is reported to the Finance Department on a quarterly basis 3) A unique identifier is established to track CDBG funds from each City 4) The CDBG city is invoiced on a quarterly basis Payments are entered into the Financial Management system. .12 Describe how;'your agency's Board of Directors exercises;programmgt-ic fbverslgh.t. The Board of Trustees' Finance Committee meets monthly to review all financial statements.The Services Committee of the Board also meets monthly to review program reports and assure that programmatic goals are met.The full Board meets monthly(except December) and reviews reports from both the Finance and Services Committees.These reports include oversight of all CDBG projects. 13. Briefly describe your:agency's financial reporting system/accounting procedures, vl lfh relevance to the proposed protect Meals-on-Wheels employs QuickBooks Premier Nonprofit as its primary financial system. Private funding is identified separately from public funding and each CDBG funding source is assigned a unique identifier making it possible to track all invoices and payments by type and source. Invoices are generated quarterly based on monthly program reports of services rendered. All fiscal procedures are governed by the Accounting Department Standard Operating Procedures. 3.4., .iBrrefly describe.your',agency.'s record keeping system, wiith relevance. o the'proposed protect. We maintain a permanent record of CDBG projects. Proposal and Agreement: We maintain both a hard copy of the original proposal and fully executed agreement, as well as an electronic copy. Fiscal:A copy of all invoices, payments and receipts relevant to CDBG projects are maintained in both hardcopy and electronic format. Client information: Most client information is entered into SERVtracker(client and meals database).A small hard copy client record is maintained that includes such items as the intake form, verifications and Service Center staff notes. g PPage 7 of 9 2014-03-11 Agenda Packet Page Z0 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION 3.5. Brrefly'descrife y9 Or agency's auditrrrg requrrernents, inc ludrn'g those{for the proposed project: Meals-on-Wheels Greater San Diego conducts monthly fiscal reconciliations and reviews as well as an annual independent audit. In addition, client and meal statistics are reviewed monthly by both Service Center as well as Executive staff.This includes review of all CDBG clients. Finally, a monthly CDBG report is generated as required as well as a final year-end report. ;`3 6.. Brrefly oescri6e your agency.'s internal controls to mininirze opportuntresfor fraud waste and mismanagement Meals-on-Wheels Greater San Diego conducts monthly fiscal reconciliations and reviews as well as an annual independent audit. In addition, client and meal statistics are reviewed monthly by both Service Center as well as Executive staff.This includes review of all CDBG clients. Finally, a monthly CDBG report is generated as required as well as a final year-end report. 3J WdW does your agency plart;;to segregate CDBG funds from otfier agency funds for purposes of identrfrcatran, tracking, and reporting? [CDBG funds are assigned a unique identifier delineating source and type.Thus, City of Chula Vista CDBG funds are tracked separately from those from Vista or El Cajon, and from non-public funding sources.This assures that we are able to produce accurate accounting of these funds e pP�age 8 of 9 (Page'2D 2/4/2013) 2014-03-11 Agenda Packet CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 4:Agency Experience (Max Score: 10 Points; Max Length: 1 Page for Section 4/5 Combined) 4 1 ;Briefly highlight your agency's experience;and major accompl shn7ents rn prgvrding;;services to LMI r=esidents and/oi; cori�munities.,You may expand in. 4ppendixA Meals-on-Wheels Greater San Diego has been home-delivering meals to seniors since 1960. In that time, we have delivered almost 17 million meals to seniors who might otherwise have gone hungry. We have grown from an organization that served only a portion of the City of San Diego, to an organization that delivers meals throughout the entire City as well as the County—reaching more than 950 seniors a day—even in remote, rural areas. Over the past 10 years,we have received CDBG funding from 11 cities in the County, helping to reach thousands of additional seniors. We deliver meals for every day of the week, including Holidays, something no other meal delivery agency does, and we not only provide a meal, but our more than 2,600 specially trained volunteers provide the social contact and warm smile that many of our homebound seniors need to remain independent in their Domes and age with dignity. Though Meals-on-Wheels Greater San Diego is a local, independent non-profit,we do belong to the Meals On Wheels Association of America (MOWAA) and are accredited by them. Meals-on-Wheels Greater San Diego is regarded as one of the top Meals on Wheels organizations in the country and is accredited by the MOWAA at the highest level,a level awarded to only a handful of Meals on Wheels organizations. In the past four years some of our signature accomplishments include annually increasing the number of seniors we serve and meals we deliver,creating a Healthy Latino Menu to better serve our Latino seniors, and the increased use of farm-and ocean-to-table produce in the preparation of our Meals. Our remodeled our Meal Center, where our meals are prepared and individually packaged for delivery, includes a full commercial kitchen, now produces, on average, 900 meals a day. 4 2 Has your agency received CBBG orother federa!'funds in any of the past three fiscal years ;(Frscal;Years.2011 2012,2012 2013, through 2013 201,4) !f yes,,complete Appendix G for ® Yes ❑ No each of,the grants received for thefthree Fiscal Years'2011,:2012,,and 2013. , Section 5: Back-Up Plan (Max Score: 5 Points;) 5 1 Will your agencystr!lrmplerrrent this project should CDBG funds not be awarded a!f yes, how ® Yes ❑ No urr!!thi mplementallon be'achreveda Meals-on-Wheels Greater San Diego is dedicated to serving San Diego's seniors,yet our ability to serve additional seniors is limited by the funds that we can raise to support our daily home-delivered meals. If these funds are not awarded,we will continue to make every effort to raise the funds we need to continue to support our current level of service. However, City of Chula Vista CDBG funds will help us expand our services more quickly as we continue to grow our other sources. 5.2. , ;'!f funded,ho.w will your agency contrnue:this project if CDBG funds are not available in:future yeprsa Meals-on-Wheels has a robust development department that conducts ongoing fundraising efforts through donations, grants, our annual Gala, and planned giving. We work hard to use a funding opportunity to leverage additional funds that continue to support our ability to deliver daily meals to seniors. Page 9 of 9 2014-03-11 Agenda Packet (0SVjeA42/4/20.13) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix A: Narrative of Project (Max Length: 2 Pages) In two pages or less,explain below your proposed project acid make the case wliy rt sh uId be'avvarded funding. Meals-on-Wheels Greater San Diego plays a unique role in the fabric of services that support low- moderate income seniors' ability to age in place with dignity and receive the daily nutrition they need. In particular, we serve seniors age who are homebound and typically have very limited ability to prepare meals for themselves. There are no other guidelines—no need to have a particular disease or disability, just a need for daily meals. Without Meals-on-Wheels' service many seniors would not eat regular or nutritious meals. We are the only agency that home delivers prepared meals to seniors for all seven days of the week,year round, including Holidays,throughout the City of Chula Vista as well as the County. Let us tell you about our clients--including those living in Chula Vista. Fifty-seven percent are women, 43% men. The average age is 82 and 45% of our clients are over 85, the fastest growing age demographic of those we serve. Currently, we have a client who is 110! We not only serve increasing numbers of seniors, we are serving them for a longer time. The majority of our clients live alone, frequently isolated and lonely. Ninety percent are low to moderate income, often living on fixed incomes that do not keep up with the cost of living. Many fall into a service gap, too much money to qualify for free services, but too little to meet their basic needs often forcing them to make difficult decisions between food and other necessities such as medications and rent. In the City of Chula Vista alone, an average 300 Meals-on-Wheels volunteers deliver along 14 weekday and 5 weekend routes. In 2013. we delivered 36.170 meals to 200 unduplicated Chula Vista clients—a 9° increase over last year. This is a vulnerable population who need our support to help them age in place with dignity. There is a tremendous need for home-delivered meals for seniors. AARP, Feeding America and Meals On Wheels Association of America all agree that 1 in 6 seniors in"face the threat of hunger"; the majority have incomes over the poverty line. There are an estimated 24,376 seniors age 62 and over in the City of Chula Vista. Of those, almost 6,492 are age 80 or older (SANDAG). By 2030, a projected 1 in 5 citizens will be 65 and over. Simple math tells us that there are a potential 3,400 seniors at risk of hunger in the City of Chula Vista. While there are services that provide meals or boxes of food if you have the mobility or means to reach a meal center, or distribution center, there are few that home-deliver pre-prepared meals to seniors city-wide, and none, other than Meals-on-Wheels Greater San Diego, that regularly delivers up to two meals a day for every day of the week, including Holidays. When seniors have poor nutrition they can suffer from poor health, poor recovery from illness or injury, decreased mental status, and decreased ability to care for themselves in their residence (Journal of Nutrition 2001: Nutritional and Health Consequences Are Associated with Food Insecurity among U.S. Elderly Persons Jung Sun Lee and Edward A. Frongillo, Jr.) In addition, many seniors who are homebound suffer from isolation, lack of contact with others and depression. If they are injured or ill, no one may be aware of it until the senior needs immediate hospitalization or they have died. Meals-on-Wheels is not alone in providing meals for seniors in the City of Chula Vista. However, each agency/program is different in what they provide, how often they provide it, and how many seniors they serve. Some have a congregate site where seniors can come for meals, others distribute emergency meals and food, some have income guidelines, and others don't. The reality is that we are all critical to supporting seniors, each in our own way--the need is simply greater than the services available. Appendix"A"–Narrative Page 1 of 2 (Revised 121412013) 2014-03-11 Agenda Packet Page 205 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION What do we do? Meals-on-Wheels, as noted earlier, delivers up to two meals a day for every day of the week, including Holidays, with Sunday's meals delivered on Saturday. Meals are pre-prepared so our seniors don't have to cook or prepare any food. All of our meals and menus are developed to the senior nutrition guidelines issued by the USDA. All of our meals are reduced sodium, reduced fat, and reduced sodium, making them heart and diabetic friendly. They also come in an easy chew option. Lunches come prepared fresh each day and dinners are prepared and delivered either frozen or preheated, as the client wishes. We offer substantial variety in our meals so that seniors are not eating the same meals over and over and are introduced to new items on a regular basis. This assures that we are meeting both the needs and the varying tastes and preferences of our seniors.We fail in our job if a meal goes uneaten. Last year we developed our Healthy Latino Menu in conjunction with two local chefs.We are pleased to be in the process of piloting the meals on two of our Chula Vista routes and it is our hope to roll out the menu to all clients in 2014. Our Meal Center, where meals are prepared and packaged for delivery, has a full commercial kitchen which allows us to prepare most meal items in-house. We are dedicated to using fresh, local ingredients whenever possible, providing our seniors with fresh vegetables, fruit and salads, as well as locally caught fish. Since our volunteer delivering the meals may be the only person a senior sees all day, our daily contact also provides a safety net for our senior clients. Our Meals-on-Wheels volunteers are specially trained not only deliver a friendly greeting and smile along with the meal, but to conduct a wellness check—looking for signs of changes in health or mental status (including depression), or conditions in the house, that may indicate that a senior is in need of additional services. If additional services are needed, Meals-on-Wheels makes the appropriate referrals. Volunteers are also trained in how to deal with emergencies, for example if a client has fallen, calling 911 and staying with the client until help arrives. Meals-on-Wheels also provides clients with the added extra touches that make a difference in their lives. Partnering with the Helen Woodward Center, through our AniMeals program, we deliver dog and cat food to our seniors who have these pets so that their beloved companions are assured meals as well. For Birthdays, Holidays and other special occasions, or when a client needs a little extra attention,we deliver a We Care package, a gift bag with various sundries and other non-food items. These gift bags for our clients are donated by volunteers. How do we sustain our services? We are a local, independent non-profit and, aside from CDBG funds, do not receive any federal or state funding. We subsidize every meal we deliver and depend primarily on private donations and grants to make this possible. For a lunch and dinner (including sides and beverage) our direct cost is approximately $14.20 yet we ask our client to pay the low fee of only $7.00 for both meals and, if they are unable to pay, we lower their fee. Similar organizations, such as Senior Community Centers also ask a similar fee but, because they receive Federal funding, may offer more reduced-fees or free meals to very-low income seniors. The funding we receive through CDBG helps us to expand our services to more clients as well as to reduce fees for clients who cannot afford to pay the$7. Chula Vista can be proud of Meals-on-Wheels Greater San Diego. Regarded as one of the top Meals on Wheels in the country, we have received the highest level of accreditation from MOWAA, which only a handful of Meals on Wheels have been awarded. We are honored to serve the seniors of Chula Vista and if awarded a grant through the CDBG program, we will steward it with the greatest care to assure that the City's seniors receive the meals they need to remain independent and live with dignity. Appendix"A"—Narrative Page 2 of 2 Revised 1 21412 0 1 3) 2014-03-11 Agenda Packet age 206 APPENDIX C-1: LIST OF ALL FUNDING SOURCES FOR THE PROJECT CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM MEALS-ON-WHEELS GREATER SAN DIEGO FISCAL YEAR 2014-2015 APPLICATION i This table serves to provide the listing of all funds to be made available for the project.There are 3 steps to the completion of this table: Step(1): Enter the FY 2014-2015 CDBG application funding request amount for this application; Step(2): Complete the following table with the amounts of other funding sources that have been secured or funding sources that are unsecured for the implementation of the project; and Step (3): Attach any supporting documentation that verifies the secured funding sources and amounts for the project. NOTE: Amounts Unsecured should be funding sources that the Agency is reasonably sure will be available for the project. However supporting documentation is not yet available. AMOUNT AMOUNT % OF SECURED UNSECURED TOTAL FY 2014-2015 CDBG Application Request from City of Chula Vista(Step 1) $12,000 3.46% List Other Sources Below: (Step 2) HOME 0.00% ESG 0.00% HOP WA 0.00% CDBG-R 0.00% NSP 0.00% HPRP 0.00% Other Federal Stimulus Funds 0.00% Other Federal Funds 0.00% San Diego Housing Commission 0.00% State Funds 0.00% County Funds 0.00% Local Funds 0.00% Private Funds 0.00% Agency Funds $334,920 96.54% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0,00% 0.00% 0.00% 0.00% 0.00% TOTAL $0 $346,920 100% TOTAL PROJECT BUDGETI $346,920 2014-03-11 Agenda Packet Page 207 APPENDIX C-2: THREE-MONTH CASH RULE TEST CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM MEALS-ON-WHEELS GREATER SAN DIEGO FISCAL YEAR 2014-2015 APPLICATION THREE-MONTH CASH RULE TEST The three(3)-month rule is used as a guideline to determine whether an Agency is solvent and has enough available cash to take a CDBG project from beginning to end during the 12-month allowed to complete the project. CDBG projects should not harm the day-to-day operations of the Agency, so enough funds must be available for both purposes. Provide the information requested below to demonstrate that the agency has enough cash on hand to operate the proposed project on a reimbursement basis. Balance Sheet-Audited Financial Statements. FY 2012 CY Page# 7 Document must be attached to Application Enter Agency Cash Balance (Cash cannot include Investments or Receivables) 29,208 A. Multiply Agency Cash Balance by 4=Cash available for project(s) 116,832 List the amount of FY 2014-2015 CDBG funding applied for this application. 12,000 List the amount of FY 2014-2015 CDBG funding applied for any other application. List the amount of FY 2014-2015 CDBG funding applied for any other application. B. Sum all the amounts for FY 2014-2015 CDBG funding request(s) 12,000 Compare Agency Cash Balance Available(Item A)with Total FY 2014-2015 CDBG Funding Request(Item B): Item Al 116,832 Item B 12,000 Difference 104,832 Analyze Results I- If difference is a positive amount or equals $0,the Agency is eligible to apply. 2- If difference is a negative amount,the Agency has the options below: The Agency can adjust any of the FY 2014-2015 CDBG requested amount(s)to result in a positive or$0 balance, as long as: A)EACH PROJECT MEETS THE MINIMUM REQUIRED AMOUNT FOR EACH OF THE APPLICATIONS, AND B)CASH AVAILABLE FOR PROJECTS IS NOW GREATER THAN OR EQUAL TO THE TOTAL FY 2014 CDBG FUNDING REQUEST. 2014-03-11 Agenda Packet Page 208 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 1 - BUDGET EXHIBIT AGENCY Meals-on-Wheels Greater San Diego, Inc. 3 PROJECT Meals-on-Wheels Chula Vista CDBG Percentage SALARIES &WAGES (Schedule 2) 0 FRINGE BENEFITS (Schedule 3) 0 TOTAL PERSONNEL 0 SUPPLIES (Schedule 5) POSTAGE (Schedule 5) CONSULTANT SERVICES (Schedule 5) MAINTENANCE/REPAIR (Schedule 5) PUBLICATIONS/PRINTING (Schedule 5) TRANSPORTATION (Schedule 5) RENT (Schedule 5) EQUIPMENT RENTAL (Schedule 5) INSURANCE (Schedule 5) UTILITIES (Schedule 5) TELEPHONE (Schedule 5) OTHER EXPENSES (SPECIFY): Food &Packing (Schedule 5) 12,000 (Schedule 5) (Schedule 5) TOTAL NON-PERSONNEL 12,000 TOTAL INDIRECT COSTS/ADMINISTRATIVE OVERHEAD (IC/AO) (Schedule 4) 0 [IC/AO Expenses limited to 15% of Total CDBG Project Budget] TOTAL CDBG PROJECT BUDGET 12,000 Page I of 5 2014-03-11 Agenda Packet Page 209 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 2 -PERSONNEL SCHEDULE: GROSS PAY The purpose of this form is to list the positions being claimed against the CDBG funding request amount. The positions listed below must provide direct project/client services. Positions providing non-direct services must be included in the indirect costs/administrative overhead(IC/AO) line item. The Total CDBG Salary &Wages must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY Meals-on-Wheels Greater San Diego, Inc. PROJECT Meals-on-Wheels Chula Vista (1) (2) (3) (4) PERCENT TOTAL POSITION TITLE GROSS PAY CHARGED SALARY&WAGES NOT APPLICABLE TOTAL CDBG SALARY&WAGES 11. List all positions charged against CDBG funding providing direct CDBG project/client activity. 2. List gross pay for each position listed. 3. List percent of gross pay to be charged against CDBG funding. Pay Schedule(Check One) Monthly Biweekly Twice a Month Page 2 of S 2014-03-11 Agenda Packet Page 210 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 3 -PERSONNEL SCHEDULE: FRINGE BENEFITS The purpose of this form is to list the fringe benefits being claimed against CDBG funding request amount. The Total Fringe must match the Budget Exhibit form. Round off totals to whale dollars. AGENCY Meals-on-Wheels Greater San Diego,Inc. PROJECT Meals-on-Whects Chula Vista (1) (2) (3) (4) (5) (6) AMT OF PERCENT POSITION TITLE FRINGE TITLE INSURANCE GROSS PAY CHARGED AMOUNT NOT APPLICABLE - TOTAL CDBG FRINGE BENEFIT - 1. List all POSITIONS charged against CDBG funding providing direct CDBG project/client activity. 2. List Fringe Benefit title FOR EACH POSITION charged to CDBG funds. 3. List the amount of insurance for each position charged against CDBG funds. 4. Use gross pay for project/total all wages of agency. Then rnuliply by required percent for each fringe. 5. List percent of gross pay to be multiplied for insurance. Pay Schedule (Check One) Monthly Biweekly Twice a Month Page 3 of 5 2014-03-11 Agenda Packet Page 211 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 4-INDIRECT COST/ADMINISTRATIVE OVERHEAD (IC/AO) CALCULATION The purpose of this form is to list the IC/AO being claimed against CDBG funding amount requested. The Total IC/AO must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY Meals-on-Wheels Greater San Diego,Inc. PROJECT Meals-on-Wheels Chula Vista (1) (2) (3) (4) AGENCY TOTAL INDIRECT BUDGET PERCENT COST/ADMINISTRATIVE POSITION TITLEILINE ITEM AMOUNT CHARGED OVERHEAD NOT APPLICABLE - TOTAL CDBG INDIRECT COST/ADMINISTRATIVE OVERHEAD - (5) Total CDBG Budget 12,000 Percentage 0.00% (Must be equal or less than 15%) - _...._ 1_Ibis at ll personnel or nonpersonnel(NPE) charged against CDBG funding-include detailed description of indirect use. 2. List total Agency budget for positon and/or NPE line item. 3. List PERCENT of total budget to be charged against CDBG funding. 4. Total indirect cost/administrative overhead to be charged against CDBG funding. 5 Enter the Total FY13 CDBG Budget; percentage will be AUTOMATICALLY calculated. Pay Schedule(Check One)One) Monthly Biweekly Twice a Month Page 4 of 5 2014-03-11 Agenda Packet Page 212 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 5-BUDGET JUSTIFICATION* AGENCY Meals-on-Wheels Greater San Diego, Inc. PROJECT Meals-on-Wheels Chula Vista f,1NE ITEM Other Expenses:Food&Packaging AMOUNT Detailed Explanation: Food for meals(protein,vegetables,fruit, beverages, etc.)and 12,000 containers (boxes,plastic container cups,plastic wrap, etc.)for individually packaging meals for each client prior to delivery. Estimated @$3.56/meal unit. Meal unit consists of a lunch, dinner and accompanying beverage and sides) TOTAL $ 12,000 LINE ITEM AMOUNT Detailed Explanation: TOTAL $ - LINE ITEM AMOUNT Detailed Explanation: TOTAL $ - *All line items must be justified in relation to CDBG-funded activities to be completed. Add pages as needed. Page 5 of 5 2014-03-11 Agenda Packet Page 213 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix De Implementation (Max Length; 1 Page; Max Score: S Points) Provra'e a listing below of the specific.tasks or activities needed to implement the proposed project and a timeline for their.completion Number'each t ask or activity;describe it, dndgive the projected date of completion.Add addrtrortal rows as needed lvleals';an Wheels.Greater San Diego,Inc. # Task/Actrvi y Description Completion,; : Date. ". ,- . . . 1,1E 'Recruit clients for the program ;Conduct outreach and other activities for the 106/30/2015 purpose of recruiting clients.Ongoing throughout the project. 2 1 jEnroll clients in the program Complete intake and other forms to assure that 1,06/30/2015 client is correctly enrolled in the program.Ongoing throughout the project. 1,3 j ;Prepare meals 1 All meals will be prepared and individually packaged 106/30/2015 for delivery to the client.Ongoing throughout the project. 1, 4 ;Deliver meals ' IMeals will be delivered to the client on a daily basis 106/30/2015 with Sunday's meals delivered on Saturday.Ongoing throughout the project. 1, �5 Conduct Wellness Check 1, Wellness checks will be conducted for all clients at 06/30/2015 the time of each meal delivery.Ongoing throughout the project. 6 Complete and submit reports Reports will be created and submitted on a monthly 106/30/2015 basis or as required.Ongoing throughout the project. 7 ,Submit invoices and process payments j Invoices will be prepared and payments processed 06/30/2015 as required by CDBG. Ongoing throughout the project. 1, 8 1, Project Completion :Final report and invoices have been submitted and 06/30/2015 all CDBG funding payments received. [ Appendix"D"--Implementation Page 1 of 1 (Revised 121412013) 2014-03-11 Agenda Packet Page 214 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix E: foster of Board Members & Professions Provide,a,roster of the members ofyaur agency,'s Board of Directors and,thelr professions by filliirg out the table below: Meals-on Wheels Greater Sala Diego,J(nc.. < . s . t,iWember ofTarger Resides in Name%Board Position ProfessYOn%Affiliation` Target.. Populat#o Area n Lauren Abrams j Retired Healthcare Professional ; ❑ ❑ jDaralyne Baddour:Audit Committee Chair I ;CPA ❑ ❑ Ryan Belmer: Secretary i !First VP Investments,UBS Financial Service J ;❑ ❑ Clara Browning-Baity Retired Registered Dietician ❑ Stephanie Dathe iEvent Planner, Compass ❑ ❑� Tyson Dethloff Vice President,Allenbrooke Ins.Services j I❑ ❑: Gary Gramling President, Gramling Construction ❑ ❑ jGail Ives ISr,.Vice President, Union Bank I ❑ ❑ Jason Levin: Finance Committee Chair Founder&President,Dos Gringos Eli ❑� Noah Katsell: Board Chair Partner,DLA Piper ❑ ❑� Kevin McMahon Vice President/CFO McMahon Steel ❑ ❑ Eric Pannese VP Product Management,Kyriba ❑' ❑ Peter Pavao Technical Analyst Manager,SDG&E ❑ ❑ Kristi Pieper-Rossbacher: Board Dev.Chair Property Manager, Five K Family Trust ; Nanci Porter I [Consultant iEl El. Diana Ramirez ! Marketing Brand Manager,AMN Healthcare ❑ I❑ Joan Richardson ; ;Owner, Richardson Insurance Agency ❑ ❑ �om Rodriguez ' ;General Manager,The Men's Wearhouse Maria Stanley I Philanthropist ❑ IHon. Margie G.Woods San Diego Superior Court Judge I ❑ Q Appendix"E"—Roster of Board Members and Professions Page 1 of 1 Revised 121412013) 2014-03-11 Agenda Packet age 215 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix F: Disclosure Statement Pursuant to City Council Policy 101-01, prior to any action on a matter that requires discretionary action by the City Council, Planning Commission or other official legislative body of the City, a statement of disclosure of certain ownerships, financial interests, payments, and campaign contributions must be filed.The following information must be disclosed: 1. List the names of all persons having a financial interest in the project that is the subject of the application, project or contract (e.g.,owner,applicant,contractor,subcontractor, material supplier). (Meals-on-Wheels Greater San Diego, Inc. 2. If any person* identified in section 1 above is a corporation or partnership,list the names of all individuals with an investment of$2000 or more in the business(corporation/partnership) entity. Not applicable. 3. If any person* identified in section 1 above is a non-profit organization or trust, list the names of any person who is the director of the non-profit organization or the names of the trustee, beneficiary and trustor of the trust. ,Debbie Case, President&CEO 4. Please identify every person, including any agents, employees, consultants, or independent contractors, whom you have authorized to represent you before the City in this matter. Debbie Case, President&CEO;Jane Howell, Development Manager 5. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, had any financial dealings with an official**of the City of Chula Vista as it relates to this contract, project or application within the past 12 months?Yes:❑1No® If yes,briefly describe the nature of the financial interest the official may have in this contract. !Not applicable. 5. Has any person* anyone identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, made a campaign contribution of more than $250 within the past twelve(12) months to a current member of the Chula Vista City Council? No'.;❑Yes® if yes,which Council member(s)? F�Not applicable.l, 7. Has any person* identified in 1, 2, 3,or 4, above, or otherwise associated with this contract, project or application, provided more than $420 (or an item of equivalent value) to an official** of the City of Chula Vista in the past twelve (12) months? (This includes any payment that confers a personal benefit on the recipient, a rebate or discount in the price of anything of value, money to retire a legal debt,gift, loan,etc.)Yes,❑'No® If Yes, list official and what was the nature of item provided? ;Not applicable.; 8. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, been a source of income of$500 or more to an official**of the City of Chula Vista in the past twelve(12)months?Yes❑ 'No® If Yes, identify the official and the nature of the income provided? iNot applicable. December 23, 2013 P '' Debbie Case, President&CEO' Signature: * Person is defined as:any individual,firm,co-partnership,joint venture,ass ciation,social club,fraternal organization,corporation, estate,trust,receiver,syndicate,any other county,city,municipality,district,or other political subdivision,or any other group or combination acting as a unit. ** Official includes,but is not limited to: Mayor,Council member, Planning Commissioner, Member of a board,commission,or committee of the City,and City employees or staff members. Appendix"F"—Disclosure Statement Page 1 of 1 2014-03-11 Agenda Packet sAV21412013) CITY OF CHULA VISTA FY 2014-2015 FUNDING APPLICATION Appendix G: Identificati®n ®f Pri®r Year C®BG and/®r Federal Funds G 1 Agency name: �Meals-on-Wheels Greater San Diego, Inc. G 2 Project name: jMeals-on-Wheels.Chula Vista G 3 Year of funding :' ❑ Fiscal Year 2011 ❑ Fiscal Year 2012 ® Fiscal Year 2013 G,4 . Indicate.the source of the federal funding';awarded to the prior protect ® CDBG ❑ HOPWA ❑ ESG II❑' HOME ❑ CDSG-R ❑ HPRP ❑ NSP I❑ Other(Indicate beiow): I , G.S.. Amount awarded:, $12,000 G.6.. Amount spent to dat6:. .11$6,000 G 7 'Amount reprogrammed to date: G.S. °lndicote below the outcorries anticrpated Werta the'original:app!lcation for the projectff.posse le): (Meals-on-Wheels Chula Vista will deliver two meals and a beverage, for seven days a week,to approximately 210 (1J Chula Vista seniors during the 2014-15 funding period. (2J ;Meals-on-Wheels will subsidize meals for 100%of low to moderate income seniors in the City of Chula Vista. (3)' !Meals-on-Wheels will continue to accommodate Chula Vista seniors 62 and over who seek our services. G.9. Indicate below the outcomes achieved.. . : ITo date we have delivered meals to 100 unduplicated Chula Vista clients (2J To date, we have subsidized meals for all 100 (100%) unduplicated Chula Vista clients (3) To date, we continue to accommodate Chula Vista seniors 62 and over who seek our services °G.10:`!f any:anticipated outcomes were NOT achieved;specify which on `and explain why below [Type response here.] 2014-03-11 Agenda Packet Page 1 of 5—Supplement to Appendix E Page 217 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION G.J. Agency name: Meals-on-Wheels Greater San Diego, Inc. G 2 Project narrre: Meals-on-Wheels Chula Vista G 3 :Year of funding: ❑` Fiscal Year 2011 ® Fiscal Year 2012 ❑€I Fiscal Year 2013 G.4 I dlcate the`source:of the federal funding awarded to:the prior project: ® CDBG ❑ HOPWA ❑ ESG ❑' HOME CDBG-R ❑ HPRP ❑ NSP ❑ Other(indicate belvwl: G 5 .::Amount awarded. 1$12,000 G.6.1 Amount,spentto date; $12,000 G 7 Amount reprogrammed to date". G 8.. Ir'd* to below the outcomes anticipated(refer to the originsI appH tlan for the project;'if possible):. Meals-on-Wheels Chula Vista will deliver two meals and a beverage,for seven days a week,to approximately 210 (1) Chula Vista seniors during the 2012-2013 funding period. (2J Meals-on-Wheels will subsidize meals for 100%of low to moderate income seniors in the City of Chula Vista. {3}? IMeals-on-Wheels will continue to accommodate Chula Vista seniors 60 and over who seek our services. G.9. ''Indicate below the outcomes,achieved:. (1J; 'We delivered meals to 219 unduplicated Chula Vista clients `'(2) We subsidized meals for all 100%of the 219 Chula Vista clients _ (3)' 'We continued to accommodate Chula Vista seniors 60 and over who seek our services G.10. if any anticipated outcomes were:NOT achieved,specify which ones and explain why below ,[Type response herG.] 2014-03-11 Agenda Packet Page 2 of 5—Supplement to Appendix E Page 218 CITY 0 CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) G.1. gency name: Meals-on-Wheels Greater San Diego, Inc. , G:.,2..' 'Project I (Meals-on-Wheels Chula Vista G 3. Year,of funding ® Fiscal Year 2011 1 ❑I Fiscal Year 2012 ❑ Fiscal Year 2013 G.4. .'Indreate the,:source`of the federal funding awarded to'the,prior project, CDBG E] HOPWA ❑ ESG ❑ HOME CDBG-R ❑ HPRP ❑ NSP I ❑ other(tndicateMo.): Amount awarded: ;$12,000 6. Am' ount spent to date;:,:' $12,000 6.7. :.Amount reprogrammed to`date: $0 G.8...'`lndicgfe below the'autcomes anticrpated(refer to the'original;application for the:pro�ect,`;rf possible) ;!(1);; ;Meals-on-Wheels Chula Vista will deliver up to two meals a day to an estimated 205 Chula Vista Senios (2) ,Meals-on-Wheels will subsidize meals for 100%of low to moderate income seniors in the City of Chula Vista. !Meals-on-Wheels will continue to accommodate all Chula Vista seniors 60 and over who seek our services (looking (3J. to increase the number of clients we serve in the area). j G.9. Indicate below the outcomes achieved: , (1J; ;Meals-on-Wheels Chula Vista deliver up to two meals a day to 219 Chula Vista Seniors `(2) ;Meals-on-Wheels will subsidize meals for 100%of low to moderate income seniors in the City of Chula Vista. (3) ;Meals-on-Wheels will continued to accommodate all Chula Vista seniors 60 and over who seek our services. G.10:1f any anticipated outcomes we' NOT achieved,specify which ones;'and,explain why below: :[Type response herG.] 2014-03-11 Agenda Packet Page 3 of 5—Supplement t0 Appendix E Page 219 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) :Agency name. ' G.2. 'Projeca name:. G 3. Year.of u.nding Fisca!Year 2010 Fiscai Year 2011 Fisca!Year 2012 f ❑ G:4., ndicate the source'of the federal funding awarded tothe prior project. ❑, CDBG ❑ HOPWA ❑ ESG ❑ HOME ❑' CDBG-R ❑ HPRP jEJ NSP =❑ Other findicatebelow): G.5. !Amount awarded: G.G. Amountspent to date:'; G 7 Amount reprogrammed to date: G S_ ;;`indicate below the outcomes anticipated`(refer to fhe orrg nal.appiicatiorrfor the praject;;rf possible) W (2),. 0: G.9. i`indicate:below the:'outc"omes achieved (11 (2)i (3j G 10.af any;'anticipated.outcomes were'N0T achieved, specify which ones and explain why below: ![Type response herG.] 2014-03-11 Agenda Packet Page 4 of 5—Supplement to Appendix E Page 220 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) G. .'Agency name ' Project name: i I G 3. `.Year of funding: []' Fiscal Year 2010 Ia I Fiscal Year 2011 Q Fiscal Year 2012 G 4 :Indica..te the'source:of the federal funding awarded to the prior project..... Q CDBG �]I HOPWA ESG Q' HOME ❑ CDBG-R HPRP ❑ NSP ❑I Other{lndicatebelow): G.5.. `Am' o'unt awarded. .:,; 1,G.6. Amount spent'to date: G.7, !Amoun#reprogrammed to date -' G.S. lndredte.below the`outcornes anticipaf d(refer to the original application for the'project'if possible): (3)'' G.9. Indicate.below the outcomes achieved W: (2) :(3) G.10. if an y:anticipated outcomes were NOT achieved,specify which ones and explalrrltihy below .[Type response herG.] 2014-03-11 Agenda Packet Page 5 of 5—Supplement to Appendix E Page 221 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: Interfaith Shelter Network of San Diego Program/Project: Rotational Shelter Network Project Description: The project will provide seasonal, night-time emergency shelter to homeless low-to-moderate income families and individuals and services to assist moving individuals and families towards transitional or permanent housing. Shelter guests are referred to sub-contracted social service agencies for intake, screening, and on-going case management and then vouchered into facilities at churches and synagogues for shelter, meals and support. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 03C - Homeless Proposed Number 30 Facilities to Serve: (subject to change depending on funding CFR§ 570.208(a)(2) Low recommendation)4 Moderate Income Limited Clientele Program Total Budget: $336,645 C.V. Cost per Client: $366 (Based on funding recommendation) $11,000 Prior Year Funding: $11,000 Specific Use of Chula Vista Personnel Costs FUNDING $10,000 Funding: ($8,600) and Consultant RECOMENDED Services ($2,400) 2014-03-11 Agenda Packet Page 222 COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Application for Funding for Fiscal Year 2014-2015 L�k VNr Application Number: Pro1ectcategory ® Public service (CDBG Program Office Use Only) (eheckoneonry) '` ❑ Capital improvement Applicant Agency Information Applicant legal`name lnterfaith Shelter Network of-San Diego Type of agency.: ® 501(c)(3) !❑ Gov't./Public j❑ For Profit ® Faith-Based ❑ Other: Agency Address 3530 Camino Del Rio N Suite 301 San Diego CA 92108 Date of incorporation ', /24/1970 TaxlD number' 95-2630300 Agency DUNS number 964841621 Annual operatrngbudgef $566,860 !Number;of paid staff= 7 Number of volunteers:,': 4400 A enc mission sty 9 y . atement 'o coordinate the efforts of participating congregations, social service agencies,and governmental programs in order to provide shelter and other resources to homeless individuals and families and enable those we serve to move toward self-sufficiency while respecting their dignity as children of God. Project Title: Rotational Shelter Program Of pr91ect,descrrpt1on:" The project will provide seasonal, night-time emergency shelter to homeless low-to-moderate income families and individuals and services to assist moving individuals and families towards transitional or permanent housing.Shelter guests are referred to sub-contracted social service agencies for intake,screening, and on-going case management, and then vouchered into facilities at area churches and synagogues for shelter, meals and support. Funding Request Total funding requested in this dppltcafron Ether funds already secured for` 111 000 191 654 1 you will provide a detailed budget rn Appendix C, project:; ' TOW cost to complete project:' 336,645 Other funds not yet secured for,; 144,991 Project Information !f Pra�ect!s'a Public Service will service;be site's eci 1c? N Pep Yes !f your answer is yes, please provide Address(esJ,below fensus;tract Target Cilentele (Hameless, Youth, 1Homeless men,women and children, including families and couples without Elderly, Disabled, Other/Ge)jeral) children. The following questions on rndrvrdual clients and households'to be served apply only to!?ublrc 5ervrce, and Mr'.nor Residential Rehpbjlrtatron prpfects Will,,the pro�ectserve rncrvrduolclrents(1C)pr,hpuseholds (HHJ? ® Individual clients ❑ Households Iota!unduplrcatel!C/HH served 1130 AnrTua!cost per client/household $367.00/client Page 1 of 9 2014-03-11 Agenda Packet (ftVCeAS21412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION 5ecti®n 1: Project Details (Max Score: 25 Pints) 1 1 Provide a caricise description of the proposed pCa1ect(this descrrptrorr must7natch:the one provided on the cover page) Space for a fuller narrative: is provided m Appendix A . he project will provide seasonal, night-time emergency shelter to homeless low-to-moderate income families and individuals and services to assist moving individuals and families towards transitional or permanent housing.Shelter guests are referred to sub-contracted social service agencies for intake,screening, and on-going case management, and then vouchered into facilities at area churches and synagogues for shelter, meals and support. 1.2. Project stari date: 7/1/2014 ,4ntrcrpated eiad,;date 5/30/2015 I. 1 3 Pro1ect's days/hours of opera tio n. M-F 8:30—5:00 for office.Shelters operate 5:30 p.m.—7:00 a.m. Dec-April 14: Project ®�Public service 1 5 Protect ® Suitable living environment category 0 Vective ❑ Decent housing {check oneoniy}. ❑Capital improvement (check oneoniy) ❑ Economic opportunity 16 Project ? ® Availability/accessibility outcome ❑ Affordability (eFiec_00onrvJ ❑ Sustainability 4.7?. Criteria„Which CDBG criterion below does your propose project meeta o f❑ (1) Area benefit:At least 51%of residents within the targeted activity area are low to moderate income (LMI). f Please provide a map identifying the Census Tracts designated as LMI. ® (2) Limited clientele(select subpart below): ® (a) Special needs group (select benefit group from the list below): ❑ (i) Abused children ❑� (ii) Elderly persons 62 years or older (iii) Battered spouses ❑ (iv) Severely disabled adults (not children)—Census definition;documentation required ❑ (v) Illiterate adults ❑ (vi) Persons living with HIV/AIDS �❑ (vii) Migrant farm workers ® (viii)Homeless persons ❑ (b) At least 51%of clientele to be served will be documented as LMI. How does your agency track and record client demographics? E] (3) Housing(selects ubp art below): ❑ (a) Single family(must be 10O Yo LMI) ❑ (b) Multi-unit(must be 51%LMI) .1081 7h&20'1. 0 2101.5t.onsoldated Plarj goals.are listed below. Select the`goal appropriate to yaur protect: _:. ❑ I Affordable Rental Housing Opportunities ❑ Maintenance and Preservation of Housing(rehabilitation activities) ❑ Homeownership Opportunities (homebuyer programs) ❑ Community Enhancement(public facilities/spaces) ® Public Services to Special Needs Population and/or Low Moderate Income Persons Page 2 of 9 2014-03-11 Agenda Packet (fgagaA421412013) CITY Or CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 1.10 t® 1.15: 2 Pages) 1 10 Ex [ain how;the ro osed'` ro ect addresses the: oal selected; !? p._ p. 1 g The Interfaith Shelter Network (ISN) Rotational Shelter program provides up to 12 shelter beds in the City(84 extra shelter beds county-wide) for up to seven (7) months during cold-weather season,from December through March or April,without building new shelters or hiring staff. ISN provides training and technical assistance to the 10+ congregations that provide shelter, meals and support using volunteers and the 1-2 case management agencies that provide the screening and follow through to the Network's shelter guests. ISN staff coordinates the efforts of participating congregations, social services agencies and governmental programs,to provide shelter and food, case management and the supportive services needed to move toward self-sufficiency to homeless low to moderate income families and individuals.The program has received national recognition as a cost effective and innovative public-private partnership. 1 11 Summarize onystatistics and othersupportrrig dacumentatror that demonstrate fhe imporfance''af addressindMis need or prob:Ietn Statistics from the Regional Task force on the Homeless paint-in-time count teii us that at least 8,879 people are homeless throughout the San Diego Region,with an enumerated homeless population in the City of Chula Vista of 495, 301 unsheltered in the City.The point-in-time count offers a "snapshot"of homelessness on a single night only and includes estimates of the number of homeless persons within particular subpopulations,such as persons who are chronically homeless, severely mentally ill,substance users,veterans, and unaccompanied homeless youth. Based on the point-in-time count,only 39%of the City's homeless population will be housed in a given night in temporary shelters or transitional housing programs. Hundreds of homeless persons throughout San Diego County Region are unable to secure shelter each night which leads to higher rates of physical and mental health problems that city facilities and programs must deal with,as well as enforcement issues for area police and over-utilization of area hospital emergency rooms. 1.12 List each service provided by fhe protect For each service, indicate w ether rt is a new service or an expansiari of Qn: exisfirg service . . �his project shall provide emergency night-time shelter at various locations, utilizing congregational facilities located throughout the South Bay.A cumulative total of 1,000 bed nights of shelter(1 person in a shelter for 1 night equals 1 bed night) shall be provided to clients. Showers and other support shall also be provided to clients. In addition, case management services shall be provided,which consists of: 1) intake screeninglprocess; 2) establishing and evaluating client case plans that are designed to move them into a more permanent housing situation; 3) providing assistance to clients with obtaining permanent or transitional housing; and 4)assistance with obtaining employment and public cash benefits(i.e.CalWORKs,Supplemental Social Security income).Workshops in career planning and fiscal budgeting shall be conducted for the clients. Project services shall be provided to 30-40 unduplicated homeless persons. Each client served shall be provided with up to S weeks of nightly shelter,as determined by progress on a mutually agreed case plan. Case management services are provided to clients weekly. Subcontracted social service agencies shall provide intake screenings and then refer clients to the shelter sites.Shelters are Staffed by volunteers who provide meals, shelter set-up, conduct workshops, and serve as overnight hosts. Case Managers from subcontracted social services agencies and community organizations shall provide clients with transportation, public assistance appointments, help obtaining identification cards and birth certificates. In addition,the subcontracted agencies shall provide follow-up case management to clients beyond the required eight-week stay. Additionally,the Rotational Shelter Coordinator works with area congregations to coordinate client meals (at least one hot meal, continental breakfast and a sack lunch) beyond the City's funding as in-kind services. As these services are provided seasonally, operating December through March or April,they are considered new access to services not otherwise provided. Page 3 of 9 2014-03-11 Agenda Packet ( (eta /4/2Q13J CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION 1„13. How does your agent laic to to,ll;the target,papufatron about the project/services? yP. JInterfaith Shelter Network coordinates with 2-1-1 regarding available shelter beds and the appropriate referral methods. Additionally, ISN maintains a web-site that ranks highly under the search terms"homeless” and "San Diego".Also, program staff networks with area social service collaboratives, including the South Bay Homeless Advocacy Coalition, Emergency Resources Group, Regional Continuum of Care Council, Metropolitan Area Providers of Social Services, Regional Task Force on the Homeless,and Alliance for Regional Solutions, as well as the County's Community Action Partnership and Housing and Community Development offices,and uses those networks to let agencies who may receive walk-ins know about the availability of services 1.14; Lrst : to three outcomes ofthe project(at least one rs'requrredJ Fur,each outcome fisted,provide the number of participants.`iwh0 will benefit and,the way data,will be collected to track or verify t!?e outcome 25-35 new and unduplicated homeless persons (10 from the City of Chula Vista) shall have access to emergency shelter for up to S weeks for the purpose of enhancing their suitable living environment. Data is collected and transmitted by case managers submitting monthly reports to Rotational Shelter coordinator including number of shelter guests who are entered into the program, and their length of stay. Case management reports entered into an automated database for tracking and analysis of performance measures by Network staff. At least 40%of shelter guests will leave the program for more permanent housing(transitional housing, shared housing, re-united with family, or permanent housing). At least 25%of the adults in the shelter will leave with some sort of income (employment or approved benefits). 1 15 Wrl1 the project eallabarate with otherservrce provider's-in,the communrtya if first them and briefly descri ae the collabora,tian ® Yes' I❑� No Interfaith Shelter Network will sub-contract with one to two social service agencies in South Bay to provide intake, screening, referrals and on-going case management.We anticipate them to be South Bay Community Services and METRO Good Neighbor Center.Additionally,five to six agencies outside of the city provide similar services in our collaboration, including Community Resource Center, Encinitas; Interfaith Community Services;Volunteers of America; Crisis House, El Cajon; Catholic Charities, Social Advocates for Youth (SAY San Diego),and Presbyterian Urban Ministries. ISN also collaborates with up to 10 congregations in the South Bay and an additional 30 in the county to provide shelter sites and volunteer staffing.These are scattered throughout the South Bay area, including Chula Vista, Imperial Beach, National City, South San Diego, and Nestor. Further, ISN works with 2-1-1 San Diego to coordinate information about available shelter beds.Additionally, ISN staff works with the South Bay Homeless Advocacy Coalition, the Regional Continuum of Care Council and the Emergency Resources Group to coordinate region-wide services Page 4 of 9 2014-03-11 Agenda Packet (f1%Wge2J21412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 2: Agency Capacity (Max Score: 10 Points) the person responsible for the pvera!! oposed p oversight of the prrotecta, Name,af person Joe Zilvinskis Title of pets"on ; Rotational Shelter Manager/Director of Operations Relevant education , MS Systems Management, Navy Drug&Alcohol Counselor Program Telephone number '- 619-702-5399 Date first employed ! 1 November, 1995 Who'will be;`the alfernate'persori:responsible for'the overall oversrgftt of the proposed protect? Name..'of per5an: risha Brereton + Tit 0 lExecutive Director Relevant education Frmr CEO, Paradise Valley Hospital Foundation Telephone number, 619-702-5399 Dare first kdl. 1 October, 2013 23 = Who wr1!be`the person responsible for the day-to-day"operations anal management of the proposed protect? Pr6 'de no,more titan two.mdividuals 'Name of person: oe Zilvinskis Title of person.. lRotational Shelter Manager/Director of Operations Relevant education IMS Systems Management, Navy Drug&Alcohol Counselor Program Telephone number 619-702-5399 Date first employed 1 November, 1995 Name;of person any? Raome Trt1e'of perspff�- lRotational Shelter Coordinator Relevant education BA Human Services, SD County Public Health Trainer Telephone number ; 619-702-5399 []ate fast employed 6 June, 2012 2 4: -W, hd wr!! e:_the person resobnsif le for the financial oversiaht of the CDBG expend►'tures and fiscal compkance? Provide h qm ore than two rndMdua!s . Name;`of person,; oe Zilvinskis Title of person: Rotational Shelter Manager/Director of Operations Relevant e ducat IMS Systems Management, Navy Drug&Alcohol Counselor Program Telephone number, 1619-702-5399 Date fir t employed 1 November, 1995 Name`of person ` risha Brereton Trtlapt person;; Executive Director Relevant education'?, Frmr CEO, Paradise Valley Hospital Foundation Telephone number 619.702-5399 Dd'te first er"Y)N a.. 1 October, 2013 Page 5 of 9 2014-03-11 Agenda Packet (Fa0egkJ21412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 2.5 to 2.8: 1 Page) 2 S [„rst the evaluation,tools your agency p1ai7s to.;8'M_ b oy,to track and m.onrtor'the progress of the,project„ The Rotational Shelter Manager monitors project progress and is also responsible for submission of regular reports to the funder as well as required annual reports. As clients' intake and case management are subcontracted,those contractors maintain client files on their premises in accordance with their agency policies,which are generally stricter than administrative records.The Rotational Shelter Coordinator tasks subcontractors with the minimum required data collection that should appear in the client files, and includes client demographics, head of household information, household size, income level, race and ethnicity, as well as covered expenses,client progress towards goals,and client prior living situation. (Network staff monitors subcontractor compliance through regular interface. Monthly case management reports are entered into an automated database for tracking and analysis of performance measures. 1. Case managers submit monthly reports to Rotational Shelter coordinator including number of shelter guests who are entered into the program,their length of stay, and their outcomes if they leave with a job or income and more permanent housing. 2.Weekly meetings of shelter guests with case manager during which progress toward increased income and more permanent hriusIng is documented. 3. Congregational coordinators report daily to case managers regarding behavior, progress, and challenges they observe while guests are in the shelter. 4. Agency staff communicates regularly with case managers(usually daily) and Congregational Coordinators(usually bi- weekly)and conducts site visits of both agency facilities and shelter sites to track progress and receive feedback from constituents. 2.6.' Howdoes your agency plan to ensure compliance with applicable policy and procedural requirements(rncludirg those listed in HUD's "Playing oche Rules”HorrdtiaokJa The Rotational Shelter Manager and Coordinator monitor project compliance, including record retention required by 24 CFR 85.42, 24 CFR 570.503 (b)(2), and others listed in the Handbook.The Agency will subcontract with area case management agencies to enter and maintain electronic logs,and all applicable services and client demographic data on ServicePoint to provide HUD Annual Progress Report (APR) data on all unduplicated homeless persons complete with demographic, income, disability, and supportive services information as applicable.The Shelter Coordinator and/or the Outreach Coordinator perform site visits to the sub-contracted agencies to ensure record keeping is being done in an accurate and timely manner. .23 Describe any unresolved ADA Issues in the project or project office and holm your agency plans to address them (!f the objective of the project is A17A rehabilitation, do not repeat the nr61ect clescriptron here) „ No unresolved ADA issues noted. Interfaith Shelter Network offices are ADA compliant. 2 8. Holrir many'members does your eodrd of Directors have? Hotti many.Board members are also rrieinbers of the projects target population ar reside in I2 the project's target area?,'indicate which ones.in Appendix F. Page 6 of 9 2014-03-11 Agenda Packet (ftgoeA921412013) CITY OF CHULA VISTA FY 20124-2015 CDBG FUNDING APPLICATION Section 3: Auditing Control (Max Score: 15 Points; Max Length: 2 Pages) 3 1 Briefly describe your agency's payment rild disbursement procedures, wrtl relevance ta_the proposed prafect, The general procedures for financial management are set forth in the Interfaith Shelter Network Accounting and Procurement Policies.The following steps apply specifically to CDBG contracts: Program Coordinator will generate check requests based on expenditures or claims from subcontractors based on contracted activities. Only eligible activities as laid out by the CDBG contract are allowable to be charged to the contract. Back-up documentation, such as a claim or receipts, accompanies the check request.The Coordinator will verify activities have taken place that were claimed, and will ensure the accuracy of the claim, making corrections as needed. Coordinator is also responsible for disbursement of payments to any subcontractors involved.Coordinator also prepares the claim for reimbursement for the CDBG contract payment based on the above expenditures. Claims are submitted based an the schedule set forth in the CDBG contract. The Executive Director will authorize payments based on the submitted check request, checking it for accuracy and eligibility. The Interfaith Shelter Network Director of Operations(D00) will produce payments and code the charges to the appropriate fiscal activity for the grant program from which the funds are derived.The D00 receives payment from CDBG funders, codes it to the appropriate source, and deposits the funds to the appropriate account, Payroll is submitted to an outside firm,and is based on bi-weekly time sheets,with activity attributed to appropriate cost centers to track billing accuracy of claims. 3.2; Describe how your agency's Board of Directors exercises programmatic an Isca... versrght Regular financial reports are distributed and summarized at monthly board meetings by the Treasurer of the Board. Board President and/or Treasurer is a signatory on both the Federal form 900 and State form 199.The Treasurer is a member of the finance committee,which meets monthly 10 times a year and reviews regular financial reports. Program oversight occurs through monthly reports by the Executive Director at the same monthly board meetings. 8.8 Briefly describe your agency's fiiancia!reporting system/accounting procedures, with relevance to the proposed project �he Interfaith Shelter Network operates on an accrual basis, and uses Quickbooks to track income and expenses for the agency. Separate accounts are set up for CDBG funds within the Chart of Accounts. All check requests pertaining to the project are generated by the Program Coordinator/Manager responsible for the project and tied to the Chart of Accounts. All requests for payment require the approval of the Executive Director to safeguard all such assets and assure they are used solely for authorized purposes. All checks for this project require two signatures regardless of the amount. Financial reports are generated each month and reviewed monthly. Accounting records including cost accounting records,are supported by source documentation. 3,.4: Briefly describe your agency's record keeping system,Wit. relevance to the proposed protect , �he Program Coordinator maintains the master contract file. Records for all agency expenses and deposits are maintained in a locked cabinet in the finance office. Financial records are maintained electronically with hard copy backup kept according to agency file retention policy in locked filing cabinet. Financial records are maintained for at least 7 years. 3 5 Briefly describe your agency's auditrn re urrements,rncludn those or the WOO sed ro ecr.'.. g. f p. 1 JPer OMB Circular A-133 (Audits of State, Local Governments, and Nonprofit Organizations), a single audit is not required by the agency. However,the Interfaith Shelter Network of San Diego has a full and complete financial audit conducted Page 7 of 9 2014-03-11 Agenda Packet sjjIIW21412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION each year by an outside accounting firm. As a public benefit corporation,the ISN is also required to submit a Form 990 to the IRS. Additionally, a Form 199 is prepared and submitted to the State of California. 3 6 Briefly describe yor r agency s internal controls"fa mrnrmrze apportunrtres for fraud;'waste; and rr%Ismanugement IAII expenses require a check request and a vendor invoice if applicable. The check request must be signed by the requesting staff and approved by the Executive Director before payment is processed by the Director of Operations. All checks over$1,000 require two signatures, and in the case of the Rotational Shelter program, all checks regardless of amount must have two signatures. Credit cards are not used except for one specific to an office supply vendor. Petty Cash requires submission of invoice/receipt, and two signatures on the request(person submitting/person authorizing). There is no bill pay using online banking 3 7." Houi does your agency playa to segregate CaBG funiis from other agency funds for purposes of rdentrfrcdtron, trackng,.arrc!reportrnga I[The interfaith Shelter program uses specific account numbers in the Chart of Accounts to designate CDBG funds. Requests for payment must cite the Chart of Accounts per line item in the approved CDBG budget. Income and expenses that pertain to the CDBG funds are clearly noted on check requests, deposits, and financial reports, and are differentiated from expenses charged to other fenders or to Agency funds. Monthly financial reports are prepared by an independently contracted bookkeeper.There is a monthly review of financial reports generated each month by Agency staff, the Executive Director,and a member of the Board, usually the Board Treasurer.] Page 8 of 9 2014-03-11 Agenda Packet (PgWjeA42 1912013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 4: Agency Experience (Max Score: 10 Points; Max Length: 1 Page for Section 4/5 Combined) 4 1 ` Briefly highlight your agency's experience and mafor accomplrshmer is rn providing services to LM[residents an d cammunrtres You may expand,in„ApperidrxA Throughout its 27 years of providing the above services, the program has sheltered 8,500 homeless people for 218,000 bed nights County-wide using the model above. In the South Bay area, more than 330 homeless people were sheltered for over 13,000 in the last 10 years through this program. Over that time, more than 56% left our program for transitional or permanent housing County-wide. Over that time, more than 58%of the adults left with a job or income to which they were entitled County-wide. 4 2 Has your agency received CDBG or other federal fundsrn any.of the past three fiscal years (Fiscal Years 2011 2012, 2012 2013, through 2013L2 !f yes, complete Appendix G for ® Yes ❑1 No each of the gran ts"received for the three Fiscal Years 2011,2012, ar;d 2013: Section 5: Back-Up Plan (Max Score: 5 Points,) 51 Wr!!your agencystrii implement this project should"CDBG funds not be awarded If yes, hovv will the implemer tatron.be achieved? "` ® Yes, ❑ No IIf unable to secure funding to meet the basic operating costs,service levels will decrease commensurate with the level of funding.As the program is County-wide,services that would have been provided in the city may be diminished. 5.2.> !f funded,,hgvv will'your agency continue this project if CDBGfunds are not'avarla e in f u years? �he Rotational Shelter Program secures financial support from various sources that include the County of San Diego, City of Chula Vista, County ESG, private grants,Cities of San Diego, Oceanside, and San Marcos,foundations, and individual donations to meet operating costs, if funded and future funding to meet the basic operating costs is not available,service levels will decrease commensurate with the level of funding. Depending on the level of support from non-governmental sources,this may mean a decrease in the length or amount of shelter provided in the City of Chula Vista,thus increasing the need for such services throughout the City from other programs. Page 9 of 9 2014-03-11 Agenda Packet (IdiSq&g2dJ2 1412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix A; Narrative of Project (Max Length: 2 Pages) In tvo pages or Less,explarn belowyaur proposed pralect and make the ease why Itshoulaf be awarded furtrling IThe Interfaith Shelter Network Rotational Shelter Program is an emergency winter shelter program operated at congregational shelter sites located throughout the urban county from Oceanside to El Cajon to Nestor and Imperial Beach inclusive. It addresses lack of support services,insufficient income,and lack of affordable housing by providing case management,transportation,training in career planning and budgeting,overnight shelter for up to eight weeks,showers,meals,and other essential needs. More than half of those we serve leave for more permanent housing,and more than half of the adults leave with a job or income to which they are entitled. The Rotational Shelter operates in seven areas or branches of the county.In the South Bay,congregations host the program in Chula Vista,Nestor,Imperial Beach, National City and South San Diego. How long the program is open in each branch depends on how many congregations are willing to permit use of their facilities and provide 50-150 volunteers to prepare meals,provide overnight supervision,and complete other tasks as needed. In the past several years,we have consistently served 240-285 county-wide(25-35 in the City of Chula Vista) shelter guests each season,between October and May. Bed nights vary between 6,800 and 8,000 (1,000- 1,400 in the City of Chula Vista),again depending on how many congregational host sites are available. CDBG funds help provide the staff support,case management services,and shelter guest transportation that allows for the coordination of more than 10 congregations and social service agencies scattered to achieve these results.Experience has shown the program more successful, in that it keeps people in/near their neighborhood of choice where existing support systems may exist. Clients are referred to the program via 2-1-1 or as walk-ins to area agencies.Guests are pre-screened and monitored by local social service agencies with whom we contract. Each week,they must meet with a case manager at the contracted agency for that branch.The case manager decides,based on each guest's progress toward goals, whether or not they will be issued a voucher for an additional week of shelter.Congregational coordinators,all of whom are volunteers,are strongly encouraged to be in daily contact with each guest's case manager.Guests arrive each evening,are served dinner,provided showers on or off site,and sleep on donated cots or air mattresses. In the morning,they are given breakfast and a sack lunch before leaving for the day.School-age children are expected to remain enrolled and in attendance at the school they were at when the family became homeless.Volunteers also provide career planning and budgeting workshops on alternate Saturday mornings in most branches. Further,each congregation is provided a resource book with information regarding library hours; local community clinic location, services,and hours of operation; and information about major employer/human resource contacts in the San Diego region. Guests may stay in the program for up to eight(8)weeks,with an option to stay longer on a case by case basis. The Rotational Shelter serves a distinctive niche in the continuum of care and is the only Emergency Shelter in Chula Vista.We serve the situationally homeless,those who are willing and able to move toward self-sufficiency within eight weeks.There are very few winter shelter beds available region-wide that provide case management for shelter guests,and there are few shelter beds available for those who are most able to help themselves, especially single men looking for work.It is difficult to verify residency for most of the participants,as they are homeless,and . many do not report their prior zip-code as part of their intake procedures ® For families,there is often a month or longer wait to be admitted to family programs locally or at the YWCA Cortez Hill program.The Rescue Mission's emergency nighttime shelter does not accept adult men including single Appendix"A"—Narrative Page 1 of 2 2014-03-11 Agenda Packet d§piyAl2 1412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION fathers,fathers with custodial responsibilities,or couples without children.Some families must therefore choose between shelter for the mother and children and staying together. Despite the vagaries of the economy,the Rotational Shelter has been consistent in its positive outcomes for those whom it serves. Now in its 281"season,the shelter,thanks to the work of our case managers and our shelter volunteers,has been able to move the majority of shelter guests into more permanent housing.The majority of the adults served leave with a job or income to which they are entitled. • Rotational Shelter staff,which includes one full-time shelter manager, one full-time shelter coordinator, one outreach coordinator,and the executive director who is also responsible for program development,resource development, and staff supervision of a transitional housing program for homeless battered women and children located in the City of San Diego,have taken leadership roles in the region-wide continuum of care.The Rotational Shelter Manager is chair of the Metropolitan Area Providers of Social Services (MAPSS).The Rotational Shelter Coordinator participates in the region-wide Emergency Resource Group (ERG) and the South Bay Homeless Advocacy Coalition.The ISN Executive Director serves on the Regional Continuum of Care. Our Rotational Shelter Manager/Director of Operations has been in this position for 18 years and has a background in Navy housing administration.Together with the Rotational Shelter Coordinator,who has been with the program for 2 years,the staff schedules,trains,and monitors all participating congregations and case management agencies as well as supervises. The Rotational Shelter Coordinator was a Health Information Specialist with the County of San Diego for 9 years providing on-site disease education for public and private organizations including outreach to specific populations such as homeless service providers,drug and alcohol recovery programs and HIV/AIDS service providers. Additionally,she spent 2 years at the San Diego Rescue Mission Family Crisis Shelter as a Resident Manager.There she coordinated homeless services for women and children in emergency crisis situations providing screening and assistance with intake case management for up 60 residents per night,directing clients to necessary resources or social service provides and documenting activities and incident reports. Our Outreach Coordinator is an AmeriCorps member,and has been with the agency since September 2013. Previously,she was a CalFresh Summer Associate at Feeding America San Diego. Appendix"A"—Narrative Page 2 of 2 ( evised 121412013) LR 2014-03-11 Agenda Packet age 233 APPENDIX C-1: LIST OF ALL FUNDING SOURCES FOR THE PROJECT CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION This table serves to provide the listing of all funds to be made available for the project. There are 3 steps to the completion of this table: Step (1): Enter the FY 2014-2015 CDBG application funding request amount for this application; Step (2): Complete the following table with the amounts of other funding sources that have been secured or funding sources that are unsecured for the implementation of the project; and Step(3): Attach any supporting documentation that verifies the secured funding sources and amounts for the project. NOTE: Amounts Unsecured should be funding sources that the Agency is reasonably sure will be available for the project. However supporting documentation is not yet available. AMOUNT AMOUNT % OF SECURED UNSECURED TOTAL FY 2014-2015 CDBG Application Request from City of Chula Vista (Step 1) $11,000 3.27% List Other Sources Below: (Step 2) HOME 0.00% ESG 0.00% HOPWA 0.00% CDBG-R 0.00% NSP 0.00% 11PRP 0.00% Other Federal Stimulus Funds 0.00% Other Federal Funds $33,337 $56,215 26.60% San Diego Housing Commission $97,648 29.01% State Funds 0.00% County Funds $25,000 7.43% Local Funds $22,900 6.80% Private Funds $29,876 8.87% Agency Funds $60,669 18.02% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% TOTAL $191,654 $144,991 100% TOTAL,PROJECT BUDGET $336,645 2014-03-11 Agenda Packet Page 234 APPENDIX C-2: THREE-MONTH CASH RULE TEST CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION THREE-MONTH CASH RULE TEST The three (3)-month rule is used as a guideline to determine whether an Agency is solvent and has enough available cash to take a CDBG project from beginning to end during the 12-month allowed to complete the project. CDBG projects should not harm the day-to-day operations of the Agency, so enough funds must be available for both purposes. i Provide the information requested below to demonstrate that the agency has enough cash on hand to operate the proposed project on a reimbursement basis. Balance Sheet-Audited Financial Statements. FY 2012 CY 2012 Page# 3 Document must be attached to Application Enter Agency Cash Balance (Cash cannot include Investments or Receivables) 141,875 A. Multiply Agency Cash Balance by 4 Cash available for project(s) 567,500 List the amount of FY 2014-2015 CDBG funding applied for this application. 11,000 i List the amount of FY 2014-2015 CDBG funding applied for any other application. List the amount of FY 2014-2015 CDBG funding applied for any other application. B. Sum all the amounts for FY 2014-2015 CDBG funding request(s) 11,000 Compare Agency Cash Balance Available(Item A)with Total FY 2014-2015 CDBG Funding Request(Item B): Item Al 567,500 Items B 11,000 Difference 556,500 Analyze Results I-If difference is a positive amount or equals$0,the Agency is eligible to apply. 2-If difference is a negative amount, the Agency has the options below; The Agency can adjust any of the FY 2014-2015 CDBG requested amount(s)to result in a positive or$0 balance,as long as: A)EACH PROJECTMEETS THE MINIMUM REQUIRED AMOUNT FOR EACH OF THE APPLICATIQNSAND B)CASH AVAILABLE FOR PROJECTS IS NOW GREATER THAN OR EQUAL TO THE TOTAL FY 2014 CDBG FUNDING REQUEST. 2014-03-11 Agenda Packet Page 235 APPENDIX C-3: PUBLIC SERVICE SCHEDULE I -BUDGET EXHIBIT AGENCY Interfaith Shelter Network PROJECT Rotational Shelter Program CDBG Percentage SALARIES &WAGES (Schedule 2) 7,225 FRINGE BENEFITS (Schedule 3) 1,375 TOTAL PERSONNEL 8,600 SUPPLIES (Schedule 5) POSTAGE (Schedule 5) CONSULTANT SERVICES (Schedule 5) 2,400 MAINTENANCE/REPAIR (Schedule 5) PUBLICATIONS/PRINTING (Schedule 5) TRANSPORTATION (Schedule 5) RENT (Schedule 5) EQUIPMENT RENTAL (Schedule 5) INSURANCE (Schedule 5) UTILITIES (Schedule 5) TELEPHONE (Schedule 5) OTHER EXPENSES (SPECIFY): (Schedule 5) (Schedule 5) (Schedule 5) TOTAL NON-PERSONNEL 2,400 TOTAL INDIRECT COSTS/ADMINISTRATIVE OVERHEAD (IC/AO) (Schedule 4) 0 [IC/AO Expenses limited to 15%of Total CDBG Project Budget] TOTAL CDBG PROJECT BUDGET 11,000 Page 1 of 5 2014-03-11 Agenda Packet Page 236 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 2-PERSONNEL SCHEDULE: GROSS PAY The purpose of this form is to list the positions being claimed against the CDBG funding request amount.The positions listed below must provide direct ro'ect/client services.Positions providing non-direct services must be included in the indirect costs/administrative overhead(IC/AO)line item. The Total CDBG Salary&Wages must match the Budget Exhibit form.Round off totals to whole dollars. AGENCY Interfaith Shelter Network PROJECT Rotational Shelter Program (1) (2) (3) (4) PERCENT TOTAL POSITION TITLE GROSS PAY CHARGED SALARY&WAGES Rotational Shelter Manager/Director of Operations 49,345 7.13% 3,520.3 Rotational Shelter Coordinator 37,050 10.00% 3,705.0 i TOTAL CDBG SALARY&WAGES 7,225 1.List all positions charged against CDBG funding providing direct CDBG project/client activity, 2. List gross pay for each position listed. 3. List percent of gross pay to be charged against CDBG funding. Pay Schedule(Check One) Monthly X Biweekly Twice a Month Page 2 of 5 2014-03-11 Agenda Packet Page 237 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 3 - PERSONNEL SCHEDULE: FRINGE BENEFITS The purpose of this form is to list the fringe benefits being claimed against CDBG funding request amount. The Total Fringe must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY Interfaith Shelter Network PROJECT Rotational Shelter Program {1} (2) (3) (4) (5) (6) AMT OF PERCENT POSITION TITLE FRINGE TITLE INSURANCE GROSS PAY CHARGED AMOUNT Rotational Shelter Manager/DOO Health/Dental 8,040.00 49,345 7.13% 573 Rotational Shelter Manager/DOO Social Security 2,750.00 49,345 7.13% 196 Rotational Shelter Manager/DOO Medicare 1,080.00 49,345 7.13% 77 Rotational Shelter Coordinator Health/Dental 2,150.00 37,050 10.00% 215 Rotational Shelter Coordinator Social Security 2,250.00 37,050 10.00% 225 Rotational Shelter Coordinator Medicare 885.00 37,050 10.00% 89 TOTAL CDBG FRINGE BENEFIT 1,375 1. List all POSITIONS charged against CDBG funding providing direct CDBG Project/client activity. '2. List Fringe Benefit title FOR EACH POSITION charged to CDBG funds. 3. List the amount of insurance for each position charged against CDBG funds. 4. Use gross pay for project/total all wages of agency. Then muliply by required percent for each fringe. 5. List percent of gross pay to be multiplied for insurance. Pay Schedule(Check One) Monthly X Biweekly Twice a Month Page 3 of 5 2014-03-11 Agenda Packet Page 238 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 4-INDIRECT COST/ADMINISTRATIVE OVERHEAD(IC/AO)CALCULATION The purpose of this form is to list the IC/AO being claimed against CDBG funding amount requested. The Total IC/AO must match the Budget Exhibit form.Round off totals to whole dollars. AGENCY Interfaith Shelter Network PROJECT Rotational Shelter Program (1) (2) (3) (4) AGENCY TOTAL INDIRECT BUDGET PERCENT COST/ADMINISTRATIVE POSITION TITLE/LINE ITEM AMOUNT CHARGED OVERHEAD - TOTAL CDBG INDIRECT COST/ADMINISTRATIVE OVERHEAD - (5)Total CDBG Budget 11,000 Percentage 0.00% (Must be equal or less than 15%) 1. List all personnel or nonpersonnel(NPE)charged against CDBG funding-include detailed description of indirect use. 2. List total Agency budget for positon and/or NPE line item. 3. List PERCENT of total budget to be charged against CDBG funding. 4. Total indirect cost/administrative overhead to be charged against CDBG funding. 5. Enter the Total FYI CDBG Budget;percentage will be AUTOMATICALLY calculated. Pay Schedule(Check One) Monthly X Biweekly Twice a Month Page 4 of 5 2014-03-11 Agenda Packet Page 239 APPENDIX C-3: ]PUBLIC SERVICE SCHEDULE S-BUDGET JUSTIFICATION* AGENCY Interfaith Shelter Network PROJECT Rotational Shelter Program LINE ITEM Consultant Service AMOUNT Detailed Explanation: Case Management Services 1,200 Client Transportation 1,200 TOTAL $ 2,400 LINE ITEM AMOUNT Detailed Explanation: TOTAL $ - LINE ITEM AMOUNT Detailed Explanation: ITOTAL $ *All line items must be justified in relation to CDBG-funded activities to be completed. Add pages as needed. Page 5 of 5 2014-03-11 Agenda Packet Page 240 CITY OF CHULA VISTA FY 2014-2015 FUNDING APPLICATION Appendix G: Identification of Prior Year CDBG and/or Federal Funds G 1 ,4gency name Interfaith Shelter Network of San Diego 614...1 . Prated name Rotational Shelter Program G 3 Year of funding ® Fisca!Year 2011 ❑ Fiscal Year 2012 E] Fiscal Year 2013 G.4, indrepte th;,source of the federq!funding awarded to the prior protect ® CDBG ❑ HOPWA ❑ ESG I JHJ HOME ❑ CDBG-R 1 JLJ Other(lndicat,Mo.): G 5.? ,4rrmaontawarded: 10,350 G 6 Arnount:spehi to date:.; 10,350 G.7. ,4maunt reprogrammed to'date� G.S:'` lnrlicate beiolni the outcomes anticipated(refer'.to the'prrgrnai appiicotlon for the project;:f possible) Provide shelter, case management,transportation to 30-40 people total homeless (10 Chula Vista residents), with (1)'. more than 50%of guests leaving for more permanent housing. (2) iProvide 16 weeks of shelter utilizing congregational volunteers and facilities. (3)', Improve access to case management services with regular follow-up. Q.9. Indicate below the,putcomes achieved Provided shelter, case management,transportation to 30 people total homeless (17 Chula Vista residents),with (1) more than 55%of guests leaving for more permanent housing. (2J Provided 19 weeks of shelter utilizing congregational volunteers and facilities. wo area social service agencies provided case management with weekly follow-up. G.10 if any anticipated outcomes were NOTgchreved,specify viihich,ories`and eXplarrrvhy Below , IN/A i i 2014-03-11 Agenda Packet Page 1 of 5—Supplement to Appendix E Page 241 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION G 1 Agency name Interfaith Shelter Network of San Diego G 2 Project name Rotational Shelter Program G 3 Year.of funding ❑ Fiscal Year 2011 ® Fiscal Year 2012 [] Fiscal Year 201 :'G.4 lndreate the source of the federal funding awarded to the prior project ® CDBG .'' ❑ HOPWA � ESG ❑ HOME ❑ CDBG-R [j HPRP ❑ NSP j other(rnd;coreb�;o�): G.S. ,mount alwgrded 10,350 G 6.. Amount. pent to date:'.',, 10,350 G 7: 4mou.ntreprogrammed to`date 0 G S lndfcate below the outcomes anticrpatec((referto the¢rrgmal app Ica. for the pro�ect; f possr.'61eJ Provide shelter, case management,transportation to 30-40 people total homeless(10 Chula Vista residents); with (1J more than 50%of guests leaving for more permanent housing. (2J Provide 16 weeks of shelter utilizing congregational volunteers and facilities. (3J Improve access to case management services with regular follow-up. ..:.G. !9.::,:,:lndlcdte beloi�v,the,outcomes,acfi{eved Provided shelter,case management,transportation to 28 people total homeless X22 Chula Vista residents), with (1J` 50%of guests leaving for more permanent housing. (2J;' Provided 16 weeks of shelter utilizing congregational volunteers and facilities. (3) An area social service agency provided case management with weekly follow-up. I G 10 if any:anticlppted outcomes were``lUOT.achrevecl specify which ones and eXplarn,wly belo`w �N?A 2014-03-11 Agenda Packet Page 2 of 5--Supplement to Appendix E Page 242 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project; 1 Page) G 1., Agency name Interfaith Shelter Network of San Diego G 2,' Project I lRotational Shelter Program G-3.: Year'of fungfrng ❑ Fiscal Year 2011 ❑ 1 isca!Year 2012 ® Fiscal Year 2013 G 4. indicate the`source of the federal:funding awarded to:`the prior project ® CDBG ❑ HOPWA ESG I ❑ HOME ❑ CDBG-R JLJ HPRP ❑ NSP ❑ other(Indicate below): Amount awarded: 10,350 G 6. Arhountispent to date:. 10,350 Amount reprograri?med to date G 8' ni. below the'Wtcomes onficipatecl(refer to tNe`original application or . .g.project,`if possible) Provide shelter, case management,transportation to 25 LMI total homeless people (10 from the City of Chula (1): Vista), with 50%of guests leaving for more permanent housing. (2) Provide 16 weeks of shelter utilizing congregational volunteers and facilities. (3J. n area social service agency will provide case management with weekly follow-up. G:9 lndreate lielow.the"outcomes at leved, Provided shelter,case management,transportation to 35 people total homeless (20 Chula Vista residents),with {1)! 85%of guests leaving for more permanent housing. (ZJ' Provided 18 weeks of shelter utilizing congregational volunteers and facilities. (3) An area social service agency provided case management with weekly follow-up. G. O If any anticpated.outcomes were NOT achieved,specify which ones;and eXplam whylielow INCA 2014-03-11 Agenda Packet Page 3 of 5—Supplement to Appendix E Page 243 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: Lutheran Social Services Program/Project: Project Hand Project Description: Project Hand is a food pantry in Chula Vista located at St. Mark's Church, distributing emergency food supplies to hungry families throughout the South Bay. Hours of operation are Monday through Friday from 9:00 am until 2:00 pm. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 05W - Food Banks Proposed Number 5,100 to Serve: (subject to change CFR§ 570.208(a)(2) Low depending on fundingli &=EiaModerate Income recommendation) Limited Clientele Program Total Budget: $40,800 C.V. Cost per Client: $4 (Based on funding recommendation) Funding Request: $20,400 Prior Year Funding $0 Specific Use of Chula Vista Personnel Costs FUNDING $12,200 Funding: RECOMENDED Staff Notes: 01 2014-03-11 Agenda Packet Page 244 CONiMUNiTV DEVELOPMENT BLOCK GRANT PROGRAM TO W1116 Application for Funding for Fiscal Year 201442015 VISTA Pro ect cot Application Number: j 9 rY ® Public service (CDBG Program Office Use Only) (checkaneonry) ® Capital improvement Applicant Agency Information ppU., t legal name " Lutheran Social Services of Southern California (LSSSQ San Diego Area Office I 7"ype o .agency ® 501(c)(3) ❑i Gav't./Public [� For Profit ® Faith-Based 0 j Other: Agency Address. ? 4271 Clairemont Mesa Blvd. San Diego CA 92117 fla a of incorpora. n. April 8, 1946 j Tax l©number: 95-2225798 Agency DUNS nuriber 198953929 Annual operating budget: �972,413 Number of paid staff. 11 Number of volunteers: 100 Agency mrss►on"statement. . ; Lutheran Social Services of Southern California celebrates the love of Christ for all people through acts of service. We strive to walls with those in need in Southern California by embracing those in crisis,equipping individuals and families, and empowering them to live with integrity,dignity,and self-sufficient . Project Title: ;Project Hand Brief project descriptive:. Project Hand is one of the oldest food pantries in Chula Vista located at St. Mark's Church,distributing emergency food supplies to hungry families throughout the Southbay. We operate Monday through Friday from 9:00am until 2:00pm. I Funding Request Tatar funding requested in this applltation Other funds already secured far $20,400 I I$20,400 (you„Wl provide a detailed budget!n appendiX C: project.. Tata!cost to complete j�rafect: 40,800 Other funds"not yet secured far' 0 Project Informati®n bile Service 6vi11 service`be sites "f ic? ®Yes If your answerls"yes,.please proUrde Arldress(esj belowa Census'tract . St. Mark's Lutheran Church, 580 Hilltop Drive,Chula Vista,CA 91910 7aPge#Clrerttele:(Harrreless, Youth, ILow income families and individuals who need food without regard to age, race, �Iderly, Disabled,"other/General), address or any other discriminating factor. The fallowing questrans an individual diems acrd househ Olds:ta be served"apply only"ta Pub.lr`c Service,.and"Minor Residential Rehabilitdtlan projects. Will the roject serve rndyrduaFcllents"`(IC)ar households{Ffl)?. ® Individual clients T ® Households Total unduplicated`IC/HHserved 5,100 Annual cast;;;per die nt/h"ousehnld. $8.00 Page 1 of 8 2014-03-11 Agenda Packet (OYA21412013) Ciry Or CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 1: Pr®ject_ eta _ls (Max Score: 25 Points) 1.1.; Provide a concise descrlption of file proposed project(this description must match the one provided on the cover page):Space for a fuller narrative rs provided in 4ppendix A. PProject Hand distributes emergency food to thousands of hungry families in Chula Vista and other Southbay communities annually. Each client must register with valid identification and complete intake documents. Each client is allowed to visit one time per month, per regulations. However, no one is ever turned away. Project Hand also participates in The Emergency Food Assistance Program,facilitated by the Jacobs&Cushman San Diego Food Bank. For a more complete picture of our mission,vision,operation policies and programs and our vision for moving forward, please see Appendix A of this application. Inventory controls and required reporting is kept current. 1.Z,. ,Project start late: Ongoing program Arttcipated end date: ' n/a ! 1 1.3. Project s dpys/hours of aperafion: I IMonday through Friday 9:00arp—2:00pm 14. Project Q Public service 15" Project ® Suitable living environment category objective: [� Decent housing icheckonennlyJ ❑Capital improvement {ch.eck one only) ❑�Economic opportunity 1 Project ❑' Availability/accessibility outcome: F1 Affordability (cfeckoneon1k) ® Sustainability 17. CDBG:Criterla: Which CDBG criterion below does your proposed project meet? (1) Area benefit:At least 51%of residents within the targeted activity area are low to moderate income(LMI). Please provide a map identifying the Census Tracts designated as LMI. (2) Limited clientele(select subpart below): (a) Special needs group(select benefit group from the list below): E] I (i) Abused children 0 (ii) Elderly persons 62 years or older ❑ (iii) Battered spouses E❑i (iv) Severely disabled adults(not children)—Census definition;documentation required Ell (v) illiterate adults ❑ (vi) Persons living with HIV/AIDS []! (vii) Migrant farm workers ❑' (viii)Homeless persons ® (b) At least 51%of clientele to be served will be documented as LMI. Haw does your agency track and record client demographics?THROUGH INTAKE RECORDS AND PERSONAL INTERVIEWS AT CHECK IN ❑'', (3) Mousing(select subpart below): (a) Single family(must be 100%LMI) (b) Multi-unit(must be 51%LMI) 8 The"2010w2015 Consolidated pI ow are listed below.::Select the'goal appropriate ta"your project: [] Affordable Rental Housing Opportunities ❑ Maintenance and Preservation of Housing(rehabilitation activities) Homeownership Opportunities(homebuyer programs) jbIL Community Enhancement(public facilities/spaces) ® Public Services to Special Needs Population and/or Low Moderate Income Persons Page 2 of S 2014-03-11 Agenda Packet (ftg@9214V14 12013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 1.10 to 1.15: 2 Pages) 1.10: Explain how`the proposed project addresses the goatseletted: We address the goal by providing emergency food through our food pantry, Monday through Friday 9:00am to 2:00pm to low and moderate income families. 1.1�: Summarize an Statistics and other supporting docurrentatian that.:demo'nstrate the importance of adq'ressirig thrs: need.;or problem: , In the City of Chula Vista alone,9.7%of the population lives below the poverty line, according to figures provided by QuickFacts from the U.S. Census Bureau in 2010. That equates to nearly 25,000 Chula Vistans that suffer from hunger anxiety. That does not count the families that live paycheck to paycheck that visit Project Hand. 1.12: Fist each servrce provided'by the:pro1ect For each.servrce; indicate whether it is-anew service or an expansrgn of at): exrsting servrce Food bag distribution Referrals to other services within the community that our clients can benefit from Distribution of hygiene items, when available Diapers,formula 1.13 How'does your age.ncy plan to ball the target populafion about the project/services? [1. Through personal visits to churches, other pantries and agencies in the immediate area. 2. On our website,www.lsssc.or 3. Through additional programs operated by LSS in San Diego area. 4. Word of mouth 1 14 List up to three otitcornes of the p.roject'(at least one is required} For each:outcome listed, proui.u'e the nurriber of partrcrpat7tsiuhb will benefit antl'the,wiaydata'wrll bei;collected to track orverrfy the outeome [1. To distribute emergency food to a minimum of 4,500 unduplicated low income families in Chula Vista. 2. Participate in a weekly Emergency Food Assistance Program through the Jacobs& Cushman San Diego Food Bank serving an additional 600 unduplicated LMI families in Chula Vista and the surrounding communities. 3. Create a minimum of 50 monthly outsourced referrals to meet additional client needs. 1.15c VVilf.the project collaborate With other service providers i the comm,unrty?'!f yes, Its them QYes ❑ 1vo` and briefly describe,the collaboration; Yes, we established collaboration with the Jacobs& Cushman San Diego Food Bank, EFAP program that allows us to serve an additional 600 families per month. They deliver 6 palettes of canned food once monthly for us to distribute. We are in the development stages of collaboration with the Third Avenue Charitable Organization (TACO) to provide case management for clients of Project Hand as well of their own clients.] . Page 3 of 2014-03-11 Agenda Packet (OS6i qA J21412013) CITY OF CHULA VISTA FY 2014-2015 CDBC7 FUNDING APPLICATION Secti®n : A ertc Ca acct (Max Score: 10 Points) 2 1... ;Who wrll be.:the person responsible for the overal!oversrght of the proposed project? Me of persona John Taylor am -J.C.'D person rea Director Relevant education: BS- Business Administration-SDSU 7"elephane number:' 858-483-4007 Date first�Mp'16YO..d4,1,' 7/1/2011 2 2. `Whov11!be the alteCnate persa»,resporisrble for the overall aversigPt of the'proposed protect?- ' j .Name,af person: Darlene Mees ; ,Title.tf person dministrative Assistant Relevant education BA-Sociology-Cal State San Bernardino Telephonenumber: 858-483-4007 Date im employed: 2/1/1999 23,,. Wlio.w�ll be the Ors for ttie day-to-day operations and management of the proposed protect? Provide no M6re than two ndrviducrls: ls Name of person:. Johnny Viloria Title of persofr : Program Manager Relevant educations Prior work related experience(3 years) I Telephone;nurr►ber: 619-425-4061 Date first employed: 7/1/2010 Name of person:. Title of person: . Relevant education- 7eleph Min= f�er:. Date fret employed: 4. Who will be=the person responsible for the financial aversightaf the.CDBG expenditures and fiscal compliance? Provide rte more thou two nd1VI Ua& Name.of Amy Fawcett T1de,% f person: Controller Relevant education :' BA-Communications-Pepperdine University Telephone number. ' 714-244-4271 Date first employed.' 10/1/2009 N ;ame of person•, John Taylor Title of person; rea Director Relevant education BS-Business Administration-SDSU Telephone number 858-483-4007 Date fast errrployed: 7/1/2011 Page 4of8 2014-03-11 Agenda Packet (P%Wgj W1412a13) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 2.5 to 2.8: 1 Page) 2.5; 'Llst tte evaluation tools your a envy plans to employ to track and monitor the prdgress df the project. 1. ![Intake Form 2. Client Services Ledger 3. Statistical Database--Daily input 4. Statistical Reports-Monthly, Quarterly and annually 5. Quarterly Compliance Reports 2<f, How does your agency piar to ensure compliance Uvlth applicable policy and procedura!requirements(including those listed in HUD s "Playing by the Rules"HandbookJ? . 3A"Policy and Procedure Manual" has been adopted for operational guidance. Monthly staff meetings are conducted to address relevant policy and procedure issues.Additionally the HUD"Playing by the Rules" (March 2005 version) manual is downloaded and available to be used as a reference guide. i z.7. Describe any unresolved ADA issues wtie project arpro1ect office and.&W youragericy plans.to address therrl the objectiive':of the prdect's ADA;rehabilitation, do not repeat the project alescr�ption here.) [NA 2,8. How many meri76er does:your Board cif.Directors have?- 15with 13 filled- Now many Board members are also members of the project's`target population or`reslde in.,�1 the pra�ect's target area?indicate uvhlch`ones in Appendix F. Page 5 of 8 2014-03-11 Agenda Packet ftg¢{V1412013) CITY OF CWULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 3: Auditing Control, (Max Score: 15 Points, Max Length: 2 Pages) 1 Briefly des6ibe your agency's payment and disbursement procedures, Iwrth relevo ce'to the proposed project: (Expenses incurred for the program must be pre-approved. A"Check Request form" is submitted to the Area Director" for payment to be rendered. The Area Director maintains a local Imprest Account and makes payments from this account directly if$150.00 or less. The form,original invoice,and any relating paperwork are sent to the agency Central Support office in Orange and copies are maintained in the San Diego administrative office for dual recording keeping. For expenditures above$150.00 the Area Director does not render payment locally but still submits the same original paperwork to Central Support for payment at that level. Copies are maintained in the local office in the same manner. Grant billing is done quarterly by using the general ledger and the board approved budget.The full year grant is divided into quarters and billed accordingly for the allowable costs incurred during that quarter. 'I 3 2, °;':Describe ham our a" e0 `s Board of exercises progr=04 tk.and is0 oversi;ht f Expenses incurred for the program must be pre-approved. A"Check Request form" is submitted to the Area Director" for payment to be rendered. The Area Director maintains a local Imprest Account and makes payments from this account directly if$150.00 or less. The form,original invoice,and any relating paperwork are sent to the agency Central Support office in Orange and copies are maintained in the San Diego administrative office for dual recording keeping. For expenditures above$150.00 the Area Director does not render payment locally but still submits the same original paperwork to Central Support for payment at that level. These copies are maintained in the local office in the same manner. Grant billing is done quarterly by using the general ledger and the board approved budget. The full year grant is divided into quarters and billed accordingly. The final year end billing is for the balance remaining for the full grant amount. 3. Briefly clescrlbe your agency's financial reporting system/accounting:procedures, worth.relevance to tfie<proposed project Accounting procedures for the prosed project would follow guidelines stated in 3.1—3.7 and will be assigned an independent cost center for budgeting and tracking purposes upon acknowledgement of grant award. 3.4. Briefly descrr'he yorir agency's record keeping system,'iNith relevance td: proposed project Client Files. Housed at program site,filed in alphabetical order, maintained by program manager. Statistical data: Data entry into a spreadsheet designed for accurate reporting is computer generated, maintained by the program manager, reviewed monthly by the Area Director and housed both at the program site and the local Administrative office and turned in Quarterly to Central Support to be reviewed by the agency Compliance Department and reported to the Board of Directors. All original grant applications,awards letters and reports are maintained at Central Support with The Agency Compliance Department and copies are kept at the local area office. Page 6 of 8 2014-03-11 Agenda Packet (pg1_*eAJ21412 013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION 3.5 'Briefly describe your agency's aual4' 09.'requirements, including those for the proposed project: JLSS is audited annually by an independent auditing firm in accordance with generally accepted auditing standards in the U.S. and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of The United States. The financial statements present a Schedule of Expenditures of Federal Awards and Schedules of Findings and Questioned Costs for purposes of additional analysis as required by U.S.Office of Management and Budget Circular A-133,Audits of States, Local Governments,and Ikon-Profit Organizations. Briefly describe your agency's,interns!eoiTtrols to rrrir►inize dpportuntles for fraud; yuaste, and r»fsmandgement jPrior to all operating years the agency prepares a budget which is Board Approved. This becomes the blueprint for fiscal operations for every program operated by the agency. Area Directors are required to monitor the financial variance of each program in their respective area on a monthly basis. Any line item that has a variance of at least 5%or$2,000.00 must be justified. All requests for payments must be submitted to the Area Director for approval. Once approved the request is submitted to our Central Accounting office where payment is rendered. All checks written for reimbursement require 2 signatures. Expenses that are routine(rent,telephone, utilities,etc.)do not require prior approval. One-time or periodic irregular expenses must have prior approval from the Area Director before engaging services if$150.00 or under and from our Central Support office if over$150.00. Dual exposure at the area level and then the central support level serve to minimize fraud, inaccuracies, and misuse within the agency. 3.7. :' How does your ager►cy plan to segregate CDBG funds from viper;agency funds for purposes of identification,, tracking, and r eportrng? Our agency accounting system is set up on a cost center basis. All CDBG funding is assigned a cost center code that separates it by the funding source,the specific program it funds and the program location. in our"Audited Financial Statement"there is a "Schedule of Expenditures for Federal Awards"that identifies: Federal Grantor/Pass-Through Grantor/Program Title, Federal CFDA#, Funding Period,Agency or Pass-Through#, and Federal Expenditure Amountl Page 7 of 8 2014-03-11 Agenda Packet (PgW5eA421412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 4: Agency Experience (Max Score: 10 Points; Max Length: 1 Page for Section 4/5 Combined) 4.1. ,!Briefly;highlight youragency's experience andrr ajar accnmpfshments in providing-services to M.residents and/ar' cor►�munrtres Yau may expand in.AppendixA. . IFor over 65 years LSS has provided services to LMI clients throughout Southern California. Since 2010 we have managed over 50 programs annually.Of those 50+programs, 22 per year were funded by federal dollars amounting to above 4,000,000. In 2014 again we operate over 22 federally funded programs within the agency. Specifically in San Diego we have operated our Senior Companion Program for more than 14 years. It requires complex record keeping and stringent reporting to our funding source. it utilizes the services of over 40 LMI seniors annually who provide better than 44,000 hours of service to frail seniors throughout San Diego county. We have been routinely monitored by our funding source and are in good standing E 4 2 . ds yourag cy received C G or other fedee0i funds.in any of the past three f Cal years (Fr""seal Years 201.2-2022,2022 2019 through 2013 2014)?!f yes,.complete Appendix G far ® Yes �I No each of the grants receivedfor the three Fiscal Years 2013,2022,and 2[313." Section : Back-Up Plan (Max Score: 5 Points,) 5 Will your agency still implement this protect should CDBG tunas not Ile awarded?If yes, how Yes i0 No` will tfie implementation be`acheved? LSS has been operating this program without CDBG funds for 2 consecutive years and will continue to do so if funding is not awarded. Staff hours were initially cut back when CDBG funds were no longer available to us. We have gone from 2 part time employees to 1 part time employee. With increase funds available we will be able to add another 2"d part time employee. This was a growing period for us. During that time we improved our record keeping methods tremendously which has not only allowed us to better track outcomes but also to work more efficiently. We continue to seek support for the financial needs of the program. Each partner is an integral part of providing this safety net funded.. hover will your agency continue;this project if CDBG funds are no'`available m fu f ore years? LSS has demonstrated that it has the capacity to continue to operate without federal funding as it has done so for the past 2 years. In 2013 LSS began a "Sustainable Funding Campaign"throughout its Southern California service areas. Management level personnel attended a 2 day training program put on by Benevon. The first phase of this fund raising system has been implemented in North Los Angeles County. During 2014 they will implement it in San Diego County. A Central Support staff person has already begun working 1 day per week out of the local area office to lay the ground work. The system is designed to bring a higher level of awareness to the community of our organization,to strengthen our donor base,and to engage more community partners to support our efforts. Page 8of8 2014-03-11 Agenda Packet (kWR/4/2013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix A. Narrative ®f Project (Max Length: 2 Pages) [hn,two pages or less,.explain belawyour prMposed project and mcike the>case why it should be a►tiarrled fui,drag Project Hand has been part of the Chula Vista charitable community for decades, dispensing emergency food bags to the needy of Chula Vista and surrounding communities in the Southbay. Project Hand is located on the campus of St. Mark's Lutheran Church, 580 Hilltop Drive, Chula Vista, CA 91909. We occupy office,reception and storage space within the church that has grown over the years to include a new and necessary storage room for our canned goods. Recently,we were awarded a new commercial freezer donated to the Jacobs&Cushman San Diego Food Bank by jenny Craig, We participated in a modified grant process by the food bank and were awarded one of several that were given to area food pantries. Additionally,we purchased a new Frigidaire refrigerator to replace one that had finally given up. Project Hand shares and supports our agency mission of non-discrimination to any person or family that is in need of food. We solicit as many volunteers as possible from the clients and offer them an opportunity to work for us and themselves by helping others in our distribution in exchange for additional food. OUR MISSION, OUR VISION Lutheran Social Services of Southern California (LSS) through all its programs celebrates the love of Christ for all people through acts of service. Our vision is that all people will have the opportunity to live and work in a community in safety, dignity and with hope. HISTORY AND EXPERIENCE LSS was founded in 1946 to provide aid and comfort to persons and families in Los Angeles and San Diego. Since those early days,we have grown to manage more than 50 programs throughout Southern California. We Embrace Equip and Empower through emergency services,program resources and circles of support. NON-DISCRIMINATION POLICY LSS Community Care as an agency maintains a firm policy of non-discrimination in its practices toward employees and those served by the agency. As an equal opportunity employer and service provider LSS serves all persons, regardless of religious affiliation, race, national origin,age,gender, sexual orientation, disability or economic status. OPERATION To become a client of Project Hand, one need only to present themselves to the window with valid identification. They are required to complete an intake form that asks for their address,level of income and number within their household. Other demographic data,such as bead of household are logged on a special Excel worksheet kept on the pantry manager computer,with hard files maintained out of contact with any client or volunteer, Demographic information is totaled at the end of each month and emailed to the Area Office for approval by the area director and reporting to our Central Support office. The Excel worksheets include all information that was most recently required by the City of Chula Vista in their quarterly reports. NEW PROGRAMS ADDED IN 2013 In addition to our in-house clients,we also participate in 2 additional USDA programs offered by the Jacobs& Cushman San Diego Food Bank. As a participant in the Emergency Food Assistance Program (EFAP), Project Hand receives monthly 6 additional palettes of canned food and frozen protein product(chicken,ham,pork,etc.) to feed more than 500 families. As part of their Flex-site program,we agree to expand our distribution days and times for this USDA program. Previously,we had this mass distribution one day per month. Now we distribute this special and separate food on Monday,Wednesday and Friday each week. This food is stored separately and accounted for Appendix"A"—Narrative Page 1 of 2 2014-03-11 Agenda Packet Page 12/4/2p13) e 253 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION specifically to the food bank with special reports generated following delivery and distribution for gross numbers as well as number of food bags handed out. LOOKING FORWARD LSS is planning to hire a case manager to work with selected clients at Project Hand, 20 hours per week to begin. Our goal is to counsel as many as realistically possible in a private setting on the church grounds to help them move out of poverty and get them back on the road to financial and emotional security. We will teach them how better to manage their money,their time and their families,and regain their dignity and ambition. With 25,000 persons living below the poverty line in Chula Vista and countless more Jiving paycheck to paycheck, there is a tremendous need for programs like Project Hand to continue. Through the "Circles" initiative, a program we are implementing in 2014,in Chula Vista,our goal is to move people out of poverty, one person, one family at a i time. Appendix"A"—Narrative / PPPage 2 of 2 2014-03-11 Agenda Packet Page� b41Z/4/2013) APPENDIX Cpl: LIST OF ALL FUNDING SOURCES FOR THE PROJECT CITY OF CHULA VISTA COMM-UNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION This table serves to provide the listing of all funds to be made available for the project.There are 3 steps to the completion of this table: Step(1): Enter the FY 2014-2015 CDBG application funding request amount for this application; Step(2): Complete the following table with the amounts of other funding sources that have been secured or funding sources that are unsecured for the implementation of the project;and Step(3): Attach any supporting documentation that verifies the secured funding sources and amounts for the project. NOTE:Amounts Unsecured should be funding sources that the Agency is reasonably sure will be available for the project. However supporting documentation is not yet available. AMOUNT AMOUNT %OF SECURED UNSECURED TOTAL FY 2014-2015 CDBG Application Request from City of Chula Vista(Step 1) $20,400 50.00% List Other Sources Below: (Step 2) HOME 0.00% ESG 0.00% HOPWA 0.00% CDBG-R 0.00% NSP 0.00% HPRP 0.00% Other Federal Stimulus Funds 0.00% Other Federal Funds 0.00% San Diego Housing Commission 0.00%0 State Funds 0.00% County Funds 0.00% Local Funds 0.00% Private Funds 0.00% Agency Funds 0.00% $20,400 50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% TOTAL $20,400 $20,400 100% TOTAL PROJECT BUDGET $40,800 2014-03-11 Agenda Packet Page 255 APPENDIX C-2: THREE-MONTH CASH RULE TEST CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION THREE-MONTH CASH RULE TEST The three(3)-month rule is used as a guideline to determine whether an Agency is solvent and has enough available cash to take a CDBG project from beginning to end during the 12-month allowed to complete the project. CDBG projects should not harm the day-to-day operations of the Agency, so enough funds must be available for both purposes. Provide the information requested below to demonstrate that the agency has enough cash on hand to operate the proposed project on a reimbursement basis. Balance Sheet-Audited Financial Statements. FY 30-Jun-13 CY Page# 3 Document must be attached to Application Enter Agency Cash Balance (Cash cannot include Investments or Receivables) 299,198 A. Multiply Agency Cash Balance by 4=Cash available for project(s) 1 1,196,792 List the amount of FY 2014-2015 CDBG funding applied for this application. 20,000 List the amount of FY 2014-2015 CDBG funding applied for any other application. 1.00,000 List the amount of FY 2014-2015 CDBG funding applied for any other application. B. Sum all the amounts for FY 2014-2015 CDBG funding request(s) 120,000 Compare Agency Cash Balance Available(Item A)with Total FY 2014-2015 CDBG Funding Request(Item B): Item A 1 1,196,792. Item B�-120,004 Difference)1,071,076,792 Analyze Results I-If difference is a positive amount or equals$0,the Agency is eligible to apply. 2-If difference is a negative amount,the Agency has the options below: The Agency can adjust any of the FY 2014-2015 CDBG requested amount(s)to result in a positive or$0 balance,as long as: A)EACH PROJECT MEETS THE MDM4UM REQUIRED AMOUNT FOR EACH OF THE APPLICATIONS, AND B)CASH AVAILABLE FOR PROJECTS IS NOW GREATER THAN ORE UAL TO THE TOTAL FY 2014 CDBG FUNDING REQUEST. 2014-03-11 Agenda Packet Page 256 APPENDIX C-3:PUBLIC SERVICE SCHEDULE 1 -BUDGET EXHIBIT AGENCY Lutheran Social Services PROJECT Project Hand CDBG Percentage SALARIES& WAGES (Schedule 2) 27,720 FRINGE BENEFITS (Schedule 3) 3,594 TOTAL PERSONNEL 31,314 SUPPLIES (Schedule 5) 1,000 POSTAGE (Schedule 5) 94 CONSULTANT SERVICES (Schedule 5) 0 MAINTENANCE/REPAIR (Schedule 5) 420 PUBLICATIONS/PRINTING (Schedule 5) 100 TRANSPORTATION (Schedule 5) 780 RENT (Schedule 5) EQUIPMENT RENTAL (Schedule 5) 0 INSURANCE (Schedule 5) UTILITIES (Schedule 5) TELEPHONE (Schedule 5) 1,200 OTHER EXPENSES(SPECIFY): Food/Groceries (Schedule 5) 1,200 Internet Tech Support (Schedule 5) 420 (Schedule 5) TOTAL NON-PERSONNEL 5,214 TOTAL INDIRECT COSTS/ADMINISTRATIVE OVERHEAD(IC/AO) (Schedule 4) 4,272 11.7 [IC/AO Expenses limited to 15% of Total CDBG Project Budget] TOTAL CDBG PROJECT BUDGET 40,800 Page of 2014-03-11 Agenda Packet Page 257 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 2-PERSONNEL SCHEDULE: GROSS PAY The purpose of this form is to list the positions being claimed against the CDBG funding request amount. The positions listed below must provide direct ro'ect/client services.Positions providing non-direct services must be included in the indirect costs/administrative overhead(IC/AO)line item. The Total CDBG Salary&Wages must match the Budget Exhibit form.Round off totals to whole dollars. AGENCY Lutheran Social Services PROJECT Project Hand (1) (2) (3) (4) PERCENT TOTAL POSITION TITLE GROSS PAY CHARGED SALARY&WAGES John Taylor-Area Director 45,000 20.00% 4,000.0 Johnny Viloria-Program.Manager 18,720 100.00% 18,720.0 TOTAL CDBG SALARY&WAGES 27,720 1.List all positions charged against CDBG funding providing direct CDBG project/client activity. 2.List gross pay for each position listed. 3.List percent of gross pay to be charged against CDBG funding. Pay Schedule(Check One) Monthly Biweekly x Twice a Month Page of 2014-03-11 Agenda Packet Page 258 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 3-PERSONNEL SCHEDULE: FRINGE BENEFITS The purpose of this form is to list the fringe benefits being claimed against CDBG funding request amount. The Total Fringe must match the Budget Exhibit form.Round off totals to whole dollars. AGENCY Lutheran Social Services PROJECT Project Hand (1) (2) (3) (4) (5) (6) AMT OF PERCENT POSITION TITLE FRINGE TITLE INSURANCE GROSS PAY CHARGED AMOUNT John Taylor-Area Director Payroll Tax $81 20.00% 176 John Taylor-Area Director Workers Comp 81 20.00% 16 John Taylor-Area Director Health Benefits 1,107 20.00% 221 John Taylor-Area Director Pension 270 20.00% 54 Johnny Vitoria-Program Manager Payroll Tax 2,396 100.00% 2,396 Johnny Vitoria-Program Manager Workers Comp 168 100.00% 168 Johnny Vitoria-Program Manager Pension 562 100.00% 562 TOTAL CDBG FRINGE BENEFIT 3,594 1. List all POSITIONS charged against CDBG funding providing direct CDBG project/client activity. 2.List Fringe Benefit title FOR EACH POSITION charged to CDBG funds. 3.List the amount of insurance for each position charged against CDBG funds. 4.Use gross pay for project/total all wages of agency.Then muliply by required percent for each fringe. 5. List percent of gross pay to be multiplied for insurance. Pay Schedule(Check One) Monthly Biweekly x Twice a Month Page of 1 2014-03-11 Agenda Packet Page 259 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 4-INDIRECT COST/ADMNISTRATIVE OVERHEAD(IC/AO)CALCULATION The purpose of this form is to list the IC/AO being claimed against CDBG funding amount requested. The Total IC/AO must match the Budget Exhibit form.Found off totals to whole dollars. AGENCY Lutheran Social Services PROJECT . ,Project Hand (1) (2) (3) (4) AGENCY TOTAL INDIRECT BUDGET PERCENT COST/ADMINISTRATIVE POSITION TITLE/LINE ITEM AMOUNT CHARGED OVERHEAD Area Director 9,000 11.70% 1,053 Program Manager 18,720 11.70% 2,190 Fringe Benefits 3,594 11.70% 420 Supplies 1,000 11.70% 117 Postage 94 11.70% 11 Maintenance 420 11.70% 49 Publications/Printing 100 11.70% 12 Transportation 780 11.70% 91 Rent Insurance Telephone 1,200 11.70% 140 Groceries 1,200 11.70% 140 Internet Tech Support 420 1.1.70% 49 TOTAL CDBG INDIRECT COST/ADMINISTRATIVE OVERHEAD 4,272 (5)Total CDBG Budget 36,528 Percentage 11.70% (Must be equal or less than 15%) 1.List all personnel or nonpersonnel(NPE)charged against CDBG funding-include detailed description of indirect use. 2.List total Agency budget for positon and/or NPE line item. 3. List PERCENT of total budget to be charged against CDBG funding. 4. Total indirect cost/administrative overhead to be charged against CDBG funding. 5. Enter the Total FYI CDBG Budget;percentage will be AUTOMATICALLY calculated. NY Schedule Check One Monthly Biweekly X Twice a Month Page j—of 2014-03-11 Agenda Packet Page 260 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 5-BUDGET JUSTIFICATION* AGENCY Lutheran Social Services PROJECT Project Hand LINE ITEM Salaries AMOUNT Detailed Explanation: Program Manager-Responsible for operating program,statistical data 21,846 collection,reporting to Area Director, Overseeing volunteers Area Director-Program Oversight, Submitting complaince reports to City of 9,468 Chula Vista,Reporting to LSS Central Support TOTAL $ 31,314 LINE ITEM Supplies AMOUNT Detailed Explanation: Purchase necessary paper,pens,file folders,ink, grocery bags and other office supplies to operate program. 1,000 i TOTAL $ 1,000 LINE ITEM Postage AMOUNT Detailed Explanation: Stamps(2 rolls)Correspondence between central support and local office, 94 betwe ocasl o Tice and the City of Chula Vista. Mailing thank you to yolun ee nors and supporters of program. TOTAL $ 94 'All line items must be justified in relation to CDBG-funded activities to be completed.Add pages as needed. Page of •� 2014-03-11 Agenda Packet Page 261 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 5-BUDGET JUSTIFICATION* AGENCY Lutheran Social Services PROJECT Project Hand LINE ITEM Maintenance/Repair AMOUNT Detailed Explanation: Pest Control monthly service @$35 per month 420 TOTAL $ 420 LINE ITEM Publications/Printing AMOUNT Detailed Explanation: , Marketing flyers for program-handouts to clients for referrals 100 TOTAL $ 100 LINE ITEM Telephone AMOUNT Detailed Explanation. Phone/IT service at program site$100/month 1,200 ITOTAL $ 1,200 *All line items must be justified in relation to CDBG-funded activities to be completed.Add pages as needed. Paged of 2014-03-11 Agenda Packet Page 262 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 5-BUDGET JUSTIFICATION* AGENCY Lutheran Social Services PROJECT Project Hand LINE ITEM Food/Groceries AMOUNT Detailed Explanation: Supplement food items in pantry when low due to donation fall off 1,200 TOTAL, $ 1,200 LINE ITEM Internet Tech Support AMOUNT Detailed Explanation: Program share of charges to LSS for technical support with all IT issues 420 i TOTAL $ 420 LINE ITEM AMOUNT Detailed Explanation: TOTAL $ - *All line items must be justified in relation to CDBG-funded activities to be completed.Add pages as needed. Page of 2014-03-11 Agenda Packet Page 263 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION .Appendix D: Implementation (Max Length. 1 Page; Max Score: 5 Points) Provide a lisping below of the specrfr°c tasks or activities needed to implement the=proposed project and a time litae for their completion.Number each task or activity,describe it,and give the projected date of completlor Add additional rows as needed Completion # Task/Actrv�y Description Date TF IThis is not a new project and functions I as such. T7 I 3 I 1 I TF I I I I 1 � TT— I I I i 7 TF I I II I f i 17 1 E 77— I I 1 Ii Appendix"D"—Implementation Page I of 2 4Revisje 12/4/20.31 2014-03-11 Agenda Packet age 4 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix E, Roster ®f Bard Members & Professions Provide a roster of the rb Mbers'of your agency's Board of Directors and their professions"by lung.aut the',tabie below: Member Resides itt of Target Wame%Bodrd fashion Professian%Af�jaliation rarer:. P op. P latio Area Sharon Zra Retired Physical Therapist ❑ ❑ ITenipie Beaman (,Seminar Facilitator ❑ ❑�� Gloria Espeseth I Pastor ❑, ❑ ,Kristine Anderson j CPA I ❑' ❑! Barbara Kokkinakis jCivil Litigation Attorney ❑ ❑ iGary Norton (District Staff Lutheran Church Missouri Synod X X Sheila Wenzel Retired Admin Secretary ❑ ;❑ Kristal Shipp Marketing/Communications Specialist ❑ ❑' David M Burtch VP Ameritel,Inc ❑ IEJ Karen Althaus Thrivent Financial Representative ❑ ❑! Rev Larry Stoterau President Lutheran Church Missouri Synod ❑ Rev Murray Finck Bishop Evangelical Lutheran Church-Pacifica j❑ ❑ Rev Dean Nelson Bishop Evangelical Lutheran Church-SW � ❑ I❑i I❑.' Appendix"E"—Raster of Board Members and Professions Page 3 of 1 (Revised 1 2/412 0 1 3) 2014-03-11 Agenda Packet Page 265 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix F: Disclosure Statement Pursuant to City Council Policy 101-01, prior to any action on a matter that requires discretionary action by the City Council, Planning Commission or other official legislative body of the City, a statement of disclosure of certain ownerships, financial interests,payments,and campaign contributions must be filed.The following information must be disclosed: 1. List the names of all persons having a financial interest in the project that is the subject of the application, project or contract (e.g.,owner,applicant,contractor,subcontractor,material supplier). [NA] 1 2. If any person*identified in section 1 above is a corporation or partnership,list the names of all individuals with an investment of$2000 or more in the business(corporation/partnership)entity. 1 3. If any person* identified in section 1 above is a non-profit organization or trust, list the names of any person who is the director of the non-profit organization or the names of the trustee,beneficiary and trustor of the trust. [[NA.]J 4. Please identify every person, including any agents, employees, consultants, or independent contractors, whom you have authorized to represent you before the City in this matter. 5. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, had any financial dealings with an official**of the City of Chula Vista as it relates to this contract, project or application within the past 12 months?Yes[❑[No® If yes, briefly describe the nature of the financial interest the official may have in this contract. 6. Has any person* anyone identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, made a campaign contribution of more than$250 within the past twelve (12) months to a current member of the Chula Vista City Council?No;®Iles[:]. if yes,which Council member(s)? 1d 7. Has any person* identified In 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, provided more than $420 (or an item of equivalent value) to an official** of the City of Chula Vista in the past twelve (12) months? (This includes any payment that confers a personal benefit on the recipient, a rebate or discount in the price of anything of value,money to retire a legal debt,gift, loan,etc.)Yep❑IWO If Yes,list official and what was the nature of item provided? [�, 8. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, been a source of income of$500 or more to an official**of the City of Chula Vista in the past twelve(12)months?Yes,❑ [No® If Yes, identify the official and the nature of the income provided? I� i [1/28/2014 [ :1jJahn Tayloz Signature: Person is defined as:any individual,firm,co-partnership,joint venture,association,social club,fraternal organization,corporation, estate,trust,receiver,syndicate,any other county,city,municipality,district,or other political subdivision,or any other group or combination acting as a unit. ** Official includes,but is not limited to: Mayor,Council member, Planning Commissioner,Member of a board,commission,or committee of the City,and City employees or staff members. Appendix"F"--Disclosure Statement Page 1 of 1 (Revised 1 21412 0 1 3) 2014-03-11 Agenda Packet Page 266 CITY OF CHULA VISTA FY 2014-2015 FUNDING APPLICATION Appendix Ge Identification of Prior Year CDBG and/or Federal Funds G 1: ::Agency name. Lutheran Social Services G 2.. Project name: Project Hand G 3. :.Year of funding ® Fiscal Year 2010 Ell Fiscal Year 2011 Fiscal Year 2012 G.4. ;!indicate the::"ource.o the'edera1.undrn '''awarded to.1 e rior ro'ect: f . . . g p pJ ® cDBG ❑I HoPWA [� sG ❑ HOME ❑11 CDBG-R HPRP N$P ❑ Other o,,dicatebelow): GS. Amount dwarded: x.8,530 G.6.. Amount spent to date: 18,530 G.7. `Amount reprogramrr►ed to date: 0 G 8. :Indicate below the outcomes anticipated{refer to the original applrcdtion for the project,if possible} ( ) (Provide Emergency Food Pantry Services to 4,500 LMI clients in Chula Vista and surrounding are {2j.. G9.: Indicate belouv the outcomes achieved: 3 of 4 quarterly reports show 2,855 clients were served. The first quarterly report is missing from our documents (1J' and therefore not included in this number. (21'' G 10 If anticipated'outcomes:were NOTachieved,specify which ones:and explain Why below. !Although it is believed the full outcomes were realized LSS struggled with maintaining accurate records to reflect this outcome. We have implemented a very effective procedure which has been utilized for over 1 program year now which demonstrates our increase in capacity in grant compliance measures.] j G 1 ;:Agency name Lutheran Social Services of Southern California G 2 ` Project name: Project Hand G Year of funding: ?, Fiscal Year 2010 Fiscal Year 2011 ❑ Fiscal Year 2012 3 .:G.4.- the.5ource of the federal funding awarded to the prior project:. .. ® CDBG ❑, HOPWA E] ESG HOME CDBG-R HPRP ❑ NSP ❑I Other{lndicate below): G.S. ';Amount awarded:, 20,000 G 6 Arno0nt spent to dater 20,000 G.7. Amount reprogrammed to'a►ate° 0 � G 9.. Indicate below the outcomes anticipated:{refer to the original application for the project,if passible): (1}I jProvide Emergency Food Pantry Services to 4,500 LMI clients in Chula Vista and surrounding areas 2014-03-11 Agenda Packet Page 1 of 5—Supplement to Appendix E Page 267 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION GA 'ilndic to bel6wi the outcomes aehieved: i 5,033 clients were served during the program year. o lfar►y onticipated outcomes revere NQT achievecl,speerfy which ones and explarn why Wo w ![Type response here.] 2014-03-11 Agenda Packet Page 2 of 5—Supplement to Appendix E Page 268 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) G Agency name, Lutheran Social Services of Southern California G 2. roject name: Project Hand I G 3. !Year of funding Fiscal Year 2010 ❑'' Fiscal Year 2011 ® Fiscal Year 2012 i G 4 , ;Indicate the source of the federal funding awarded to the prior.profeet ® CDBG 10 HOPWA ;❑ ESG I ❑` HOME CDBG-B �❑ HPRP ❑ NSP other(indic&,i ..): G 5. .=Amount awarded: 27,830 G.6. A:rrountsper►t to date:>:" 27,830 G.7. .Amount reprogrgmirred to date: 0 G.B. ',Indicate belouv the outcomes anticipated(refers to the original application,for the project,lf Passible): (1) Provide Emergency Food Pantry serves to 4,500 LMi clients in Chula Vista and surrounding area I (2) r�) G,9. 'Indicate below the outcomes achieved: ,5,828 clients were served during the program year (21 (3}; G.10. if any'anticipated outcomes wer&NOT achieved,specify)which"anes:and explain why below [Type response herG.j 2014-03-11 Agenda Packet Page 3 of 5—Supplement to Appendix E Page 269 Application CI CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: South Bay Community Services Program/Project: South Bay Food Program Project Description: The South Bay Food Program includes Thursday's Meals (weekly hot meals), Feeding America's Metro Mobile Pantry, which has expanded to a second Chula Vista location, and SBCS' in-house Emergency Food Program for Homeless and Chula Vista residents/families in need of MmAh'.. food services and support. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 05W - Food Banks Proposed Number 300 to Serve: (subject to change CFR§ 570.208(a)(2) Low depending on funding 6=mm& Moderate Income recommendation) Limited Clientele A"�� Program Total Budget: $40,500 C.V. Cost per Client: $50 (Based on funding recommendation) Funding Request: $15000 Prior Year Fundin $10,000 AM Specific Use of Chula Vista Personnel Costs FUNDING $10,000 Funding: ($5,940) and Supplies RECOMENDED ($9,060) Staff Notes: 0 11 2014-03-11 Agenda Packet Page 270 . ORIGINA6MUNITY DEVELOPMENT BLOCK GRANT PROGRAM Application for Funding for Fiscal Year 2014-2015 L Pro ect category:.. Application Number: 1 ® Public service (CDBGProgramOfficeUseOnly) (checkoneonly) capital improvement ❑ p p Applicant Agency Information Applicant legal name: South Bay Community Services Type of agency; ® 501(c)(3) ❑ Gov't./Public ❑ For Profit ❑ Faith-Based ❑I Other: Agency Address: 430 F Street, Chula Vista 91910 :Date of incorporation: September 1972 Tax ID number: 95-2693142 Agency DUNS number. 1134077791 Annual operating budget: $26,601,738 Number of Paid staff: 500 Number of volunteers: 750 .:.Agen cy mission Statement' SBCS' mission is to provide children,youth, and families with services that reinforce the family's role in our community and assist individuals to aspire realistically to lives of self-fulfillment. Project Title: South Bay Food Program Brief project description: he South Bay Food Program includes Thursday's Meals (weekly hot meals), feeding Americo's Metro Mobile Pantry program which has expanded to a second Chula Vista location, and SBCS'in-house Emergency Food Program for Homeless and needy Chijla Vista rPc,0dPnts/farniliP_r, nppd of food services andsunnort- Funding Request Total funding requested in this application Other funds already secured for . $15,000 1$25,500 :.(you will provide a detailed budget in Appendix C: project: Total cost to complete project: $40,500 Other funds not yet secured for 1$15,00 0 Project Information if Project is'a Public.Service Will service be site specific? EYes ❑No !f your answer is yes, please provide: Addresses)below:... Census tract 30 F Street,Chula Vista 12402/12700 160 Quintard Street, Chula Vista 13203 707 F Street, Chula Vista - 1500 Target Clientele: (Homeless, Youth, Homeless and/or low-income Chula Vista residents/families Elderly, Disabled, Other/General) The following questions on individual clients and households to be served apply only to Public Service;and Minor Residential Rehabilitation projects. Will the project serve.individual clients(ICJ or households(HH)? I ® Individual clients I 1E] Households Tdtol unduplicated IC/HHserved.- 5,100* (Duplicative—clients may be served by multiple program components) Annual cost per client%household: $2.94 Page 1 of 9 2014-03-11 Agenda Packet FAVIS93121412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Secti®n 1: Project Details (Max Score: 25 Pints) 1.1. Provide a concise description`of the proposed project(this description must match the one provided on the cover page), Space for a fuller narrative is provided in Appendix A. . he South Bay Food Program includes Thursday's Meals (weekly hot meals), Feeding America's Metro Mobile Pantry program which has expanded to a second Chula Vista location, and SBCS'in-house Emergency Food Program for Homeless and needy Chula Vista residents/families in need of food services and support. 1.2. Project start date: my 1, 2014 Anticipated end date: une 30, 2015 I 1.3: Project's'days/hours of operation: oo many to list here—see 1.12 below. 1.4. Project I®I Public service 1.5 Project: ® Suitable living environment category: objective:.... ❑ Decent housing capital improvement (check oneoniy) I❑� p (check one only)' ❑ Economic opportunity 1.6 Project ® Availability/accessibility outcome: ❑ Affordability {rfieckorieonly)' ❑ Sustainabillty 1.7. CDBG Criteria: Which CDBG criterion below does your proposed project meet? ® (1) Area benefit:At least 51%of residents within the targeted activity area are low to moderate income (LMI). Please provide a map identifying the Census Tracts designated as LMi. ❑ (2) Limited clientele(select subpart below): ❑ (a) Special needs group (select benefit group from the list below): ❑ 1 (i) Abused children ❑ I (ii) Elderly persons 62 years or older ❑ (iii) Battered spouses ❑ (iv) Severely disabled adults(not children)—Census definition;documentation required ❑ (v) Illiterate adults ❑ (vi) Persons living with HIV/AIDS ❑ (vii) Migrant farm workers ❑ (viii)Homeless persons ❑I (b) At least 51%of clientele to be served will be documented as LMI. How does your agency track and record client demographics? ❑ (3) Housing(select subpart below): ❑ (a) Single family(must be 100%LMI) ❑ I (b) Multi-unit(must be 51%LMI) :1.8.:: The 2010-2015'Consolidated Plan goals are listed below. Select the goal appropriate to your project: ❑ Affordable Rental Housing Opportunities ❑ Maintenance and Preservation of Housing(rehabilitation activities) ❑ Homeownership Opportunities (homebuyer programs) ❑ Community Enhancement(public facilities/spaces) ® Public Services to Special Needs Population and/or Low Moderate income Persons Page 2 of 9 2014-03-11 Agenda Packet ffi@99Xa2 1412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 1.10 t® 1.15: 2 Pages) 1.10.. Explain how the proposed project addresses the goal selected: The South Bay Food Program is designed to benefit the Chula Vista community, including low income families, and individuals by addressing issues in their living environment. The Food Program helps to make one of the basics of living, food, available and accessible to low- and moderate-income people where they live. 1.11: summarize any statistics and other supporting documentation that demonstrate the importance of addressing this need or problem: homeless and need families and individuals including seniors, in Chula Vista continues to increase with The number of ho , dwindling food resources. Homeless and low income families struggle to feed themselves and their children with healthy and nourishing meals. The South Bay Food Program helps to provide families with food, education and resources that they need to develop healthy, self-sufficient lifestyles. 1.12:: List each service provided by the project. For each service,indicate whether it is a new service or an expansion of an existing service: Services coordinated through the South Bay Food Program include the following: Thursday's Meals provides homeless and needy families with hot and nourishing foods on a weekly basis (Mondays at 12 pm, Wednesdays at 5 pm, Fridays at 4 pm and Sundays at 5 pm); Feeding America's Metro Mobile Pantry provides 30-40 pounds of food including dry food , produce, and non food items (such as cleaning supplies, diapers and other home use items)twice per month (The second Tuesday of the month from 5-7 pm and the 3rd Wednesday of the month from 4-6 pm);and SBCS' In-House Emergency Food Program, provides those in need with both non-perishable food items and fresh produce on an as- needed basis. All programs are existing services; however, SBCS has added the second distribution site (Castle Park Middle School) and time (3 d Wednesday of the month from 4-6 pm)for the Metro Mobile Pantry to serve additional families in need. All of these services are on-going, and will be sustained with CDBG funding. 1.13 How does your agency plan to tell the target population about the project/services? Information about the South Bay Food Program is advertised at the SBCS main agency,through flyers distributed to local Family Resource Centers, schools,the Chula Vista Community Collaborative and through local partners including churches and other community service providers. 1.14: List up to three outcomes of the project(at least one is required). For each outcome listed;provide the number of participants who will benefit and the way data will be collected to track or verify the outcome: �he overall program goal is to provide food to low-income and homeless families in Chula Vista, allowing them the opportunity to lead healthy and self-sufficiency lives,free from hunger. The program will be evaluated based on the successful completion of the following objectives: + Provide low-income-and homeless families with access to hot, prepared meals; 300 of whom will visit one of the four Thursday's Meals distributions, as measured by program surveys; ® Provide low-income and homeless families with monthly access to non-perishable food items and fresh produce; 300 of whom will be served by the Metro Mobile Pantry, as measured by program records; and + Provide 100%of food program participants with access to educational materials related to healthy eating, as well as access to agency-run self-sufficiency programs. Page 3 of 9 2014-03-11 Agenda Packet "g4e" 321412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION 71.15..Will the project collaborate with other service providers in the community?if yes, list them ® Yes ❑1 No and Briefly describe the collaboration: SBCS works closely with the Ecumenical Council (18 congregations in the South Bay) as well as Feeding America, the San Diego Food Bank, and the Chula Vista Community Collaborative to cater to the food needs of low income and homeless families and individuals in the Chula Vista Community. Page 4 of 9 2014-03-11 Agenda Packet (R&§4af 421412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 2: Agency Ca acit (Max Score: 10 Pints) 21. : Who will be the person responsible for the overall oversight of the proposed project?: Name of person: Don Hunter Title of person: Family Wellness and Self-Sufficiency Department Director Relevant education' iB.S. Psychology Telephone number: W"0-3620 Date first employed' 11997 212. Who will be the alternate person responsible for the overall oversight of the proposed project? Narne of person: Dina Chavez :: Title of person; Associate Director Relevant education:: B.S. Business Administration Telephone number (619)420-3620 Date first employed: 1989 2.3 Who will be the person responsible for the day-to-day operations and management of the proposed project?. Provide no more'than two individuals: Name of person: maris Sanchez Title of person: lProgram Director Relevant education: B.A. English, Women's Studies Telephone number: (619)420-3620 Date first employed: 12003 Name of person:: Title'of person: Relevant`education: Telephone`number: Date first employed: 2.4. ..Who will be.the'person responsible for the financial oversight of the CDBG expenditures and fiscal compliance? Provide no more than two individuals: Name of person: JElizabeth Iniguez Titles.person: CFO Rele.vanteducation: B.S. Business Administration Telephone`number: (619)420-3620 Date first employed: 1993 Name of person: Tifle`of person: Relevant'education: Telephone number: Date first employed. Page 5 of 9 2014-03-11 Agenda Packet (R @89eW§21412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 2.5 to 2.8: 1 Page) 2.5. List the evaluation tools your agency plans to employ to track and monitor the progress of the project: Clients receiving services and support through the South Bay Food Program are tracked and monitored in the following ways: a Thursday's Meals:via sign-in sheets and demographic surveys; ® Metro Mobile Pantry: via sign in sheets; and ® In-House Emergency Food Program:via sign-in sheets. Client information is then entered into the agency database and maintained by the Contract Compliance and Quality Assurance Staff. 2.6..;: How does:your agency plan to.ensure compliance with applicable policy and procedural requirements (including " l those listed in HUD's s rlayin y by the Rules"Handbook)? SBCS receives multiple types of HUD funding, and as such has aligned its financial management policies, methods of procurement and contracting, property management, record-keeping and reporting policies,administration and program requirements, and required financial audits in compliance with HUD's "Playing by the Rules" Handbook. 23: Describe any unresolved ADA issues in the project or project office and how your agency plans to address them. (If the objective of the project is ADA rehabilitation, do not repeat the project description here.) Not applicable. 2.8 How many members does your Board of Directors have? 9 How many Board members are also members of the project's target'population or reside in 5 the project's target area?Indicate which ones in Appendix F. Page 6 of 9 2014-03-11 Agenda Packet (R @9ftJU§2 1412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 3e Auditing Control (Max Score: 15 Points; Max Length: 2 Pages) 3.1:: Briefly describe your agency's payment and disbursement procedures, with relevance to the proposed project All funds are managed by SBCS' Fiscal Department. The Fiscal staff includes the Chief Financial Officer (CFO): Elizabeth Iniguez, 3 Accounting Associates, 1 Accounts Payable Clerk, and 1 Fiscal Aide. The following are SBCS' fiscal procedures: Cash Disbursements: cash disbursements are prepared twice a month by our computerized accounts payable program. Payment is done for all authorized check requests. Where warranted, due to the significant amount of the purchase, approval from the Board of Directors is needed. Original supporting documents must be attached to all check request forms. After payment, all supporting invoices are stamped "paid" to avoid duplication of payment. All checks over $1,000.00 require two signatures, the CEO and a member of the Board of Directors. Pre-numbered checks are used on all disbursements. Numerical and physical control is maintained over blank checks as well as issued checks. Void checks are adequately mutilated and filed in numerical order with canceled checks. Cash Receipts:cash receiving is handled by the receptionist. She is in charge of opening all mail and logging in all checks received.The receptionist is not involved in any fiscal duties. Incoming cash receipts, primarily in the form of checks, are locked in a file cabinet until accumulation merits a deposit. The collection of cash is maintained by a separate cash receipt log. The Deposit is prepared by an Accounting Associate and posted to the general ledger by the Lead Accountant, maintaining discrete accounts for different funding sources. Periodic reconciliation of detailed cash receipt records to duplicate deposit slips, accounts receivables, and cash control accounts are prepared by personnel independent of cash functions. Payroll and Personnel: New employees are investigated before being hired. Wage and personnel policies are current and in writing. Current and complete personnel files are maintained. An adequate system is used to insure proper recording of hours and time. All salary and wage payments are made by check. An outside payroll company is responsible for processing payroll and printing appropriate payroll checks. All payroll checks are delivered to our office for review, and distribution to employees. The payroll account is reconciled by someone other than the person preparing the payroll and signing checks. Revenue, Billing and Receivables:The CFO prepares all grant billings. Billings are done under reimbursement basis once a month and journalized as a receivable until the proper payment is made. The billings are done either on a preprinted form provided by the grantor or in-house prepared form. The CFO is in charge of monitoring the year-to-date expenses and comparing them to the annual budget. Under no circumstances will billings for a particular expense exceed the annual authorized budget.The fiscal department does a periodic analysis of receivables. Petty Cash and Cash On Hand: Petty cash funds are maintained on an impress basis, with one individual responsible for the fund. They are not combined with other receipts. Responsibility for petty cash is separate from cash disbursements, receipts, and receivables functions. Limits exist on the amount for reimbursements out of petty cash. Supporting documents are checked and canceled at the time the fund is replenished. The fiscal department makes periodic and surprise counts of funds. 3..2. . Describe how your agency's Board of Directors exercises programmatic and fiscal oversight: South Bay Community Services' Board of Directors meets every other month, during which they receive programmatic updates, and are advised on other significant agency business. The Board of Director's reviews and approves all funding requests, quarterly budget updates and the annual report. The Board is comprised of a number of sub-committees including the Executive Committee and Audit Committee,whose members attend to agency policies, procedures and financial management. The Board also directly oversees the President and CEO,who has the authority to act on the agency's behalf. 3 your agency's financial reporting system/accounting procedures, with relevance to the proposed.: project: The Chief Financial Officer and Fiscal Staff utilize generally accepted accounting procedures in handling disbursement of funds and maintaining fiscal records. SBCS successfully manages more than 60 Federal, State, County, and city grants,as Page 7 of 9 2014-03-11 Agenda Packet (Ra*M721412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION well as Private Foundation funding.The agency is audited by an independent auditor on an annual basis, and has a history of clean financial audits. 3.1 Briefly describe your agency's record keeping system,wvith.relevance to the proposed project: Program Evaluation and Quality Management is an integrated process facilitated by the SBCS' Contract Compliance and Quality Assurance Department. The CCQA staff possess extensive experience with monitoring and evaluating service delivery, and they regularly review the conditions of each contract to ensure these conditions are being met correctly and with high quality. SBCS has written policies that address Privacy and Confidentiality and the Release of Information, and all program procedures are HIPAA compliant. Direct service staff will use various tools to measure program success including contact logs, sign-in sheets, client surveys and case notes.All confidential files are transported in confidential lock boxes from program sites to the main agency, and are maintained in locked secure file cabinets when not in use. 3 5. :` Briefly describe your agency's auditing requirements,including those for the proposed project:. South Bay Community Services is audited by an independent auditor on an annual basis, and has a history of clean financial audits. 3.6. Briefly describe your agency's'internol controls to minimize opportunities for fraud; waste, and mismanagement:.. In addition to the Fiscal Policies listed above in 3.1, the CFO monitors the budget on a daily basis as receipts and debits are posted, as new grants come in, and as expenses and invoices are paid.There are regular meetings with the President and CEO to make sure funding streams are adequate for programs, and strategies are developed to apply for and acquire more funds as programs expand. 3.7. How does your agency plan to segregate CDBG funds from other agency funds for purposes of identification, tracking, and reporting? Contracts, grants, and other major funding sources are accounted in separate departments to prevent overlap of expenses and maintain separate general ledgers for each funding source. This system facilitates the monthly monitoring of year-to-date expenses by funding source, and accounting for expenses to any particular funding source. CDBG funds will be managed in accordance with this agency policy. Page 8 of 9 2014-03-11 Agenda Packet (Fg!0gZ'J2 1412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 4: Agency Experience (Max Score: 10 Points; Max Length: 1 Page for Section 4/5 Combined) 4.1.. Briefly highlight your agency's experience and major accomplishments in providing services to LMI residents and/or communities. You may expand in`Appendix A. South Bay Community Services (SECS) is a dynamic 501(c)(3) organization and is the largest provider of social service and community development programs in San Diego County's South Bay. SECS serves San Diego County's Southern Region, an area with a diverse population that is greatly affected by immigration, characterized by transience, low socioeconomic expectancy, high crime rates, intense gang activity, and substance abuse, making it difficult for them to find employment, affordable housing, and access community resources and services. I SBCS was created by dedicated community members in 1971 as a drop-in center for drug abusing teens. Responding to evolving community needs and concerns, we have developed a wide range of integrated, bilingual, prevention, intervention,and treatment options for youth and families, including mental health counseling; the region's only permanent shelter and support services for homeless families,youth,and domestic violence victims and their children; transitional and affordable housing; drug&alcohol prevention and intervention; domestic violence prevention and intervention; community development; child abuse prevention and intervention; and extensive youth programming. SBCS is an experienced operator of food programs,and has been receiving CV CDBG funds and operating Thursday's Meals since July of 2003; Our Feeding America program has been in existence since August of 2010; and SBCS' In-House Emergency Food Program has been in operation since we began sheltering homeless families in 1993 and has become a larger and more formally entrenched program every year since. 4.2 Has your agency received CDBG or other federal funds in any of the past three fiscal years (Fiscal Years 2011-2012,2012-2013, through 2013-2014)?If yes, complete Appendix G for ® Yes J❑ No each of the grants received for the three Fiscal Years 2011,2012; and 2013: Section 5: Back-l! Plan (Max Scores 5 Points,) :5,1.. Will your agency still implement this project should CDBG funds not be awarded?If yes,hov4! ® Yes �❑ No will the implementation be achieved? The need for food and food services has increased at a time when funding has decreased, so CDBG support of the South Bay Food Program is essential to sustain this much needed service within the community. If funded at an amount less than requested, we will continue to provide Food Distribution, but will be forced to serve fewer families and individuals. 5.2. If funded, how Will your agency continue this project if CDBG funds are hot available in future years? Funding support for the South Bay Food Program is spread over a wide base of local, county, st-ate, and federal agencies as well as individual donors, local corporations, and private foundations, to guard against program closure because of the loss of a funding source.This strategic formula will create sustainability over time through the leveraging of diverse funding sources, and limits liability and dependence upon one type of support. Page 9 of 9 2014-03-11 Agenda Packet ffi@99RQ21412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix A: Narrative of Project (Max Length: 2 Pages) In two pages or less, explain belowyour proposed project and make the case why it should be awarded funding. The South Bay Food Program is the largest in Chula Vista, and currently coordinates a number of food distribution efforts: • Thursday's Meals, are weekly prepared,hot meals available for homeless and needy individuals and families. Meals are prepared four times a week: Mondays at 12pm,Wednesdays at 5 pm,Fridays and 5 pm and Sundays at 5 pm; and served by staff and volunteers including those from the International Christian Center, Chula Vista Church of God and Most Precious Blood. • Feeding America's Metro Mobile Pantry, provides over 10,000 pounds of food/household items to homeless and low income individuals and families each month. Staff and volunteers break down pallets of food and create 30-40 pound packages which include dry food, fresh produce,and non-food items like cleaning supplies, diapers and other household items. This program operates at 707 F Street, on the second Tuesday of the month from 5-7 pm; and at 160 Quintard Steet on the third Wednesday of the month from 5-7 pm. • SBCS'In-House Emergency Food Program, is comprised of food from public and private drives as well as community donations, and allows those in need to receive both non-perishable food items and fresh produce on an as-needed basis. The South Bay Food Program serves low income families in predominately Western Chula Vista,including children, adults and senior citizens,many of whom are homeless or at-risk of homelessness. In addition to food,Food Program participants are provided with nutrition information, education and resources. They also have access to SBCS'wraparound continuum of services including emergency shelter,transitional housing and affordable housing; the Family Self-Sufficiency Program; as well as crisis intervention, employment assistance, children's services and assistance applying for benefits.The South Bay Food Program is more than just food-it provides families with the ingredients to prepare healthy and nourishing meals,along with the education and resources that they need to develop healthy,self-sufficient lifestyles. Appendix "A"-Narrative Page 1 of 1 (Revised 121412013) 2014-03-11 Agenda Packet Page 280 APPENDIX G1: LIST OF ALL FUNDING SOURCES FOR THE PROJECT CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION This table serves to provide the listing of all funds to be made available for the project. There are 3 steps to the completion of this table: Step (1): Enter the FY 2014-2015 CDBG application funding request amount for this application; Step (2): Complete the following table with the amounts of other funding sources that have been secured or funding sources that are unsecured foi-the implementation of the project; and Step(3): Attach any supporting documentation that verifies the secured finding sources and amounts for the project. NOTE: Amounts Unsecured should be funding sources that the Agency is reasonably sure will be available for the project. However supporting documentation is not yet available. AMOUNT AMOUNT % OF SECURED UNSECURED TOTAL FY 2014-2015 CDBG Application Request from City of Chula Vista (Step 1) $15,000 37.04% List Other Sources Below: (Step 2) HOME 0.00% ESG 0.00% HOPWA 0.00% CDBG-R 0.00% NSP 0.00% HPRP 0.00% Other Federal Stimulus Funds 0.00% Other Federal Funds 0.00% San Diego Housing Commission 0.00% State Funds 0.00% County Funds 0.00% Local Funds $10,500 25.93% Private Funds 0.00% Agency Funds 0.00% In-Kind $15,000 37,04% 0.00% 0.00% 0.00% 0,00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% TOTAL $25,500 $15,000 100% TOTAL PROJECT BUDGET $40,500 2014-03-11 Agenda Packet Page 281 APPENDIX C-2: THREE-MONTH CASH RULE TEST CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION THREE-MONTH CASH RULE TEST The three (3)-month rule is used as a guideline to determine whether an Agency is solvent and has enough available cash to take a CDBG project from beginning to end during the 12-month allowed to complete the project. CDBG projects should not harm the day-to-day operations of the Agency, so enough funds must be available for both purposes. Provide the information requested below to demonstrate that the agency has enough cash on hand to operate the proposed project on a reimbursement basis. Balance Sheet-Audited Financial Statements, FY 6/30/2013 CY Page# Document must be attached to Application Enter Agency Cash Balance (Cash cannot include Investments or Receivables) 1,220,960 A. Multiply Agency Cash Balance by 4=Cash available for project(s) 4,883,$40 List the amount of FY 2014-2015 CDBG funding applied for this application. 15,000 List the amount of FY 2014.2015 CDBG funding applied for any other application. 78,550 List the amount of FY 2014-2015 CDBG funding applied for any other application. B. Sum all the amounts for FY 2014-2015 CDBG funding request(s) 93,550 Compare Agency Cash Balance Available (Item A)with Total FY 2014-2015 CDBG Funding Request(Item B); Item A 4,883,840 Item B 93,550 Differencel 4,790,290 Analyze Results 1- If difference is a positive amount or equals $0, the Agency is eligible to apply. 2-If difference is a negative amount,the Agency has the options below: The Agency can adjust any of the FY 2014-2015 CDBG requested amount(s)to result in a positive or$0 balance, as long as: A)EACH PROJECT MEETS THE MINIMUM REQUIRED AMOUNT FOR EACH OF THE APPLICATIONS, AND B) CASH AVAILABLE FOR PROJECTS IS NOW GREATER THAN ORE UAL TO THE TOTAL,FY 2014 CDBG FUNDING REQUEST. 2014-03-11 Agenda Packet Page 282 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 1 -BUDGET EXHIBIT AGENCY South Bay Community Services PROJECT South Bay Food Program CDBG Percentage SALARIES & WAGES (Schedule 2) 4,680 FRINGE BENEFITS (Schedule 3) I,260 J t TOTAL PERSONNEL 5,940 SUPPLIES (Schedule 5) 9,060 POSTAGE (Schedule 5) CONSULTANT SERVICES (Schedule 5) MAINTENANCE/REPAIR (Schedule 5) PUBLICATIONS/PRINTING (Schedule 5) TRANSPORTATION (Schedule 5) RENT (Schedule 5) EQUIPMENT RENTAL (Schedule 5) INSURANCE (Schedule 5) UTILITIES (Schedule 5) TELEPHONE Schedule ( 5) OTHER EXPENSES (SPECIFY): (Schedule 5) (Schedule 5) (Schedule 5) TOTAL NON-PERSONNEL 9,060 TOTAL INDIRECT COSTS/ADMINISTRATIVE OVERHEAD (IC/AO) (Schedule 4) 0 [IC/AO Expenses limited to 15% of Total CDBG Project Budget] TOTAL CDBG PROJECT BUDGET 15,000 Page 1 of 5 2014-03-11 Agenda Packet Page 283 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 2 -PERSONNEL SCHEDULE: GROSS PAY The purpose of this form is to list the positions being claimed against the CDBG funding request amount. The positions listed below must provide direct project/client services. Positions providing non-direct services must be included in the indirect costs/administrative overhead (IC/AO) line item. The Total CDBG Salary &Wages must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY South Bay Community Services PROJECT South Bay food Program (1) (2) (3) (`l) PERCENT TOTAL { POSITION TITLE GROSS PAY CHARGED SALARY&WAGES Youth and Family Associate 39,000 12.00% 4,680.0 - TOTAL CDBG SALARY & WAGES 4,680 1. List all positions charged against CDBG funding providing direct CDBG project/client activity. 2. List gross pay for each position listed. 3. List percent of gross pay to be charged against CDBG funding. Pa. Schedule (Check One) Monthly Biweekly X Twice a Month Page 2 of S 2014-03-11 Agenda Packet Page 284 APPENDIX G3: PUBLIC SERVICE SCHEDULE 3 -PERSONNEL SCHEDULE: FRINGE BENEFITS The purpose of this forth is to list the fringe benefits being claimed against CDBG funding request amount. The Total Fringe must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY South Bay Community Services PROJECT South Bay Food Program (1) (2) (3) (4) (5) (6) �4 AMT OF PERCENT POSITION TITLE FRINGE TITLE INSURANCE GROSS PAY CHARGED AMOUNT Youth and Family Associate Fica 4,680 7.65% 358 Youth and Family Associate sui 850 2.00% 17 Youth and Family Associate Pension - 0.00% - Youth and Family Associate Health 6,800.00 12.00% 816 Youth and Family Associate W/Comp 4,680 1.47% 69 TOTAL CDBG FRINGE BENEFIT 1,260 1. List all POSITIONS charged against CDBG funding providing direct CDBG project/client activity. 2. List Fringe Benefit title FOR EACH POSITION charged to CDBG fiends. 3. List the amount of insurance for each position charged against CDBG funds. 4. Use gross pay for project/total all wages of agency. Then muliply by required percent for each fringe. 5. List percent of gross pay to be multiplied for insurance Pad!,Schedule(Check One) Monthly Biweekly X Twice a Month Page 3 of 5 2014-03-11 Agenda Packet Page 285 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 4-INDIRECT COST/ADMINISTRATIVE OVERHEAD (IC/AO) CALCULATION The purpose of this form is to list the IC/AO being claimed against CDBG funding amount requested. The Total IC/AO must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY South Bay Community Services PROJECT South Bay Food Program {1) (2) (3) (4) AGENCY TOTAL INDIRECT BUDGET PERCENT COST/ADMINISTRATIVE POSITION TITLE/LINE ITEM AMOUNT CHARGED OVERHEAD TOTAL CDBG INDIRECT COST/ADMINISTRATIVE OVERHEAD (5) Total CDBG Budget 15,000 Percentage 0.00% (Must be equal or less than 15%) 1 List all personnel or nonpersonnel (NPE)charged against CDBG funding-include detailed description of indirect use. 2. List total Agency budget for positon and/or NPE line item. 13. List PERCENT of total budget to be charged against CDBG funding. I4. Total indirect cost/administrative overhead to be charged against CDBG funding. 5. Enter the Total FY 13 CDBG Budget; percentage will be AUTOMATICALLY calculated. Pay Schedule(Check One) Monthly Biweekly X Twice a Month Page 4 of 5 2014-03-11 Agenda Packet Page 286 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 5-BUDGET.7USTIFICATION* AGENCY South Bay Community Services PROJECT South Bay Food Program LINE ITEM AMOUNT Explanation: Ex Detailed p TOTAL LINE ITEM AMOUNT Detailed Explanation: TOTAL $ - LINE ITEM AMOUNT Detailed Explanation: TOTAL $ - *All line items must be justified in relation to CDBG-funded activities to be completed. Add pages as needed. Page 5 of 5 2014-03-11 Agenda Packet Page 287 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix D: Implementation (Max Length: 1 Page; Max Score: 5 Points) Provide a listing below of the specific.'tasks or activities needed to implement the proposed project and a timeline for their completion.Number each task or activil);describe it andgive the projected date of completion,Add additional rows as needed. # Tdsk/Actrvfty Description Completion Date 1 Coordinate volunteers !volunteers are utilized to serve weekly hot meals On-going through Thursday's Meals,and to assist with the creation and distribution of food packages for the Metro Mobile Pantry 2. Serve Hot Meals I :Coordinate and serve hot meals to individuals and On-going families every Monday at 12 pm,Wednesday at 5 pm, Friday at 4 pm and Sundays at 5 pm 4. :Provide access to healthy Coordinate and distribute food/produce/household On-going food/recipes/education items/recipes and nutrition information to families and individuals bi-monthly through the Metro Mobile Pantry on the Second Tuesday of the month from 5- 7pm and the 3rd Wednesday of the month from 4- 6pm I Appendix"D"—Implementation Page 1 of 1 (Revised 121412013) 2014-03-11 Agenda Packet Page 288 CITY OF CHULA VISTA FY 2014-2015 FUNDING APPLICATION Appendix G: Identification of Prior Year CDBG and/®r Federal Funds G.1 . Agency no South Bay Community Services G.2 Project name South Bay Food Program I; G.3.. Year of funding: ❑ Fiscal Year 2011 ❑'' Fiscal Year 2012 1 ® I Fiscal Year 2013 GA, Indicate the source of the federal funding awarded to the prior project: ® CDBG ❑' HOPWA ❑ ESG ❑', HOME CDBG-R ❑' HPRP ❑i NSP ❑ Ot her(1rrdFcarebelowJ. G.5. Amount awarded: ;$10,000 G.6. Amount spent to date: $10,000 G.7. Amount reprograiimed`to date: G.8. Indicate below the outeornes anticipated(refer to the'ori'gihal application for the project,if possible): :Provide nutritious and nourishing meals to 300 unduplicated low/moderate income homeless and needy people in (1) the City of Chula Vista at various sites throughout the City. (2) At least 51%of those served are at or below 80%of the Area Median Income. (3) G.9. Indicate below the outcomes achieved: As of December 2013, 169 clients (both Chula Vista and non-Chula Vista residents) were surveyed and received (1) . nutritious and nourishing meals (2) As of December 2013, 100% of those served were below 80%AMI (3) G.10. If any anticipated outcomes.were NOT achie.ved,specify winch ones and explain why below (Type response herG.) G.1. Agency name: South Bay Community Services G.2.:: Projectnarr'e: South Bay Food Program G3`: Year of funding: ❑' I Fiscal Year 2011 ® Fiscal Year 2012 ❑, Fiscal Year 2013 G.4: Indicate the:sou rce of the federal funding awarded to the prior project ® CDBG ❑I HOPWA [❑` ESG ❑ HOME ❑ CDBG-R ❑ HPRP ❑ NSP ❑ Other(Indicate6elaw): G.-1 Amount awarded $10,000 G.6. Amount'spent`to date $10,000 G.T.` Amount reprograrrirried to date G.S. Indicate below the outcomes anticipated(refer to the original application for the project, if passible) Provide nutritious and nourishing meals to 300 unduplicated low/moderate income homeless and needy people in (1J the City of Chula Vista at various sites throughout the City. 2014-03-11 Agenda Packet Page 1 of 3—Supplement to Appendix E Page 289 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (2J AL least 51%of those served are at or below 80%of the Area Median Income. G:9: Indicate below the outconjes achieved: 683 clients (both Chula Vista and non-Chula Vista residents)were surveyed and received nutritious and nourishing (1) meals (2) 99.7%of those served were below 80%AMI ( J G.10:.1f any anticipated outcomes were NOT'achieved,specify which ones and explain vhy below: [Not applicable. 2014-03-11 Agenda Packet Page 2 of 3—Supplement to Appendix E Page 290 CITY OF CHUTA VISTA FY 2013-2014 CDBG FUNNING APPLICATION (Max length per Project: 1 Page) G I.. Agency name: 'South Bay Community Services G.2. Project name: =Food Program—Thursday's Meals G.3. Year of funding: I ® I Fiscal Year 2011 Fiscal Year 2012 ical Year 2013 G:4. Indicate the source of the federal funding awarded to the prior project: ® CDBG ❑I HOPWA ❑i ESG ❑ HOME ❑, CDBG-R ❑ HPRP ❑ NSP ❑ Other(indicate below): i i G.5: Amount awarded; $10,000 G.6. Amount spent to date: ';$10,000 G.7 Amount reprogrammed b date: G.8: Indicate below the outcomes anticipated(refer to the orrgrr al application for the project,if possible): Provide nutritious and nourishing meals to 300 unduplicated low/moderate income homeless and needy people in (1) the City of Chula Vista at various sites throughout the City. (2) At least 51%of those served are at or below 80%of the Area Median Income. (3) G.9. Indicate below the outcomes achieved: 1396 clients (both Chula Vista and non-Chula Vista residents)were surveyed and received nutritious and nourishing (1) meals (2) 100%of those served were below 80%AMI 1, (3) G.10. If anyanticipated outcomes were NOT achieved,specify which'ones and explain why below [Not applicable: 2014-03-11 Agenda Packet Page 3 of 3—Supplement to Appendix E Page 291 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: Jacobs & Cushman San Diego Food Bank Program/Project: Food 4 Kids Backpack Program Project Description: The Food 4 Kids Backpack Program provides food to people in need and connects the people served to a range of health and human services providers. The program advocates for the hungry and educate the public about hunger in the community. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 05W - Food Banks Proposed Number 100 to Serve: (subject to change CFR§ 570.208(a)(2) Low depending on fundin-A &MMiaModerate Income recommendation) Limited Clientele Program Total Budget: $300,000 C.V. Cost per Client: $200 (Based on funding recommendation) Funding Request: $20,000 Prior Year Funding $0 Specific Use of Chula Vista Personnel Costs FUNDING $15,000 Funding: ($2,309) and Supplies RECOMENDED ($17,721) Staff Notes: 2014-03-11 Agenda Packet Page 292 COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Application for Funding for Fiscal Year 2014-2015 QTY OF UTA ISTA Project category: Application Number: 1 X Public service (CDBG Program Office Use Only) (check one only) ❑ Capitalimprovement Applicant Agency Information Applicant legal name: ;Jacobs &Cushman San Diego Food Bank i Type of agency: X 501(c)(3) ❑ Gov't./Public ❑ For Profit 10 Faith-Based ❑ Other: Agency Address: 9850 Distribution Avenue; San Diego CA 92121 Date of incorporation:, :May 2006 Tax 1D number: 120-4374795 Agency DUNS.number: 101-573-5903 Annual operating budget: 1$7,700,00 Number of paid staff. 141 1 Number of volunteers: 121,000 Agency mission statement: : , The Jacobs &Cushman San Diego Food Bank provides food to people in need and connects the people we serve to a range of health and human service providers. We advocate for the hungry and educate the public about hunger in our community. Project Title: ;Food 4 Kids Backpack Program Brief project description: The Food 4 Kids Backpack Program provides food to elementary school children who receive free/reduced price school meals during the week, but risk hunger during weekends when school meals are unavailable. Funding Request Total funding requested in this application Other funds already secured for (you will provide a detailed budget in Appendix C. :$20,000 project. $50,000 Total cost to complete project: $300,000 Other funds not yet secured for $250,QQQ 1: Project Information if Project is a Public Service, will service be site specific? IX Yes. []No, If your answer is yes, please provide: Address(es)below: Census tract: John Montgomery Elementary, 1601 Fourth Ave.,Chula Vista, CA 91911 13204 <Harborside Elementary,681 Naples St., Chula Vista,CA 91911 113309 ;Calvin J. Lauderbach Elementary, 390 Palomar St., Chula Vista, CA 91911 13203 Target Clientele:(Homeless, Youth; Youth Elderly, Disabled, Other/General), The following questions on individual clients and households to be served apply only to Public Service, and Minor Residential Rehabilitation projects: Will the project serve individual clients(IC) or households(HH)? X Individual clients I❑ Households Total unduplicated 1C/HH served: 100 Annual cost per client/household: $200 per student; $0 cost to participants or schools Page 1 of 8 ( 2014-03-11 Agenda Packet �s�d2/4/2013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 1: Project Details (Max Score. 25 Points) 1.1. Provide a concise description of the proposed project(this description must match the one provided on the cover page). Space for a fuller narrative is provided in Appendix A. The Food 4 Kids Backpack Program provides food to elementary school children who receive free/reduced price school meals during the week, but risk hunger during weekends when school meals are unavailable. 3 1.2. Project start date: September 2014 Anticipated end date: June 2015 1.3. Project's days/hours of operation:.. ;Weekly for 36 weeks 1.4. Project X Public service 1:5 Project X Suitable living environment category: objective:.. Htnomic ent housing (check one only) ❑;Capital improvement (check one only) opportunity 1.6 Project X Availability/accessibility outcome: ❑ Affordability (check one only) ❑ Sustainability 1.7. CDBG Criteria: Which CDBG criterion below does your proposed project meet? (1) Area benefit:At least 51%of residents within the targeted activity area are low to moderate income(LMI). ❑ Please provide a map identifying the Census Tracts designated as LMI. X (2) Limited clientele(select subpart below): in (a) Special needs group (select benefit group from the list below): ❑ I (i) Abused children ❑ (ii) Elderly persons 62 years or older ❑ I (iii) Battered spouses ❑ (iv) Severely disabled adults (not children) Census definition;documentation required ❑ (v) illiterate adults ❑ (vi) Persons living with HIV/AIDS (vii) Migrant farm workers ❑ (viii)Homeless persons X (b) At feast 51%of clientele to be served will be documented as LMI. How does your agency track and record client demographics?--Free and reduced price school meal participants. ® (3) Housing(select subpart below): (a) Single family(must be 100%LMI) ❑ (b) Multi-unit(must be 51%LMI) 1.8. The 2010-2015 Consolidated Plan goals are listed below. Select the goal appropriate to your project: ❑ Affordable Rental Housing Opportunities Maintenance and Preservation of Housing(rehabilitation activities) ❑ Homeownership Opportunities(homebuyer programs) ❑ Community Enhancement(public facilities/spaces) X Public Services to Special Needs Population and/or Low Moderate Income Persons Page 2 of 8 2014-03-11 Agenda Packet f+,�5294i2/412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 1.10 to 1.15: 2 Pages) F1,10, Explain how the proposed project addresses the goal selected: ;The Food 4 Kids Backpack Program addresses the "Special Needs and Homeless Priorities Including Public Services. . objective by providing basic and essential services—weekly food bags, information on nutrition and social service programs and assistance with gaining CalFresh benefits—to local students and their low-income families. 1.11. Summarize any statistics and other supporting documentation that demonstrate the importance of addressing this need or problem: The Food Bank's stakeholders are particularly concerned by the increasing problems of childhood hunger. The 446,000 human beings who live in poverty in San Diego County include 137,000 children under the age of 18. Poverty is a condition that almost always equates to poor school performance, missed meals and chronic illness. Nutrition affects a child's cognitive, social, and emotional development. Hungry children have enormous problems in school. Children who do not get the nutritious food their bodies need are more likely to have problems learning, growing, and interacting with their teachers and peers.Signs of chronic hunger can be short attention spans; inability to concentrate; excessive absences; hyperactive, aggressive, irritable, anxious,withdrawn, distressed,or passive/aggressive behaviors; difficulty in forming friendships and getting along with others; and/or frequent sickness,such as sore throat, the common cold, stomach ache, ear infection, and fatigue. While tens of thousands of families are receiving meals through the Food Bank's huge warehouse distribution programs, we are painfully aware that too many of the poorest and most hungry children either"slip through the cracks" or do not receive enough personal food once it is distributed through our existing food programs. When it comes to childhood hunger,we have only one goal:to eliminate it-completely. We realize such a goal demands the creation of powerful programs, and our Food 4 Kids Backpack Program is exactly that! 1.12. List each service provided by the project. For each service, indicate whether it is a new service or an expansion of an existing service: ;The Food 4 Kids Backpack Program targets chronically hungry children in San Diego County by working in select public schools where large percentages of the children receive government-sponsored free meals during the school week, but have no such provisions over weekends. All children who receive free/reduced price lunches through government programs are eligible to receive Food Bank backpacks. Chronically hungry children are identified by teachers and school staff using a referral form that provides guidelines and warning signs for program eligibility.These children are provided new backpacks each school year. Every Friday,the backpacks are filled with food that is nutritious, nonperishable, and easily-consumed. Confidentiality and discretion are always a priority and parents of participating children are requested to sign approval forms for participation. In Chula Vista specifically,the Food 4 Kids Backpack Program assists 25 students at Calvin J. Lauderbach Elementary, 25 students at Harborside Elementary and 50 students at John Montgomery Elementary. If possible,we will look to expand on the existing levels of service to these schools. 1.11 How does your agency plan to tell the target population about the project/services? ;Working with principals, counselors,school nurses,teachers and parents,the Food Bank has several means to promote the Food 4 Kids Backpack Program to the target population and to identify potential participants. Confidentiality and discretion are important considerations for everyone involved, so more personal and targeted communication are key to the program's success and growth. Page 3 of 8 2014-03-11 Agenda Packet (ggVjeA,J2/4/2013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION 1.14. List up to three outcomes of the project(at least one is required). For each outcome listed, provide the number of participants who will benefit and the way data will be collected to track or verify the outcome: 1. 50 students at John Montgomery Elementary,25 students at Harborside Elementary and 25 students at Calvin J. Lauderbach Elementary School will receive a backpack full of child-friendly, nutritious food every Friday during the schoolyear. 2. The Jacobs &Cushman San Diego Food Bank will send home in backpacks information about nutrition,food distributions and other social services available to low-income households. 3. The Jacobs&Cushman San Diego Food Bank will offer assistance in prescreening and qualifying Montgomery, Harborside and Lauderbach families to receive CalFresh benefits (formally Food Stamps). For the first outcome,the Food Bank maintains records of the number and weight of the bags of food delivered to each school each week. Regular reports from school personnel provide additional information on the program's reach and impact. For the second and third outcomes,the Food Bank's Direct Services Manager, Daniela Solano oversees the availability of these additional services. 1.15. Will the project collaborate with other service providers in the community?If yes, list them X Yes ❑ No and briefly describe the collaboration: The Food Bank is proud of its strong, working relationship with the Chula Vista schools participating in the Food 4 Kids Backpack Program. For this particular project, the Food Bank will continue to collaborate with John Montgomery Elementary, Harborside Elementary and Calvin J. Lauderbach Elementary.At each school, key school administrators work with teachers to identify and enroll eligible students.The Food Bank delivers weekly packs of food which are then distributed by the individual school sites to participating students. Page 4 of 8 (�P 2014-03-11 Agenda Packet e �12/4/2Q13J CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 2: Agency Capacity (Max Score: 10 Points) 2.1. Who will be the person responsible for the overall oversight of the proposed project? Name of person: :Vanessa Franco Title of person: :Vice President, Operations Relevant education: Some college coursework, LEAD San Diego graduate and Fieldstone Foundation graduate. Telephone number: 858-863-5114 Date first employed: 11/2003 2.2. Who will be the alternate person responsible for the overall oversight of the proposed project? i Name of person: :Casey Castillo Title of person: :Vice President, Finance 'I Relevant education: :MBA from Cal State, San Bernardino Telephone number: 858-863-5115 Date first employed: :03/2008 2.3 Who will be the person responsible for the day-to-day operations and management of the proposed project? Provide no more than two individuals: Name of person: Daniela Solano Title of person: Direct Services Manager Relevant education: Degree in Psychology from San Diego State University Telephone number: ,858-863-5143 Date first employed. 12/2008 Name of person: ;Vanessa Franco : Title of person: :Vice President, Operations Relevant education: :Some college coursework, LEAD San Diego graduate and Fieldstone Foundation graduate. Telephone number: ;858-863-5114 Date first employed: :11/2003 2.4. Who will be the person responsible for the financial oversight of the CDBG expenditures and fiscal compliance? Provide no more than two individuals: Name of person: Casey Castillo Title of person: Vice President, Finance Relevant education: MBA from Cal State San Bernardino Telephone number: :858=863-5116 Date first employed: 03/2008 Name of person: Title of person: Relevant education: Telephone number: Date first employed: Page 5 of 8 2014-03-11 Agenda Packet ft4sl J2/412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 2.5 to 2.8: 1 Page) 2.5. List the evaluation tools your agency plans to employ to track and monitor the progress of the project. ;Reports from school personnel experienced with the program assure us that the Food 4 Kids Backpack Program has a significant positive effect on student attendance, attention in the classroom,grades, social interactions, personal hygiene and overall health of the student. The following program control documents guarantee the program is consistently evaluated and outcomes measured: Parent Permission Slip in English and Spanish, Memorandum of Understanding with host school, "Identifying Chronically j Hungry Children" handout,Student Referral Form, School Program Coordinator Responsibilities, Coordinator Evaluation Form, Monthly and Year-end Report forms. The Food Bank evaluates progress toward goals by using straightforward benchmarks that relate to themes of reliability, sensitivity, and quality nutrition. Our benchmarks to measure effectiveness for both programs are responsible and adequate and will continue to include the questions: • Did all participating children receive a quality backpack that week? ® Are sensitive issues involving human dignity handled quickly and effectively? • Are adequate food records and interactions with children reported? • Has the school Program Coordinator filed a monthly report to the Food Bank? These records and reports—the raw material for evaluating the program—will continue to be collected and reviewed by the Direct Services Manager or Vice President of Operations. The data is used to identify necessary program changes or even to modify tactics if data merits such change. 2.6. How does your agency plan to ensure compliance with applicable policy and procedural requirements(including those listed in HUD's "Playing by the Rules"Handbook)? The Food Bank has years of experience successfully managing projects and programs supported with CDBG funding from cities throughout San Diego County. Through the concentrated efforts of key Food Bank personnel—including the Vice President of Finance,the Vice President of Operations,the Risk Management Manger and the Direct Services Manager— the Food Bank plans to continue to strictly follow the applicable policy and procedural requirements as outlined. In addition, the Food Bank monitors the activities of Backpack Program schools by conducting full site visits at least once a year. 2.7. Describe any unresolved ADA issues in the project or project office and how your agency plans to address them. (If the objective of the project is ADA rehabilitation, do not repeat the project description here.) ;[There are no unresolved ADA issues in the project or project office that the Jacobs& Cushman San Diego Food Bank is aware of at this time.] 2.8. Hour many members does your Board of Directors have? 18 How many Board members are also members of the project's target population or reside in 3 the project's target area?Indicate which ones in Appendix F. Page 6 of 8 2014-03-11 Agenda Packet (kdUGAJ21412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 3: Auditing Control (Max Score: 15 Points; Max Length: 2 Pages) 3.1. Briefly describe your agency's payment and disbursement procedures, with relevance to the proposed project: ;Invoices are received by the Accounts Payable department and are approved by the CFO before processing. Once checks are processed,they are approved and signed by the CFO and President before disbursement. 34. Describe how your agency's Board of Directors exercises programmatic and fiscal oversight: The Board of Directors approve any significant program changes or any fiscal expenses more than $25,000(not included in the budget). The Board is updated regularly on the status of all projects. 3.3. Briefly describe your agency's financial reporting system/accounting procedures, with relevance to the proposed project: IThe Food Bank prepares its financial statements in accordance with General Accepted Accounting Principles(GAAP), and identifies costs associated with the CDBG Project in QuickBooks accounting software. 3.4. Briefly describe your agency's record keeping system, with relevance to the proposed project:. The Food Bank uses QuickBooks accounting software and records revenue and expenses related to the CDBG Project with a special CDBG classification. 3.5. Briefly describe your agency's auditing requirements, including those for the proposed project: :The Food Bank uses QuickBooks accounting software and records revenue and expenses related to the CDBG Project with a special CDBG classification. 3.6. Briefly describe your agency's internal controls to minimize opportunities for fraud, waste, and mismanagement: the Food Bank uses segregation of duties, supervisory and Board review,and purchase authorization guidelines to help minimize risk. An annual audit and review is conducted to further ensure minimum risk. 3.7. How does your agency plan to segregate CDBG funds from other agency funds for purposes of identification, tracking, and reporting? ;CDBG revenue and expenses are recorded using a unique class, identifying these transactions to the CDBG project. In turn,funds and expenses are separated from others. Page 7 of 8 2014-03-11 Agenda Packet (#S�geA J2/4/2Q.t3) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 4: AgenicyExperience (Max Score: 10 Points; Max Length: 1 Page for Section 4/5 Combined) 4.1. Briefly highlight your agency's experience and major accomplishments in providing services to LMI residents and/or communities. You may expand in Appendix A. [The Food Bank was founded in 1977, making it one of the oldest food banks in the U.S. Since then,we have grown steadily, servicing a growing population of more than 3 million people in San Diego County. As our community's#1 safety net for hungry people,we have a proven ability to recover fresh,frozen, canned and boxed food and redistribute it quickly to those who are in need. We provide food to people in need and connect the people we serve to a wide range of health and human service providers. Through a combination of government programs and partnerships with 330 San Diego County non-profit allies, the Food Bank acts as a central repository and distribution point for government and donated food. Funded by foundations, corporations, the USDA and individual donors,the Food Bank distributed nearly 20 million pounds of food last year to impoverished individuals,families and our network of non-profit partners that work with us to alleviate hunger throughout San Diego County. Of that, more than 7 million pounds of food distributed was in the form of fresh produce. Together with its community allies,the Food Bank serves 320,000 San Diegans every month, including more than 1,400 students through the Food 4 Kids Backpack Program. 4.2. Has your agency received CDBG or other federal funds in any of the past three fiscal years (Fiscal Years 2011-2012,2012-2013, through 2013-2014)?If yes, complete Appendix G for X Yes Q No each of the grants received for the three Fiscal Years 2011,2012, and 2013. Section 5, Back-Up Plan (Max Score: 5 Points;) 5.1. Will your agency still implement this project should CDBG funds not be awarded?If yes, how X Yes No will the implementation be achieved? ,[The Food Bank is committed to addressing the negative impacts poverty and food insecurity have on local residents, especially the 137,000 children living at or below the poverty line. The Food 4 Kids Backpack Program provides an effective avenue for getting healthy, nutritious food in the hands of needy students who may not find enough food to eat at home. Should the Food Bank not receive CDBG funding,the program would continue with private individual, corporate and foundation support, but growth in the number of participants would likely stall. 5.2. If funded, how will your agency continue this project if CDBG funds are not available in future years? ,,[Recently, the Food Bank has taken steps to ensure the Food 4 Kids Backpack Program can continue into the future by being able to withstand potentially reduced funding in future years. An endowment is being built to provide a reserve source of funding should the need arise. In addition,we continue to ramp up our fundraising efforts to solicit support from a wider range of potential funders. As the program grows to meet increasing need,the Food Bank will not fund a school one year then pull the program because of insufficient funds. Page 8 of 8 2014-03-11 Agenda Packet ft�5g 0121412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix A: Narrative of Project (Max Length: 2 Pages) In two pages or less,.explafn belouryoar proposed project and make the case why itshaurd be'auiarded funding: IThe mission of the Jacobs and Cushman San Diego Food Bank(Food Bank) is to provide food to people in need in San Diego County and connect the people we serve to a range of health and human service providers.We are advocates for the hungry and strive to educate the public about hunger in our community. Now in our 37th year,the Food Bank is presently operating at the absolute zenith of effort in our fight to solve skyrocketing childhood hunger; reduce barriers faced by poor families to fresh and nutritious foods;improve poor participation rates by this same population in such programs as CalFresh,WIC,and EITC; and other comparatively new initiatives targeting tens of thousands of poor seniors and,surprisingly,military dependents. The Food Bank, in partnership with 330 local nonprofit human services agencies,is now providing emergency food to 320,000 people every month.That is nearly 10%of the entire population in San Diego County! In our last full year,the Food Bank distributed nearly 20 million pounds of food-equal to 15.7 million meals.This is remarkable since just 5 years ago we were distributing 9 million pounds,or 7 million meals.This doubling of scope combined with our proven fiscal responsibility has earned the Food Bank the top 4-Star rating from Charity Navigator.We've also been awarded the prestigious California Award for Performance Excellence (CAPE),the criteria for which is defined by the Baldrige National Quality Program. Both awards recognize the Food Bank's innovative programs,operational efficiency, and organizational leadership. Without doubt, one of our most popular and effective programs targeted at an especially vulnerable segment of our population is the Food Bank's Food 4 Kids Backpack Program (F4KBP). F4KBP provides backpacks full of nutritious,child-friendly food to elementary school children who are receiving free breakfast or lunch at school during the week,but are lacking adequate food at home over the weekend. Backpacks are filled with kid-Friendly food every Friday to ensure these children do not go hungry while away from school. The Food Bank's stakeholders are particularly concerned by the increasing problems of childhood hunger.The 446,000 human beings who live in poverty in San Diego County include 137,000 children under the age of 18. Poverty is a condition that almost always equates to poor school performance,missed meals and chronic illness. Nutrition affects a child's cognitive,social,and emotional development. Children who do not get the nutritious food their bodies need are more likely to have problems learning,growing,and interacting with their teachers and peers. Hungry children have enormous problems in school.Signs of chronic hunger can be short attention spans; inability to concentrate; excessive absences; hyperactive,aggressive,irritable, anxious,withdrawn,distressed,or passive/aggressive behaviors; difficulty in forming friendships and getting along with others; and/or sickness,such as sore throat,the common cold,stomach ache, ear infection,and fatigue. While tens of thousands of families are receiving meals through the Food Bank's huge food distribution programs, we are painfully aware that too many of the poorest and most hungry children either"slip through the cracks"or do not receive enough personal food once it is distributed through our existing food programs. When it comes to childhood hunger,we have only one goal:to eliminate it-completely. We realize such a goal demands the creation of powerful programs, and the F4KBP is exactly that! The F4KBP targets chronically hungry children in San Diego County by working in 31 select public schools where large percentages of the children receive government-sponsored free meals during the school week,but have no such provisions over weekends. All children who receive free lunches through government programs are eligible to Appendix"A"-Narrative Page 1 of 2 (Revised 121412013) 2014-03-11 Agenda Packet Page 301 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION receive Food Bank backpacks.Working with school principals, counselors,teachers,parents,and dedicated volunteer leaders,the Food Bank initiated our Food 4 Kids Backpack Program in 2006 by targeting 75 needy children in 2 of our poorest institutions. Presently,we are operating the program for a staggering 1,400 children-a remarkable 1,700%increase in program scope over the last seven years? The Food Bank is requesting$20,000 for support of the Food Bank's Food 4 Kids Backpack childhood hunger program at three Chula Vista elementary schools.As the cost per child is$200 for the entire school year,this grant will cover the full costs for 100 chronically hungry children in the 2014-2015 school year at John Montgomery(50), Harborside (25) and Calvin J. Lauderbach (25) elementary schools. Participating children,who are always extremely low-income,receive backpacks of healthy, child-friendly foods to help them through long weekends at home where too often there is little or no food available. The Food Bank carefully plans to ensure that only nutritious,child-friendly foods are stocked in our backpacks. These items may include: Breakfast Items-granola bars,cereal, oatmeal,graham cracker snacks. Lunch/Dinner Items-peanut butter,macaroni and cheese,soups, pop-top beans and franks,chicken/tuna"to go." Snack Items- fruit cups,fruit roll-ups,pudding cups,applesauce cups,mini raisin boxes, and shelf stable mills and juices. The F4KBP accomplishes the following goals: Removes the barrier of hunger that contributes to poor school performance. a Increases nutritional intake of participating students by providing healthy food in backpacks,limiting sugars and"empty" calories. ® Increases awareness among parents and guardians about resources available to low-income families in their community by including handouts about nutrition and other social service resources in backpacks. With funding support from the City of Chula Vista,the Food Bank can continue to provide critically needed and highly nutritious weekly meals to 100 of Chula Vista's most food insecure children.These meals will assist these students in making the most of their educational opportunities by seeing that one of their most basic needs-food- is being met every week. Appendix"A"-Narrative Page 2 of 2 2014-03-11 Agenda Packet Page 12/4/2013) 302 APPENDIX C-1: LIST OF ALL FUNDING SOURCES FOR THE PROJECT CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION This table serves to provide the listing of all funds to be made available for the project. There are 3 steps to the completion of this table: Step(1); Enter the FY 2014-2015 CDBG application funding request amount for this application; Step(2): Complete the following table with the amounts of other funding sources that have been secured or funding sources that are unsecured for the implementation of the project; and Step (3): Attach any supporting documentation that verifies the secured funding sources and amounts for the project. NOTE: Amounts Unsecured should be funding sources that the Agency is reasonably sure will be available for the project. However supporting documentation is not yet available. AMOUNT AMOUNT % OF SECURED UNSECURED TOTAL FY 2014-2015 CDBG Application Request from City of Chula Vista(Step 1) $20,000 6.67% List Other Sources Below: (Step 2) HOME 0.00% ESG 0.00% HOPWA 0.00% CDBG-R 0.00% NSP 0.00% HPRP 0.00% Other Federal Stimulus Funds 0.00% Other Federal Funds 0.00% San Diego Housing Commission 0.00% State Funds 0.00% County Funds 0.00% Local Funds 0.00% Private Funds $50,000 $205,000 85.00% Agency Funds $25,000 8.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% TOTALI $75,0001 $225,000 100% TOTAL PROJECT BUDGETI $300,000 2014-03-11 Agenda Packet Page 303 APPENDIX C-2: THREE-MONTH CASH RULE TEST CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION THREE-MONTH CASH RULE TEST The three (3)-month rule is used as a guideline to determine whether an Agency is solvent and has enough available cash to take a CDBG project from beginning to end during the 12-month allowed to complete the project. CDBG projects should not harm the day-to-day operations of the Agency, so enough funds must be available for both puiposes. Provide the information requested below to demonstrate that the agency has enough cash on hand to operate the proposed project on a reimbursement basis. Balance Sheet-Audited Financial Statements. FY 2012/2013 _Cy Page# 4 Document must be attached to Application Enter Agency Cash Balance (Cash cannot include Investments or Receivables) 1,007,086 A. Multiply Agency Cash Balance by 4=Cash available for project(s) 4,028,344 List the amount of FY 20.14-2015 CDBG funding applied for this application. 25,000 List the amount of FY 2014-2015 CDBG funding applied for any other application. 1,000,000 List the amount of FY 2014-2015 CDBG funding applied for any other application. B. Sum all the amounts for FY 2014-2015 CDBG funding request(s) 1,025,000 Compare Agency Cash Balance Available(Item A)with Total FY 2014-2015 CDBG Funding Request(Item B): Item A 4,028,344 Item B 1,025,000 Difference 3,003,344 Analyze Results 1-If difference is a positive amount or equals $0,the Agency is eligible to apply. 2-If difference is a negative amount,the Agency has the options below: The Agency can adjust any of the FY 2014-2015 CDBG requested amount(s)to result in a positive or$0 balance,as long as: A) EACH PROJECT MEETS THE MINIMUM REQUIRED AMOUNT FOR EACH OF THE APPLICATIONS, AND B)CASH AVAILABLE FOR PROJECTS IS NOW GREATER THAN ORE UAL TO THE TOTAL FY 2014 CDBG FUNDING REQUEST. 2014-03-11 Agenda Packet Page 304 APPENDIX C-3: PUBLIC SERVICE SCHEDULE I -BUDGET EXHIBIT AGENCY Jacobs&Cushman San Diego Food Bank PROJECT Food 4 Kids Backpack Program E CDBG Percentage SALARIES &WAGES (Schedule 2) 2,309 FRINGE BENEFITS (Schedule 3) TOTAL PERSONNEL 2,309 SUPPLIES (Schedule 5) 825 POSTAGE (Schedule 5) CONSULTANT SERVICES (Schedule 5) MAINTENANCE/REPAIR (Schedule 5) 99 PUBLICATIONS/PRINTING (Schedule 5) TRANSPORTATION (Schedule 5) 297 RENT (Schedule 5) EQUIPMENT RENTAL (Schedule 5) INSURANCE (Schedule 5) UTILITIES (Schedule 5) TELEPHONE (Schedule 5) OTHER EXPENSES (SPECIFY): Food Purchases (Schedule 5) 16,500 (Schedule 5) (Schedule 5) TOTAL NON-PERSONNEL 17,721 TOTAL INDIRECT COSTS/ADMINISTRATIVE OVERHEAD (IC/AO) (Schedule 4) 0 [IC/AO Expenses limited to 15% of Total CDBG Project Budget] TOTAL CDBG PROJECT BUDGET 20,030 Page I of 6 2014-03-11 Agenda Packet Page 305 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 2-PERSONNEL SCHEDULE: GROSS PAY The purpose of this form is to list the positions being claimed against the CDBG funding request amount. The positions listed below must provide directroj ecticlient services.Positions providing non-direct services must be included in the indirect costs/administrative overhead(IC/AO) line item. The Total CDBG Salary &Wages trust match the Budget Exhibit form. Round off totals to whole dollars. AGENCY Jacobs &Cushman San Diego Food Bank PROJECT Food 4 Kids Backpack Program (1) (2) (3) (4) PERCENT TOTAL POSITION TITLE GROSS PAY CHARGED SALARY&WAGES Project Coordinator 36,000 1.32% 475.2 Program.Coordinator 45,000 3.30% 1,485.0 Driver 33,000 1.06% 348.5 TOTAL CDBG SALARY&WAGES 21309 1. List all positions charged against CDBG funding providing direct CDBG project/client activity. W 2. List gross pay for each position listed. 3. List percent of gross pay to be charged against CDBG funding. Pay Schedule(Check One Monthly X Biweekly Twice a Month Page 2 of 6 2014-03-11 Agenda Packet Page 306 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 3 - PERSONNEL SCHEDULE: FRINGE BENEFITS The purpose of this form is to list the fringe benefits being claimed against CDBG funding request amount.The Total Fringe must match the Budget Exhibit forth. Round off totals to whole dollars. AGENCY Jacobs &Cushman San Diego Food Bank PROJECT Food 4 Kids Backpack Program (1) (2) (3) (4) (5) (6) AMT OF PERCENT POSITION TITLE FRINGE TITLE INSURANCE GROSS PAY CHARGED AMOUNT TOTAL CDBG FRINGE BENEFIT - 1. List all POSITIONS charged against CDBG funding providing direct CDBG project/client activity. 2. List Fringe Benefit title FOR EACH POSITION charged to CDBG funds. 3. List the amount of insurance for each position charged against CDBG funds. 4.Use gross pay for project/total all wages of agency.Then muliply by required percent for each fringe. 5. List percent of gross pay to be multiplied for insurance. Pay Schedule (Check One) Monthly Biweekly Twice a Month Page 3 of 6 2014-03-11 Agenda Packet Page 307 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 4-INDIRECT COST/ADMINISTRATIVE OVERHEAD (IC/AO) CALCULATION The purpose of this form is to list the IC/AO being claimed against CDBG funding amount requested. The Total IC/AO must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY Jacobs & Cushman San Diego hood Bank PROJECT hood 4 Kids Backpack Program (1) (2) (3) (4) AGENCY TOTAL INDIRECT BUDGET PERCENT COST/ADMINISTRATIVE POSITION TITLE/LINE ITEM AMOUNT CHARGED OVERHEAD TOTAL CDBG ll\MWXCT COST/ADMINISTRATIVE OVERHEAD - (5)Total CDBG Budget 20,030 Percentage 0.00% (Must be equal or less than 15%) 1.List all personnel or nonpersonnel (NPE)charged against CDBG funding-include detailed description of indirect use. 2. List total Agency budget for positon and/or NPE line item. 3. List PERCENT of total budget to be charged against CDBG funding. 4. Total indirect cost/administrative overhead to be charged against CDBG funding. 5. Enter the Total FY13 CDBG Budget; percentage will be AUTOMATICALLY calculated. P@y Schedule(Check Ono Monthly Biweekly Twice a Month Page 4 of 6 2014-03-11 Agenda Packet Page 308 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 5-BUDGET JUSTIFICATION* AGENCY Jacobs &Cushman San Diego Food Bank PROJECT Food d Kids Backpack Program i LINE ITEM Transportation .AMOUNT Detailed Explanation: Cost to transport product to Backpack schools. This includes vehicle insurance 297 and fuel costs. Food Bank uses the IRS standard of 56 cents per mile. TOTAL $ 297 LINE ITEM Supplies AMOUNT Detailed Explanation: This includes general office supplies and storage containers to cover staff 825 directly related to the program. Includes backpacks and plastic bags used to house food that is inserted into each backpack. TOTAL $ 825 LINE ITEM Food Purchases AMOUNT Detailed Explanation: Includes food purchases to support the program. 16,500 TOTAL $ 16,500 *All line items trust be justified in relation to CDBG-funded activities to be completed. Add pages as needed. Page 5 of 6 2014-03-11 Agenda Packet Page 309 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 5-BUDGET JUSTIFICATION* AGENCY Jacobs&Cushman San Diego Food Bank PROJECT Food 4 Kids Backpack Program LINE ITEM Maintenance/Repairs AMOUNT Detailed Explanation: This includes maintenance repairs for Food Bank fleet. 99 TOTAL $ 99 LINE ITEM Salaries &Wages AMOUNT Detailed Explanation: Includes salary and wage allocation for all employees directly associated 2,309 with backpack program. TOTAL $ 2,309 LINE ITEM Food Purchases AMOUNT Detailed Explanation: TOTAL $ - *Ail line items must be justified in relation to CDBG-funded activities to be completed. Add pages as needed. Page 6 of 6 2014-03-11 Agenda Packet Page 310 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix D: Implementation (Max Length: 1 Page; Max Score: 5 Points) Provide a.listing`belok,of the specijic'tcisks or.activities needed to implement the propased'projectand atimeline for their completion. Number each task or'activity, describe it, and give the projected date of completion.Add additional rows.as needed. . # Task/Activity Description Completion : Date 1 jPurchase food and supplies (Backpacks,bags and food (Aug. 2014 12 Create calendar of deliveries; share 1,Schools receive calendar with delivery schedule (Aug. 2014 with schools -F37 Ildentify and enroll students Staff at school identify"at risk" students to Sept. 2014 participate I and ongoing I i4 Begin backpack distribution I IDelivery of backpacks to school and distribution to (Sept. 2014 students 5 ssemble and deliver bags of food f Child's bags of food are assembled at Food Bank and ISept. 2014 delivered as scheduled 1 and ongoing 1 16 (Conduct ealFresh Outreach Prescreen interested families for CalFresh eligibility 1 ,Ongoing 7 I RReceive referrals and record data I 7Schools submit referral forms for students in (Sept. 2014 program I and ongoing I 8 I Receive monthly reports ISchools submit monthly progress reports I Oct. 2014 and ongoing I 19 (Conduct annual site visits with schools isit schools to monitor program annually I INov.2014 and ongoing I i 1 II 11 it Appendix"D"—Implementation Page 1 of 1 _(Revised 121412013) 2014-03-11 Agenda Packet Page 311 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix E: Roster of Board Members & Professions Provide a'roster of the members ofyour agency's Board of Directors and their professions by fllling.out the table below: Member. of Target Resides in Name%Board Positron Profession/Affiliation Target Populatio Area n Larry Cleary/Chairman Vice President, Sales Indyme ❑ 10 Steve Berstein/Vice Chairman Business Banking President/Wells Fargo F0 0 jDan Devine/Secretary Executive Vice President/CFO/Bridgepoint Ed I❑ ❑ Sheldon Derezin/'Treasurer Consultant/Wazie Sanitary Supplyl El 171 Bruce Hollingsworth/Past Chairman IRetired I ❑� ❑i David Bejarano Chief of Police, Chula Vista I X [Bob Bolinger I Isr.Vice President/Marketing Manager/KYXY I JE11 ❑J Aimee Fawcett 'Executive VP Public Policy&Member Services f ❑ ❑ Anne M. Goshert I $r. Customer Marketing Mngr/Coca-Cola ❑ I D ince Kasperick Founder&President/AimLoan.com ❑ ❑� ames A. Floros 1president&CEO Jacobs&Cushman San Diego ❑ X Food Bank Steve Hoffman I IConsultant/Energy Industry ❑ ;❑ Carlos Illingworth (Director, Public Affairs&Gov't Relations I ❑ ❑j Richard Kelley I jPresident&GM/NBC San Diego j❑1' ❑; Kimberly Layt on Director of Public Affairs/San Diego Chargers ❑ ❑ erry Swain Founder&CEO/Jer's Chocolates 113 (Erica Fessia I �lndependent Cons ultant/Qu al comm j❑ Denise Durkin I Product Dev, Mgr./Jenny Craig �❑ ❑ E❑ 1E] Appendix"E"—Roster of Board Members and Professions Page 1 of 2 P(Rev'ii�121412013) 2014-03-11 Agenda Packet age CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix F: Disclosure Statement Pursuant to City Council Policy 101-01, prior to any action on a matter that requires discretionary action by the City Council, Planning Commission or other official legislative body of the City, a statement of disclosure of certain ownerships, financial interests, payments,and campaign contributions must be filed.The following information must be disclosed: 1. List the names of all persons having a financial interest in the project that is the subject of the application, project or contract (e.g.,owner,applicant,contractor,subcontractor, material supplier). ([None I 2. if any person* identified in section 1 above is a corporation or partnership, list the names of all individuals with an investment of$2000 or more in the business(corporation/partnership) entity. I 3. If any person* identified in section 1 above is a non-profit organization or trust, list the names of any person who is the director of the non-profit organization or the names of the trustee, beneficiary and trustor of the trust. [N/A]I 4. Please identify every person, including any agents, employees, consultants, or independent contractors, whom you have authorized to represent you before the City in this matter. ([James A. Floros, Casey Castillo,Vanessa Franco, Kaye de Lancey Hentschke, Daniela Solanoll 5. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, had any financial dealings with an official**of the City of Chula Vista as it relates to this contract, project or application within the past 12 months?Yes❑JNoX If yes, briefly describe the nature of the financial interest the official may have in this contract. P/All 6. Has any person* anyone identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, made a campaign contribution of more than $250 within the past twelve(12) months to a current member of the Chula Vista City Council?NoIX es❑ If yes,which Council member(s)? jN/A]I 7. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, provided more than $420 (or an item of equivalent value) to an official** of the City of Chula Vista in the past twelve (12) months? (This includes any payment that confers a personal benefit on the recipient, a rebate or discount in the price of anything of value, money to retire a legal debt,gift, loan,etc.)Yes❑INoX If Yes, list official and what was the nature of item provided? � 8. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, been a source of income of$500 or more to an official**of the City of Chula Vista in the past twelve(12)months?Yes❑ INoX If Yes,identify the official and the nature of the income provided? 1'[N/All JI[Ianuary 27, 2014-1 James A. Floro Signature: * Person is defined as:any individual,firm,co-partnership,joint ve ture s ciation,social club,fraternal organization,corporation, estate,trust, receiver,syndicate,any other county,city, municipa'ty, istr€c,,or other political subdivision,or any other group or combination acting as a unit. ** official includes,but is not limited to:Mayor,Council member,Planning Commissioner, Member of a board,commission,or committee of the City,and City employees or staff members. Appendix"F"--Disclosure Statement Page 1 of 1 2014-03-11 Agenda Packet Pager el 12/4/2R13J CITY OF CHULA VISTA FY 2014-2015 FUNDING APPLICATION Appendix G: Identification of Prior Year CDBG and/or Federal Funds GA.:_;Agency.name: ) acobs&Cushman San Diego Food Bank F6.2.... Project name Food 4 Kids Backpack Program G 3. Year of funding ❑ Fiscal Year 2010 ❑ Fiscal Year 2011 X Fiscal Year 2012 G.4. Indicate the source.'of the federal funding awarded to the prior project: X CDBG ❑' HOPWA '❑ ESG ❑ HOME ❑j CDBG-R JEJ HPRP !❑ NSP I ❑ Other(indicate6elowJ: Amount awarded ' $15,500 GA Amount spent to date:' 1 J$15,500 G.7. Amount reprogrammed to'date: 10 G.8.: Indicate below the outcomes.anticipated(refer:to the original application for the.project,.if possible) total of 100 students at Montgomery, Harborside and Lauderbach elementary schools would receive a backpack (1). full of child-friendly,nutritious food every Friday during the school year. he Food Bank will send home in backpacks information about nutrition,food distributions and other social (2)' services available to low-income households. Food Bank staff will offer assistance to pre-screening and qualify Montgomery, Harborside and Lauderbach families (31' for CalFresh benefits. G.9 Indicate below the'outcorries achieved: '.' IA total of 100 students at Montgomery, Harborside and Lauderbach elementary schools received a backpack full of (1) child-friendly, nutritious food every Friday during the school year. I j he Food Bank sent home in backpacks information about nutrition,food distributions and other social services (2). available to low-income households. (Food Bank staff completed pre-screening for Montgomery, Harborside and Lauderbach families for CalFresh (3), benefits. G.10. If any anticipated outcomes were NDT achieved,specify which ones and explain 'why below: �[AII anticipated outcomes were achieved for this project in this school year. I 2014-03-11 Agenda Packet Page 1 of 5--Supplement to Appendix E Page 314 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION G.1. Agency name San Diego Food Bank Corporation G 2.' Project name Warehouse Docks, Roadway Improvements; Sorting Room/Clean Repack Room &Addition 0.1 Year of funding• ' I ❑; I Fiscal Year 2010 ❑ Fiscal Year 2011 X Fiscal Year 2012 G.4.. Indicate thesource:'of the federal funding awar ded to the prior project: X CDBG JFJ HOPWA ❑, ESG I ❑ HOME '❑ CDBG-R ❑ HPRP ❑'' NSP ❑ Other findicate Wow): G.5.?:; Amount alivarded: .; $620,000 spent date: 1$620,000 G.7. Amount reprogrammed to date: 0 G.S. ; Indicate below the`outcomes anticipated(refer:to the.original application for the'project,:if possible): 'W: Docks and roadway renovation and improvement will result in utilization of 9 docks to deliver food faster. Sorting/repack room completion will result in daily repacking and salvage sorting, increasing the quantities (2)', purchased and delivered. (3). racks will increase capacity for food acquisition and safe storage of emergency food. G.9: Indicate below the outcomes`achieved: (1) Renovation and improvement completed; 9 docks now used and food delivery is quicker. Sorting/repack room completed; bulk foods repacked daily while salvage is sorted, increasing the quantities of low- (2). cost bulk food purchased and delivered to the hungry. New racks have been installed, resulting in increased capacity for food acquisition and safe storage of emergency (3) food. .10 If any anticipated outcomes were NOT'achieved,specify Which ones;and'explain.vi by below: ItN/A I 2014-03-11 Agenda Packet Page 2 of 5 T-Supplement to Appendix E Page 315 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) ';4gency name San Diego Food Bank Corporation G 2. 'Project name Warehouse Roof Repair G.3.: Year of funding: ❑ Fiscal Year 2010 X Fiscal Year 2011 ❑! Fiscal Year 2012 GA. Indicate the source of the:federal funding awarded to`the prior project: X CDBG ❑ HOPWA ❑E ESG ❑ HOME ❑ CDBG-R ❑! HPRP ❑ NSP 1L] Other(imacatebelow): G.5. Amount awarded: $140,134 G.6. Amount spent to date.`... $140,134 G.7. Amount reprogrammed to'date 10 G,B. ` lncllcate below the outcomes anticipated(refer:'to the origiiial application for the project;if possible) „ (1) !As a result of warehouse roof repair, 2.5 million pounds of food will be safe from water damage. As a result of warehouse roof repair,the inventory of emergency food for 480,000 San Diegans at risk for hunger (2): will be safeguarded. As a result of warehouse roof repair,supplies of nutritious emergency food will be available for distribution to (3). food-insecure San Diegans. G.91; Indicate below the outcomes achieved:. Roof repair was completed, eliminating leaks and ensuring that 2.5 million pounds of food are protected from (1) water damage. I Roof repair was completed, eliminating leaks and ensuring that the emergency food for 480,000 San Diegans at risk (2);: for hunger is safeguarded. Roof repair was completed,eliminating leaks and ensuring that nutritious emergency food is available for (3). distribution to food-insecure San Diegans. if any anticipated outcomes were NOT achieved,specify which ones and explain`why below: IN/A l 2014-03-11 Agenda Packet Page 3 of 5—Supplement to Appendix E Page 316 CITY or CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) G 1. Agency name San Diego Food Bank G.2, Project.name Food Assistance Program/CA Dept of Social Services/Emergency Food Asst Program (EFAPJ G.3... Year of funding: E❑ Fiscal Year 2010 '❑, Fiscal Year 2011 X Fiscal Year 2012 G.4. :Indicate the source of,the federal funding awarded to the prior project. ❑; CDBG ❑ HOPWA ❑', ESG ❑I HOME ;❑j CDBG-R I❑ HPRP ❑I NSP X Oth e r ondicate below): Pass-through-CA Dept Social Services-Cash Assistance G.S. Amount awarded: $316,855 G.6. Amount spent to date:.:: $315,855 G.7. Amount repragramrr►ed to'date. �d G.B. Indicate below the outcomes anticipated(refer:.to the'origina!application.`for the project,if possible): Food Assistance Program food will be accepted, received, stored,transported, and distributed to all eligible agencies and families/persons within the service area as approved by the County Board of Supervisors and CA (1):. Dept. of Social Services(CDSS). All program-related requirements in accordance with federal and/or state laws, policies, rules, and regulations will `(2) be complied with. ';0J;: JEvery effort will be made to maintain the integrity of the food products. 6.9.. Indicate below the outcomes achieved Food Assistance Program food was accepted, received,stored,transported, and distributed to all eligible agencies and families/persons within the service area as approved by the County Board of Supervisors and CA Dept. of (1J' Social Services (CDSS). IAII program-related requirements in accordance with federal and/or state laws, policies, rules, and regulations (2): were complied with. (3) 1 lEvery effort was made to maintain the integrity of the food products. G.101 If any"anticipated outcomes were NOT achieved,specify which ones and explain why below: <[N/A 1 2014-03-11 Agenda Packet Page 4 of 5—Supplement to Appendix E Page 317 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) G.1. Agency name Jacobs &Cushman San Diego Food Bank G.2. project name lCommodity Supplemental Food Program (CSFP)/CA Dept. of Education Nutrition Services G3. Ye&of funding: I J[J I Fiscal Year 2010 ❑1 Fiscal Year 2011 X Fiscal Year 2012 G.4.::Indicate'the source of the federal funding awarded to.the prior project' ❑ CDBG ❑ HOPWA ❑` ESG ❑ HOME ❑ CDBG-R ❑ HPRP ❑ NSP X Other(indicate below): Pass-through-CA Dept. of Education-Cash Assistance G.5.. Amount au drded: $588,8fl8 G.6. .Amount Spent to date:. 11$588,808 G.7. amount reprogrammed to date 0 G.8. Indicate below the outcomes anticipated(refer to the:original application far the project;:if passible): Distribution of supplemental food to women, infants and children will be made only to eligible recipients, (1) parents/legal guardians, or proxies. I (2)' Supplemental foods will not be issued to persons participating in the WIC program. Distribution to the elderly will be made only to recipients, or their proxies,who have eligibility certification forms (3). completed and signed by authorized personnel. G.9. Indicate below the outcomes achieved: (1) ISupplemental foods were distributed only to eligible recipients, parents/legal guardians, or proxies. I (2) (No supplemental foods were issued to persons participating in the WIC program. (Distribution to the elderly was made only to recipients, or their proxies, who had eligibility certification forms (3), completed and signed by authorized personnel. G10. !f any anticipated outcomes were NOT achieved,specify which ones and explain why below: [N/A 2014-03-11 Agenda Packet Page 5 of 5—Supplement to Appendix E Page 318 Application rr � • CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: South Bay Community Services Program/Project: Family Violence Treatment Program Project Description: The Family Violence Treatment Program provides therapeutic counseling services and crisis intervention services to adult and children victims of family violence, as well as treatment and court- mandated groups for perpetrators. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 05G - Battered and Proposed Number 389 Abused to Serve: (subject to change depending on fundin-A ME&CFR§ 570.208(a)(2) Low recommendation) Moderate Income I-imited Clientele .4 Program Total Budget: $494,000 C.V. Cost per Client: $100 (Based on funding recommendation) Funding Request: $39,000 Prior Year Fundin $39,000 Specific Use of Chula Vista Personnel Costs FUNDING $39,000 Funding: RECOMENDED Staff Notes: 2014-03-11 Agenda Packet Page 319 ° ORIGINALCOMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Applicotion for Funding for Fiscal Year 2014-2015 ULA VISTA Application Number: Project category:. ® Public service (CDBG Program Office Use Only) (cheek one only) ❑ Capital improvement Applicant Agency pp g Y Information Applicant legal name: South Bay Community Services Type of agency: ® 501(c)(3) ❑ Gov't./Public ❑' For Profit ❑ Faith-Based I J❑I Other: Agency Address: 430 F Street, Chula Vista 91910 'i Date of incorporation:= September 1972 Tax 1D number: 95-2693142 j i ! Agency DUNS number:; 1113407779 ! Annual operating.budget-: ;$26,601,738 Number of paid staff. 500 Number of volunteers: 750 Agency mission statement: SECS' mission is to provide children,youth, and families with services that reinforce the family's role in our community and assist individuals to aspire realistically to lives of self-fulfillment. Project Title: Family Violence Treatment Program Brief project description: The Family Violence Treatment Program provides therapeutic counseling services and crisis intervention services to adult and children victims of family violence, as well as treatment and court-mandated groups for perpetrators. Funding Request Total funding requested in this application $39,000 Other funds already secured for $455,000 (you will provide a detailed budget in Appendix C; project.. Total cost to complete project: 1$494,000 Other funds not yet secured for $39,000 j Project Information If Project is a.Public Service,will service be site specific? �❑Yes ®No: If your answer is yes, please provide.-Address(es)below: Census tract: Target Clientele: (Homeless, Youth, Adult and Child Victims of Domestic Violence Elderly,Disabled;Other/General) The following questions on individual clients and households to be served apply only to Public"Service;'and Minor. Residential Rehabilitation projects: Will the project serve individual clients (IC) or households H)?. ® Individual clients ❑j Households Total unduplicated IC/HH served 389 Annual cost per client/household $87.40 Page 1 of 9 Revised 121412013) 2014-03-11 Agenda Packet Page 320 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 1: Project Details (Max Score: 25 Points) 1.1. Provide a concise description of the proposed'project(this description must match the one provided on,the..cover page). Space for a fuller narrative is provided in.Appendix A. The Family Violence Treatment Program provides therapeutic counseling services and crisis intervention services to adult and children victims of family violence, as well as treatment and court-mandated groups for perpetrators. 1.2:.': Project start date ;; July 1, 2014 Anticipated end date' tune 30, 2015 1.3. Project's days/hours of operation: Crisis intervention is provided 24 hours a day/7days a week. 1.4.. Project ® Public service 1.5 Protect ® Suitable living environment category objective: ❑',Decent housing (check one only) ❑ Capital improvement (check one.'only) ❑ Economic opportunity 1.6 Project ® Availability/accessibility outcome ❑ Affordability (check oneonlyJ ❑ Sustainability 1;7.. CDBG Criteria: Which CDBG criterion below does your proposed project meet? (1) Area benefit:At least 51% of residents within the targeted activity area are low to moderate income(LMI). Please provide a map identifying the Census Tracts designated as LMI. ® (2) Limited clientele (select subpart below): ® (a) Special needs group (select benefit group from the list below): ❑ (i) Abused children ❑ 1 (ii) Elderly persons 62 years or older ® (iii) Battered spouses ❑ (iv) Severely disabled adults (not children)—Census definition; documentation required ❑ (v) Illiterate adults ❑ (vi) Persons living with HIVIA1DS ❑, (vii) Migrant farm workers ❑' (viii) Homeless persons (b) At least 51%of clientele to be served will be documented as LML How does your agency track and record client demographics? ❑, (3) Housing(select subpart below): E] I (a) Single family(must be 100%LMI) ❑' (b) Multi-unit(must be 51%LMI) 1.8. The 2010-2015 Consolidated Plan goals are listed below. Select the goal appropriate to'your project: ❑ Affordable Rental Housing Opportunities Maintenance and Preservation of Housing (rehabilitation activities) Homeownership Opportunities (homebuyer programs) ❑ Community Enhancement(public facilities/spaces) ® Public Services to Special Needs Population and/or Low Moderate income Persons / Page 2 of 9 2014-03-11 Agenda Packet P ge 32 17/4/ 2013) 1 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 1.10 to 1.15: 2 Pages) 1,10, Explain how the proposed project addresses the goal selected: The Family Violence Treatment Program is designed to benefit the Chula Vista community by providing crisis intervention and support services for those experiencing family violence. The Family Violence Treatment Program assists low and moderate-income persons to overcome the trauma associated with violence, and rebuild safe, healthy lives for themselves and their children, 1.11. Summarize any statistics and other supporting documentation that demonstrate the importance of addressing this need or problem The current economic climate has created high unemployment coupled with an increased risk of homelessness, placing tremendous stress on families that has resulted in increased demand for domestic violence (DV) and shelter services. This past year, SBCS has responded to a high number of calls to the Domestic Violence Response Team (DVRT) and the emergency hotline, and has noticed a clear increase in the severity of DV incidences.This has created an overwhelming need for both supportive services and emergency shelter for victims and their families. SECS' priority is to be able to continue providing high-quality core services to as many victims of DV as possible. 1.12, List each service provided by the project. For each.service,'indicate whether it is a`new service or an expansion of an existing service: The Family Violence Treatment Program includes the following services and activities: ® DVRT for emergency responses, 24 hr. hotline assistance for DV victims, and 24 hr. access to emergency shelter; • Strengths-based Assessments and Safety Planning for DV victims and their children; Individual and group counseling for children, and support groups for adults; ® Unique therapeutic pre-school, Mi Fscuelita,for child victims of family violence; ® On-going case management and support for victims; • Court-mandated perpetrators' groups; and ® Access to other SBCS programs including emergency and transitional housing,financial self-sufficiency services, and job development services. All of these services are on-going and CDBG funds will assist SBCS in responding to more calls through the DVRT—the entry point for many victims to get the assistance they need to re-build safe, stable and healthy lives for themselves and their children. 1.13. How does your agency plan to tell the target population about the project%services? Information about the Family Violence Treatment Program is advertised at the SBCS main agency, through flyers distributed to local Family Resource Centers, schools, the Chula Vista Community Collaborative and through local law enforcement partners. DVRT is also accessed through 211 San Diego and SBCS' emergency hotline. 1,1 4. List up to three outcomes of the project(at least one is required). For each outcome listed, provide the`number of who'will bene it and the.way data will be collected to or`vert 'the outcome: participants f fy . _ The overall program goal is to break the cycle of family violence by promoting physical, mental, social and economic health of families within the Chula Vista Community. The program will be evaluated based on the successful completion of the following objectives: a Provide 389 persons with improved public services; ® 200 victims of family violence will participate in a range of individual, family or group counseling; and 0 165 court-ordered batterers will participate in weekly counseling in the Domestic Violence Intervention Program. ( Page 3 of 9 2014-03-11 Agenda Packet Page 3 2 2 1 2/4/2a13J CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION 1.15. Will the project collaborate With other service providers irr the community?if yes,list them ® Yes ❑ No and briefly describe the collaboration: SBCS works closely with the Chula Vista Police Department,the District Attorney's Office, Child Welfare Services, the region's hospitals and clinics, Family Resource Centers operated by the Community Collaboratives, school districts, Legal Aid of San Diego, Family Health Centers, and other local organizations in order to respond effectively to the needs of victims and their families. i Page 4 of 9 (Revised 121412013) 2014-03-11 Agenda Packet Page 323 CITY OF CHULA yl'STA FY 2014-2015 CDBG FUNDING APPLICATION Section 2: Agency Capacity (Max Score: 10 Points) 2.1. Who Will be the person responsible for the overall oversight of the proposed project? Name of person: Don Hunter Title of person: Family Wellness and Self-Sufficiency Department Director Relevant education: B.S. Business Administration Tel number: (619) 420-3620 ' Date first employed: 2010 2.2. Who will be the alternate person responsible for the overall oversight of the proposed project? Name of person: Amaris Sanchez Title of person: Program Director a Relevant education: B.A.Women's Studies Telephone number: '(619) 420-3620 Date first employed; 2003 2.3 Who will be the person.responsible for the doy-today operations and management of the proposed project?. Provide no more than two individuals: Name of person: Don Hunter Title of person: Family Wellness and Self-Sufficiency Department Director Relevant education: B.S. Business Administration Telephone number: ;(619)420-3620 Date first employed 2010 Nome of person: Amaris Sanchez Title of person Program Director !, Relevant education B.A. Women's Studies Telephone number: .(619)420-3620 Date first employed: 2003 2.4 Who Will be the person responsible for the financial oversight of the CDBG.expenditures.and fiscal compliance? Provide no more than two individuals Name of person: Elizabeth Iniguez Title pf person.-CFO Relevant education B.S. Business Administration Telephone number (619) 420-3620 Date first employed: 1993 Name of person: Title of person; � Relevant education: Telephone number: Date first employed: ( Page 5 of 9 2014-03-11 Agenda Packet Page 3 12/4/2013) 4 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 2.5 to 2.8: 1 Page) 2.5. List the evaluation tools your agency plans to employ'to track and monitor the progress of the project: Upon entrance into the program, each Victim/family is assessed utilizing the Family Well-Being Assessment, which gauges a victim/family's strengths and barriers. A Family Violence Associate reviews the assessment with the victim/family, and based on its results, work together to create an Individualized Service Plan. As a victim/family progress toward her/their goals, the Family Violence Associate will document client progress in case notes, re-assess her needs and assist in amending the Service Plan relative thereto. 2.6.... Hoiti`do.es your agency plan to ensure:compliance with applicable policy.and procedural..requirements(including those listed in HUD's "Playing by the Rules"Handbook)? SBCS receives multiple types of HUD funding, and as such has aligned its financial management policies, methods of procurement and contracting, property management, record-keeping and reporting policies, administration and program requirements, and required financial audits in compliance with HUD's "Playing by the Rules" Handbook. 2.7. Describe any unresolved ADA issues in the projector project office and how your agency plans to address them. (if the objective of the project is ADA rehabilitation, do not repeat the project description here.). Not applicable. 2.8. How many members does your Board of Directors have? 9 How many Board members are.also members of the project's target population or reside in �5 the project's target area?Indicate which ones in Appendix F. ( 121412013) Page 6 of 9 2014-03-11 Agenda Packet Page$325 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 3: Auditing Control (Max Score: 15 Points; Max Length: 2 Pages) 3.1. Briefly describe your agency's payment and disbursement procedures, with relevance to the.proposed project:. All funds are managed by SECS' Fiscal Department. The Fiscal staff includes the Chief Financial Officer (CFO): Elizabeth Iniguez, 3 Accounting Associates, 1 Accounts Payable Clerk, and 1 Fiscal Aide. The following are SECS' fiscal procedures: Cash Disbursements: cash disbursements are prepared twice a month by our computerized accounts payable program. Payment is done for all authorized check requests. Where warranted, due to the significant amount of the purchase, approval from the Board of Directors is needed. Original supporting documents must be attached to all check request forms. After payment, all supporting invoices are stamped "paid" to avoid duplication of payment. All checks over $1,000,00 require two signatures, the CEO and a member of the Board of Directors. Pre-numbered checks are used on all disbursements. Numerical and physical control is maintained over blank checks as well as issued checks. Void checks are adequately mutilated and filed in numerical order with canceled checks. Cash Receipts: cash receiving is handled by the receptionist. She is in charge of opening all mail and logging in all checks received.The receptionist is not involved in any fiscal duties. Incoming cash receipts, primarily in the form of checks, are locked in a file cabinet until accumulation merits a deposit. The collection of cash is maintained by a separate cash receipt log. The Deposit is prepared by an Accounting Associate and posted to the general ledger by the Lead Accountant, maintaining discrete accounts for different funding sources. Periodic reconciliation of detailed cash receipt records to duplicate deposit slips, accounts receivables, and cash control accounts are prepared by personnel independent of cash functions. Payroll and Personnel: New employees are investigated before being hired. Wage and personnel policies are current and in writing. Current and complete personnel files are maintained. An adequate system is used to insure proper recording of hours and time. All salary and wage payments are made by check. An outside payroll company is responsible for processing payroll and printing appropriate payroll checks. All payroll checks are delivered to our office for review, and distribution to employees. The payroll account is reconciled by someone other than the person preparing the payroll and signing checks. Revenue Billing, and Receivables:The CFO prepares all grant billings. Billings are done under reimbursement basis once a month and journalized as a receivable until the proper payment is made. The billings are done either on a preprinted form provided by the grantor or in-house prepared form. The CFO is in charge of monitoring the year-to-date expenses and comparing them to the annual budget. Under no circumstances will billings for a particular expense exceed the annual authorized budget.The fiscal department does a periodic analysis of receivables. Petty Cash and Cash On Hand: Petty cash funds are maintained on an imprest basis, with one individual responsible for the fund. They are not combined with other receipts. Responsibility for petty cash is separate from cash disbursements, receipts, and receivables functions. Limits exist on the amount for reimbursements out of petty cash. Supporting documents are checked and canceled at the time the fund is replenished. The fiscal department makes periodic and surprise counts of funds. 12.; Describe how your agency's Board of Directors exercises programmatic and fiscal oversight: South Bay Community Services' Board of Directors meets every other month, during which they receive programmatic updates, and are advised on other significant agency business. The Board of Director's reviews and approves all funding requests, quarterly budget updates and the annual report. The Board is comprised of a number of sub-committees including the Executive Committee and Audit Committee, whose members attend to agency policies, procedures and financial management. The Board also directly oversees the President and CEO, who has the authority to act on the agency's behalf. 33. Briefly describe your agency's financial reporting system/accounting procedures, with relevance to the proposed project: The Chief Financial Officer and Fiscal Staff utilize generally accepted accounting procedures in handling disbursement of funds and maintaining fiscal records. SBCS successfully manages more than 60 Federal,State, County, and city grants, as Page 7 of 9 Revised 121412013) 2014-03-11 Agenda Packet Page 326 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION well as Private Foundation funding. The agency is audited by an independent auditor on an annual basis, and has a history of clean financial audits. 3.4. Briefly describe your dgency's record keeping system,with relevance to the proposed project: Program Evaluation and Quality Management is an integrated process facilitated by the SBCS' Contract Compliance and Quality Assurance Department, The CCQA staff possess extensive experience with monitoring and evaluating service delivery, and they regularly review the conditions of each contract to ensure these conditions are being met correctly and with high quality. SBCS has written policies that address Privacy and Confidentiality and the Release of Information, and all program procedures are HIPAA compliant. Direct service staff will use various tools to measure program success including contact logs, sign-in sheets, client surveys and case notes. All confidential files are transported in confidential lock boxes from program sites to the main agency, and are maintained in locked secure file cabinets when not in use. 3.5: Briefly describe your agency's auditing requirements, including those for the.proposed project: South Bay Community Services is audited by an independent auditor on an annual basis, and has a history of clean financial audits. 3.6. Briefly describe your agency's internal controls to minirnize'opportunities for fraud, waste and mismanagement In addition to the Fiscal Policies listed above in 3.1, the CFO monitors the budget on a daily basis as receipts and debits are posted, as new grants come in, and as expenses and invoices are paid. There are regular meetings with the President and CEO to make sure funding streams are adequate for programs, and strategies are developed to apply for and acquire more funds as programs expand. 3.7:.: Holm does your agency plan to segregate CDBG funds from'other agency funds for purposes of identifkatJon,. tracking, and reporting? Contracts, grants, and other major funding sources are accounted in separate departments to prevent overlap of expenses and maintain separate general ledgers for each funding source. This system facilitates the monthly monitoring of year-to-date expenses by funding source, and accounting for expenses to any particular funding source. CDBG funds will be managed in accordance with this agency policy. Page 8 of 9 (Revised 2014-03-11 Agenda Packet Page3 12/R/2Q13J CITY OF CHULA WSTA FY 2014-2015 CDBG FUNDING APPLICATION Section 4: Agency Experience (Max Score: 10 Points; Max Length: 1 Page for Section 4/S Combined) 4.1.: Briefly highlight your agency's experience and major accomplishments in providing services to LMI residents and/or communities. You imoyexpand rn AppendixA. South Bay Community Services (SBCS) is a dynamic 501(c)(3) organization and is the largest provider of social service and community development programs in San Diego County's South Bay. SBCS serves San Diego County's Southern Region, an area with a diverse population that is greatly affected by immigration, characterized by transience, low socioeconomic expectancy, high crime rates, intense gang activity, and substance abuse, making it difficult for them to find employment, affordable housing, and access community resources and services. SBCS was created by dedicated community members in 1971 as a drop-in center for drug abusing teens. Responding to evolving community needs and concerns, we have developed a wide range of integrated, bilingual, prevention, intervention, and treatment options for youth and families, including mental health counseling; the region's only permanent shelter and support services for homeless families, youth, and domestic violence victims and their children; transitional and affordable housing; drug&alcohol prevention and intervention; domestic violence prevention and intervention; community development; child abuse prevention and intervention; and extensive youth programming. SBCS is the sole provider of comprehensive Domestic Violence services in the South Bay region. Since 1991,SBCS has provided comprehensive, culturally appropriate, integrated prevention and intervention services to victims of domestic violence that promote integrity and self-sufficiency, improve their access to resources, and increase their safety and the safety of their children. On their way to becoming self-sufficient, SBCS' clients achieve major successes with the help of the program, such as learning English,getting a job, saving money, reuniting with their children after completing a drug rehabilitation program, overcoming depression, or getting a home of their own. SBCS is the leader in the state in emergency response to DV victims. SBCS is also the regional leader in providing trauma informed best practices for victims, to the extent that the agency trains other providers throughout the county and the state. 4.2. Has your agency received CDBG or other federal funds in any of the past three fiscal years (Fiscal Years 2011-2012;2012-2013, through 2013-2014)?If yes, complete Appendix G for ® Yes 0 No each of the graots'received for the three Fiscal Years 2011;2012,and 2013. Section 5: Back-Up Plan (Max Score: 5 Points;) 5.1. Will your agency still implement this project should C0BG funds not be awarded?if yes, how; ® Y s N will the implementation be achieved? e o . The need for Domestic Violence Services has increased at a time when funding has decreased significantly, so CDBG support of the Family Violence Treatment Program is essential to sustain this much needed service within the community. If funded at an amount less than requested, we will continue to provide Domestic Violence Services, but will be forced to serve fewer victims and children, 5.2. If funded, how will your agency continue this project if CDBG.funds are not available in future years? Funding support for the Family Violence Treatment Program is spread over a wide base of local, county, state, and federal agencies as well as individual donors, local corporations, and private foundations,to guard against program closure because of the loss of a funding source.The Board of Directors works hard each year to put together our annual fundraiser, "Change Their Lives" with all proceeds benefitting Mi Escuelita and our children's domestic violence services. We have also begun a social enterprise, East Side Sequel, an upscale resale boutique which not only provides jobs for our community members, but profits benefit our domestic violence programs.This strategic formula will create sustainability over time through the leveraging of diverse funding sources, and limits liability and dependence upon one type of support. Page 9 of 9 (Revised 12/4/20131 2014-03-11 Agenda Packet Page 328 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix A: Narrative ®f Project (Max Length: 2 Pages) In two pages or less, explain below your proposed project and snake the case why it should be awarded funding. ` Since 1991, SBCS has provided the South Bay's only comprehensive Domestic Violence services,including a 24/7 Domestic Violence Response Team (DVRT), emergency shelter and transitional housing, counseling, children's services, and a wide array of other support services.The Family Violence Treatment Program coordinates the following therapeutic services and crisis intervention activities: ® Domestic Violence Response Team (DVRT), responds with law enforcement to 911 calls involving domestic violence,provides 24 hour hotline assistance for DV victims,and 24 hour access to emergency shelter; + Strengths-based Assessments and Safety Planning for DV victims and their children; * Individual and group counseling for children,and support groups for adults; + Unique therapeutic pre-school,Mi Escuelita, for child victims of family violence; ® On-going Case Management and support for victims; ® Court-mandated perpetrators' groups; and • Access to other SECS programs including emergency and transitional housing, financial self-sufficiency services, and job development services. The Family Violence Program serves low and moderate income families, including victims and their children,in Chula Vista, predominately on the Western side of the City. The Family Violence Treatment Program has inspired many success stories over the years,much like this one. Carolina is the mother of three children, and became a victim of DV by her husband. She separated from him and obtained a Temporary Restraining Order,which her husband repeatedly violated for six months. Carolina was told to call the police each time her husband violated the conditions of the TRO; she did this,and each time she called the police, DVRT responded. As a result of the DVRT responses Carolina received: ® Advocacy with police detectives resulting in the arrest and conviction of the abuser; + Placement in secure, confidential shelter and transitional housing; • Counseling services for herself and her children. As a result of these services Carolina was able to find safe housing for herself and her children. She resurrected a business her husband had previously forced her to close. She now makes enough from her business to support herself and her children,who are now not only more respectful toward Carolina,but happier in general. CDBG funds will enable SBCS to sustain the DVRT and respond to and assist more victims and children affected by family violence. Together SBCS, law enforcement and local partners can inspire more stories like that of Carolina. Appendix "A"—Narrative Page 1 of 1 (Revised 121412013) 2014-03-11 Agenda Packet Page 329 APPENDIX C-1: LIST OF ALL FUNDING SOURCES FOR THE PROJECT CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION This table serves to provide the listing of all funds to be made available for the project. There are 3 steps to the completion of this table: Step (1): Enter the FY 2014-2015 CDBG application funding request amount for this application; Step (2): Complete the following table with the amounts of other funding sources that have been secured or funding sources that are unsecured for the implementation of the project; and Step(3): Attach any supporting documentation that verifies the secured funding sources and amounts for the project. NOTE: Amounts Unsecured should be funding sources that the Agency is reasonably sure will be available for the project. However supporting documentation is not yet available. AMOUNT AMOUNT % OF SECURED UNSECURED TOTAL FY 2014-2015 CDBG Application Request from City of Chula Vista (Step 1) $39,000 7.90% List Other Sources Below: (Step 2) HOME 0.00% ESG 0.00% 14OPWA 0.00% CDBG-R 0,00% NSP 0.00% HPRP 0.00% Other Federal Stimulus Funds 0.00% Other Federal Funds 0.00% San Diego Housing Commission 0.00% State Funds 0.00% County Funds $250,000 50.59% Local Funds $110,000 22.27% Private Funds $95,000 19.23% Agency Funds 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% TOTAL $455,000 $39,000 100% TOTAL PROJECT BUDGETI $494,000 2014-03-11 Agenda Packet Page 330 APPENDIX C-2: THREE-MONTH CASH RULE TEST CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION THREE-MONTH CASH RULE TEST The three (3)-month rule is used as a guideline to determine whether an Agency is solvent and has enough available cash to take a CDBG project from beginning to end during the 12-month allowed to complete the project. CDBG projects should not harm the day-to-day operations of the Agency, so enough funds must be available for both purposes. Provide the information requested below to demonstrate that the agency has enough cash on hand to operate the proposed project on a reimbursement basis. i Balance Sheet-Audited Financial Statements. FY 5/30/2013 CY Page# Document must be attached to Application Enter Agency Cash Balance (Cash cannot include Investments or Receivables) 1,220,960 A. Multiply Agency Cash Balance by 4=Cash available for project(s) 4,883,840 List the amount of FY 2014-2015 CDBG funding applied for this application. 39,000 List the amount of FY 2014-2015 CDBG funding applied for any other application. 54,550 List the amount of FY 2014-2015 CDBG funding applied for any other application. B. Sum all the amounts for FY 2014-2015 CDBG funding request(s) 93,554 Compare Agency Cash Balance Available (Item A)with Total FY 2014-2015 CDBG Funding Request(Item B): Item Al 4,883,840 Item B 93,550 Differencel 4,790,290 Analyze Results 1- If difference is a positive amount or equals $0,the Agency is eligible to apply. 2- If difference is a negative amount,the Agency has the options below: The Agency can adjust any of the FY 2014-2015 CDBG requested amount(s)to result in a positive or$0 balance, as long as: A) EACH PROJECT MEETS THE MINIMUM REQUIRED AMOUNT FOR EACH OF THE APPLICATIONS, AND B)CASH AVAILABLE FOR PROJECTS IS NOW GREATER THAN ORE UAL TO THE TOTAL FY 2014 CDBG FUNDING REQUEST. 2014-03-11 Agenda Packet Page 331 APPENDIX C-3: PUBLIC SERVICE SCHEDULE I -BUDGET EXHIBIT AGENCY South Bay Community Services PROJECT Family Violence Treatment Program CDBG Percentage SALARIES & WAGES (Schedule 2) 31,200 FRINGE BENEFITS (Schedule 3) 7,800 TOTAL PERSONNEL 39,000 SUPPLIES (Schedule 5) POSTAGE (Schedule 5) CONSULTANT SERVICES (Schedule 5) MAINTENANCE/REPAIR (Schedule 5) PUBLICATIONSIPRINTING (Schedule 5) TRANSPORTATION (Schedule 5) RENT (Schedule 5) EQUIPMENT RENTAL (Schedule 5) INSURANCE (Schedule 5) UTILITIES (Schedule 5) TELEPHONE (Schedule 5) OTHER EXPENSES (SPECIFY): (Schedule 5) (Schedule 5) (Schedule 5) TOTAL NON-PERSONNEL 0 TOTAL INDIRECT COSTS/ADMINISTRATIVE OVERHEAD (ICIAO) (Schedule 4) 0 [IC/A0 Expenses limited to 15% of Total CDBG Project Budget] TOTAL CDBG PROJECT BUDGET 39,000 Page I of 5 2014-03-11 Agenda Packet Page 332 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 2-PERSONNEL SCHEDULE: GROSS PAY The purpose of this form is to list the positions being claimed against the CDBG funding request amount.The positions listed below must provide direct project/client services. Positions providing non-direct services must be included in the indirect costs/administrative overhead(IC/AO) line item. The Total CDBG Salary & Wages must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY South Bay Community Services PROJECT Family Violence Treatment Program (1) (2) (3) (4) PERCENT TOTAL POSITION TITLE GROSS PAY CHARGED SALARY&WAGES Youth and Family Associate 39,410 67.00% 31,200.0 TOTAL CDBG SALARY&WAGES 31,200 1. List all positions charged against CDBG funding providing direct CDBG project/client activity. 2. List gross pay for each position listed. 3. List percent of gross pay to be charged against CDBG funding. Pay Schedule (Check One) Monthly Biweekly X Twice a Month Page 2 of 5 2014-03-11 Agenda Packet Page 333 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 3 -PERSONNEL SCHEDULE: FRINGE BENEFITS The purpose of this form is to list the fringe benefits being claimed against CDBG funding request amount. The Total Fringe must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY South Bay Community Services PROJECT Family Violence Treatment Program (1) (2) (3) (4) (5) (6) AMT OF PERCENT POSITION TITLE FRINGE TITLE INSURANCE GROSS PAY CHARGED AMOUNT Youth and Family Associate Fica 31,200 7.65% 2,387 Youth and Family Associate sui 4,000 2.00% 80 Youth and Family Associate Pension 31,200 5.00% 1,560 Youth and Family Associate Health 6,800.00 50.00% 3,392 Youth and Family Associate W/Comp 31,200 1.22% 381 TOTAL CDBG FRINGE BENEFIT 7,800 1 List all POSITIONS charged against CDBG funding providing direct CDBG project/client activity. 2. List Fringe Benefit title FOR EACH POSITION charged to CDBG funds. 3. List the amount of insurance for each position charged against CDBG funds. 4. Use gross pay for project/total all wages of agency. Then muliply by required percent for each fringe. 5. List percent of gross pay to be multiplied for insurance. Pay Schedule (Check One) Monthly Biweekly X Twice a Month Page 3 of 5 2014-03-11 Agenda Packet Page 334 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 4-INDIRECT COST/ADMINISTRATIVE OVERHEAD (IC/AO) CALCULATION The purpose of this form is to list the IC/AO being claimed against CDBG funding amount requested. The Total IC/AO must match the Budget Exhibit form.Round off totals to whole dollars. AGENCY South Bay Community Services PROJECT Family Violence Treatment Program (1) (2) (3) (4) AGENCY TOTAL INDIRECT BUDGET PERCENT COST/ADMINISTRATIVE POSITION TITLE/LINE ITEM AMOUNT CHARGED OVERHEAD TOTAL CDBG INDIRECT COST/ADMINISTRATIVE OVERHEAD - (5)Total CDBG Budget 39,000 Percentage 0.00% (Must be equal or less than 15%) F 1. List all personnel or nonpersonnel (NPE)charged against CDBG funding-include detailed description of indirect use. .2. List total Agency budget for positon and/or NPE line item. 3. List PERCENT of total budget to be charged against CDBG funding. 4. Total indirect cost/administrative overhead to be charged against CDBG funding. 5. Enter the Total FY13 CDBG Budget; percentage will be AUTOMATICALLY calculated. Pay Schedule(Check One) Monthly Biweekly X Twice a Month Page 4 of 5 2014-03-11 Agenda Packet Page 335 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 5-BUDGET JUSTIFICATION* AGENCY South Bay Community Services PROJECT Family Violence Treatment Program LINE ITEM AMOUNT Detailed Explanation: TOTAL LINE ITEM AMOUNT Detailed Explanation: TOTAL $ - LINE ITEM AMOUNT Detailed Explanation: TOTAL $ - *All line items must be justified in relation to CDBG-funded activities to be completed. Add pages as needed. Page 5 of 5 2014-03-11 Agenda Packet Page 336 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix D: Implementation (Max Length: 1 Page, Max Score: 5 Points) Provide a listing below of the specific tasks or activities needed to implement the proposed project and a timeline for their completion. Number each task or activity, describe it''and'�g ve the projected date of completion.Add additional rows as needed. # Task%Activity Description Completion - Date 1. ;Domestic Violence Response Team Employ staff 24 hours/day, 7 days/week to respond On-going to police calls involving DV ` 2. Provide follow-up Crisis Intervention . DVRT Staff provide follow-up crisis intervention On-going services for Victims visited on emergency calls 3. Case Management iVictims are assigned to a Case Manager to coordinate ion-going referrals and access needed services 4. Emergency Shelter/Transitional Victims and their children have access to SBCS' :On-going Housing Transitional Housing and Emergency Shelter Programs 5. N Escuelita ISBCS operates Mi Escuelita,a therapeutic preschool On-going program for children ages 3-5 who have been exposed to family violence 6. Counseling Weekly group counseling sessions for children and On-going Victim Support Groups are available for DV victims and their children j 7. €DVIP (Domestic Violence Intervention and Counseling On-going sessions are held weekly for court-ordered DV offenders 8. Client assessment and follow-up ;Clients in the Family Violence Treatment Program On-going are assessed utilizing the Family Well-being and as Assessment upon entrance into the program,and needed Case Managers follow-up regarding client progress/needs/services j Appendix"D"—Implementation Page 1 of 1 (Revised 1 z 1412013) 2014-03-11 Agenda Packet Page 337 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: South Bay Community Services Program/Project: Services for High Risk and Homeless Youth Project Description: SBCS will provide services, support and opportunities for high-risk and homeless youth in order to assist them to build healthy, stable and productive lives, avoiding first-time or repeat contact with law enforcement, homelessness, substance abuse, and/or gang involvement. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 05D -Youth Services Proposed Number 240 to Serve: (subject to change CFR§ 570.208(a)(2) Low depending on funding &=MinModerate Income recommendation) Limited Clientele Program Total Budget: $2,037,561 C.V. Cost per Client: $164 (Based on funding recommendation) Funding Request: lmm$3 Prior Year Fun $34,550 OIL- I Specific Use of Chula Vista Personnel Costs FUNDING $39,550 Funding: ($38,050) and Program RECOMENDED Expenses ($1,500) Staff Notes: Historically, funding for this program has been $39,550; however, due to a funding deficit in 2013/2014 the program was reduced by$5,000. For 2014/15 it is proposed to restore prior year funding levels. 2014-03-11 Agenda Packet Page 338 ®MMUNrry DEVELOPMENT BLOCK GRANT PROGRAM Application for Funding for Fiscal Year 2014-2015 01V(* CHULAVISTA Application Number: Project category ® public service (CBBG Program Office Use only) (check one onryJ ❑ Capital improvement Applicant Agency Information Applicant legal ha*... TSouth Bay Community Services Type:of agency::: ® 501(c)(3) ❑ Gov't./Public ❑ Far Profit ❑ Faith-Based ❑ Other: { Agency Address: 430 F Street,Chula Vista 91910 Date of ihcorporatron: eptember 1972 Tax ID number:: *750WFE_� Agency DUNS number.. 1/3407779 Annual operating budgets Number of paid staff.' 500 Number of valunteerst` Agency mission statement: SBCS' mission is to provide children, youth, and families with services that reinforce the family's role in our community and assist individuals to aspire realistically to lives of self-fulfillment. Project Title: ervices for High Risk and Homeless Youth Brief project descripr ton: BCS will provide services,support and opportunities for high-risk and homeless youth in order to assist them to build healthy, stable and productive lives, avoiding first-time or repeat contact with law enforcement, homelessness, substance ahusp. and/or_pFang involvement Funding Request Total funding requested in this application Other funds already secured for 1,997 611 (you:will provide a detailed budget in Appendix.C.> $39,550 project: .Tbuil cost to complete project: 2,037,561 Other funds not yet secured for 39,55{# Project Information !f Project is a Public:Service, will service be site specific? []Yes No !f your answer is yes,please provide Address(es)below: Census tract: Target Clientele: (Nameless, Youth, High-risk and Homeless Youth Elderly, Disabled, o..ther/Gerieral); The fo!lowing questions or individual clients and households to be served apply only to Public Service;and Minor Residential Rehabilitation"projects: Will.theprojectserve individual clients.(!C)or households(HH)? ® Individual clients ❑ Households Totdi:undupl►cated':!C/HH served: 240 Annual cost:per chenC/household: $16A.79 2014-03-11 Agenda Packet Pa ePa e 1 Of 9 (ReV M 1412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section : Project Details (Max Score: 25 Points) 1.1. ProviCde a concise description of the proposed project(this description must match the oneprovWd on the cover page)::Space for a fuller narrative,is provided in Appendix A. WS will provide services,support and opportunities for high-risl<and homeless youth in order to assist them to build healthy, stable and productive lives, avoiding first-time or repeat contact with law enforcement, homelessness, substance abuse, and/or gang involvement 1 2. Project start date: my 1, 201111, Anticipated end'date: une '! 11 2015 0. : Project's days/hours of operation I IM-Th:8:30am-7:30pm, F: 8:30am—5pm, Weekends as necessary 1.4. ? Projects ❑ Public service 1.5 Project ® Suitable living environment category.- objective . ❑ Decent housing (check oneanlyj ❑I Capital improvement (check one drily) ❑ Economic opportunity 1.6 Project ® Availability/accessibility outcome;::' ❑ Affordability (check one only). ❑ Sustainability 1.7. '::.CDBG'Criteria: Which,CDBG criterion below does your proposed project meet? ® (1) Area benefit:At least 51%of residents within the targeted activity area are low to moderate income (LMI). Please provide a map identifying the Census Tracts designated as LMI. ❑ (2) Limited clientele(select subpart below): ❑ (a) Special needs group(select benefit group from the list below): ❑ (i) Abused children ❑ (ii) Elderly persons 62 years or older ❑ (iii) Battered spouses ❑ (iv) Severely disabled adults (not children)--Census definition;documentation required ❑ (v) Illiterate adults ❑ (vi) Persons living with HIV/AIDS ❑ (vii) Migrant farm workers ❑ (viii)Homeless persons (b) At least 51%of clientele to be served will be documented as LMI. How does your agency track and Elrecord client demographics? ❑ (3) Housing(select subpart below): HPa) Single family(must be 100°°LM!) b) Multi-unit(must be 51%LMI) 1.8`, The'2010-2015 Consolidated Plan goals are listed below.: Select the goal appropriate to your project ❑ j Affordable Rental Housing Opportunities ❑ Maintenance and Preservation of Housing (rehabilitation activities) ❑ Homeownership Opportunities(homebuyer programs) ❑ Community Enhancement(public facilities/spaces) ® Public Services to Special Needs Population and/or Low Moderate Income Persons Page 2 of 9 2014-03-11 Agenda Packet (Re�n�JQ1412013) CITY of CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION ax Length for Questions 1010 t® 1.154 2 Pages) 1.10. Explain how the proposed project addresses the goal selected.. Services for high-risk and homeless youth are designed to benefit the Chula Vista community by providing support, services and opportunities for low and moderate-income youth who otherwise would exhibit risk factors and barriers including homelessness, substance abuse and gang involvement, which stand in their way of positive youth development and self-sufficiency. 1 11" $umn7{lrlZe pl7ystatistics and othersupportin documentation that demorisfrate the importphCe of addressing this• -'need or problem: Youth in Chula Vista experience a high rate of exposure to violence in the home combined with conditions of high unemployment,transience, high drop-out and truancy rates, substance abuse,teen pregnancy, lack of educational ties, gang involvement,family disintegration and homelessness. SBCS' proposed program aims to provide support and prevention/intervention services to youth experiencing any number of these issues. 1.12:. List each service provided by the project. For each service,indicate whether it is a new service or an expansion of an existing service: Activities provided for high-risk and homeless youth include the following: ® Assessment, individual case plan creation,and on-going support and case management; ® Individual,group and/or family counseling; ® Community Service activities and gang prevention; 0 Monitoring of school attendance and access to academic tutoring and after-school programs; a Referral to substance abuse prevention/intervention programs; ® Parenting classes and teen relationship violence prevention groups; and ® Access to SBCS'transitional housing programs, independent living skills training, workforce readiness, and any other programs necessary or deemed appropriate by a youth's case plan. All of these services are on-going, and will be sustained with CDBG funding. 1.13. Now woes your agency plan to tell the. target population about the project/services? Information about the Services for At-Risk and Homeless Youth are advertised at the SBCS main agency,through flyers distributed to local Family Resource Centers, schools,the Chula Vista Community Collaborative and through local law enforcement and community service partners. 1.14:: List up to three outcomes of the project(at least one is required). For each outcome listed provide the number of participants who will benefit and the way data will be collected to track or verify the outcome The overall program goal is to provide bilingual, culturally appropriate services to high-risk and homeless youth within the Chula Vista community, allowing them the opportunity to lead healthy, productive lives,free from law enforcement contact, homelessness, substance abuse and gang involvement. The program will be evaluated based on the successful completion of the following objectives: ® 240 youth will have access to services,as measured by case files and program statistics; ® 75%of youth referred will complete the program successfully, as measured on service plans; ® 85%of youth will have no further contact with law enforcement while engaged in services, as noted in case files; and m 85%of youth will report satisfaction with program participation as evidenced by client satisfaction questionnaires. 2014-03-11 Agenda Packet pa ep3a e 3 of 9 (Hevrgect 1412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION 1 15 Wilt the project collaborate with other service providers in the community?if yes, list them: ® Yes ❑j No and briefly describe the collaboration: SECS receives referrals from and works closely with the Chula Vista Police Department, County Probation Department, Child Welfare Services,School Attendance Review Boards,School Districts, Family Resource Centers operated by the Chula Vista Community Collaborative,other homeless providers, and many other local agencies to carry out program activities, and cater to the needs of each individual youth. Page 4 of 9 2014-03-11 Agenda Packet (R?9Q @cP421412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section a Agency Capac (Max core: 10 Pints) >2.1. Who will be:the person responsible for the overall oversight of the proposed project? Name of person: Mauricio Torre Title of person.- Youth and Family Development Department Director Relevant education: B.S. Psychology Telephone number:.:' (619)420-3620 Date first employed: 1997 2 2... Who:mill be the alternate person.responsible for the overall oversight of the proposed project? Nome of person: Dina Chavez Title of person.. Associate Director Relevant education;' B.S. Criminal Justice Administration Telephone.number. . (619)420-3620 Date first employed.' 111989 2.3 Who will be the person responsible for the day-to-day operations and management of the proposed project? Provide no more than two individuals: Name of person; Amanda Miscevic Title of person: Program Director Relevant education: B.S. Psychology Telephone..number: (619)420-3620 Date first employed: October 2004 Name Of person. Title of person, Relevant education:; Telephone number:: Date first employed: 2.4. ` Who will be the person responsible for the financial oversight of the CDBG expenditures and fiscal compliance? Provide no more than two individuals: Name of person: Elizabeth Iniguez Title of person: CFO Relevant education, Business Administration Telephone`number: (619)420-3620 Date first employed; 1993 Name of person: Title of person: Relevant education: Telephone number: Date'first employed:: 2 5 Of 9 Pa 2014-03-11 Agenda Packet (F�e�e2c�`��/4/2013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION ax length for Questions 2.5 to 2® ® 1 Page) 215.:` List the evaluation tools your agency plans to employ to track and monitor the progress of the project. Upon entrance into the program, each youth is assessed utilizing the Family Well-Being Assessment,which gauges a youth/family's strengths and barriers. A Youth and Family Development Associate reviews the assessment with the youth,and based on its results,the two work together to create an Individualized Service Plan. As a youth progress toward his/her goals,the YFDA will document client progress in case notes, re-assess his/her needs and assist in amending the Service Plan relative thereto. 2.6. How does your agency plan to ensure compliance with applicable policy and procedural requirements (including those listed in HUD's>"Playing by the Rules"Handbook)? SECS receives multiple types of HUD funding, and as such has aligned its financial management policies, methods of procurement and contracting, property management, record-keeping and reporting policies, administration and program requirements, and required financial audits in compliance with HUD's"Playing by the Rules" Handbook. 2.7. Describe any unresolved ADA issues in the projector project office and how your agency plans to address them. (if the objective of the project is ADA rehabilitation, do not repeat the project description here) Not applicable. 2.8. How many members does your Board of Directors have? 9 How many Board members are also members of the project's target population or reside in s the project's target area?Indicate which ones in Appendix F. Page 6 of 9 2014-03-11 Agenda Packet ffRSllecA44 1412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section : Auditing Control (Max Score: 15 Points; Max Length: 2 Pages) 3.1. Briefly describe your agency's.payment and disbursement procedures, with relevance to the proposed project: . All funds are managed by SBCS' Fiscal Department. The Fiscal staff includes the Chief Financial Officer (CFO): Elizabeth Iniguez, 3 Accounting Associates, 1 Accounts Payable Clerk, and 1 Fiscal Aide. The following are SBCS' fiscal procedures: Cash Disbursements: cash disbursements are prepared twice a month by our computerized accounts payable program. Payment is done for all authorized check requests. Where warranted, due to the significant amount of the purchase, approval from the Board of Directors is needed. Original supporting documents must be attached to all check request forms. After payment, all supporting invoices are stamped "paid" to avoid duplication of payment. All checks over $1,000.00 require two signatures, the CEO and a member of the Board of Directors. Pre-numbered checks are used on all disbursements. Numerical and physical control is maintained over blank checks as well as issued checks. Void checks are adequately mutilated and filed in numerical order with canceled checks. Cash Receipts: cash receiving is handled by the receptionist. She is in charge of opening all mail and logging in all checks received.The receptionist is not involved in any fiscal duties. Incoming cash receipts, primarily in the form of checks, are locked in a file cabinet until accumulation merits a deposit. The collection of cash is maintained by a separate cash receipt log. The Deposit is prepared by an Accounting Associate and posted to the general ledger by the Lead Accountant, maintaining discrete accounts for different funding sources. Periodic reconciliation of detailed cash receipt records to duplicate deposit slips, accounts receivables, and cash control accounts are prepared by personnel independent of cash functions. Payroll and Personnel: New employees are investigated before being hired. Wage and personnel policies are current and in writing. Current and complete personnel files are maintained. An adequate system is used to insure proper recording of hours and time. All salary and wage payments are made by check. An outside payroll company is responsible for processing payroll and printing appropriate payroll checks. All payroll checks are delivered to our office for review, and distribution to employees. The payroll account is reconciled by someone other than the person preparing the payroll and signing checks. Revenue, Billing, and Receivables:The CFO prepares all grant billings. Billings are done under reimbursement basis once a month and journalized as a receivable until the proper payment is made. The billings are done either on a preprinted form provided by the grantor or in-house prepared form. The CFO is in charge of monitoring the year-to-date expenses and comparing them to the annual budget. Under no circumstances will billings for a particular expense exceed the annual authorized budget.The fiscal department does a periodic analysis of receivables. Petty Cash and Cash On Hand: Petty cash funds are maintained on an imprest basis, with one individual responsible for the fund. They are not combined with other receipts. Responsibility for petty cash is separate from cash disbursements, receipts, and receivables functions. Limits exist on the amount for reimbursements out of petty cash. Supporting documents are checked and canceled at the time the fund is replenished. The fiscal department makes periodic and surprise counts of funds. 3.2. Describe how your agency's Board of Directors exercises programmatic and fiscal oversight: South Bay Community Services' Board of Directors meets every other month, during which they receive programmatic updates, and are advised on other significant agency business. The Board of Director's reviews and approves all funding requests, quarterly budget updates and the annual report. The Board is comprised of a number of sub-committees including the Executive Committee and Audit Committee,whose members attend to agency policies, procedures and financial management. The Board also directly oversees the President and CEO,who has the authority to act on the agency's behalf. 3.3: Briefly describe your ogency's financial reporting system/accounting procedures, with relevance to the proposed project: The Chief f=inancial Officer and Fiscal Staff utilize generally accepted accounting procedures in handling disbursement of funds and maintaining fiscal records. SBCS successfully manages more than 60 Federal, State,County,and city grants, as Page 7 of 9 2014-03-11 Agenda Packet (R?M04§1412013) CITY OF CHULA VISTA FY 2014-2035 CDBG FUNDING APPLICATION well as Private Foundation funding.The agency is audited by an independent auditor on an annual basis, and has a history of clean financial audits. 3.4.. Briefly describe your agency's record keeping system,with relevance to the proposed project: Program Evaluation and Quality Management is an integrated process facilitated by the SBCS' Contract Compliance and Quality Assurance Department. The CCQA staff possess extensive experience with monitoring and evaluating service delivery, and they regularly review the conditions of each contract to ensure these conditions are being met correctly and with high quality. SBCS has written policies that address Privacy and Confidentiality and the Release of information, and all program procedures are HIPAA compliant. i Direct service staff will use various tools to measure program success including contact logs, sign-in sheets, client surveys and case notes.All confidential files are transported in confidential lock boxes from program sites to the main agency, and are maintained in locked secure file cabinets when not in use. 3.5. `Briefly. describe your agency's auditing requirements, including those for the proposed project: South Bay Community Services is audited by an independent auditor on an annual basis, and has a history of clean financial audits. 3.6. Briefly describe your agency's internal controls to minimize opportunities for fraud, waste, and mismanagement: In addition to the Fiscal Policies listed above in 3.1, the CFO monitors the budget on a daily basis as receipts and debits are posted, as new grants come in, and as expenses and invoices are paid.There are regular meetings with the President and CEO to make sure funding streams are adequate for programs, and strategies are developed to apply for and acquire more funds as programs expand. 17: How does your agency plan to segregate CDBG funds from other agency funds for purposes of identification, tracking,and reporting? Contracts, grants, and other major funding sources are accounted in separate departments to prevent overlap of expenses a'nd maintain separate general ledgers for each funding source. This system facilitates the monthly monitoring of year-to-date expenses by funding source, and accounting for expenses to any particular funding source. CDBG funds will be managed in accordance with this agency policy. Page 8 of 9 2014-03-11 Agenda Packet (RPu#e646 1412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 4: Agency Experience (Max Score: 10 Points, Max Length: I Page for Section 4/5 Combined) 4.1. Briefly highlight your agency's experience and major accomplishments in providing services to LMl residents acid/or `communities.;You may expand in:Appendix A. South Bay Community Services (SBCS) is a dynamic 501(c)(3) organization and is the largest provider of social service and community development programs in San Diego County's South Bay.SBCS serves San Diego County's Southern Region, an area with a diverse population that is greatly affected by immigration,characterized by transience, low socioeconomic expectancy, high crime rates, intense gang activity, and substance abuse, making it difficult for them to find employment, affordable housing,and access community resources and services. SBCS was created by dedicated community members in 1971 as a drop-in center for drug abusing teens. Responding to evolving community needs and concerns, we have developed a wide range of integrated, bilingual, prevention, intervention, and treatment options for youth and families, including mental health counseling;the region's only permanent shelter and support services for homeless families,youth, and domestic violence victims and their children;transitional and affordable housing; drug&alcohol prevention and intervention; domestic violence prevention and intervention; community development; child abuse prevention and intervention; and extensive youth programming. The Youth Services Department, under which the At-Risk and Homeless Youth Program falls, has been serving youth since 1971, and currently provides youth with a full spectrum of services designed to offer families the resources and skills they need to reach their full potential and give their best to not only themselves but their community as well. From youth in need to peer mentors, all youth in the South Bay benefit from our services. Our programs reach more than 7,000 youth annually,the majority of whom are from low to moderate income families. 4.2. : Has your agency received CDBG or other federal funds in any of the past three fiscal years (Fiscal Years 2011-2012,2012-2013, through 2013-2014)?if yes,complete Appendix G for ® Yes ❑I No each of the grants received far the three Fiscal Years 2011,2012,and 2013. Section 5: Back-Up Plan (Max Score® 5 Points,) 511. . Will your agency still implement this project should CDBGfunds not be awarded?1f yes,haw � No will the implementation be achieved? . If funded at an amount less than requested, we will continue to provide services for at-risk and homeless youth, but will be forced to serve fewer youth. 5.2 if funded; how will your agency continue this project if CDBG funds are not available in future years? Funding support for Services for At-risk Youth is spread over a wide base of local,county,state,and federal agencies as well as individual donors, local corporations, and private foundations,to guard against program closure because of the loss of a funding source.This strategic formula creates sustainability overtime through the leveraging of diverse funding sources, and limits liability and dependence upon one type of support. Page 9 of 9 2014-03-11 Agenda Packet (RPggec84X/4/2013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix Ao Narrative of Project (Max Length: Z Pages) In two pages or less, explain belowyour proposed project and make the case why it should be awarded funding: The goal of the At-Risk Youth Services Program is to provide bilingual,culturally appropriate services to high-risk and homeless youth within the Chula Vista community, allowing them the opportunity to lead healthy,productive lives,free from law enforcement contact,homelessness,substance abuse and gang involvement. This is achieved by by providing support,services and opportunities for low and moderate-income youth who otherwise would exhibit risk factors and barriers which stand in their way of positive youth development and self-sufficiency. This Program is especially important because youth in Chula Vista experience a high rate of exposure to violence in the home combined with conditions of high unemployment, transience,high drop-out and truancy rates,substance abuse,teen pregnancy, lack of educational ties,gang involvement,family disintegration and homelessness. SBCS' proposed program aims to provide support and prevention/intervention services to youth experiencing any number of these issues. SBCS'At-Risk Youth Services Program aims to provide support and prevention and/or intervention services to youth experiencing any number of these issues. Activities provided for high-risk and homeless youth include the following: 0 Assessment,individual case plan creation,and on-going support and case management; a Individual,group and/or family counseling; a Community Service activities and gang prevention; W Monitoring of school attendance and access to academic tutoring and after-school programs; ® Referral to substance abuse prevention/intervention programs; a Parenting classes and teen relationship violence prevention groups; and Access to SBCS'transitional housing programs,independent living skills training,workforce readiness, and any other programs necessary or deemed appropriate by a youth's case plan. Upon entrance into the program, each youth is assessed utilizing the Family Well-Being Assessment,which gauges a youth/family's strengths and barriers. A Youth and Family Development Associate (YFDA)reviews the assessment with the youth, and based on its results,the two work together to create an Individualized Service Plan,which may include any of the above mentioned services and supports,as needed and appropriate. Together the youth,family and YFDA work to overcome barriers and attain both positive youth development and self-sufficiency. Appendix"A"--Narrative Page 1 of I (Revised 121412013) 2014-03-11 Agenda Packet page 348 APPENDIX C-1: LIST OF ALL FUNDING SOURCES FOR THE PROJECT CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK.GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION This table serves to provide the listing of all funds to be made available for the project. There are 3 steps to the completion of this table: Step (1): Enter the FY 2014-2015 CDBG application funding request amount for this application; Step (2): Complete the following table with the amounts of other funding sources that have been secured or funding sources that are unsecured for the implementation of the project; and Step (3): Attach any supporting documentation that verifies the secured funding sources and amounts for the project. NOTE: Amounts Unsecured should be funding sources that the Agency is reasonably sure will be available for the project. However supporting documentation is not yet available. AMOUNT AMOUNT % OF SECURED UNSECURED TOTAL FY 2014-2015 CDBG Application Request from City of Chula Vista(Step 1) $39,550 1.90% List Other Sources Below: (Step 2) HOME 0.00% ESG 0.00% HOPWA 0.00% CDBG-R 0.00% NSP 0.00% HPRP 0.00% Other Federal Stimulus Funds 0.00% Other Federal Funds $350,000 16.85% San Diego Housing Commission 0.00% State Funds 0.00% County Funds $1,547,561 74.51% Local Funds $140,000 6.74% Private Funds 0.00% Agency Funds 0.00% 0.00% 0.00% 0.00% 0.00% 0,00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% TOTAL $2,037,561 $39,550 100% TOTAL PROJECT BUDGET $2,077,111 2014-03-11 Agenda Packet Page 349 APPENDIX C-2: THREE-MONTH CASH RULE TEST CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION THREE-MONTH CASH RULE TEST The three (3)-month rule is used as a guideline to determine whether an Agency is solvent and has enough available cash to tape a CDBG project from beginning to end during the 12-month allowed to complete the project. CDBG projects should not harm the day-to-day operations of the Agency, so enough funds must be available for both purposes. Provide the information requested below to demonstrate that the agency has enough cash on hand to operate the proposed project on a reimbursement basis. Balance Sheet-Audited Financial Statements. FY 6/30/2013 CY Page# Document must be attached to Application Enter Agency Cash Balance (Cash cannot include Investments or Receivables) 1,220,960 A. Multiply Agency Cash Balance by 4=Cash available for project(s) 4,853,840 List the amount of FY 2014-2015 CDBG funding applied for this application. 39,550 List the amount of FY 2014.2015 CDBG funding applied for any other application. 54,000 List the amount of FY 2014-2015 CDBG funding applied for any other application. R. Sum all the amounts for FY 2014-2015 CDBG funding request(s) 93,550 Compare Agency Cash Balance Available(Item A)with Total FY 2014-2015 CDBG Funding Request(Items B): Item A 4,883,840 Item B 93,550 Difference 4,790,290 Analyze Results 1- If difference is a positive amount or equals $0,the Agency is eligible to apply. 2- If difference is a negative amount,the Agency has the options below: The Agency can adjust any of the FY 2014-2015 CDBG requested amount(s)to result in a positive or$0 balance, as long as: A)EACH PROJECT MEETS THE MINIMUM REQUIRED AMOUNT FOR EACH OF THE APPLICATIONS, AND B)CASH AVAILABLE FOR PROJECTS IS NOW GREATER THAN ORE UAL TO THE TOTAL FY 2014 CDBG FUNDING REQUEST. 2014-03-11 Agenda Packet Page 350 APPENDIX C-3: PUBLIC SERVICE SCHEDULE l -BUDGET EXMBIT AGENCY South Bay Community Services PROJECT At-Risk Youth Services CDBG Percentage SALARIES &WAGES (Schedule 2) 29,558 FRINGE BENEFITS (Schedule 3) 8,492 TOTAL PERSONNEL 38,050 SUPPLIES (Schedule 5) POSTAGE (Schedule 5) CONSULTANT SERVICES (Schedule 5) MAINTENANCE/REPAIR (Schedule 5) PUBLICATIONS/PRINTING (Schedule 5) TRANSPORTATION (Schedule 5) RENT (Schedule 5) EQUIPMENT RENTAL (Schedule 5) INSURANCE (Schedule 5) UTILITIES (Schedule 5) TELEPHONE (Schedule 5) OTHER EXPENSES (SPECIFY): Program Expenses (Schedule 5) 1,500 (Schedule 5) (Schedule 5) TOTAL NON-PERSONNEL 1,500 TOTAL INDIRECT COSTS/ADMINISTRATIVE OVERHEAD (IC/AO) (Schedule 4) [IC/AO Expenses limited to 15% of Total CDBG Project Budget] TOTAL CDBG PROJECT BUDGET 39,550 Page 1 of S 2014-03-11 Agenda Packet Page 351 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 2-PERSONNEL SCHEDULE: GROSS PAY The purpose of this form is to list the positions being claimed against the CDBG funding request amount. The positions listed below must provide direct project/client services, Positions providing non-direct services must be included in the indirect costs/administrative overhead(IC/AO)line item. The Total CDBG Salary& Wages must match the Budget Exhibit form.Round off totals to whole dollars. AGENCY South Bay Community Services PROJECT At-Risk Youth Services (1) (2) (3) (4) PERCENT TOTAL POSITION TITLE GROSS PAY CHARGED SALARY &WAGES Youth and Family Associate 39,410 75.00% 29,558.0 TOTAL CDBG SALARY&WAGES 29,558 1. List all positions charged against CDBG funding providing direct CDBG project/client activity. 2. List gross pay for each position listed. 3. List percent of gross pay to be charged against CDBG funding. Pay Schedule(Check One) Monthly Biweekly X Twice a Month Page 2 of 5 2014-03-11 Agenda Packet Page 352 APPENDIX C-3: PUBLIC SERVICE SCBEDULE 3 -PERSONNEL SCHEDULE: FRINGE BENEFITS The purpose of this form is to list the fringe benefits being claimed against CDBG funding request amount. The Total Fringe must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY South Bay Community Services PROJECT At-Risk Youth Services (1) (2) (3) (4) (5) (6) AMT OF PERCENT POSITION TITLE FRINGE TITLE INSURANCE GROSS PAY CHARGED AMOUNT Youth and Family Associate Fica 29,558 7.65% 2,261 Youth and Family Associate sui 5,250 2.00% 105 Youth and Family Associate Pension 29,558 2.00% 591 Youth and Family Associate Health 6,800.00 75.00% 5,100 Youth and Family Associate WlComp 29,558 1.47% 435 TOTAL CDBG FRINGE BENEFIT 8,492 1. List all POSITIONS charged against CDBG funding providing direct CDBG project/client activity. 2. List Fringe Benefit title FOR.EACH POSITION charged to CDBG funds. 3. List the amount of insurance for each position charged against CDBG funds. 4. Use gross pay for project/total all wages of agency. Then muliply by required percent for each fringe. 5. List percent of gross pay to be multiplied for insurance. Pay Schedule(Check One) Monthly Biweekly X Twice a Month Page 3 . of 5 2014-03-11 Agenda Packet Page 353 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 4-INDIRECT COST/ADMINISTRATIVE OVERHEAD (IC/AO) CALCULATION The purpose of this form is to list the IC/AO being claimed against CDBG funding amount requested, The Total IC/AO must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY South Bay Community Services PROJECT At-Risk Youth Services (1) (2) (3) (4) AGENCY TOTAL INDIRECT BUDGET PERCENT COSTIADMINISTRATIVE POSITION TITLE/LINE ITEM AMOUNT CHARGED OVERHEAD TOTAL CDBG INDIRECT COST/ADMINISTRATIVE OVERHEAD (5)Total CDBG Budget 39,550 Percentage 0.00% (Must be equal or less than 15%) 1. List all personnel or nonpersonnel (NPE)charged against CDBG funding include detailed description of indirect use. 2. List total Agency budget for positon and/or NPE line item. 3. List PERCENT of total budget to be charged against CDBG funding. 4. Total indirect cost/administrative overhead to be charged against CDBG funding. 5. Enter the Total FYI CDBG Budget; percentage will be AUTOMATICALLY calculated. Pay Schedule(Check One) Monthly Biweekly Twice a Month Page 4 of 5 2014-03-11 Agenda Packet Page 354 APPENDIX C-3: PUBLIC SERVICE SCIIEDULE 5-BUDGETLISTII+ICATI®N* AGENCY South Bay Community Services PROJECT At-Risk Youth Services LINE ITEM Program Expenses AMOUNT Detailed Explanation: Storage fee to Iron Mountaing to mainta.ing closed files.Monthly Fee$1251mth 1,500 TOTAL $ 1,500 LINE ITEM AMOUNT Detailed Explanation: TOTAL $ LINE ITEM AMOUNT Detailed Explanation: TOTAL $ - *All line items must be justified in relation to CDBG-funded activities to be completed. Add pages as needed. Page 5 of 5 2014-03-11 Agenda Packet Page 355 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix D: Implementation (Max Length: 1 Page; Max Score: 5 Pints) Provide a listing below of'the specific Casks or activities needed to'implement the proposed project and a timeline far their completion.Number each task or activity, describe it, and give the Ookied date of completion:Add additional rows as needed. Completion # Task/Activity Description Date. 1. .Accept/Screen Referrals 'Accept and screen referrals for eligible youth On-going 2. !Assess Youth Assess youth using Family Well-Being Assessment On-going 3, Assign Case Manager Assign youth to Youth and Family Development On-going Associate (YFDA) 4. ECreate Individualized Service Plan 1 ;Together Youth and YFDA discuss strengths/barriers On-going and create Service flan S. �Provide adequate services/referrals j 'Link youth to services based on Individualized On-going Service Plan , 6. Follow-up on Youth Progress I �YFDA follows up with youth regarding program. ;Quarterly progress and re-assesses needs or more frequently as needed E i i - E I 3 I f I � I Appendix "D"—Implementation Page I of 1 2014-03-11 Agenda Packete��s �fslz/�l/2013J CITY OF CHULA VISTA FY 2014-2015 CiDBG FUNDING APPLICATION Appendix E. Roster of Board Members & Professions Provide a roster of the members ofyour agency's Board of Directors and their professions by f lling out the table below: Member Resides in of Target Tar et Name/Board Position Professiol�/Affilaatioa g Populatia Area n Anthony Perez, Board Chair Union Bank, SVP/Region Manager Ceanne Guerra,Vice Chair j €Cox Communications j David D.Rowlands,Jr.,.Past Chair Retired ; ❑ ❑I Sue Behnonte,Audit Committee Chair ' ISD Daily Transcript j ❑ Charles Moore ;Retired I ® ❑I ,Nancy Kerwin jChula Vista Elementary School District ❑ Fran Muncey ; The Galley at the Marina j 1❑ ❑ John Nelson : Chula Vista Elementary School District ❑ I❑ Diane Rose 'ResCare Workforce Services ® {❑I I❑ ❑I i I '❑ ❑, ❑! I ; ❑ ❑l 3 ❑I `❑ Appendix"E"---Roster of Board Members and Professions Page 1 of I (Revised 121412013) 2014-03-11 Agenda Packet Page 357 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix Fo Disclosure Statement Pursuant to City Council Policy 101-01, prior to any action on a matter that requires discretionary action by the City Council, Planning Commission or other official legislative body of the City, a statement of disclosure of certain ownerships, financial interests, payments,and campaign contributions must be filed.The following information must be disclosed: 1. List the names of all persons having a financial interest in the project that is the subject of the application, project or contract (e.g.,owner,applicant, contractor,subcontractor, material supplier). [South Bay Community Services, Kathryn Lembo,Roger Dinsmore } 2. If any person* identified in section 1 above is a corporation or partnership, list the names of all individuals with an investment of$2000 or more in the business(corporation/partnership) entity. ;[Type response here.]1' 3. If any person* identified in section 1 above is a non-profit organization or trust, list the names of any person who is the director of the non-profit organization or the names of the trustee, beneficiary and trustor of the trust. [Kathryn Lembo]; 4. Please identify every person, including any agents, employees, consultants, or independent contractors, whom you have authorized to represent you before the City in this matter. ;[Kathryn Lembo,Dina Chavez, Mauricio Torre, Don Hunted 5. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, had any financial dealings with an official** of the City of Chula Vista as it relates to this contract, project or application within the past 12 months?Yes;ONo® If yes,briefly describe the nature of the financial interest the official may have in this contract. ':[Not applicable..]', 5. Has any person* anyone identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, made a campaign contribution of more than $250 within the past twelve(12) months to a current member of the Chula Vista City Council?NoIEl iYCCA If yes,which Council member(s)? ,[Type response here.]} 7. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, provided more than $420 (or an item of equivalent value) to an official** of the City of Chula Vista in the past twelve (12) months? (This includes any payment that confers a personal benefit on the recipient, a rebate or discount in the price of anything of value, money to retire a legal debt,gift, loan, etc.)Yes,QNo® If Yes, list official and what was the nature of item provided? 1:[Not applicable.]) S. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, been a source of income of$500 or more to an official**of the City of Chula Vista in the past twelve(12)months?Yesl❑ INo® If Yes,identify the official and the nature of the income provided? ;[Not appliacablel January 15, 2014 [Kathryn Lembol Signature: * Person is defined as:any individual,firm,co-partnership,joint venture,association,social club,fraternal organization, corporation, estate,trust, receiver,syndicate,any other county,city, municipality,district,or other political subdivision,or any other group or combination acting as a unit. ** Official includes,but is not limited to: Mayor,Council member, Planning Commissioner, Member of a board,commission,or committee of the City,and City employees or staff members. Appendix"F"--Disclosure Statement Page I of 1 �Revis3p�!121412013) 2014-03-11 Agenda Packet age 8 CITY OF CHULA VISTA FY 2014-2015 FUNDING APPLICATION Appendix G: Identification of Prior Year CDBG and/®r Federal Funds G.I. Agency name: �outh Bay Community Services G.2. Project narrre `At-Risk Youth Services ' G..3.. Year of funding: ❑ Fiscal Year 2011 1 E] Fiscal Year 2012 ® Fiscal Year 2013 G.4:' . Indicate the source of the federal funding awarded to the prr'or project' ® CDBG ❑; HOPWA ❑ ESG ❑F HOME ❑; CDBG-R ❑i HPRP J NSP ❑ Other(lndkatebo,,.): � i G.5. Amount awarded: $39,550 G.6. Arnoiintspent to date: 1$39,550 G.7, Amount reprogrammed to date: - G.8. Indicate below the outcomes anticipated(refer to the original application for the project, if possible).. , F(2) IProvide 240 youth with the services,support, and opportunities they need to lead healthy and productive lives, avoiding further contact with law enforcement and gang involvement. 75%of youth referred will complete the program successfully, as measured on service plans; 85%of youth will have no further contact with law enforcement as noted in case files (8) X85% of you will report satisfaction with program participation ? 6.9. Indicate below the outcomes achieved: q 369 have completed the At-Risk Youth Program 94%completed the program successfully; 95% had no further contact with law enforcement 95% reported satisfaction with program participation G.10. If any anticipated outcomes were NOT achieved,specify which ones and explain why below: [Not applicable.' G.I. Agency name: South Bay Community Services G.2. Project name At-Risk Youth Services G.3. Year of funding: ❑I Fiscal Year 2011 ® Fiscal Year 2012 ; ] Fisca! Year 2013 G.4. Indicate the source of the federal funding awarded to the prior project: ® CDBG ❑ HOPWA ❑, ESG ❑j HOME ❑ CDBG-R ❑ HPRP ❑I NSP ❑' Other flndicatebefawj: G.5. Amount awarded: ;$39,550 G.6. Amount spent to date: ;$39,550 6:7. Amount reprogrammed to date: j G.8. Indicate below the outcomes anticipated(refer to the original application for the project,:if possible): .Provide ab i i n gua l, culturally appropriate Youth services program to 240 high-risk children,youth and families in (1) the comity, which includes prevention, intervention, and supportive services,giving them the opportunities 2014-03-11 Agenda Packet Pagel of 2—Supplement to Appendix E Page 359 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION they need to lead healthy and productive lives and avoid law enforcement contact and gang involvement. 75% of youth referred will complete the program successfully; 85%will have no further contact with law (2) enforcement. (3) '85%of you will report satisfaction with program participation. G.9. Indicate below the outcomes achieved;. (1) 340 have completed the At-Risk Youth Program (2) 96% completed the program successfully; 95% had no further contact with law enforcement (3) 95% reported satisfaction with program participation G.10. If any anticipated outcomes were NOT achieved,specify which ones and explain why below: [Not applicable. G.1. Agency name: South Bay Community Services G.2. Project name: At-risk Youth Services G.3. Year of funding: ® Fiscal Year 2011 ❑� Fiscal Year 2012 ❑' Fiscal Year 2013 G.4. Indicate the source of the federal funding awarded to the prior project.. ® CDBG ❑'', HOPWA ❑li PSG 1 ❑ HOME CDBG-R ❑'i HPRP ❑ NSP ❑ Other(frrditate6elowJ: G.5. Amount awarded: $ i G.6, Amount spenf to date: ;$39,550 G.7. Amount reprogrammed to date. G.S. Indicate below the outcomes anticipated(refer to the original application for the project, if possible):. Provide a bilingual, culturally appropriate Youth services program to 240 high-risk children, youth and families in the community, which includes prevention, intervention, and supportive services,giving them the opportunities (1) they need to lead healthy and productive lives and avoid law enforcement contact and gang involvement. '75%of youth referred will complete the program successfully; 85%will have no further contact with law (2) enforcement. { (3J 85% of you will report satisfaction with program participation. j G,9. Indicate below the outcomes achieved: (1) 300 youth have completed the program (2) 93% completed the program successfully; 97% had no further contact with law enforcement (3) 90% reported satisfaction with program participation. G.10. if any anticipated outcomes were NOT achieved,specify which ones and explain why below: Not applicable.,, 2014-03-11 Agenda Packet Page 2 of 2--Supplement to Appendix E Page 360 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: Chula Vista Elementary Schools District for the Chula Vista Community Collaborative Program/Project: Family Resource Center Emergency and Basic Services Project Description: Low income and vulnerable families in Chula Vista will be provided emergency and basic needs services. Families in crisis or emergency situations will be provided with emergency food boxes, clothing, ancillary, and transportation services as well as assessed for additional ongoing services. d Type of Program/Project: Public Services [(§570.201(e)] Target Population: 05 - Public Services Proposed Number 475 General to Serve: (subject to change depending on funding CFR§ 570.208(a)(2) Low recommendation)4 Moderate Income Limited Clientele Program Total Budget: $222,031 C.V. Cost per Client: $147 (Based on funding recommendation) Funding Request: $39,312 Specific Use of Chula Vista Personnel Costs FUNDING $39,312 Funding: RECOMENDED 2014-03-11 Agenda Packet Page 361 OMMUNiTy DEVELOPMENT BLOCK GRAIN PROGRAM Application for Funding for Fiscal Year 2014-2015 CHIMA pdt pdre Application Number: I e g p:ry. ® Public service (COBG Program Office Use Only) (CheCk4»ew1Jy1 capital impr ovement Applicant Agency Information Ap licantle al.nam Chula Vista Elementary School District for Chula Vista Community Collaborative pe pfr erac 501(c)(3) Gov't./Public 3 Far Profit Faith-Based [][Other: AgencyAddr ss; [Type response here.] Date of incorporation:; Established 1892 Tax ID number: , 5-6000613 A enoDUNSnumber. 66156274 Annual operating budget: ;$832,912 Number of paid sra 15 ' Number P1 volunteers: 10+ Agency mission statement: Enhancing community partnerships to develop and implement coordinated strategies and systems for future generations j Project Title. Family Resource Center Emergency and Basic Services Briof project description: Low income and vulnerable families in Chula Vista will be provided emergency and basic needs services. Families in crisis or emergency situations will be provided with emergency food boxes, clothing, ancillary, and transportation services as well as assessed for additional and ongoing services Funding Request Total funding requested in this application 69,945 Other funds already secured for � I (you will provide a detailed budget in Appendix C. project: Total cost to complete pTject: ', Other funds not yet secured for 1 Project Information if Project is a Public Service, will service be site specific? UYes JoNo If your answer is yes, lease provide: Address(esJ below: Census tract: f i Target Clientele:(Nameless, Youth, �I_ow Income Chula Vista residents and families Elderly, Disabled, Other/General) The following questions on individual clients and households to be served apply only to Public Service, and Minor Residential Rehabilitation pro'ects: Will the prglect serve individual clients ICJ or households(HH)? L11 Individual clients Households Total unduplicated!C/HH served: j Annual cost per clienVhousehold. Page 1 of 9 (Revised 121411013) 2014-03-11 Agenda Packet Page 362 CITY of CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 1: Project Details (Max Score: 25 Points) 1.1. Provide.a concise description.of the proposed project{this description must match the one provided on the cover page). Space for a Mer narrative Is provided in Appendix A. ILow income and vulnerable families in Chula Vista will be provided emergency and basic needs services. Families in crisis or emergency situations will be provided with emergency food boxes, clothing, ancillary, and transportation services as well as assessed for additional and ongoing services. 1.2. Project start elate: 7/1/14 Antrci aced end date: 130/15 1.3. Pro ecr's daysjhours of operation I IMonday—Friday 8 am to 4pm 1.4. Project Public service r project ® Suitable living environment category: objective: Decent housing Icheckoneoniy] [ icapital improvement (cheCkoneonly] Economic opportunity 1.4 project ® Availability/accessibility outcome: Affordability (check one only) Sustainability 1.7, COBG Criteria:Which CDBG criterion below does your proposed project meet? ® (1) Area benefit:At least 51%of residents within the targeted activity area are low to moderate income(LM0. Please provide a map identifying the Census Tracts designated as LML Tr F (2) Limited clientele(select subpart below): (a) Special needs group(select benefit group from the list below): (1) Abused children (ii) Elderly persons 62 years or older Ll (iii) uttered spouses (iv) Severely disabled adults(not children)—Census definition;documentation required (v) Illiterate adults (vi) persons living with HIV/AIDS (vii) Migrant farm workers (viii)Homeless persons E (b) At least 51%of clientele to be served will be documented as LML How does your agency track and record client demographics? (3) Housing(select subpart below): (a) Single family(must be 100%LMI) (b) Multi-unit(must be 51%LMI) 1.8. Me 2oio-2015 Consolidated Plan goals are listed below. Select the oat appropriate to your project: Affordable Rental Housing Opportunities Maintenance and Preservation of Housing(rehabilitation activities) ]' Homeownership Opportunities(homebuyer programs) Community Enhancement(public facilities/spaces) Public Services to Special Needs Population and/or Low Moderate Income Persons Page 2 of 9 (Revised 1 21412 0 1 3) 2014-03-11 Agenda Packet Page 363 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION ax Length for Questions 1.10 to 1.15: 2 Pages) 1:10. &-plain how the proposed gect addresses the 9oal selected: I(The proposed program will provide a safety net for families in Chula Vista who are facing poverty and food insecurity. The program addresses the priorities of Tier 1 by providing emergency and basic needs services for low income Chula Vista residents. The program also improves access to needed services for vulnerable and disengaged families in Chula Vista. Low income families will be able to access services through five conveniently located community sites in Chula Vista. In addition to emergency and basic services,families will be screened and assisted to access immediate social and health needs and will be referred to additional services as needed. Low income families in Chula Vista will be assisted to connect to support services for their children and adults. CVCC is currently facing a major financial risk as we have been notified by one of our primary funding sources(Sweetwater Union High School District)that funding will end June 30, 2014. This represents a major loss of funding and the closing of one FRC as of 6/30/14,which represent a major decrease in services to Chula Vista families. Therefore funding of safety net and emergency services is even more critical. I 1.11. Summarize any statistics and other supporting documentation that demonstrate the importance of addressing this need or problem: l[Western Chula Vista is home to a disproportionate rate of families who are experiencing socioeconomic disparities. According to SANDAG,the population In Chula Vista is 51% Hispanic, but the population in Western Chula Vista is 63% Hispanic. Western Chula Vista has a disproportionate number of residents who are Hispanic,poor, lack health insurance, and lack knowledge about where and how to access services,creating a hub of vulnerable and underserved population. According to the US Department of Agriculture's report on "Household Food Security in the United States in 2012'. low income households,single women households,and Hispanic households have a substantially higher food insecurity than other households. It goes on to state that these families can experience food insecurity up to 7 months of the year. The economic disparity of Chula Vista families is evident in western Chula Vista,were the median income in the 91911 zip code is only$39,167,compared to the citywide median income of$43,712. According to the World Health Organization, poor people have worse health outcomes than better-off people. Poverty and low income also cause ill-health ... poor people suffer from a multiplicity of deprivations that translate Into high levels of ill-health. Poor people are thus caught in a vicious circle:poverty breeds ill health, ill-health maintains poverty." Bulletin of the World Health Organization 2002,80(2)#World Health Organization 2002. 1.12. List each service provided by the project. For each service;indicate whether it is a new service or an expansivrl of an existin Service: Pilingual and culturally appropriate Emergency and basic services will be provided to at-risk/low income families in the community. Services will include: Emer enc Food Boxes: Families in need will be provided with an emergency food box to mee,their families need. Grocery Store Gift Card:. Families in food insecurity situations will be provided with a$25 gift card to purchase perishable food items for their family. Emergency Clothing: Families and individuals will be provided with clothing for all members of their family through the CVCC's community closet. AncitLary Services: Family and individuals will be provided with emergency ancillary support such as shoes,diapers, uniforms,glasses, prescriptions costs,etc. Emergency Transportation Costs: Family and individuals will be provided with emergency transportation costs to include bus tokens or bus passes to be able to go to needed appointments,school, or job. page 3 of 9 (Revised 1 21412 0 1 3) 2014-03-11 Agenda Packet Page 364 CITY OF CHULA VISTA FY 20142015 CDBG FUNDING APPLICATION aloes your agency plan to tell the target population about the project/services? Services will be available through five conveniently located and community based f=amily Resource Centers located in western Chula Vista. Outreach will be conducted through schools, school events,community events,community presentations,website,and email announcements. CVCC will leverage community education opportunities where Promotoras are already in the community and will spread the word(flyers and brochures)about services available at Family Resource Centers. In addition Promotoras are able to speak one-on-one to individuals in the community and readily share about services available through Family Resource Centers 1. . [isf up to three outcomes`t�f the project{ut least on is requred). r such outcome listed, ►rvvfde the number of . particfppnts who wfll benefit and the way data volt/be collected to track or verify the outcome: 1. I[The project will provide a safety net for low income families in Chula Vista 1 The project will increase availability and accessibility of needed services to the most vulnerable and needy population in Chula Vista (low income individuals and families). 3. The project will offer families needed emergency services such as food boxes,clothing, diapers, uniforms,etc. Families will be provided with immediate needs but will also be connected to ongoing services to ensure family strengthening and sustainability by assisting families to eliminate barriers to self sufficiency 1.1S. Will the project collaborate with other service providers In the community?If yes,list them ® Yes [Q No briefly describe the collaboration: i[The proposed activity will be conducted by CVCC staff only. As part of our partnerships,CVCC will collaborate with the Chula Vista Welfare Council and other donors to secure food boxes,gift cards,clothing donations,etc. As part of our services, referrals will be made to other agencies stationed within the Family Resource Centers and outside agencies. These agencies include;the Chula Vista Elementary School District, Home Start,South Ray Community Services,San Diego Adolescent Pregnant and Parenting Program (SDCOE)San Ysidro Health Center, Family Health Center and the County of San Diego Health and Human Services. CVCC has over 250 partner agencies and many have a reciprocal relationship with CVCC to refer clients to the most appropriate services Page 4 of 9 (Revised 1 21412 0 1 3) 2014-03-11 Agenda Packet Page 365 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 2: Agency_Capac (Max Score: 10 Points) 2.1. Who will be the person responsible for the overall oversight the proposed project? Name 0 person:. Margarita Holguin ; Tltle,of erson: Director-CVCC Relevant education: Over 25 years of public service administration-Masters in Public Administration Telephone humber.` 619 409-9412 j Date ft*em !eyed: une 2007 2.2. Who will be the alternate erson responsible.for the overall oversi ht of the pro osed pro' ? Name of person: JHeather Nemour Title o , erson: • FRC Coordinator Relevont,educatian: ver 16 years of experience in FRC Operations-MA in Sociological Practice Telephone numb_ er: 19498-8042 Date first employed., epternber 1997 2.3 Who will be the person responsible for the day-to-day operations and management of the proposed project? Provide no more than two individuals: Nome of person: Heather Nemour Title of erson: FRC Coordinator Relevant education: See above I Telephone number: Date first employed: Name of person: Marvin Roxas ' Title 9f IFRC Coordinator Relevant education: M.A. in Counseling Psychology,over 3 years of experience managing social service programs. Tele hone number: Date first em toyed: 2.4. Who will be the person responsible for thefinancial oversight of the CDBG expenditures and fiscal compliance? Provide no more than two individuals: Nome of person: Imargarita Holguin Title n erson: Director Relevant education: See above Telephone number: _ Date rrst em toyed: Name of, person: Christina Ross Title of person: ffice Manager ; Relevant education: 118+years in the position with oversight for CVCC financial duties-prior experience in banking 1 Telephone number: 161 9 498-8044 Date first employed: my 1995 Page 5 of 9 (Revised 121412013) 2014-03-11 Agenda Packet Page 366 CITY OF CHUtA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 2.5 to 2.8: 1 Page) 2.5. last the evaluation tools your agency lons to employ to track and monitor the progress of the project. 3 I[The program will be reviewed and monitored on a regular basis as follows: Monthly—the number of clients and services provided in reviewed monthly and monthly statistical reports are completed to demonstrate outcomes Quarterly—the number of clients served and services provided is monitored to ensure compliance and that all goals of the program will be met Quarterly—Complete and submit quarterly report to City staff Ongoing-customer satisfaction surveys provided to all customers 2.6. How does your agency plan to ensure compliance with.applicable policy and procedural requirements(including those listed in HUD's "Playing by the Rules"Handbook)? I[CVCC has written policies and procedures in place. These policies and procedures are reviewed with staff and are part of new employee orientation. A copy of our policies and procedures are available upon request. 2.7. Describe any unresolved ADA issues in the projector project office and how your agency plans to address them. (lf the objective of the pro ect is ADA rehabilitation,do not repeat the project description here.) None 2.8. How many members does your Board of Directors have? '9 How moray Board members are also members of the project's target population or reside in IC i the project's target area?indicate which ones in Appendix F. Page 6 of 9 2014-03-11 Agenda Packet age67�4�2D13J CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 3: Auditing Control (Max Score: 15 Points; flax Length: 2 Pages) 3.1. Brie y describe your agency's payment and disbursement procedures, with relevance to the proposed project: The proposed project covers personnel costs only. our fiscal agent(Chula Vista Elementary School District,CVESD) receives a Personnel Action Form from CVCC detailing the funding breakdown. Payroll costs are updated monthly by CVESD in their Business Plus system. Any changes to funding require a new Personal Action Form to be generated by CVCC and submitted to CVESD Human Resources and Budget departments. Staff timecards are completed monthly and approved by immediate supervisor and site supervisor. Timecards are submitted to CVESD. The school district processes and cuts all checks and disbursements. 12. Describe how your a envy's hoard of Directors exercises programmatic and kcal oversight: The CVCC's Steering Committee has oversight for the CVCC and its Director. The Director is directly responsible for program operations and has collaborative oversight. The Steering Committee approves program direction and annual budget. Steering Committee approved new initiatives and grants/grant applications. Steering Committee meets monthly and reviews programs and plans and takes action on application items. Minutes of Steering Committee meetings are kept and clearly outline actions approved by the committee. Minutes are available upon request. The Steering Committee approved a five year strategic plan for the CVCC and as such, received regular updates to ensure all actions and programs are within the mission and vision of the CVCC. 3.3. Briefly describe your agency's financial reporting system/accounting procedures, with relevance to the.proposed project. All fiscal matters for CVCC as handled by the CVESD. The school district's systems and procedures are applicable to CVCC. CVCC works closely with the CVESD budget department and submits all payables and receivable through the CVESD. CVCC has access to the District's Business Plus system to check expenses and revenue. Quarterly reports are generated from the Business Plus system and reviewed by the CVCC Director,CVCC Clerk and CVESD financial department 3.4. Brie y describe your agency's record keeping system, with relevance to the proposed project. The CVCC maintains a detailed Excel Spreadsheet to monitor expenses and quarterly CDBG payments. Payments are sent to the CVESD Accounting Department for deposit. Deposits are made to the San Diego County Treasurer or local banks on a regular basis and a receipt is returned to CVCC verifying the deposit. Quarterly the revenue is posted to the Business Plus system. Working closely with the CVESD budget department the CVCC spreadsheets and Business Plus postings are reviewed to be sure the project remains within budget. 3.5. 8riefty describe your agency's auditin requirements,including those for the proposed project: CVESD Board Policy AR3460 states that by April 1'of each year the Board shall supply the districts books and accounts for audit by a certified public accountant or a public accountant licensed by the State Board of Accountancy as deemed qualified by the State Controller. Prior to the audit,and on a regular basis,the CVESD budget department and the CVCC staff review the projects fund. CVCC works closely with the CVESD budget office and provides all necessary information and documentation. The school district audit includes the CVCC funds. Page 7 of 9 (Revised 1 21412 0 1 3) 2014-03-11 Agenda Packet Page 368 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION 1 .3.6. Briefly describe your agency's internal controls to minimize o portunities for fraud, waste, and mismanagement. There is adequate separation of duties so no one individual has authority over the entire project. The CVCC Administration Handbook has a written policy on"Specific Funding Requirement"stating CVCC staff responsibilities on authorization of contract signing,financial transactions and staff training to meet specific outcomes and reporting criteria of the project. In addition,as the fiscal agent for CVCC,the School District reviews and approves all expenditures and disbursements for CVCC. 3.7. How does your agency plan to segregate CDBG funds from other agency funds for purposes of Identification, tracking, and reporting? CVESD,as the fiscal agent, uses the state standardized account code structure(SACS). CDBG funds and individual classifications(salary, FICA,SSI, etc.) have specific numbers assigned to them. CVCC Clerk uses the SACS numbers designated to the CDBG funds. Page S of 9 (Revised 1 21412 0 1 3) 2014-03-11 Agenda Packet Page 369 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 4: Agents. Experience (Max Score: 10 Points; Max Length: 1 Page for Section 4/5 Combined) 4.1. i arief'y highlight'your agency's experience and MaJor'accomplishments in providing services to Wl residents and/or communities. You may expand in Appendix A. �he CVCC is celebrating its 20'fi anniversary in 2013. CVCC has an established reputation for collaboration within the Chula Vista Community. CVCC consists of over 250 partner agencies and we work to enhance and improve the lives of Chula Vista residents. Through facilitation of issue specific coalitions,we strive to identify issues that affect our community and seek out and leverage resources for Chula Vista residents. CVCC operates five Family Resource Centers in Chula Vista.All of the Centers provide an access venue for families to receive an array of services including: Emergency food and clothing, Parenting classes/support groups, Health insurance enrollment assistance(0-18), Employment preparation and search, Kinship services, Family advocacy, Linking to extracurricular activities, Referrals for counseling, Pregnant/parenting teen support, Information and referral, Energy assistance,CalFresh(rood Stamps) screening assistance,Adult education classes with free childcare, Paperwork assistance/workshops, Volunteer/community service opportunities, and Health and Nutrition classes. Through its FRCS,CVCC served 12,999 individuals in 2011-2012. Families are assisted with basic and emergency services, and assisted in connecting to other programs and services. FRCS serve as a hub for services. Service providers outstation staff at the FRCs to provide services in the community. The CVCC FRCS conduct outreach efforts to ensure more families are made aware of community resources and have a venue to access services. The FRCS provides ancillary services for families including: Bread distribution,food baskets,toys, uniforms,clothing, etc. These services assist families in immediate situations and also connect them to additional services and programs aimed at increasing family self- sufficiency.) 4.2, Has your agency received C128G or other federal,funds in any of the past three fiscal years (Fiscal Years 20112012,2012-2013, through 2013-2014)?if yes,complete Appendix C far ® Yes �. No each of the grants received for the three Fiscal Years 2011,2012,and 201.3. Section 5: Back-Up Plan (Max Score: 5 Points;) 5.1. will your agency still implement this project should CDBG funds not be awarded?if yes, how ® Yes L No will the implementation be achieved? CVCC will implement this project even if funding is not received. This project is leveraged through other funding sources. If funding is not received we will significantly scale down the project and will not be able to assist the same number of families and individuals. CVCC is currently facing a major risk as we have been notified by one of our primary funding sources(Sweetwater Union High School District—SUHSD)that funding will end June 30,2014. This represents a major loss of funding and the closing of one FRC as of 6/30/14. Therefore funding of safety net and emergency services is even more critical. 5.2. 1 funded, how will your agency continue this roject if CDBG funds are not available in future years? CVCC will continue services through leveraging partnerships and funding. The vision of the CVCC is to ensure"A healthy community of Chula Vista residents." In accordance with our Vision,we will continue to provide as many services as we are able to sustain to our families. Page 9 of 9 (Revised 12141201-4) 2014-03-11 Agenda Packet Page 370 CITY of CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix A: narrative of Project (Max Length: 2 Pages) in two pages or Jess,explain below your proposed project and make the case why it should he awarded funidzng. The Chula Vista Community Collaborative (CVCC)through its network of five Family Resource Centers (FRCS) in Chula Vista provides a broad array of family support and wrap around services for families. This network of FRCS is a safety net to help the most vulnerable families in Chula Vista. Families can access services at any of the five locations, all of which are easily accessible through public transportation. Low income and vulnerable families often faces crisis situations and suffer from hunger and food insecurity. CVCC's proposed program will provide emergency and basic needs services to families in Chula Vista. Every family that has an identified need for food will be provided with an immediate box of food to meet their families' emergency food needs along with a $25 grocery store gift card for perishable items. At the same time, families will be prescreened for CalFresh benefits and if eligible, will be assisted with the application process for ongoing food support. Additionally, families that need to complete their CalFresh quarterly reporting or renew their applications will be assisted. The FRC's maintain a current list of other food resources available in the community. Families in unstable financial situation are concerned with their primary needs and often cannot afford clothing for their children or for themselves. The programs will provide families with emergency clothing for all members of the family through our newly created community closet at Rayo de Esperanza FRC. The closet is consistently supplied with newer and gently used clothing for babies, children, youth and adults. The closet also has shoes and school uniforms. The CVCC has created a smooth process for each FRC to provide personalized clothing voucher for each family to take to the closet. Many families face situations in which their emergency needs cannot be met by various programs. Many times they cannot purchase a pair of shoes, diapers, unifomns, glasses or even pay for prescriptions or other critical needs. CVCC will provide families with ancillary services and/or will assist to pay for these types of unique and critical needs. Another unmet need for this population is often transportation needs. CVCC will provide families with basic transportation assistance such as bus tokens or a bus pass to ensure they are able to get to a job, school, medical, or needed appointments. The program will improve access to needed services for low income and disengaged families in Chula Vista. Families will be able to access services through five conveniently located community sites in Chula Vista. All FRCS are located on school campuses and are open and accessible to the entire community(see below for list of FRCs). The CVCC has the ability to leverage resources and offer a comprehensive service delivery model that ensures non duplication of services and collective action to strengthen families. As families access FRC services or as they are referred for services to the FRC, they will be assessed to determine the family's needs. All services will be provided in English or Spanish by bilingual and bicultural staff. All services are free of charge. Families typically enter the FRC with a crisis or with emergency needs. In order to strengthen and support families, to goal is to link them to a CVCC's social worker or other FRC staff to address other social issues that lead to the emergency situation. Some of the services they may be linked to are: employment services, CalFresh, family or individual counseling, teen parent case management, health clinics, kinship services, child care, health insurance, youth services, support groups, parenting classes, etc. The project will increase availability and accessibility of needed services to the most vulnerable and needy population in Chula Vista (low income individuals and families). Though a comprehensive assessment, families Appendix"A"—Narrative Page 1 of 2 (Revised 121412013) 2014-03-11 Agenda Packet Page 371 CITY OF CHULA VISTA FY 2014-2015 CaBG FUNDING APPLICATION will be linked to needed and ongoing services to ensure family strengthening and sustainability by assisting families to eliminate barriers to self-sufficiency services. Families in Western Chula Vista are challenged with a disproportionate rate of socioeconomic disparities. According to SANDAG, the population in Chula Vista is 51% Hispanic, but the population in Western Chula Vista is 63% Hispanic. Western Chula Vista has a disproportionate number of residents who are Hispanic, poor, lack health insurance, and lack knowledge about where and how to access services, creating a hub of vulnerable and underserved population. According to the US Department of Agriculture's report on "Household Food Security in the United States in 2012", low income households, single women households, and Hispanic households have a substantially higher food insecurity than other households. It goes on to state that these families can experience food insecurity up to 7 months of the year. The economic disparity of Chula Vista families is evident in western Chula Vista, were the median income in the 91911 zip code is only $39,167, compared to the citywide median income of$43,712. According to the World Health Organization, "poor people have worse health outcomes than better-off people. Poverty and low income also cause ill-health ... poor people suffer from a multiplicity of deprivations that translate into high levels of ill-health. Poor people are thus caught in a vicious circle. poverty breeds ill health, ill-health maintains poverty." Bulletin of the World Health Organization 2002, 80 (2) #World Health Organization 2002. By working together with Community partners, the CVCC seeks to provide wrap around services at each of the FRCs. As families request assistance, CVCC/FRC staff serve as advocates for families and assist families navigate the the various complex systems such as education, legal, health and mental health. FRC staff builds constructive and ongoing relationships with families. Once families are stabilized from their crisis or emergency situation, they tend to return for ongoing support and other resources. Through these services, we ensure a smoother continuum of services, avoid duplication, and increase access to resources and opportunities to assist Chula Vista families. To ensure Chula Vista residents are aware of these services, CVCC will routinely advertise these services and will conduct outreach on a regular basis through school events, community events/fairs, community presentations, website, and email announcements. List of CVCC Family Resource Centers: Beacon FRC Rayo de Esperanza FRC Campus of Vista Square Elementary Campus of Otay Elementary 540 G Street 1671 Albany Ave. Chula Vista, CA 91910 Chula Vista, CA 91911 Open Door FRC New Directions FRC Campus of Palomar High School Campus of Rice Elementary 480 Palomar St. 915 Fourth Ave Chula Vista, CA 91919 Chula Vista, CA 91911 (This FRC may close effective July/August 2014) Fair Winds FRC Campus of Loma Verde Elementary 1450 Loma Lane Chula Vista, CA 91911 Appendix"A"—Narrative Page 2 of 2 (Revised 121412013) 2014-03-11 Agenda Packet Page 372 APPENDIX C-1: LIST OF ALL FUNDING SOURCES FOR THE PROJECT CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK.GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION This table serves to provide the listing of all funds to be made available for the project. There are 3 steps to the completion of this table: Step(1): Enter the FY 2014-2015 CDBG application funding request amount for this application; Step (2): Complete the following table with the amounts of other funding sources that have been secured or funding sources that are unsecured for the implementation of the project; and Step (3): Attach any supporting documentation that verifies the secured funding sources and amounts for the project. NOTE: Amounts Unsecured should be funding sources that the Agency is reasonably sure will be available for the project. However supporting documentation is not yet available. AMOUNT AMOUNT % OF SECURED UNSECURED TOTAL FY 2014-2015 CDBG Application Request from City of Chula Vista (Step 1) $69,945 31.50% List Other Sources Below: (Step 2) -ROME 0.00% 0.00% ESG 0.00% HOPWA CDBG-R 0.00% NSP 0.00% � 0.00% Hp 0'00% Other Federal Stimulus Funds Other Federal Funds (School Medi-Cal LEA&Title 1) $125,000 56.30% San Diego Housing Commission 0.00% State Funds 0.00% County Funds 0.00% Local Funds 0.00% Private Funds $27,086 12.20% Agency Funds 0.00% 0,00% 0.00% 0.00% 0.00©/° 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% TOTAL $152,086 $69,945 100% TOTAL PROJECT BUDGET $222,031 2014-03-11 Agenda Packet Page 373 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 1 -BUDGET EXHIBIT AGENCY Chula Vista Community Collaborative PROJECT Family Resource Center Emergency and Basic Services CDBG Percentage SALARIES &WAGES (Schedule 2) 48,919 FRINGE BENEFITS (Schedule 3) 21,026 TOTAL PERSONNEL 69,945 SUPPLIES (Schedule 5) POSTAGE (Schedule 5) CONSULTANT SERVICES (Schedule 5) MAINTENANCE/REPAIR (Schedule 5) PUBLICATIONS/PRINTING (Schedule 5) TRANSPORTATION (Schedule 5) RENT (Schedule 5) EQUIPMENT RENTAL (Schedule 5) INSURANCE (Schedule 5) UTILITIES (Schedule 5) TELEPHONE (Schedule 5) OTHER EXPENSES (SPECIFY): (Schedule 5) (Schedule 5) (Schedule 5) TOTAL NON-PERSONNEL 0 TOTAL INDIRECT COSTS/ADMINISTRATIVE OVERHEAD(IC/AO) (Schedule 4) 0 [IC/AO Expenses limited to 15% of Total CDBG Project Budget] TOTAL CDBG PROJECT BUDGET 69,945 Page 1 of 6 2014-03-11 Agenda Packet Page 374 APPENDIX C-3:PUBLIC SERVICE SCHEDULE 2-PERSONNEL SCHEDULE: GROSS PAY The purpose of this form is to list the positions being claimed against the CDBG funding request amount.The positions listed below must provide direct project/client services. Positions providing non-direct services must be included in the indirect costs/administrative overhead(IC/AO)line item. The Total CDBG Salary&Wages must match the Budget Exhibit form.Round off totals to whole dollars. AGENCY Chula Vista Community Collaborative PROJECT Family Resource Center Emergency and Basic Services (1) (2) (3) (4) PERCENT TOTAL POSITION TITLE GROSS PAY CHARGED SALARY&WAGES Community Referral Specialist(Enriquez) 44,238 40.00% 17,695.3 Community Referral Specialist(Orozeo) 44,283 40.00% 17,713.3 Community Referral Specialist(Servin) 41,692 40.00% 16,676.8 Community Referral Specialist(Ramirez-Denis) 37,915 40.00% 15,165.8 Office Manager(Ross) 53,876 5.00% 2,693.8 TOTAL CDBG SALARY &WAGES 69,945 1. List all positions charged against CDBG funding providing direct CDBG project/client activity. 2. List gross pay for each position listed. 3. List percent of gross pay to be charged against CDBG funding. PAy Schedule Check One X Monthly Biweekly Twice a Month Page 2 of 6 2014-03-11 Agenda Packet Page 375 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 3 -PERSONNEL SCHEDULE: FRINGE BENEFITS The purpose of this form is to list the fringe benefits being claimed against CDBG funding request amount.The Total Fringe must :match the Budget Exhibit form. Round off totals to whole dollars. AGENCY Chula Vista Community Collaborative PROJECT Family Resource Center Emergency and Basic Services {1) (2) (3) (4) (5) (6) AMT OF PERCENT POSITION TITLE FRINGE TITLE INSURANCE GROSS PAY CHARGED AMOUNT Community Referral Specialist(Enriquez) Statutory/Health/Life 13,705.64 30,533 40.00% 17,695 Community Referral Specialist(Orozco) Statutory/Health/Life 13,504.65 30,779 40.00% 17,713 Community Referral Specialist(Servin) Statutory/Health/Life 10,748.16 30,944 40.00% 16,677 Community Referral Specialist(Ramirez-De Statutory/Health/Life 12,543.10 25,371 40.00% 15,166 Office Manager(Ross) Statutory/Health/Life 16,516.30 37,360 5.00% 2,694 TOTAL CDBG FRINGE BENEFIT 69,945 1.List all POSITIONS charged against CDBG funding providing direct CDBG projecticlient activity. 2. List Fringe Benefit title FOR EACH POSITION charged to CDBG funds. 3. List the amount of insurance for each position charged against CDBG funds. 4.Use gross pay for project/total all wages of agency.Then muliply by required percent for each fringe. 5. List percent of gross pay to be:multiplied for insurance. Pay Schedule(Check One x Monthly Biweekly Twice a Month Page 3 of 6 2014-03-11 Agenda Packet Page 376 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 4-INDIRECT COST/ADMINISTRATIVE OVERHEAD (IC/AO) CALCULATION The purpose of this form is to list the IC/AO being claimed against CDBG funding amount requested. The Total IC/AO must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY Chula Vista Community Collaborative PROJECT Family Resource Center Emergency and Basic Services (1) (2) (3) (4) AGENCY TOTAL INDIRECT BUDGET PERCENT COST/ADMINISTRATIVE POSITION TITLE/LINE ITEM AMOUNT CHARGED OVERHEAD IAIAO is not being charged against CDBG TOTAL CDBG INDIRECT COST/ADMINISTRATIVE OVERHEAD - (5)Total CDBG Budget 69,945 Percentage 0.00% (Must be equal or less than 15%) 1. List all personnel or nonpersonnel (NPE)charged against CDBG'funding-include detailed description of indirect use. 2.List total Agency budget for positon and/or NPE Iine item. 3.List PERCENT of total budget to be charged against CDBG funding. 4. Total indirect cost/administrative overhead to be charged against CDBG funding. 5. Enter the Total FYI CDBG Budget; percentage will be AUTOMATICALLY calculated. Pqy Schedule Check One x Monthly Biweekly Twice a Month Page 4 of 6 2014-03-11 Agenda Packet Page 377 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 5-BUDGET JUSTIFICATION* AGENCY Chula Vista Community Collaborative PROJECT Family Resource Center Emergency and Basic Services LINE ITEM Personnel AMOUNT 1 Detailed Explanation: Community Referral Specialist(CRS),Enriquez 17,695 TOTAL $ 17,695 LINE ITEM Personnel AMOUNT Detailed Explanation: 17,713 Community Referral Specialist(CRS), Orozco TOTAL $ - LINE ITEM Personnel AMOUNT Detailed Explanation: Community Referral Specialist(CRS), Servin 16,677 TOTAL $ 16,677 *All line items must be justified in relation to CDBG-funded activities to be completed. Add pages as needed. Page 5 of 6 2014-03-11 Agenda Packet Page 378 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 5-BUDGET JUSTIFICATION* AGENCY Chula Vista Community Collaborative PROJECT Family Resource Center Emergency and Basic Services ;E LINE ITEM Personnel AMOUNT Detailed Explanation: Community Referral Specialist(CRS),Ramirez-Denis 15,166 TOTAL $ 15,166 LINE ITEM Personnel ,AMOUNT Detailed Explanation: Office Manager,Ross 2,694 TOTAL $ 2,694 LINE ITEM AMOUNT Detailed Explanation: ITOTAL $ - *All line items must be justified in relation to CDBG-funded activities to be completed. Add pages as needed. Page 6 of 6 2014-03-11 Agenda Packet Page 379 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix D: Implementation (Max Lengtlh: 1 Page; Max Score: 5 Points) ;Provide alisting below of the specific tasks or activities needed to implement the proposed project and a t rmolinefor their completion.. Number each task or activity,describe it and give the projected date of completion.Add additional rows as needed. # Twk/Activity Description Comp�e�oa� :Date 1 ! JErneriency Food Boxes: Families in need 300 Families or individuals will be provided a food X6/30/15 will be provided with an emergency food box.Families will also receive a grocery store gift box to meet their families need. card Grocery Store _Gift Card: Families in food insecurity situations will be provided with a $25 gift card to purchase perishable food items for their family. 12 } lmergency Clothing: Families and 1150 Families or individuals will be provided with 1,6/30/15 =; individuals will be provided with clothing emergency clothing for all members of their family through the CVCC's community closet. j i3 n ilia Services: Family and individuals 150 Families or individuals will be provided with 16/30/15 will be provided with emergency ancillary ancillary support support such as shoes, diapers, uniforms, glasses,prescriptions costs, etc. 3 kmergency Transportation Costs: Family 120 Families or individuals will be provided a 16/30/15 s. and individuals will be provided with transportation support emergency transportation costs to include bus tokens or bus passes to be able to go to needed appointments, school,or job. I 71 i TF I 4 Appendix"D"—implementation Page 1 of 1 f Revised 1 21412 0 1 3) 2014-03-11 Agenda Packet Page 380 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix Ee Roster ®f Board Members & Professi CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix F. Disclosure Statement Pursuant to City Council Policy 101-01, prior to any action on a matter that requires discretionary action by the City Council, Planning Commission or other official legislative body of the City, a statement of disclosure of certain ownerships, financial interests,payments,and campaign contributions must be filed.The following information must be disclosed: i 1. List the names of all persons having a financial interest in the project that is the subject of the application, project or contract (e.g.,owner,applicant,contractor,subcontractor, material supplier). [N/A l 2. If any person* identified in section 1 above is a corporation or partnership, list the names of all individuals with an investment of$2000 or more in the business(corporation/partnership)entity. NIA 3. if any person* identified in section 1 above is a non-profit organization or trust, list the names of any person who is the director of the non-profit organization or the names of the trustee, beneficiary and trustor of the trust. [NIA[ 4. Please identify every person, including any agents, employees, consultants, or independent contractors, whom you have authorized to represent you before the City in this matter. [Margarita Holguin] 5. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, had any financial dealings with an official**of the City of Chula Vista as it relates to this contract,project or application within the past 12 months?Yes[❑ o® if yes,briefly describe the nature of the financial interest the official may have in this contract. N/A 6. Has any person* anyone identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, made a campaign contribution of more than $250 within the past twelve (12) months to a current member of the Chula Vista City Council?Non esn If yes,which Council member(s)? p/A 7. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, provided more than $420 (or an item of equivalent value) to an official** of the City of Chula Vista in the past twelve (12) months? (This includes any payment that confers a personal benefit on the recipient, a rebate or discount in the price of anything of valluTe, money to retire a legal debt,gift,loan, etc.)Yec]]No® If Yes,list official and what was the nature of item provided? 8. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, been a source of income of$500 or more to an official** of the City of Chula Vista in the past twelve(12)months?Yes[ [No® If Yes, identify the official and the nature of the income provided? [N/A IJanuary 10, 2014 ] - [Francisco Escobedo,Ed.D.5uperintenden� signature: * Person is defined as: any individual,firm,co-partnership,joint venture,association,social club,fraternal organization,corporation, estate,trust, receiver,syndicate,any other county,city,municipality,district,or other political subdivision,or any other group or combination acting as a unit. ** Official includes,but is not limited to: Mayor,Council member, Planning Commissioner, Member of a board,commission,or committee of the City,and City employees or staff members. Appendix"F"—Disclosure Statement Page 1 of 1 (Revised 121412013) 2014-03-11 Agenda Packet Page 382 CITY OF CHUTA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix F. Disclosure Statement Pursuant to City Council Policy 101-01, prior to any action on a matter that requires discretionary action by the City Council, Planning Commission or other official legislative body of the City, a statement of disclosure of certain ownerships, financial interests,payments,and campaign contributions must be filed.The following information must be disclosed: 1. list the names of all persons having a financial interest in the project that is the subject of the application,project or contract (e.g.,owner,applicant,contractor,subcontractor,material supplier). EN/A 2. If any person* identified in section 1 above is a corporation or partnership, list the names of all individuals with an investment of$2000 or more in the business(corporation/partnership)entity. N/A 3. if any person* identified in section 1 above is a non-profit organization or trust, list the names of any person who is the director of the non-profit organization or the names of the trustee,beneficiary and trustor of the trust. 4. Please identify every person, including any agents, employees, consultants, or independent contractors, whom you have authorized to represent you before the City in this matter. N/A 5. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, had any financial dealings with an official"of the City of Chula Vista as it relates to this contract, project or application within the past 12 months?Yes❑�No® If yes,briefly describe the nature of the financial interest the official may have in this contract. �[N/A 6. Has any person* anyone identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, made a campaign contribution of more than$250 within the past twelve(12) months to a current member of the Chula Vista City Council?No®+Yes❑ If yes,which Council member(s)? N/A 7. Has any person* identified in 1, 2, 3, or 4,above, or otherwise associated with this contract, project or application, provided more than $420 (or an item of equivalent value) to an official** of the City of Chula Vista in the past twelve (12) months? (This includes any payment that confers a personal benefit on the recipient, a rebate or discount in the price of anything of value, money to retire a legal debt,gift, loan,etc.)Yes❑ No® If Yes,list official and what was the nature of item provided? N/A 8. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, been a source of income of$500 or more to an official**of the City of Chula Vista in the past twelve(12)months?Yes❑ INo® If Yes, identify the official and the nature of the income provided? IENIA 4anuary 10,2014 Margarita Holguin Signature: e * Person is defined as:any individual,firm,co-partnership,joint venture,association,social club,fraternal organization,corporation, estate,trust,receiver,syndicate,any other county,city, municipality,district,or other political subdivision,or any other group or combination acting as a unit. * Official includes,but is not limited to:Mayor,Council member,Planning Commissioner,Member of a board,commission,or committee of the City,and City employees or staff members. Appendix"F"—Disclosure Statement Page 3 of 1 (Devised 121412013) 2014-03-11 Agenda Packet Page 383 CITY OF CHULA VISTA FY 2014-2015 FUNDING APPLICATION Appendix G: Identification of Prior Year CDBG and/or Federal Funds G.I. A ency name: Chula Vista Elementary School District for Chula Vista Community Collaborative G,2. 'Project name: I JFamily Resource Center Assessment and Referral Services G-3. Yep r of f unding: Fiscal Year 2010 Fiscal Year 2011 ❑ Fiscal Year 2012 G.4, indicate;the source of the federal funding awarded to the prior project: ® CDBG I I HOPWA ❑ ESG HOME j CDBG-R HPRP ❑ NSP ❑ Other pndicatebeiow): i G.S, Amount awarded: 1 J$35,624 G.6. Amount spent to date: ,$39,312 1 6.7. Amount reprogrammed to date. I IN/A G.8. Indicate below the outcomes anticipated(refer to the original application for the project, if possible): (3J . ;Created economic opportunities 0 Provided supportive services (3) G,9. Indicate below the outcomes achieved: (1) ilncreases access to services for low income families !, (2) [Allow at risk families to achieve stability (3) G.10. If any anticipated outcomes were NOT achieved,specify which ones and explain why below. IAII objectives achieved and exceeded G.1. Agency name: JChula Vista Elementary School District for Chula Vista Community Collaborative G.Z. Protect name: Family Resource Center Assessment and Referral Services G.3. Year of funding: Fiscal Year 2010 ® Fiscal Year 2011 Fiscal Year 2012 G.4. Indicate the source of the federal funding awarded to the prior project: CDBG s HOPWA ESG HOME CDBG-R HPRP NSP ❑ Other(indicate below): G.5. Amount awarded: 39,312 G:6. Amountspent to date: 11$39,312 1 G.7. Amount reprogrammed to date: I IN/A G.8. Indicate below the outcomes anticipated(refer to the original application for the project,if possible): (1) ;Create a suitable living environment (3) Page 1 of 5--Supplement to Appendix E 2014-03-11 Agenda Packet Page 384 CITY OF CHULA VUA FY 2013-2014 CDBG FUNDING APPLICATION G.9. Indicate below the outcomes achieved: (1) Increased availability of services for low income families {2) llncreased access to needed services for low income families ( ) ',Increase access to emergency services for at risk families G.io tf any anticipated,autcomes were NOT achieved,specify which ones and explain why below. All objectives achieved and exceeded Page 2 of 5—Supplement to Appendix E 2014-03-11 Agenda Packet Page 385 CITY OF CHUTA VISTA FY 2013-2011 CDBG FUNDING APPLICATION (Max Length per Pr®ject: 1 Page) G.I. Agencyname: I ;Chula Vista Elementary School District for Chula Vista Community Collaborative G1 Project name: Family Resource Center Assessment and Referral Services { G.3. Year of finding Fiscal Year 2010 1 Fiscal Year 2011 ® Fiscal Year 2012 G.4. Indicate the source of the federal funding awarded to the rior project: CDBG HOPWA ❑�, ESG i HOME '❑; CDBG-R ❑ HPRP ❑ NSP Other ilndicatebei..); i , G.S. Amount awarded: 1 1$39,312 1 G.6. Amount spent to date: $39,312 G.7. Amount reprogrammed to date. N/A G.$. Indicate below the outcomes anticipated(refer to the original application for the project,if possible): (1J Create a suitable living environment i (3) G.9. indicate below the outcomes achieved: ( ) ;Increased availability of services for low income families (2).. �lncreased access to needed services for low income families (3) (increase access to emergency services for at risk families G.10. If any anticipated outcomes were NOT achieved,specify which ones and explain why below: All objectives achieved and exceeded Page 3 of 5—Supplement to Appendix E 2014-03-11 Agenda Packet Page 386 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) G.I. Agency name: G.2. Pro,ject name: G.3. Year of funding: f=iscal Year 2010 Fiscal Year 2013 Fiscal Year 2012 G.4. indicate the source of the federal funding awarded to the prior project: CbBG HOPWA FSG HOME Q CDBG-R HPRP iV5P i0. Other ondicotebelow): i , G.S. Amount awarded: G.6. Amountspent to date: G,7. Amount reprogrammed to date: ' 4 G.8. indicate below the outcomes anticipated(refer to the original application for the project,if possible): (1) (2) (J) G.9. indicate below the outcomes achieved: (2) (3) G.10. if any anticipated outcomes were NOT achieved,specify which ones and explain why below: ;(Type response herG.) Page 4 of 5—Supplement to Appendix E 2014-03-11 Agenda Packet Page 387 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) G.I. Agency name: 6.2. Project name. G.3. Year of funding.- ❑ Fiscal Year 2010 - Fiscal Year 2011 Fiscal Year 2012 !.aA Indicate the source of the federal funding,awarded to the prior project: CDBG HOPWA a,�]' ESG HOME Q; CDBG-R i'F] HPRP 0 NSP ! Other(indicate below): G:5. Amount awarded: ! ', G.6. Amount spent to date: 6.7. Amount reprogrammed to date; I G.S. Indicate below the outcomes anticipated(refer to the original application for the project, if possible): (1) .(2) i 3 G. . 'Indicate below the outcomes achieved. (1) (2) (3) G.10. If any anticipated outcomes were NOT achieved,specify which ones and explain why below. '[Type response herG.] Page S of 5—Supplement to Appendix E 2014-03-11 Agenda Packet Page 388 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: City of Chula Vista Recreation Department Program/Project: Therapeutic Recreation Programs Project Description: The Therapeutic Recreation programming provides persons with disabilities the opportunity to participate in recreation programs specifically designed for persons with developmental or physical disabilities. Programs are designed for ages six through adult and occur on a weekly basis year round. The programs include sports programs, dance classes, creative and enrichment activities, exercise and fitness classes, special events, and Learn to Swim programs all offered in a fun supportive environment. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 05B - Handicapped Proposed Number 100 Services to Serve: (subject to change depending on funding CFR§ 570.208(a)(2) Low recommendation) Moderate Income Limited Clientele Program Total Budget: $22,516 C. V. Cost per Client: $225 (Based on funding recommendation) Funding Request: $22,516 Prior Year Funding: $20,100 Specific Use of Chula Vista Personnel Costs FUNDING $20,100 Funding: ($18,516) and RECOMENDED Supplies/Printing ($4,000) Staff Notes: 2014-03-11 Agenda Packet Page 389 COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Application for Funding for Fiscal Year 2014-2015 clAffil Application Number: Project category: Public service (CDBG Progrom Office Use Only) (check one only) ❑ Capital improvement Applicant Agency Information Applicant legal name: City of Chula Vista Recreation Department Type of agency:'; ❑ 501(c}(3) ®Govt./Public ❑ For Profit ❑� Faith-Based ❑ Other: Agency Address: 276 Fourth Avenue, Bldg C Chula Vista CA 91910 Date of incorporation:>' 1911 Tax 1D nutimber ' `95-6000-690 Agency DUNS.hurnber, N/A Annual operatrng.budget ;$22,516 Number of paid staff.' ;5 PT Numberof volunteers': 10 Agency misslon,statement e enrich our community through recreational opportunities and services Project Title: herapeutic Recreation Programs&Classes Brief project description: he Therapeutic Recreation programming provides persons with disabilities the opportunity to participate in recreation programs specifically designed for persons with developmental or physical disabilities. Programs are designed for ages six through adult and occur on a weekly basis year round. These programs include sports programs, dance classes, creative and enrichment activities,exercise and fitness classes, special events, and Learn to Swim programs all offered in a fun and supportive environment. Funding Request Total funding requested rn this application I Other funds already secured for i $22,516 ;None , (you will provide a Mailed budget rn Appendix C: project: Total cost to complete project: $22,516 Other funds not:yet seture INone Project Information !f Project is a PublicServlce,;iNil1 service be site specific? ❑Yes, No !f your answer is yes,please,provide. Acldress(esJ below Cehsus tract:. Various City Recreation Facilities and Swimming Pools. TargetCJrerttele: (Homeless, Youth, (Children,teens and adults with disabilities. Elderly, Disabled, Other/General) 7 he jollovirrg questions on rndivr'dualclients and householdsta be served apply only to Public Service, and Minor Residential'Rehabilitation;projects E �2/4/2033) Page I of 9 2014-03-11 Agenda Packet foageeA CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APpI.ICATION Will the pro1ectserve individual clients'(1CJ orhouseholds (HH)? '> ® Individual clients )useholds Total undu pl►cated'1C/HH,servea!r 1100 1 Annual cost 0::e::r client/hdusehalc! $225 Page 2 of 9 2014-03-11 Agenda Packet jq tWsg1121412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 1: Pr®'ect Details (Max Score: 25 Points) . . . . 1.1. Provide a concise description of the proposed project(this: A:escription must match the one provided on the""cover page] ;Space for a fuller narrative is provided rn Appendix A he CDBG funds will be used for direct service delivery to community members who have a developmental or physical disability. These Therapeutic Recreation programs will operate at city recreation facilities within the City of Chula Vista. The program sites will operate year round to accommodate all levels and interests of those with special needs, in addition, it will allow parents some respite time while their child enjoys a community recreation experience. The program will offer scheduled and supervised activities designed to be educational, healthy, and recreational based. Activities are designed to build social skills, self-esteem, independence and sportsmanship. The programs anticipate having a core group of participants. All funds will benefit children,teens and adults with developmental and physical disabilities.(See Appendix A) 1.2, Project start date "" July 2014 Anticipated end date.: une 2015 1.3. ;Project's days/hours of operation; arious daytime and evening hours, Monday-Saturday i 1.4. `Project ®I Public service 1.5 Project x Suitable living environment category objective: ❑ Decent housing (check one only) IQ I Capita l improvement {check one anfyJ ❑ Economic opportunity 16 Project ;® Availability/accessibility outcomes ❑'' Affordability {checkoneonly) ❑ Sustainability 1.7. CDBG Criteria: Which CDBG criterion below does your proposed project meet?" (1) Area benefit:At least 51%of residents within the targeted activity area are low to moderate income(LMI). I❑i Please provide a mop identifying the Census Tracts designated as LMI. ® (2) Limited clientele(selects ubpart below): ®, (a) Special needs group (select benefit group from the list below): (i) Abused children j ❑ (ii) Elderly persons 62 years or older (iii) Battered spouses ® (iv) Severely disabled adults (not children)—Census definition, documentation required ❑I, (v) Illiterate adults ❑' (vi) Persons living with HIV/AIDS []; (vii) Migrant farm workers El. Homeless persons (b) At least 51%of clientele to be served will be documented as LMI. How does your agency track and ❑' record client demographics? ❑ (3) Housing(select subpart below): ❑ (a) Single family(must be 100%LMI) ❑ (b) Multi-unit(must be 51%LMI) ;:",The 2010-2015:.0 onsolidated Plan'goals are listed below Select the goal appropriate to. project: ❑ Affordable Rental Housing Opportunities ❑ Maintenance and Preservation of Housing(rehabilitation activities) ❑ Homeownership Opportunities(homebuyer programs) Community Enhancement(public facilities/spaces) ® Public Services to Special Needs Population and/or Low Moderate Income Persons Page 3 of 9 2014-03-11 Agenda Packet (JJ%W". 2/4/2013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Page 4 of 9 2014-03-11 Agenda Packet Ff ,yiSq 121412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 1.10 to 1.15: 2 Pages) 1 z{3 r�xplarn how the proposed project;addresses thegoal selected;. I[The South Bay area currently does not have any agencies providing Therapeutic Recreation programs specifically designed for children, teens and adults with disabilities. Our programs and classes would provide recreational opportunities and experiences for those persons with special needs. 1.11. summ`anze any statistics and other supporting documentation that demonstrate the importance of addressing.this need ar,0roblem I[The Sweetwater Union High School District has 796 students with Moderate & Moderate-Severe disabilities in the current 2013-2014 school year. The Chula Vista Elementary School District has 867 with Mild-Mod and Mod-Severe students in the 2013-2014 school year who are currently receiving special education services. I 1 12. List each servrce provrded l'y the project. F'or each service, indicate uvhether`it is a new service or,an expansion of an existing service. I[We will provide recreational classes, activities and programs such as theme dances, Zumba, Hip Hop Dance, basketball, fitness and exercise, Legos,special events and Parent's Nights Out that showed great success and popularity in the past. We also stay current with trends and interest to provide new activities throughout the Chula Vista community. [.1.11...4. ow does your agency plan to tell the target population about the protect/services? ([We would advertise via email, Nixel, Facebook, our website, monthly citywide newsletters and press releases. Additionally we will distribute flyers throughout the school districts, all City of Chula Vista recreation centers, Southwestern College, and other organizations that support or serve persons with disabilities. I 1 ..14 List up to three outcomes of the project{at least one rs;required}. For each outcome listed;provide the.nurnber of part pants whn wil!benefrt and the way data.wr!!be collected to track or verify:the;outcome,, [The most important outcome for these programs would be to improve and enhance participants quality of life by increasing self-esteem,social skills, independence, and encouraging a healthy lifestyle for all participants. The number of participants will vary depending on their interest, but these were popular programs and we are rebuilding,so we would expect 30-50 participants. We will collect data by parental surveys,the number of registrations, staff feedback and supervisor observation. 1.15. Will th.e protect collaborate wrth.otherservice providers in the comrrrunity21.yes, list them and briefly describe the collaborgti6' ��, Yes I[The project will not formally collaborate with other services providers in the community. However,we will target specific schools and other organizations who serve children, teens, and adults with disabilities to inform them about the programs and events we will be offering. We will encourage them to inform their participants and refer them to our programs. Page 5 of 9 2014-03-11 Agenda Packet (0paVey, 21412033) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 2; Agency Capacity (Max Score: 10 Points) 2 1 Who vvrl!be the person respaiasible far the o.vera ove rsi&i of the proposed project? Wendi Garrison, Sr. Recreation Manager. Name,;of person Wendi Garrison Title'of person.' Senior Recreation Manager Relevant education: ,Bachelor of Arts in Recreation Administration, minors in Health &Special Education Telephone=number'.�� (619)585-5617 Date frrstemployed August 2012 2 2 Who`swr!!be'the alternate,. erson" es ansrble or the overall oversight of the prppoosed project?, . P p f , Name of person Anthony Ramos Title of person Recreation Supervisor 191 Relevant education:`'; Bachelor's Degree in Recreation Administration Telephone-number:;; (619) 691-5266 Date frrst'ernployed February S, 2fl02 Z.3_ Who urrll be the person responsrbI6 for the day-,to day,'pperatrans and management of the propo t? Provide na more•than two 4nd"' oafs r _person Carmel Wilson, CTRS Tttle;gf person Recreation Supervisor 11,CTRS Relevant education ?: Bachelor's Degree in Recreation Administration, Emphasis in Recreation Therapy Certified Telephone number (619) 421-3 Date first employed:- my 28, 2000 Name;of person:; Anthony Ramos Tkleiaf person: Recreation Supervisor 111 Rglevarlt education:-.; Bachelor's Degree in Recreation Administration Telephone number:.: (619) 691-5266 Date frrstemployed ' Februa'ry 8, 2002 2 4 Who will be the person respansrtile for the finahcral oversight of the CDBG expenditures artd frscpl compliance'? �. ` .t is l � -_ _ - .rovr,a'e no more than two rndiv_rdaals'� , .., Name.of person Wendi Garrison Title of person ; Senior Recreation Manager Relevant'educatton Bachelor of Arcs in recreation Administration, minors in Health &Special Education Telephone iicrmber (619) 585, -5617 Date fast employed August 2012 Narrre`of person Brian Cox Trtle`of person.;" Principle Manager Relevant education:: Bachelor of Arts in recreation & Leisure Studies, Master's Degree in Recreation Administration Telephone number::; (691) 555-5619 Date.first employed:, 1987 Page 6 of 9 2014-03-11 Agenda Packet AoshV21412013j CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 2.5 to 2.8: 1 Page) 2 5 List.the evaluation foals your agency plans to employ to(rack and monitor the progress ofthe project. I1. Quarterly surveys 2. Health Forms 3. Liability Waivers 4. Rosters 2.6. How does your agency plan to ensure compliance with;applicablepolicy and procedural requirements (including . those listed iii HUC7's "Playing by the Rules"Han.dbookJ,? 1We would maintain and implement City Of Chula Vista standards that we hold every employee to and report accountability through appropriate CDBG documentation. 2.7. Describe'anyunresolved ADA issues in the project or project office and howyour agency ....... lans to address therm (lf the objective of the project is ADA rehabilitation, do not repeat the protect description here,J (None] 2 S How-gnarly members does your Board of'prrectors h.a.vp? N/A How many Board members are also members of the project's target population or reside N/A the project's target area?;IndreaCe whrch,!ones rr Appendix F: Page 7 of 9 2014-03-11 Agenda Packet %WgeSbF14 12013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 3: Auditing Congo! (Max Score: 15 Points; Max Length: 2 Pages) Brrefly describe your agency's payment and drsburserrr—exit procedures, wrth relevance to the proposed project [Payment and disbursement is completed by providing the appropriate documentation and staff timesheets each quarter to Community Development. 3 2 Crib e: how your agency's Boa'rcl,of Directors=exercises programmatic and fiscal.oversi4 f[N/A] 3 3 Brrefly describe your agency s frnancra!repartrrig system/ac'cpuntrng.procedures, >Nrth relevance:ta the proposed project = _ - = u�r I [[The Recreation Department utilizes the City's financial system (IFAS). Hourly wages spent will be tracked through time sheets,which will be verified by Recreation Supervisor II, Carmel Wilson.The Department's Fiscal Office Specialist will submit all hours and expenditures for tracking in IFAS.] 3 4 ;`_ Brrefly describe your agency's sec' p' g ystem, uvrth relevance to th•e_-proposed project ord kee rn s All expenditures will be tracked though the City's accounting system (IFAS). Hourly wages spent will be tracked through time sheets,which will be verified by Recreation Supervisor II, Carmel Wilson.The Department's Fiscal Office Specialist will submit all hours and expenditures for tracking IFASJ .� 3.5. Briefly describe your agency's arrdrting requirements,'rnclud ngg those far the proposed project _- Recreation supervisor II, Carmel Wilson will directly oversee the project and provide all necessary documentation. Recreation Supervisor III,Anthony Ramos and Sr. Recreation Manager, Wendi Garrison will verify all documentation submitted by Carmel Wilson. Principle Manager, Brian Cox will review all final documentation for final submittal.] Briefly describe your agency's,rnterna, controls`;ta min mrze opportunitres for fraud, bvaste, and rrrrsmarlagement I[All hourly wages submitted by staff will be verified by Recreation Supervisor It,Carmel Wilson and reviewed by Recreation Supervisor III, Anthony Ramos and Sr. Recreation Manager, Wendi Garrison on a bi-weekly basis. No supplies or services will be purchased without authorization by a Recreation Supervisor Ill or above.] I 3 7. How'does your agency plclra to segregate CDBG funds from other agency funds far purposes of rdentrfrcatron, tracking, and reporting? I[Funds will be put into a separate account with a specific account number(17530) and those funds will only be utilized for CDBG programs, classes, recreation supplies and materials. Page 8 of 9 2014-03-11 Agenda Packet Page��4121412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 4: Agency Experience (Max Score: 10 Points; Max Length: 1 Page for Section 4/5 Combined) 41 Brrefly'hlghlight your agency's experience and major accomplishments in providing services to Lml residents rind/,or communities. You may;expand in4ppendixA. I[The City of Chula Vista Recreation Department previously had great success serving children,teens, and adults with disabilities through our Therapeutics Section of programming.This section of programming began in the Recreation Department in 1969 and provided programs and services for children,teens,and adults with developmental and or physical disabilities.An array of classes, special events and day camps were offered year round and Chula Vista was the only organization providing recreational programs strictly for those with special needs in the South Bay area.] 4.2: Has your agency received CDBG or other federal.:fur7ds.n any of the past three fiscal years (Fiscal Years 2011-2012,.2Q12 2013, through 2013..2...0...1 4)?If yes, complete Appendix G for ® Yes ;❑j No each of the grants received for the three;Fiscal.Years 2011,2012, and2013. Section 5: Back-Up Plan (Max Score: 5 Points;) 5.1. Will your agency still implement this project should CDBG:, not be awarded?!f yes, haw ' ❑ Yes ® Na will the implementation be:dchieved? ... I[No Therapeutic programming will be administered. Participants will be encouraged to seek Inclusion services. 5.2. If funded, NJ will your agency contrnue';this project if;GDB6 funds are not.availab]e in future years? I[If CBDG funds are not available in the future,Therapeutics Programming would cease until a new funding source is found. New funding sources may include grant by other government agencies or allocation of funds through City Council.] Page 9 of 9 2014-03-11 Agenda Packet (geaWjeAJ21412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix A: Narrative of Project (Max Length; 2 Pages) In two pages or less,explain belowyaur proposed project and make the case wl7y. It should be.awarded fandzrzg. [[The Therapeutic Section of recreation programming began in the City of Chula Vista Recreation Department in 1969. It provided specifically designed programming for individual's ages six to adult with developmental and/or physical disabilities the opportunity to enjoy year round recreational activities in their community. The department has offered a variety of classes such as bowling, day camp, dances,hip hop dance,cooking class,aqua exercise, basketball,Saturday morning special events,field trips,wheelchair sports,hand cycling,wheelchair sports tournaments and specialty classes. The City also collaborated with other organizations such as the Chula Vista Elementary School District and the City of San Diego Therapeutic Services Department to offer joint programs and special events. In 2008,due to city-wide budget reductions the Therapeutic Recreation program was eliminated. The therapeutic programs eliminated were very low cost or no cost to the consumers leaving a large void of programming for our community with disabilities. To date,there is no other organization offering programs or classes like these in the City of Chula Vista. The CDBG Funds will be used for direct service delivery to community residents and non-residents who have a developmental or physical disability. Funds will cover staff costs,trainings,supplies, and materials. The program will offer scheduled and supervised activities designed to be recreational, educational and healthy. Activities are designed to build social skills, increase self-esteem,independence,activities of daily living and sportsmanship. All of our programs would be offered in a fun,safe and supportive environment. The program anticipates having a core group of participants who in turn gain social skills,new friends and community support. All funds will benefit children, teens and adults with developmental or physical disabilities. The requested CDBG funds would enable us to meet a community need that is not being met. It will allow us to continue to meet the Citywide strategic goal of connected community,by promoting diverse opportunities that connects every community member and fosters civic pride through comprehensive communication strategies and cultural, educational, and recreational programming. All of the funds requested would be used to cover staffing, supplies and materials. Without the requested CDBG funding,the Recreation Department would not be able to offer Therapeutic Recreation programs to our community of people with disabilities. Appendix"A"—Narrative Page 1 of 1 2014-03-11 Agenda Packet Age 1 21412 0 1 3) APPENDIX C-1: LIST OF ALL FUNDING SOURCES FOR TIIE PROJECT CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION listing of all funds to be made available for the project.There are 3 steps to the completion of This table serves to provide the s g p ) p p this table: Step(1): Enter the FY 2014-2015 CDBG application funding request amount for this application; Step(2): Complete the following table with the amounts of other funding sources that have been secured or funding sources that are unsecured for the implementation of the project; and Step (3): Attach any supporting documentation that verifies the secured funding sources and amounts for the project. NOTE: Amounts Unsecured should be funding sources that the Agency is reasonably sure will be available for the project. However supporting documentation is not yet available. AMOUNT AMOUNT % OF SECURED UNSECURED TOTAL FY 2014-2015 CDBG Application Re guest from City of Chula Vista (Step 1) #DIV/0! List Other Sources Below: (Step 2) HOME #DIV/O! ESG #DIV/0! HOPWA #DIV/0! CDBG-R #DI.V/O! NSP #DI.V/0! HpRP #DIV/O! Other Federal Stimulus Funds #DIV/O! Other Federal Funds #DIV/O! San Diego Housing Commission #DIV/0! State Funds #DIV/O! County Funds #DIV/O! Local Funds #DIV/O! Private Funds #DIV/O! Agency Funds #DiV/O! #DIV/O! #DIV/O! #DIV/O! #DIV/O! #DIV/O! #DIV/O! #DIV/0! #DIV/O! #DIV/0! #DIV/O! #DIV/0! TOTAL SO $O #DIV/0! TOTAL PROJECT BUDGET SO 2014-03-11 Agenda Packet Page 400 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 1 -BUDGET EXHIBIT AGENCY City of Chula Vista Recreation Department PROJECT Therapeutic Recreation Programs &Classes CDBG Percentage SALARIES &WAGES (Schedule 2) 15,734 FRINGE BENEFITS (Schedule 3) 2,782 TOTAL PERSONNEL 18,516 SUPPLIES (Schedule 5) 2,000 POSTAGE (Schedule 5) CONSULTANT SERVICES (Schedule 5) MAINTENANCE/REPAIR (Schedule 5) PUBLICATIONS/PRINTING (Schedule 5) 2,000 TRANSPORTATION (Schedule 5) RENT (Schedule 5) EQUIPMENT RENTAL (Schedule 5) INSURANCE (Schedule 5) UTILITIES (Schedule 5) TELEPHONE (Schedule 5) OTHER EXPENSES (SPECIFY): (Schedule 5) (Schedule 5) (Schedule 5) TOTAL NON-PERSONNEL 4,000 TOTAL INDIRECT COSTS/ADMINISTRATIVE OVERHEAD(IC/AO) (Schedule 4) 0 [IC/AO Expenses limited to 15%of Total CDBG Project Budget] TOTAL CDBG PROJECT BUDGET 22,516 Page I of 1 2014-03-11 Agenda Packet Page 401 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 2-PERSONNEL SCHEDULE: GROSS PAY The purpose of this form is to list the positions being claimed against the CDBG funding request amount. The positions listed below must provide direct project/client services. Positions providing non-direct services must be included in the indirect costs/administrative overhead(IC/AO)line item. The Total CDBG Salary&Wages must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY City of Chula Vista Recreation Department PROJECT Therapeutic Recreation Programs &Classes (1} (2) (3) (4) PERCENT TOTAL POSITION TITLE GROSS PAY CHARGED SALARY&WAGES Recreation Specialist 9,859 100.00% 9,859.0 Recreation Aide 5,440 100.00% 5,440.0 Aquatic LDR 435 1.00.00% 435.0 TOTAL CDBG SALARY&WAGES 15,734 1. List all positions charged against CDBG funding providing direct CDBG project/client activity. 2. List gross pay for each position listed. 3.List percent of gross pay to be charged against CDBG funding. Pay Schedule(Check One) Monthly X Biweekly Twice a Month Page 1 of I 2014-03-11 Agenda Packet Page 402 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 3 -PERSONNEL SCHEDULE: FRINGE BENEFITS The purpose of this form is to list the fringe benefits being claimed against CDBG funding request amount. The Total Fringe must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY City of Chula Vista Recreation Department PROJECT Therapeutic Recreation Programs &Classes (1} (2) (3) (4) 5 (6) AMT OF PERCENT POSITION TITLE FRINGE TITLE INSURANCE GROSS PAY CHARGED AMOUNT Recreation Specialist PERS/PARS/Medicare 2,477 100.00% 2,477 Recreation Aide PERS/PARS/Medicare 283 100.00% 283 Aquatic LDR PERSIPARSI Medicare 22 100.00% 22 - TOTAL CDBG FRINGE BENEFIT 2,782 _................ 1.List all POSITIONS charged against CDBG funding providing direct CDBG project/client activity. 2. List Fringe Benefit title FOR EACH POSITION charged to CDBG funds. 3. List the amount of insurance for each position charged against CDBG funds. 4.Use gross pay for project/total all wages of agency. Then muliply by required percent for each fringe. 5.List percent of gross pay to be multiplied for insurance. Pay Schedule(Check One Monthly X Biweekly Twice a Month Page 1 of 1 2014-03-11 Agenda Packet Page 403 APPENDIX C-3:PUBLIC SERVICE SCHEDULE 4-INDIRECT COST/ADMINISTRATIVE OVERHEAD (IC/AO) CALCULATION The purpose of this form is to list the IC/AO being claimed against CDBG funding amount requested. The Total IC/AO must match the Budget Exhibit form.Round off totals to whole dollars. AGENCY City of Chula Vista Recreation Department PROJECT Therapeutic Recreation Programs&Classes i (1) (2) (3) (4) AGENCY TOTAL,INDIRECT BUDGET PERCENT COST/ADMINISTRATIVE POSITION TITLE/LINE ITEM AMOUNT CHARGED OVERHEAD NIA f TOTAL CDBG INDIRECT COST/ADMINISTRATIVE OVERHEAD - (5)Total CDBG Budget 22,516 Percentage 0.00% (Must be equal or less than 15%) 1. List all personnel or nonpersonnel (NPE) charged against CDBG funding-include detailed description of indirect use. 2. List total Agency budget for positon and/or NPE line item. 3.List PERCENT of total budget to be charged against CDBG funding. 4. Total indirect cost/administrative overhead to be charged against CDBG funding. 5.Enter the Total FYI CDBG Budget;percentage will be AUTOMATICALLY calculated. Pay Schedule Check One Monthly X Biweekly Twice a Month Page I of 1 2014-03-11 Agenda Packet Page 404 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 5-BUDGET JUSTIFICATION* AGENCY City of Chula Vista Recreation Department PROTECT Therapeutic Recreation Programs &Classes LINE ITEM SUPPLIES AMOUNT Detailed Explanation: Splash-N-Groove=decorations, prizes,untensils,plates,refresments 1,200 Monthly dances=decorations,prizes,refreshements 400 Fitness Classes=Fitness Equipment(weights,rubber bands,therapy balls) 400 TOTAL $ 2,000 LINE ITEM PUBLICATIONS/PRINTING AMOUNT Detailed Explanation: Splash-N-Groove=Tickets,Flyers 500 Monthly Dances=Tickets Flyers 500 Fitness Classes=Tickets,Flyers 500 Wearing Apparel 500 TOTAL $ 2,000 LINE ITEM AMOUNT Detailed Explanation: TOTAL $ - *All line items must be justified in relation to CDBG-funded activities to be completed.Add pages as needed. Page 1 of I 2014-03-11 Agenda Packet Page 405 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix D: Implementation (Max Length: 1 Page; Max Score: 5 Points) .. . .. . . . . . Provide a listing below of the specific tMkS:or ctivit es needed to implement the proposed project an a timeline for their completron.,Number each task or activity,describe rt, and giv.,e the projected dateof completion Add additional rows as needed. # Task/Activity Description Completzan 1 ; Monthly Promotions of programs Flyers and schedules will be distributed,website 7/Z014- updates,to inform the public ' 6/2015 Z IDevelopment and implementation of jSurvey participants at activities 7/2014- programs that are popular, new and 6/2015 successful T3T jDances,Fitness Classes, Sports, Learn I Monthly activities will be set up and offered 1x a I7/Z014- To Swim, Exercise Classes week 6/2015 4 Special Events, Parent's Night Out I (Quarterly events to bring in new participants and [9/30/2014, increase awareness 12/31/2014, 3/31/2015, 6/30/2015 5 : (Quarterly reporting (Quarterly reports due 4x ;9/30/2014, 12/31/2014, 3/31/2015, 6/30/2015 ( 6 1 jPurchase Supplies and Materials On-going supplies and materials to support classes, 7/2014- special events, Learn to Swim 6/2015 7 I Maintain registrations,health forms, On-going collection of participant and parental waiver liabilities liabilities I information,health info,waivers 6/2015 TF 11 i I ! Appendix"D"—Implementation / ePtlage 1 of 2 2014-03-11 Agenda Packet Pages8�e21412D13) CITY OF CHULA VISTA FY 2014-2015 FUNDING APPLICATION Appendix G: Identificati®n ®f Pri®r Year C®BG and/®r Federal Funds G.T. Agency name. I ICity of Chula Vista, Recreation Department I 6.2. Project name: herapeutic Recreation Programs&Classes G Year of funding: ❑` Fiscal Year 2011 ❑ Fiscal Year 2012 ® Fiscal Year 2013 G.4. Indicate the source;df the federal funding awarded to the prlgr project: . ® CDBG ILI HOPWA ❑! ESG ❑ HOME ❑' CDBG-R ❑ HPRP I ❑ Other(indicatebelow): G 5 `Amount aWdrded. $20,000 G_6. Amount sp"entto dote; $9,031 G.7. Amount reprogrammed to date: $0 G.8. Indicate hel6W the outcomes anticipated(refer to the.orrglna(appheatron for the project, if pass bleJ: Provide Therapeutic Recreation activities to a population not being served in Chula Vista and the South Bay areas. (2J' Increase independence,self-esteem,and a healthy lifestyle to persons with disabilities. (3J ........ G 9, ';lncilcate belouv the outcomes achieved.` . (z) Provided a variety of classes, special events,and dances. (2) 1programs were offered at various Recreation facilities and swimming pools throughout Chula Vista. (3) IParticipants learned new skills, enhanced activities of daily living and made new friends. G.10 if any anticipated outcomes were NOT achieved, specify which ones and explain why below: [None] 2014-03-11 Agenda Packet Page 1 of I—Supplement to Appendix E Page 407 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: Center for Employment Opportunities Program/Project: Employment Reentry for At-Risk Young Adults (18-25) Project Description: CEO will provide 28 people, including 15 at-risk young adults (18-25) returning home from prison with life skills, education, paid transitional work, full time job placement and 12-month of retention services. Those served will have limited employment histories, low educational attainment levels and no source of legitimate income. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 05H - Employment Proposed Number 28 Training to Serve: (subject to change depending on funding CFR§ 570.208(a)(2) Low recommendation)4 Moderate Income Limited Clientele Program Total Budget: $67,674 C.V. Cost per Client: $1,071 (Based on funding recommendation) Funding Request: $14,000 " Specific Use of Chula Vista Personnel Costs FUNDING $14,000 Funding: RECOMENDED 2014-03-11 Agenda Packet Page 408 COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Applicotion for Funding for Fiscal Year 2014-2015 Application Number Prnleoc�te �rY' Public service ® (CDBG Program Office Use Only) (C eck��it��f Capita im rovement p p Applicant Agency Information 1, pttln _ arlatr»e Center for Employment Opportunities ref. ... y ® 501(c)(3) ❑'', Gov't./Public 101 for Profit [ Faith-Based ❑ Other: j th Agent yrtlte 1350 6 Avenue,Suite 180. San Diego CA 92101 t�ce c�f7�►ci�rpol'crfarrJ, 4/06/1995 7' I£7 tftYtl3el^ 13-3843322 AgeXtc�fUIVSurrr6r_r- 188 1 60"_. 2D,142,465.78 1urr �r ortl t ..: 192 3. 4 61 M. u€ iee� x Agt�ncy mis����n�tatement:aa _ , The Center for Employment Opportunities(CEO)is dedicated to providing immediate,effective and comprehensive employment services to men and women with recent criminal convictions.Our highly structured and tightly supervised programs help participants regain the skills and confidence needed for a successful transition to a stable productive life. Project Title: Employment Reentry for At-Risk Young Adults (18-25) Brref:prr�fe� desr► t » [CEO will provide 28 people,including 15 at-risk young adults(18-25)returning home from prison with life skills education,paid transitional work, full time job placement and 12-months of retention services.Those served will have limited employment histories,low educational attainment levels and no source of legitimate income. More than 70%of participants will reside in Chula Vista census tracts with a majority of LMi residents. Funding Request �Qalundtr>! +'qurysd �tpltcarn = trnd alr�rrdycured; t w $30,000 I =� `, $37,674 ll� rtrc>u�t�le a det�ld, �tneIta x _ rt _ - 4 67,674 EE Project Information f y �eruac�°, .ialt ►f your ans��r is fre, pletx ��r�urd� Ar�dress(es}��lw �,t ,�s,,e.. :.. . . - ,. .. rM�r�.sus:�r� � ...,... : y3 .. Unemployed, at-risk LMI adults and young adults (18-25) on parole and tdtitCfJld, fJktt/��rt�ret} probation currently residing in the City of Chula Vista The fallav�clrc tues �oa �rt th #clan ]rr� rndsei�ctlds a!te evd apply ctaC ty f?ul�1tS�t ute,' d IVdtr X M. _ 00-1 rtt�[i' [ FcL j . , } rhrulr {1 ® Individual clients I 1F1 Households Tattat!'Utfi1 11r►red ;__1128 Aariial coshr � t µ11$1,0711 Page 1 of 9 (Revised 12/4/2013) 2014-03-11 Agenda Packet Page 409 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 1: Pro'ect Details (Max Score: 25 Points) 1 Frot✓rl a canctse descrrptin of the prapesed lrraect_(thls descr�ptian mint mfc a the aoUer a e S act ar a idler na rrr�I�(ae=1s ravrded tr► 4 endrx�4 , CEO will provide 2 people (15 at-risk young adults aged 18-25) returning home from pr p icon and jail with life skills education, paid transitional work,full time job placement and 12-months of job retention services.These individuals will ave imited employment istories, ow eves of educational attainment and no source of legitimate income. More than 70%of participants will reside in census tracts within the City of Chula Vista with a majority of LMI residents. l'rolet,start;date, 2014 Arftrctpaecenrl date 6/30/2015 Pr€lectx daysfttaus of aerat'an Monday-Friday;lam-5pm Public service 1 , lira eft ® Suitable living environment ,4 �ralect ®. I cote oblectru ❑ Decent housing Capital improvement (ch�k,etaearrl ` ❑I p (�herlrorteenty ❑'Economic opportunity 1 palc, ® Availability/accessibility outcome ❑! Affordability ionen[y) of Sustainability CpGtterr'cr Which G� cr►teri<an below dams your prc� osedraject meet ❑ (1) Area benefit:At least 51%of residents within the targeted activity area are !ow to moderate income(LM!). Please provide a map identifying the Census Tracts designated as LMI. ® (2) Limited clientele(select subpart below): []; (a) Special needs group(select benefit group from the list below): []` (i) Abused children ❑ (ii) Elderly persons 62 years or older ❑i (iii) Battered spouses ❑ (iv) Severely disabled adults(not children)—Census definition; documentation required ❑[ (v) illiterate adults ❑ (vi) Persons living with HIV/AIDS ❑' (vii) Migrant farm workers ❑ (viii) Homeless persons ® (b) At least 51%of clientele to be served will be documented as LMI. How does your agency track and record client demographics? ❑. (3) Housing(select subpart below): (a) Single family(must be 100%LM!) ❑ (b) Multi-unit(must be 51%LMI) Cohsair�ca�ed Pldn goats alr�listed be��w, 5elec�tie g ,u�ap�l'+apFi<ate to your�ralect� . �` !❑ Affordable Rental Housing Opportunities ❑ Maintenance and Preservation of Housing (rehabilitation activities) ❑ Homeownership Opportunities (homebuyer programs) Community Enhancement(public facilities/spaces) ® Public Services to Special Needs Population and/or Low Moderate Income Persons Page 2 of 9 2014-03-11 Agenda Packet Pa 12/4/2013) Page 410 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 1.10 to 1.15: 2 Pages) x. 14 Ex�laln hpw fhe�tCcipos��t project q�i�r �es the goa!seleeteri=_ "` This project will create a better living environment for those directly served, and for other members of their communities, by providing residents of Chula Vista with immediate income and a pathway to permanent unsubsidized employment upon their release from—prison or jai .Those serve iI I E y wi e unemp oye , hig y concentrated within Vista's most poverty-stricken neighborhoods and likely come from families that face similar economic Chula Vls ty g . p circumstances.This project ensures that the labor market is accessible to these participants, many of whom are at risk of spending their entire lives in poverty,or worse, incarcerated for a new crime. This opportunity is extended to participants at a significant point in time--immediately after their release from incarceration- when participants face tremendous difficulties but are also highly motivated to change. In this moment, CEO offers the structure,stability and income people need to successfully reenter society. Expected benefits include: increased individual and household recidivism; and fewer children at risk of criminal stability; greater public safety through reduced recld , income;greater family stabs y, g p y g justice system involvement in the future. 2.� : Sumrarize any statrstrs and ether supporttng documental ttn that dernonstrcrte the rmortance o�addressina this nd eeor probfem The City of Chula Vista has over 840 people under criminal justice supervision, nearly all of whom return to low-income neighborhoods. This is a population that often has low levels of education and little (if any)experience in the workforce. For example, last year,46%of CEO participants had no HS Diploma or GED and 42% had no previous work experience. These individuals come home from incarceration disconnected from the labor market and,without services like the ones offered in this project, are likely to remain disconnected. Research has shown that incarceration creates"stickiness" at the bottom rung of the economic ladder. One study found that after twenty years, 67%of formerly incarcerated people were still living at or below poverty levels. By providing formerly incarcerated people with an immediate connection to income and employment,this project would seek to prevent this sustained poverty, placing participants on a pathway towards greater self-sufficiency and enhanced opportunity. Many at-risk young adults in Chula Vista returning home from incarceration do not receive the services and supports that they need to be successful upon release. The consequences of this are severe. San Diego County has the third highest recidivism rate in California as nearly 70%of parolees return to state prison within three years. Not only does this recidivism correspond with high crime rates in low-income communities, it also means that more and more public resources must be spent on corrections agencies rather than invested into communities. Investing in programs like CEO that are proven to reduce recidivism is an effective use of public resources as the costs associated with incarceration are significant, especially in a time of constrained public sector budgets. 1 , Crst reach sarurce ovrdea by the prQje .for each sgill ,Indrea a whethep it rs a ne�v servrc nr n e p rrzsrott of t exrst�ig seri�rce This project will assist 13 at-risk adults and 15 young adults(ages 18-25)on parole and/or probation residing in Chula Vista to secure full-time employment through the provision of the following services (all are expanded services): 1)Life Skills Education (expansion)-a one-week job readiness training course that offers basic "soft skills"training on job interviewing, addressing one's conviction and employer expectations.The course also assists participants in securing all documents necessary in order to work; 2)Transitional job(expansion)-all participants are immediately employed by CEO as staff members for our work crew business which provides general labor services to a variety of paying customers. Participants are paid daily for this work. 3)Full-Time Job Placement(expansion)-While employed by CEO, participants are also required to work closely with employment specialists to secure a full-time job outside of CEO; 4)Job Retention services (expansion)-After placement outside of CEO, participants receive 12 months of retention services, including financial incentives to motivate their progress and help CEO stay in touch with them as their jobs progress. In addition, if individuals lose their jobs, they can return to CEO and rejoin a work crew to ensure income and steady work while they pursue another placement with the help of CEO vocational staff. Page 3 of 9 (Revised 121412013) 2014-03-11 Agenda Packet Page 411 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION 1.13. HO1N ClOeS ouFIeFtC !pr? to tell;the ter et v ulatra.:�abrtt the pr©leet�sdrvrces CEO exclusively serves people on parole and probation and all referrals to CEO are made directly through a parole agent or probation officer. In just over a year of operation in San Diego County, CEO has already been able to establish solid partnerships with these agencies helping to ensure that our services are reaching those who can benefit from them asst:—Bred-ert-t-be-results of ndom-assigl t-eva cation-ef-C-0-and its efficacy-in-addressingA-he-needs-offiigh— risk clients, Parole and Probation selects individuals with similar profiles: those who were released within the past 90 days and those at high risk of recidivism. Further, by working closely with these agencies, CEO is able to target additional high-impact sub groups, such as young adults ages 18-25, and people from specific high-need communities. Other community organizations may refer participants into the program so long as the parole or probation officer submits the official referral documentation. Rather than employ generalized outreach efforts,CEO's recruitment of participants is conducted in concert with the parole and probation officers supervising them, ensuring a streamlined selection process and that those referred are likely to benefit from CEO's program. Once referred, participants are typically contacted by CEO staff within 1-3 weeks to begin the enrollment process. CEO staff members tail participants directly, inviting them into the program and giving them all the necessary information about their first week in the job-readiness training. By relying on parole for the initial referral,CEO staff already have critical documentation on each participant,which includes demographic information, conviction history,address, marital status, and contact information, allowing the staff to begin building individualized case management plans immediately upon enrollment. All information from these referrals is entered into CEO's secure, customized cloud-based data system in Salesforce.com. 41,1111.1 1 ntrst up to three vucomes cif the prefect(at least nee rs FegulFed) 1 or each cutcpm ltted;pruv�de the number of partrapants who vrrifl bens�t and the way data,wrfl b� ©Recd track cir uerly the outcome AMM !Outcome Statement Outcome Data Sources Data Collection measurement A total of 28 formerly incarcerated at-risk LM #of unique CEO work CEO administrative and vocational adults(15 young adults)will be employed in a individuals crew site logs staff will collect and track all work transitional job with CEO, increasing their employed on and payroll crew attendance data through CEO's access to immediate income and work CEO work crew records customized system in opportunity for improved quality of life. Salesforce.com,which also tracks all relevant demographic data At least 15 formerly incarcerated,at-risk LMI # of full-time Participant CEO job developers will enter all adults will be placed into full-time jobs at job placements pay stubs placement data into Salesforce.com local businesses, providing increased access as well as collect and store copies of to income,greater self-sufficiency and a more paystubs; CEO follow-up unit will suitable living environment for clients and independently verify placements their families lll/r1I theroect collaborate with ttherse prcttrrdeFS to the c�mru>?ity7es�list thermDi y, d bye jay dscFrbe the Collabbt irlori, Parole and Probation-CEO works in close collaboration with these agencies building partnerships through steady communication and a mutual understanding of one another's roles. CEO staff maintains regular communication with their supervising officers and report both positive and negative aspects of a participant's performance. Local Community Providers—CEO also works closely with a variety of local community providers that can supplement CEO's vocational services and respond to the multiple needs of.the reentry population (e.g. drug treatment, housing). Metro United Methodist Urban Ministry,the local EDD and One-Stop Career Centers, as well as a variety of other community organizations associated with the Reentry Roundtable. Page 4 of 9 (Revised 121412013) 2014-03-11 Agenda Packet Page 412 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 2: Agency Ca acit (Max Score; 10 Points) 2:1," _Who.uvtft b�the person rsporrsi6le or the overall"oversight ... ther`appsetl prajecta Narrte of persom Bill Heiser Director of California Operations BA, Hampshire College; MA, University of Chicago E 7elphone rrurnbr 510-251-2240 ext 613 j E ®afe flrsf ernplvyed 2010 j 2 2 Wfto wrlC be the alerxrate personrespvnstblefar the overall cverstght"of"the,proposed pri?�ecta Namef prsah: am Schaeffer ! Lief persart !Chief Executive Officer and Executive Director,CLO _._ pE„ rrrttlucatron BA, Reed College 7`elrphonrtt�rtbr 212-422-4430 ext 259 C?At first enployef 2009 2 3: Wf�v w!!l 6e the person responsrizle for tl�e day t© day operations ctnd rnanagemer�t of the proposed praJect� Prou� e rip more than twa ndlurduals, - - 1llarne;nf person Keiara Auzenne FIf1f persdia' San Diego County Director Releuantee�ucptron: BA, UC Santa Barbara; MBA, Monterey Institute;JD, UCLA School of Law elephor 'numker" 619-6844810 ext 650 flue70 trnployed 2011 Ia, g jPablo Ramirez I Floe of Job Coach/Life Skills Educator I 1•eleuant educof�vp : IBS,San Diego State University Telephnn nurh `r 619-684-4810 ext 654 I�otllsf e,rnployed3'! 2011 pe�s� '�'spc�r�s'lbfe Provr��t�o;r�ore tFi"arr�w'a rnd�trr"duals .. . ..'' , _ Name oif erson !Hilda Romero Title o persen Comptroller Rieu R€rr ? BA, Universidad Francisco Marroquin 7` Iephrne rturtrer;; 212-422-4430 ext 454 aatetrstemployecl, 2006 aj)ftkt60W jBrad Dudding 00,Title of per, rr'" Chief Operating Officer Retettrnf efu�a£io BA, University of Missouri; MA, Rutgers University elephor� nurder 212-422-4430 ext 211 - , arserrpAm�e 1994 Page 5 of 9 (Revised 12/4/2013) 2014-03-11 Agenda Packet Page 413 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 2.5 to 2.8: 1 Page) . Ltst the eur�luatrr�n tC�o(s.yaur dgPncy plar;'s to employ�p track-,and�on�tor the"progress�f the project Salesforce.com-CEO's program model depends on extensive data tracking across a variety of measures, using an in- house adaptation of Salesforce.com's online customer relationship management(CRM) database.This program data allows us to ettermine whether our Theory of C ange is working as expected and whether we are having an impact in the communities that we serve.We collect extensive data on participant's demographics and also all individual events in the program"(e.g. transitional work site attendance,job start readiness assessments, interview feedback, etc.) as they occur.This information allows CEO to chart progress against near-, mid-and long-term goals, such as job placement and retention, in real time.These tools are used by management and staff every day and they are essential to achieving organizational excellence.All participant and program related data is aggregated and displayed on a set of Dashboards that allow management,job developers and job coaches to have a real time feedback loop on progress towards outcomes. Furthermore, Salesforce.com allows CEO to easily create new reports and dashboards based on the specific needs of a project allowing us to track performance simultaneously for multiple projects. Follow-up Unit-CEO holds itself to the highest standard of outcome verification and reporting. As one of our primary outcomes is the full-time employment of participants,CEO has an independent"follow-up" unit separate from job developers who are making these placements. Only those participants that the follow-up unit has independently verified as employed—via paystub, written confirmation by a parole/probation officer,or direct contact with an employer—are counted as working. CEO does not accept self-reported information on employment status to count against outcomes. 2 law does Qtr agency plan to ensure MP jar wrth'.applrr;a,ble policy aril pracdural r equrrements(r»c(ut!fly Y thosa listed irk F1Ufl's "Play[ng by tl�e RUli?5""Nardborili)? CEO is currently the recipient of two federal Social Innovation Fund awards which require CEO to meet fiscal and administrative requirements comparable to those that will be expected for CDBG. CEO has consistently been assessed as "low-risk"for non-compliance by our SIF grantors during regular internal audits. This includes thorough documentation of participant demographics, strong fiscal oversight and a management team that is fully committed to supporting all project staff and progress towards outcomes. Furthermore, CEO will be leveraging existing resources to ensure that all project activities are fully staffed and supported. 7 tlesCrrbe atty unresafved AdA Isste5 I>�tie pro ect or pr �ect office anti he3 u yourgenc plcrrrs t address tf►err� �If the,o�ject�v cif they°pr�tje��s,��A refiaijitatton,dcr rrc�t�ep�art��e�rrate�tc�escrl tiara�er� p = ;CEO does not have any unresolved ADA issues at this time. ,> Haw tn�rny rrlembrs cCaes v�rr Sobrd rrf7lregfs have 112 Have rxtatty Bng>!derr�br' art asc members c% tb prate target.ap�rlatran rrde"m M, p' bye is target area lndictf iruhrch ahe rn dpp ndi F,„ I Page 6 of 9 (Revised 121412013) 2014-03-11 Agenda Packet Page 414 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 3: Auditing Control (Max Score: 15 Points; Max Length: 2 Pages) 1 &'My describe your agenoy's pay x�ez�t,r�rtd disbursetna4nt prpcedwres, with relevance to the proposed.project: CEO's policies for purchasing/payroll are as follows: 1. A purchase requisition is required for all purchases of$250 or more.Three bids are required for all purchases of -or-eVpment coStIng$1,000 Or MOM, furnishingg,Supplies 1 Every position is supported by a job description. Full-time permanent employees have offers of employment or employment agreement. 3. All deductions from employee pay are supported by appropriate documentation to authorize each deduction. 4. Upon hiring, CEO examines and maintains all required information regarding employment eligibility under immigration laws(1-9). 5. All employees are required to prepare time sheets and sign attendance forms(time sheets). 6. Additional procurement requirements for specific government contracts are followed and procedures are modified as needed. CEO procedures for payroll include the following: L HR Director assigns ID numbers to new employees, prepares Personnel Action form,obtains labor distribution and approvals from the COO, Executive Directors and CEO. 2. Once employees are entered into the payroll system, it is modified only after receipt of authorized notification of changes on a Personnel Action Form, approved by the appropriate level of management. 3. All regular CEO employees complete time sheets on a biweekly basis.Time sheets are reviewed and approved by the immediate supervisor. 4. After reviewing and approving employee time sheets,the supervisor releases the timesheets for payroll processing. 5. At the end of each pay period,the Payroll Manager resolves discrepancies with the supervisor, reviews information for accuracy and prepares export data to payroll system. 6. The Controller reviews and approves the payroll prior to payroll processing. 7. The Payroll Manager reviews the payroll for accuracy and completeness and forwards paychecks and paystubs to the HR Director for distribution. CEO's policies for disbursement as follows: 1. All complete expense voucher packages are reviewed and approved by the Chief Financial Officer. 2. Only original documents with original request and original approval signatures will be processed for payment. Disbursement Procedures are follows: 1. All invoices delivered to the fiscal Office are stamped with a "received date" upon receipt. 2. A check request voucher is required for each approved invoice.The voucher package includes:purchase request and purchase order(if applicable); invoice and packing slip (if applicable)—original only;check request form with original signatures 3. The voucher package is reviewed by the CFO for documentation that is incomplete or missing. Authorized check signers are the Executive Director,the Chief Operating Officer, the Chief of External and Legislative Affairs,the Board Treasurer, and the CFO. Checks over$3,000 require two signatures. Descry"b h�tnr yotJr:agencs Board Ilrectors.exerc�sesdrammgrc Y ftncl �scal over�r ht CEO's Board of Directors meets four times a year. At each board meeting CEO's program and fiscal performance is reviewed. Programmatically,CEO Management presents key performance indicators(KPIs)to the Board which summarizes program activities and outcomes related to CEO's mission. In addition, at CEO's Annual Meeting in January,CEO Management presents an annual performance review report for the previous fiscal year. This report provides data on outcomes and suggestions for process and program improvements. Financially,CEO updates the board at each meeting on CEO's financial condition and identifies financial risks to the organization. CEO Management meets with the Executive Committee, including the Treasurer, before each board meeting,to review financial projections in detail before reporting out to the full board. The CEO Board is also required to approve the organization's annual budget each year at the June board meeting. CEO also has an Audit Committee comprised of three board members. The Audit Committee coordinates CEO's independent annual audit held in the fall of each year after the June 30th fiscal year close. The Audit Committee meets with the independent auditor after the audit and reports on the results of the audit to the board at the annual board meeting. The audit is approved by the full board at this meeting. Finally, CEO Management provides interim financial statements to the Audit Committee one month after the close of each fiscal quarter. Page 7 of 9 (Revised 121412013) 2014-03-11 Agenda Packet Page 415 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION 3 3 Briefly describe your agency"s frnancral regart#ng syterrt,�ucvtnfrng procedures, with rEtevance to the pro,�osd CEO's accounting system is comprised of the methods and records used to identify, assemble, classify, record, and report accounting transactions. It is set up to: a. Identify and record all of CEO's transactions; b. Describe the transactions in enough detail to allow classification for financial reporting; c. Indicate the time period in which transactions occurred in order to record them in the proper period. CEO has a computerized financial accounting system using Blackbaud Financial Edge software. When CEO gets a new funding source it assigns the grant a new fund number so that all transactions can be recorded and reported on. regard ki ! s stem, wi##�revanc to ttte pra{io ed project 3.4 Brre f tlescrtbe our agency' p?tg y CEO Record Policies: 1) Records will be maintained for the periods sufficient to satisfy IRS regulations,federal grant requirements,irements OMB A133 audit requirements,if applicable, and other legal needs as may be determined; 2) Record retention requirements are reviewed annually with legal counsel and independent auditors to determine any necessary changes. For a full listing of CEO's retention schedule see the included CEO Fiscal Policies and Procedures Manual. 3.5. : rrefl y Describe yai;r aget3cy'sudrtrng regr�rrernnts,rncludirg tlt±�se fir the propstl probe .. . CEO's financial statements and internal controls are audited by the organization's independent auditor once a year. The audit is overseen by CEO's Audit Committee. CEO's independent auditor also performs an A-133 audit each year because CEO receives federal funds. CEO also works with funding agencies when conducting their program and financial audits. 6 Brrfly descrrb your agency's inferno!controlsfo,m,nlmrze apporturtrtles for frarirl,waste,ar7d mtsrrralntgerrrenf CEO's internal control structure consists of policies and procedures that have been established to achieve CEO's objectives. This structure is established and maintained to reduce the potential unauthorized use of CEO's assets or misstatement of account balances. CEO's internal control structure is composed of the following basic elements: The Control Environment-The control environment reflects the importance CEO places on internal controls as part of its day today activities. 1. The Accounting System-The accounting system comprises the methods and records used to identify, assemble, classify, record, and report accounting transactions. 2. Control Procedures-Control procedures are the procedures set up to strengthen CEO's internal control structure and thus safeguard the agency assets. They are divided into the following:Segregation of Duties; Restricted Access to valuable and movable assets is restricted to authorized personnel; Document Controls; Processing Control; Reconciliation Controls 3. The Accounting Cycle-The overall purpose of an accounting system is to accurately process, record,summarize, and report transactions of CEO.The component bookkeeping cycles fall into one of four primary functions: (1) Revenue, accounts receivable, and cash receipts, (2) Purchases, accounts payable, and cash disbursements, (3) Payroll, (4) General Ledger and Financial Statements. �7' ,!�'ow dies ur� Inc !a�to s� re site C�?BG fc�nds:,�rvm other�x�enoy�'urtds` or ur oses o tderrt!rc�trt�rl g g;. (CEO's accounting system allows for a separate set of books and records for each restricted grant/contract received. Hence each grant/contract has a standalone, detailed accounting of revenues and expenditures attributable to it during the life of the grant/contract. This accounting is based on the life of the grant and is irrespective of CEO's fiscal year.All charges to the grant are based on direct costs incurred or costs allocated on a consistent,verifiable basis following the a enc 's cost allocation Ian. - = Page 8 of 9 2014-03-11 Agenda Packet PageV416 12/4/2013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 4: Agency__Experience (Max Score: 10 Points; Max Length: 1 Page for Section 4/5 Combined) Brrefly;htit► !+`�f youF agency`sxp�Irr�ce ar�d ma�ar raeamplshrnQrr# fnt �rrd�ng serv� i?5 to LI111 res�dets ardf#r, MUM 051-es YnU ay x M.4 Ap�tenrlI A CEO has a long track record of providing paid transitional work and full time job placement to men and women recently released from incarceration who face steep barriers to finding and maintaining employment. Last year, CFO served 3,078 participants across the country who had limited, if any, sources of legitimate income. Further,these individuals were likely to return home to neighborhoods with pockets of deep and persistent poverty. The combination of CEO's highly-structured program and staff who are trained specifically to work with the formerly incarcerated population helps the organization effectively address the immediate need of clients, while also helping to achieve long-term impacts in support of their families and communities at large. CEO's experience is marked by accomplishments; over 10,000 participants have been placed into full time jobs within the past ten years. in the past year alone, CEO San Diego provided paid transitional jobs to 157 people and helped 80 individuals secure full-time employment. in addition to providing jobs for a highly vulnerable LMI population, CEO has been shown to keep communities safer.The results of a three-year randomized control trial showed that CEO made statistically significant impacts on all measures of recidivism, including arrests,convictions and incarceration. CEO San Diego is backed by the Center for Employment Opportunities,which operates in ten (10)jurisdictions and three (3) states across the country. CEO has replicated its proven model with fidelity in each state and as a result,the organization has been awarded CDBG funds in three localities, including Chula Vista.CEO's fiscal department has extensive experience in the oversight of CDBG funding allocations and ensuring that all expenses are allowable under HIED guidelines. In addition, CEO is currently the recipient of two Federal Social Innovation Fund awards supporting the expansion into CA through FY 2014.These awards require stringent fiscal accounting procedures, all of which have undergone recent federal A-133 audits. This experience ensures that CEO is capable of addressing all federal audit requirements. Has yt�t>� enc re ; dCD�C rithr �derdlutads rrt any o #ire past fhrrsc !year y , eat of ttte,grants receruedfor th' the . rcf Years � f1 ,rd ?13= Section 5: Back-Up Plan (Max Score: 5 Points;) agerr�y f►r�rrn l r ea tars pra eet r trld �furls nab be d d?if Y. rzc��tr Ye writ rfae j�r�r�trr►etfrc'rtran die a�chrev�r�� � ;�� ® �a This application is in support of increased vocational services to expand CEO's program capacity in Chula Vista. CEO intends to move forward with implementing this project if CDBG funds are not awarded. Failure to receive funding may reduce some of the vocational support offered to new participants,though the organization wiii look to other revenue sources to fund these services. 5 2 J unded� hvw�vrll your agency >anlrlue fhfs, ra ect r CtG`ands tzre rfbt ovarlale rn ,inure etas „ CEO has a long track record of operating a financially sustainable organization that effectively leverages public and private sector support. To launch operations in San Diego County, CEO secured multi-year investments from two federal Social Innovation Fund awards that will extend through the current and next fiscal year. In the San Diego County office's first year of operation, CEO secured paying work crew customers and private foundation support that has begun to anticipated that CEO will be able to attract additional earned revenue from paying work crew customers,government grants and philanthropic investments that decrease the dependence on any single revenue source. Page 9 of 9 LRevised 2014-03-11 Agenda Packet Page 417 2/4/ZQ13J FY 2014-2015 CDBG FUNDING APPLICATION CITY OF CHULA VISTA Appendix A: Narrative Of Project (Max Length: 2 Pages) f case w y t 1M9,R1 1TM1�a�`�� �� s � p9 ti DRAFT:ADD UPDATED STATS FOR CURRENT CDBG&OTHER CDBG AWARDS,ACCOMPLISHMENTS,ETC... The Center for Employment Opportunities (CEO)has offered immediate, effective and comprehensive employment services exclusively to men and women under criminal justice supervision far over 30 years.Created as a pilot project of the Vera Institute of Justice,CEO became its own independent non-profit in 1996.CEO's vision is that anyone returning from prison who wants to work has the preparation and support needed to,find a job and stay attached to the labor force.In Fiscal Year 2013,CEO helped 168 San Diego County residents (21 from the City of confidence needed for a successful transition to a stable,productive Chula Vista) to build the workplace skills and con life.CEO's program model is specifically designed to help those participants most in need of a job, many of wham .At a time when few other options exist,CEO intervenes,offering the are returning to impoverished communities opportunity to work and earn a paycheck within one week of enrollment.Through its unique program,CEO enables participants to earn vital income in the short-term while also building the experience,skills and confidence that will help them secure long-term employment. The CEO model consists of four phases specifically designed to assist people under community supervision in securing full-time employment.The program begins with a one week Life Skills Education course that quickly prepares participants to reenter the workforce.Immediately after completing the course all participants are placed into a paid transitional job on one of CEO's supervised work crews,where they receive a daily paycheck.This allows participants,none of whore have a source of income,to begin earning an income within 7 days of enrolling at CEO.The crews also provide an employment laboratory where participants can build the work experience that most are lacking four days a week,7 hours a day.On the fifth day,participants work closely with employment specialists to secure full-time job placements outside of CEO.This approach enables those who are ready for permanent employment to move quickly into a private sector position opening space for new participants and enabling more people to benefit from CEO's services.On average,people spend about three months engaged with CEO on a daily basis before being placed into full-time jobs.More than just the income and work experience,the program serves as a stabilizing force,offering structure and routine at a time when participants'lives are often in a state of a tremendous flux.After placement CEO supports them by providing 12 months of retention services, including financial incentives that help motivate their progress and helps CEO stay in touch with participants as their jobs progress. In addition,if individuals lose their jobs they can return to CEO and rejoin a work crew to ensure income and steady work while they pursue another placement with CEO vocational staff. �ll.esi eats o u a Ista w o are on parole or pro ation are ig y concentrateain some o t e ei s mast pover - stricken communities. CEO's participants reflect this concentration in economically depressed communities:last year,two-thirds of CEO participants in San Diego came from census tracts where more than 70% of residents were LMI,a trend that is likely mirrored in Chula Vista.These are communities where,in many cases,nearly a third of residents are living at or below federal poverty levels,placing them on the very/extremely low-income end of the economic spectrum.Further adding to their burdens,many CEO participants are parents and have a responsibility to provide for their children upon release.In the east fiscal year, 69 of the participants served in San Diego County had children.Research indicates that the incarceration of a parent depresses household income by 22%in their absence.Thus,the prospect of reliable employment upon release from prison or jail is of critical importance to both participants and their families, and to the communities to which they return. The men and women who come to CEO often arrive lacking the knowledge and experience to successfully navigate the labor market.just over half(54%) of participants served in San Diego last year had a High School Diploma or or many, CEO is a first GED.Perhaps more startling,4r2% of CEO participants had no work experience at all.Thus,f experience with legitimate employment,Connecting participants to the labor market is particularly critical to their long-term success given their relative youth; nearly 6S%of CEO participants from Chula Vista are under 35 years Appendix A —Narrative Page 1 of 2 ,.- evrse 33) 2014-03-11 Agenda Packet Page 418 FY 2014-2015 CDBG FUNDING APPLICATION CITY OF CHULA VISTA old,and 45%are under 25.In a typical career trajectory,most people spend their 20s and early 30s in jobs with progressively increasing levels of responsibility and pay.During this time,most will learn the skills necessary for their profession,establishing professional networks and laying the foundation upon which their career will be built. CEO participants too frequently spend these years incarcerated,excluded from even entry-level jobs and often faced with tremendous debt from fines,restitution,and unpaid child support. Research has clearly shown that the consequences of incarceration have a lifelong effect on economic mobility,with nearly 67%of formerly incarcerated men remaining on the bottom rung of the economic ladder 20 years after serving their sentence. By targeting a marginalized population highly concentrated in low-income neighborhoods,CEO stems the persistence of poverty in underserved communities. In the last fiscal year,CEO.served 21 people from the City of Chula Vista,11 of whom were young adults.In the upcoming year,CEO seeks CDBG funding to serve an additional 28 people from Chula Vista, 15 of which will be young adult participants.Despite the barriers discussed above, CEO was able to place over half of San Diego County participants into full-time jobs. What's more,CEO's employment reentry intervention has been proven, through athree-year independent random assignment evaluation conducted by MDRC,to increase public safety and yield up to$3.30 in taxpayer savings for every dollar invested.The study found that for those recently released,CEO made statistically significant impacts on all measures of recidivism,including arrests,convictions and incarceration. As the first reentry service provider nationally to submit to a random assignment evaluation,CEO offers an effective program model whose impact has met the highest possible standard of evidence. While many organizations--in San Diego and national--serve formerly incarcerated clients, CEO's services are distinguished from other workforce development providers in several ways:the organization exclusively serves individuals with criminal convictions; all participants are guaranteed immediate paid transitional work up to four days per week; and every participant placed in full-time employment is given one year of retention services that combines intensive case management with work-related financial incentives. Several other components of the CEO model such as Life Skills Education,Job Coaching and Job Development are utilized by other local providers,but CEO links these services in a unique manner that allows participants to build basic work skills and earn immediate income while getting the support they need to secure full-time, permanent employment. Over the next six months, CEO anticipates doubling its capacity in San Diego to serve 375 people with histories of incarceration. For this grant,CEO is requesting support for a portion of the vocational services to be provided to 28 at-risk adults residing in the City of Chula Vista.CEO is aiming to leverage monies from a variety of government and private sources for this project. Of note,if received,this funding will leverage dollars through two federal Social Innovation Funds that require a match source such as CDBG funding in order to be drawn down. Overall, CEO is asking for less than 4S percent of the project's total$67,674 cost.The proportion of requested funding translates to a cost of$1,071 per participant served--a modest investment,especially with consideration to the financial benefits — that t e CE progra m-has een emans ra ed o prow' �t'a�cp�yer�"" This project offers a cost-effective solution for improving public safety and connecting formerly incarcerated people to the labor market.CEO intervenes in our participants' lives at a time when they are highly motivated to find employment(recently after release)but are the least likely to be able to secure a job. By offering services at this critical juncture, CEO has proven that it can significantly reduce recidivism among participants and generate substantial cost savings to taxpayers. In times of strained state and municipal budgets,less spending on incarceration means more resources are available for other critical issues and population.needs. Appendix"A!'–Narrative Page 2 of 2 Revise 2014-03-11 Agenda Packet Page 419 APPENDIX C-1: LIST OF ALL FUNDING SOURCES FOR THE PROJECT CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION This table serves to provide the listing of all funds to be made available for the project. There are 3 steps to the completion of this table: Step (1): Enter the FY 2014-2015 CDBG application funding request amount for this application; Step(2): Complete the following table with the amounts of other funding sources that have been secured or funding sources that are unsecured for the implementation of the project; and !, Step(3): Attach any supporting documentation that verifies the secured funding sources and amounts for the project. NOTE: Amounts Unsecured should be funding sources that the Agency is reasonably sure will be available for the project. However supporting documentation is not yet available. AMOUNT AMOUNT % OF SECURED UNSECURED TOTAL FY 2014-2015 CDBG Application Request from City of Chula Vista(Step 1) $30,000 44.33% List Other Sources Below: (Step 2) HOME 0.00% ESG 0.00% HOPWA 0.00% CDBG-R 0.00% NSP 0.00% 14PRP 0.00% Other Federal Stimulus Funds 0.00% Other Federal Funds 0.00% San Diego Housing Commission 0.00% State Funds 0.00% County Funds 0.00% Local Funds $37,674 55.67% .Private Funds 0.00% Agency Funds 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% TOTAL $37,674 $30,000 100% TOTAL PROJECT BUDGETI $67,674 2014-03-11 Agenda Packet Page 420 APPENDIX C-2: THREE-MONTH CASH RULE TEST CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION THREE-MONTH CASH RULE TEST The three (3)-month rule is used as a guideline to determine whether an Agency is solvent and has enough available cash to take a CDBG project from beginning to end during the 12-month allowed to complete the project. CDBG projects should not harm the day-to-day operations of the Agency, so enough funds trust be available for both purposes. I I Provide the information requested below to demonstrate that the agency has enough cash on hand to operate the proposed project on a reimbursement basis. Balance Sheet-Audited Financial Statements. FY 2013 CY Page# 3 Document must be attached to Application Enter Agency Cash Balance (Cash cannot include Investments or Receivables) 2,491,637 A. Multiply Agency Cash Balance by 4-Cash available for project(s) 9,966,548 i List the amount of FY 2014-2015 CDBG funding applied for this application. 30,000 List the amount of FY 2014-2015 CDBG funding applied for any other application. 95,810 List the amount of FY 2014-2015 CDBG funding applied for any other application. 20,000 List the amount of FY 2014-2015 CDBG funding applied for any other application. 150,000 B. Sum all the amounts for FY 2014-2015 CDBG funding request(s) 295,810 Compare Agency Cash Balance Available(Item A)with Total FY 2014-2015 CDBG Funding Request(Item B): Item A 9,966,548 Item B 295,810 Difference 9,670,738 Analyze Results I-If difference is a positive amount or equals$0,the Agency is eligible to apply. 2-If difference is a negative amount,the Agency has the options below: The Agency can adjust any of the FY 2014-2015 CDBG requested amount(s)to result in a positive or$0 balance,as long as: A) EACH PROJECT MEETS THE MINIMUM REQUIRED AMOUNT FOR EACH OF THE APPLICATIONS, AND B)CASH AVAILABLE FOR PROJECTS IS NOW GREATER THAN ORE UAL TO THE TOTAL FY 2014 CDBG FUNDING REQUEST. 2014-03-11 Agenda Packet Page 421 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 1 -BUDGET EXHIBIT AGENCY Center for Employment Opportunities PROJECT Employment Reentry for At-Risk Young Adults(18-25) CDBG Percentage SALARIES &WAGES (Schedule 2) 20,500 FRINGE BENEFITS (Schedule 3) 5,482 TOTAL PERSONNEL 25,982 SUPPLIES (Schedule 5) POSTAGE (Schedule 5) CONSULTANT SERVICES (Schedule 5) MAINTENANCE/REPAIR (Schedule 5) PUBLICATIONS/PRINTING (Schedule 5) TRANSPORTATION (Schedule 5) RENT (Schedule 5) EQUIPMENT RENTAL (Schedule 5) INSURANCE (Schedule 5) UTILITIES (Schedule 5) TELEPHONE (Schedule 5) OTHER EXPENSES (SPECIFY): (Schedule 5) (Schedule 5) (Schedule 5) TOTAL NON-PERSONNEL 0 TOTAL INDIRECT COSTS/ADMINISTRATIVE OVERHEAD(IC/AO) (Schedule 4) 4,018 0.1339333 [IC/AO Expenses limited to 15%of Total CDBG Project Budget] TOTAL CDBG PROJECT BUDGET 30,000 Page of 2014-03-11 Agenda Packet Page 422 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix D: Implementation (Max Length: 1 Page; Max Score: 5 Points) P�vuzr?a Cistrrrr�blots athe specriic tasks tercurtes neederrrplerrnbrrrapned erect end a t�rnlrrte fr� themcrrrrpliaxrrmbeach trrl yr Qctrurty,dscrrb rt, d gr>e the pra�ectec datdf ccrpltrrfrrldd crddrtonai r< t .j{( - . \ Ay1' iii. _ M-• ion Omp� zon 1 Project Ramp-up ICEO will establish all data tracking, fiscal and 8/1/2014 administrative programmatic procedures rocedures for P g operations and reporting on CDBG grant. 2 Participant Recruitment CEO will recruit 8 eligible at-risk LMI young adults 9/30/2014 from Probation and Parole Offices per quarter to start the program. 12/31/2014 3/31/2015 6/30/2015 3 Life Skills Education ICEO will conduct at least one Life Skills Education Last class per month to accommodate program calendar participants,graduating an average of 6 day of each participants per quarter. month _�_7 (Transitional Work I ICEO will run a transitional work crew offering JLast participants 650 hours of paid transitional work per calendar month where they learn basic skills and are day of each evaluated daily by their supervisor. month 5 ob Development I ICEO will place 8 participants in full time jobs, 12/31/2014 approx.3 per quarter,for the last three quarters of t 3/31/2015 he year. 6/30/2015 16 Employer Outreach CEO Job Development staff work with the business 9/30/2014 community to expand the number of employors CEO work with thereby increasing the amount of full- 1Z/31/2014 time job available to CEO clients.Progress will be 3/31/2015 tracked on a quarterly basis. 6/30/2015 I Appendix"13" Implementation Page 1 of 1 (Revised 121412013) 2014..-0311.__A_genda._Packet _ _ --- Page.423....... CITY OF CHULA VISTA FY 2014.20115 CDBG FUNDING APPLICATION Appendix E: Roster of Board Members & Professions Prav�de a rasher a theemker �frar a� ny's Bawd a131ra 's and therx pr oessi7tsiy fall�rzg out the to bte belowi ?: f ` s06 Narna�ard�'asftion Pctesrnn jAffrCixrnn 'arc David Moskovitz, Chair Chief Executive Accenture ❑ ❑� `.� Steven Fishner,Treasurer Dir. Foreign Practice,KMPG ❑ ❑� 10.Peter Sherwood, Sec. udge,Supreme Court NY ❑ ❑ Joel Hornstein,Audit Chair M.D.,American Dream Fund ❑ ❑ Emary Aronson,Trustee M.D., Rabin Hood Foundation ❑ ❑ Elizabeth Balfour,Trustee Partner,SMR&Hampton, LLP i,❑ ❑ Cristine S. DeBerry,Trustee Chief of Staff,DA George Gascon ❑ ❑ Kathryn Jo Mannes,Trustee Senior VP,AACC ❑ ❑ William J.Snipes,Trustee Partner,Sullivan&Cromwell 0� EE:1 Andrew van der Vord,Trustee VP, Cred it Suisse Securities ❑Ellen V. Holloman,Trustee Partner, 0lshan Frome Wolosk�y Jonathan D. Miller,Trustee JDM Associates 10 13 ❑ ❑ 101 101 ❑ ❑ 101 ❑ Appendix"E"—Roster of Board Members and Professions Page 1 of 1 (Revised 121412013) 2014-03-11 Agenda Packet Page 424 CITY OF CHUiA VISTA FY 2014-2015 CDBG FUNDING APPLICATION ,Appendix F: Disclosure Statement Pursuant to City Council Policy 101-01, prior to any action on a matter that requires discretionary action by the City Council, Planning Commission or other official legislative body of the City, a statement of disclosure of certain ownerships, financial interests, payments,and campaign contributions must be filed.The following information must be disclosed: 1. List the names of all persons having a financial interest in the project that is the subject of the application, project or contract (e.g.,owner,applicant,contractor,subcontractor,material supplier). N/A I 2. If any person* identified in section 1 above is a corporation or partnership, list the names of all individuals with an investment of$2000 or more in the business(corporation/partnership)entity. N/A 3. If any person* identified in section 1 above is a nori-profit organization or trust, list the names of any person who is the director of the non-profit organization or the names of the trustee, beneficiary and truster of the trust. N/A 4. Please identify every person, including any agents, employees, consultants, or independent contractors, whom you have authorized to represent you before the City in this matter. Saxe Schaeffer (CEO/Executive Director), Brad Dudding(Chief Operating Officer), Keiara Auzenne (San Diego County Director) 5. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, had any financial dealings with an official**of the City of Chula Vista as it relates to this contract, project or application within the past 12 months?Yes[:]INoZ If yes, briefly describe the nature of the financial interest the official may have in this contract. N/A 6. Has any person* anyone identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, made a campaign contribution of more than $250 within the past twelve(12) months to a current member of the Chula Vista City Council?Nero es;❑ If yes,which Council member(s)? IN/ 7. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, provided more than $420 (or an item of equivalent value) to an official** of the City of Chula Vista in the past twelve (12) months? (This includes any payment that confers a personal benefit on the recipient, a rebate or discount in the price of anything of value, money to retire a legal debt,gift, loan,etc.)Yes❑INo® If Yes, list official and what was the nature of item provided? N/A 8. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, been a source of income of$500 or more to an official** of the City of Chula Vista in the past twelve(12)months?Yes❑ INo® If Yes, identify the official and the nature of the income provided? N/A :I January 23, 2014 :1 Sam Schaeffer I Signature- * Person is defined as:any individual,firm,co-par a p,joint ve association,social club,fraternal organization,corporation, estate,trust, receiver,syndicate, any other county,city, municipality,district,or other political subdivision,or any other group or combination acting as a unit. ** Official includes,but is not limited to: Mayor,Council member,Planning Commissioner, Member of a board,commission,or committee of the City,and City employees or staff members. Appendix"F"—Disclosure Statement Page 1 of 1 2014-03-11 Agenda Packet F'g99i. 121412013) CITY OF CHULA VISTA FY 2014-2015 FUNDING APPLICATION Appendix G; identification of Prior Year C®BG and/or Federal Funds : ..1. ,4gerr�gme City of Tulsa GF.,; Pro� cf nrrn North Tulsa Employment Reentry Project G =Yedr n fe�r� ng ❑ Fiscal Year 2010 [E) Fiscal Year 2011 ® Fiscal Year 2014 f G 4 lndtcate the snCr of the fetl ral fndrt arnrareled to the prrcrr pro�e` t ® CDBG ❑ HOPWA I❑ ESG I ❑; HOME ❑ CDBG-R I LJ1 HPRP ❑ NSP I JLJJ Other(indicateb0ow): i I I Arx�au» cardezf , 3,771 A Anpunt`,srrttn_date ,317.34 G 7 ilt17t reprr�garrm to dafes W= 8 ,.tndtc�t�,l�p�or�rr�I�e�zufcote�rrr��reapat� lref�r�o th�,�t'�girr�l apptf�?�tran�or the, ra��c�, if,�ra�srble).....;.. .. 11 Provide life skills education and job coaching to 120 new North Tulsa participants between 7/1/13 and 6/30/14 AL-PI ace at least 70 individuals in full-time private sector employment (3J Provide at least 70 individuals with retention services post-placement lridtatowt N/A C ) N/A 9JN/A �his contract is currently being executed during this year, Fiscal Year 2014. G _ 1t� grrfa ity of Chula Vista G 2 Proj iwt u... . ` Employment Reentry for at At-Risk Young Adults Yetxr s f;f 0„ Fiscal Year 2010 1 1E]' Fiscal Year 2011 ® Fiscal Year 2014 Gsgtrteh sr�urc :'� the fed ;fundMg a �#tai roi'p , c ® CDBG ❑ HOPWA ❑ ESG ❑ HOME} ❑ CDBG-R ❑ HPRp ❑' NSP ❑ Other(tndicarebelow): . ^IItRtvL��l f t 14,000 ,A117? ►? pet ,= < E` �t�'' #�..dirFx�6! e,;,.... ���:;[1 �S �t�'.�I,�(7���`re a;> e;�i� ��'-�r� �'�, r�j�v r`��ectr ► P��,� - � �, 4 Provide life skills education and job coaching to 15 new Chula Vista participants Place at least 8 individuals in full-time private sector employment 3 „^I jProvide at least 8 individuals with retention services post-placement Page 1 of 5 —Supplement to Appendix E 2014-03-11 Agenda Packet Page 426 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION G Indrealte be1�w tfre outcar - a.(hieved NIA u1 NIA C�J NIA t�'arr�_�r�trc,pr�t�d.r�utc� were'NQT aeh�eved,sp�ri�y whrcH pn�� rnd��r�farn shy b�lvur _ �his contract is currently being executed during this year, Fiscal Year 2014. 2014-03-11 Agenda Packet Page 2 of 5 —Supplement to Appendix E Page 427 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) `;Agency name City of Buffalo Department of Community Services G 2 `Aizjec�Itame it of Buffalo Community Development Block Grant Entitlement Program O Yepr faal»� ❑ Fiscal Year zD10 ❑ Fisca! Year 2011 ® Fiscal Year 2013 G Indli # he,srrt�r�e,i?f t�tefederrtt(rtdrrig crwrded to thelari �,ptvfet ® coBG [] HOPwA ❑ ESG ❑, HoME ❑ CDBG-R ;❑ HPRP ❑ NSP ® other(Indicate below): US HUD 5 paurif awarded ,, _ 194,313 1188,798.27 G 7� - Atxraunt repr�g�€�rnr►'r�d rd d�#e , �8 ,".:f#�drec�te beCc�the outcai�l�s ari�l�rpa��i�rej�e�ta thei�rrgr�ct[aapClcatiet�fc�r�lae pro��ct, �f�ias�il�l�J -- (1� Provide life skills education and job coaching to 75 new City of Buffalo participants I JPlace at least 50 individuals in full-time private sector employment , 31.. Provide at least 50 individuals with retention services post-placement CEO provided life skills education and job coaching to approximately 196 participants between 5/1/12 and 4/30/13 ( CEO placed approximately 198 City of Buffalo residents into full-time private sector employment (3 CEO provided retention services to 122 City of Buffalo residents placed in full time employment I - � 2014-03-11 Agenda Packet Page 3 of 5—Supplement to Appendix £ Page 428 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) �tgencY name O Pra�ec narr�e ❑- FFsscal Year 2010 - T.✓_Fiscal Year 2011 - rscal Year 2012 J 4 Jrtdreate the sQUrce of theededtfurrdrngrwtrrded to tfre prior F!aJ , Other{tn, ,... :. ❑ CDBG ❑ HOPWA ❑ ESG ❑ HOME F-] CDBG-R ❑ HPRP ❑ NSP ❑ dreatebelow): G �,maunt a�nrar�e� Cs� �trh©rrn�sp�nt��t�+date; =, � I 8 - fndi ate belauu the r�ut�am a talpatRI j�e er:ta the arrg�nal i ppl�cat r n fdr the j?r©sect as rbl f1I 1�1 9 ,,tncJrcate befog the r�utcotrtes ach'evecl:` (1� 11 G. } 1f ►�y crnt�cpad ol�tac�&tries rrre 1�1aTrehi< uef,Spety +vhrch rJn Crrt earn „why beft�v�r [Type response hei 2014-03-11 Agenda Packet Page 4 of 5 —Supplement to Appendix E Page 429 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) G �, <�geney nar;�e ►!► Fiscal Year 2010 Fiscal Year 2011 Fisca!Year 2012 �F��. -iiza!r�ate the source�f the federr��fundtn�awarded to`.tha pt��r prc��e_ct. ,. , - CDBG ❑ HOPWA ❑ ESG HOME . ❑ CDBG-R ❑ NPRP ❑ NSP ❑ other(indicate below): 1 amountruuar ell,G 6 Aaiaunt s�iera date:. I ;=5 osslf�le �,�, lndrepte bel©w tea vufcr�rr�`��r�rrttcrpr�ted�re�'er��a the:t�rr�r►n�r��pp�XGtmrt f�?r tha prt��ect, rf�. .:. .)� G fndrerte be {ow the outeoms achieved w �1`Q !f any rrntr+~iputedavuteones�erE,I�p7 achr��edr spec��r unlar�f�ane�;pnd explalt�why beldr� . , . , I[Type response herG.] 2014-03-11 Agenda Packet Page 5 of 5—Supplement to Appendix E Page 430 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: Family Health Centers of San Diego Program/Project: KidCare Mobile Medical Unit #3 Project Description: The Mobile Medical Units (MMU) provide high quality healthcare to low-income and medically underserved persons, including homeless children, youth, and adults. The MMU is a licensed medical clinic that provides immunizations, illness management, and health screenings to ow patients; thereby eliminating financial, cultural, linguistic, and transportation barriers to care. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 05M - Health Services Proposed Number 1,500 to Serve: (subject to change CFR§ 570.208(a)(2) Low depending on funding 6&mm& Moderate Income recommendation) Limited Clientele Program Total Budget: $326,963 C.V. Cost per Client: $20 (Based on funding recommendation) Funding Request: $30,000 $13,600 6. JW M01, 'MA Specific Use of Chula Vista Personnel Costs FUNDING $13,600 Funding: RECOMENDED Staff Notes: 2014-03-11 Agenda Packet Page 431 COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Application for Funding for Fiscal Year 2014-2015 CH i Application Humber: Project category: ® Public service (CflBG Program Office Use Only) (rhettc Dom only) (Capital improvement Applicant Agency Information Applicant le al name„, family Health Centers of San Diego(FHCSD) T e of agency. Z 501(c)(3) Gov't./Public 0 For Profit Faith-Based I El Other: Agency Address,, 823 Gateway Center Way , Date of incorporation- 1970 Tax lU number:. 1.95-2833205 Ageng DUNS number. 020531893 Annual operating bud et: $111,642,770 Number 9f eaid staff ;1074 Number of volunteers; 75 Agenc mission statement; .Our mission is to provide caring,affordable,high quality healthcare and supportive services to everyone,with a special commitment to uninsured,low income and medically underserved persons. Project Title: Kldcare Express Mobile Medical Unit#3 (MMU) . Brief project description: 'Our MMUs provide high quality healthcare to low-income and medically underserved persons,including homeless children,youth,and adults.The MMU is a licensed medical clinic that provides immunizations,illness management,and -0 d transnnrtation barriers to carp- Funding Request Total funding requested in this application $30,000 Other funds already secured for $0 (you will provide a detailed budget in Appendix C,: project: Total cost to complete project; $326,963 Other funds not yet secured for .$326,963 Project information tf Project is a Public Service,will service be site specific? QYes .x Nt±. f our answet is yes,pleas€provide.- Address fes)below? Census trams. Our MMU serves multiple sites in the City of Chula Vista and the greater South Bay region 127, 131-02, 132.03 including schools,social service sites,communit y centers,and public gathering sites. 133.03,134.19 Target Clientele.(Hoineless; Youth. l.ow-income,medically underserved people in Chula Vista including homeless Elderly,Disabled,Other/General) ' individuals,children,youth, and adults The followi'ttg questions on individual clients and households to be served apply only to Public Service,and Minor Residential Rehabilitation projects: . Will the project serve'individual clients 1[ or households(HM)? Individual clients Households Total'uriaru licated IC/HH serves;,. 1500 I Annual cost per c1ient1hc)usehold $20 I Page 1 of 9 (Revised 121412013) 2014-03-11 Agenda Packet Page 432 CrrY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 1: Project„Details (Max Sere: 25 Points) l;l, Provide<a concise descrr`ptiiin of the proposed project(this description must match the-one provided-on-the cover- pagc).Space fora fullernarrptive is.provided'in Append&A, dour MMUs provide high quality healthcare to low-income and medically underserved persons includin g homeless children youth,and adults.The MMU y s a licensed medical clinic that provides immunizations,illness management,and health screenings to patients,thereby eliminating financial,cultural, linguistic, and transportation barriers to care. In addition,the MMU serves as a conduit to a primary care medical Dome for those who do not have one, 1.2. . Project start date: my—1, 2014 ; A»ticlpi rMlend date_:. dune 30,2015 1.3 Pro jeres clays/hours of'operatibn : Monday through Friday,gam to 5 m but varies by location and day. 1'.4. Project j Public service 1.5 Project Suitable living environment Cote9ory.. objective .Decent housing (Check vneonly). �❑,Capital improvement {checkvna:�nly1 Economic opportunity 16 :project ® Availability/accessibility outcome., Affordability (Meckvneai-dy) Sustainability 11, CDBG Criteria: Which CDBG criterion below dues your proposed project meet? ❑ (1) Area beneflt=At least 51%of residents within the targeted activity area are low to moderate income(LMI), Please provide a map identifying the Census Tracts designated as LMI. (2) Limited clientele(select subpart below): ❑ (a) Special needs group(select benefit group from the list below): (1) Abused children (ii) Elderly persons 61 years or older j (iii) Battered spouses (iv) Severely disabled adults(not children)—Census definition;documentation required (v) Illiterate adults (vi) Persons living with HIVIAIDS (vii) Migrant farm workers (viii)Homeless persons (b) At least 51%of clientele to be served will be documented as LMI. How does your agency track and ® record client demographics?We use our electronic health records and internal systems to track demographics. (3) Housing(select subpart below): (a) Single family(must be 100%LMI) (b) Multi-unit(must be,51%LMI) i Ftt the 2616-261S tnsal►alated Film goals are listed belory.SeYect the`'gaal dpi►rc�.vrlate:to your project, . Affordable Rental Housing Opportunities lErT Maintenance and Preservation of Housing(rehabilitation activities) H H Homeownership Opportunities(homebuyerprograms) E Community Enhancement(public facilities/spaces) Public Services to Special!Needs Population and/or Low Moderate income Persons PJje 2 of 9 (Revised 121412013) 2014-03-11 Agenda Packet Page 433 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION ax Length for Questions 1®10 to 1.15: Z Pages) 1.10.:Explain hoiq.the proposed pro CITY Of CHULA VfSTA FY 2014-2015 CDBG FUNDING APPLICATION them to other services.This is even more critical for homeless individuals who not only need a primary medical dome but would benefit from additional resources available through our federally funded Health Care for the Homeless Project(e.g.,mental health services,vision care, restorative dental care,case management,transportation assistance, etc.). We will continue to collaborate with existing partners like the Chula Vista Elementary School District and Sweetwater Union High School District,and explore partnerships with other social services agencies to promote and deliver MMU services to LMI residents in Chula Vista. MMU staff and agency outreach workers will also promote MMU services.A monthly schedule of MMU clinic sessions will be created,published,and provided to all partners. Individual patients will be encouraged to contact FHCSD directly to schedule an appointment or identify where the closest MMU clinic session will be held.Clinic sessions will be held in half day blocks of time,four hours each,four days a week. Patients will be registered at the point of services and then receive the health care that they need and/or request. Referrals to specialty care will be provided when needed. Patients will receive assistance in enrolling in public health benefit programs if they qualify. Patient data will be collected daily and will include the total number of patients and health care encounters for analysis and reporting purposes as required, j 143; HOW does your agency,plah to tell the target population.about the prokq/services? IFHCSD has a long history of working with over 400 other service agencies throughout the county to promote our programs and services.We work with our community partners to reach the target population for our MMU program.In addition,we actively go out to the community conducting outreach activities to ensure that people know about the services available aboard the MMU.The quality of care we provide keeps our patients coming and encourages word of mouth advertising.The same holds true for MMU patients who are impressed with the high quality,culturally competent services we provide.They often refer other family members,friends,neighbors,and colleagues to FHCSD. We also have an Outreach Workers Network that promotes the MMU program to clients and helps us identify needs in the community to determine where to deploy the MMU, Our talented marketing team creates interesting promotional materials and helps us promote the MMU online via our website, Facebook page, and at community events. 1,14, List up to three Outcomes of the project(at least one:is required).For each Outcome listed;provide the:number of participants who will benefit and the way data will be.collected to track or verify the outcome,. `FHCSD will track the following measurable outcomes for the project: 1)the total number of unduplicated patients receiving care onboard the MMU;2)the total number of MMU patients who meet the federal definition of homelessness;and 3)the total number of encounters/visits to the MMU-For fiscal year 2014-2015,we anticipate that we will serve 1500 unduplicated patients,through 1875 encounters.300 of the total number of patients we serve during the fiscal year will meet the federal definition of homelessness.We will expand MMU services to reach a significant portion of the homeless population in Chula Vista through a concentrated effort involving targeted outreach and working closely with existing and new partners.Data will be collected through the use of our fully deployed electronic health records(EHR),our proprietary Clinical Management Information System (CMIS), clinic logs,daily productivity sheets,and other internal documents within our system. 1,15: Will the project collaborate arrth'.ather service providers rn the community?! yes,list them; ® Yes: ',No and brie descrllie the collaboration FHCSD collaborates with over 400 other service agencies to deliver primary healthcare to medically underserved persons including homeless individuals, people with substance abuse and mental health issues,public housing residents,at-risk children,youth,and adults,and other low-income individuals. For example,we partner with local non-profit homeless shelters and public housing sites to deliver primary healthcare to people without transportation or insurance.We also partner with non-profit mental health and substance abuse recovery agencies such as Vista Hill,Mental Health Systems, and McAlister Institute to deliver care to their residential clients.Our MMU program has a strong partnership with the Chula Vista Elementary School District,the Sweetwater Union High School District,community centers,and other local places of gathering(e.g.,store parking lots)to deliver mobile healthcare to those who need it. Paje 4 of g (Revised 1 2 1412 0 1 3) 2014-03-11 Agenda Packet Page 435 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section : LAgenpy apacity (Max Score: 10 Points) 2.:1,. Who Will be tfiE person res iansblg or the overall oversi ht o the ro osed'project? Name of person Fran Butler-Cohen Trite of person; CEO Relevant edu atran Masters in Business Administration Telephone number, 619-515-2301 Date first errrployed.: 11986 21. Who wift be the biternarte person responsible for the Overall aversight:of the pro uset!' ro ect?: . Name o erson Robert Lewis Titleofo rson'" Directorof Special Populations Relevant euucatron,'` Bachelors in Business Administration,20+years experience in healthcare Tele hone number 619-515-2586 1, Pate first em toyed.• 1997 23 ..': Who will-be the person responsible fbr the day td=day operat}'pris'and management of the proposed project , Provide no mole than two iodividualy. - Name of persona' tom Stubberud 7"it1e of persons ,Manager of Homeless Services and Mobile Medical Services Relevanteducation- ;Masters in Public health Telephone number: 61.9-515-2372 Date first employed., ;2005 Name of persona I _...... rule:o erson.. i Releudnt educntron'' ; i Telephone number;-. Pate f h erhply 141. Who will be the person responsible for the financial oversight of f the CDBG eApend tares'and fiscal compliance .:..Provide no more than, wo r'ndivdur�ls Name o erson Ricardo Roman T}tfe a erson FO Relevant ed.kd" O n ,, Masters in Taxation, Bachelors in Accounting Telephone number, 19-906-4603 Qate Est ein'to ed.,,,,. 010 Name of person Fran Butler-Cohen rltle o f erson'''p.. CEO .A6kvanted6e4 on : Masters in Business Administration Telephone number, 619-515-2301 Gate first employed_ 1986 Page 5of9 (Rev(sed 121412013) 2014-03-11 Agenda Packet Page 436 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION[ (Max Length for Questions 2.5 to 2.8. 1 Page) 2.5 List the evaidoWn tools your.agency plans to ernplpy.to.track`and-monitor the.progress of the project. FHCSD has a robust infrastructure which includes EHR and CMIS, both of which are available and accessible aboard our MMU fleet. Both EHR and CMIS are vital evaluation tools that help us to track and monitor the progress of the project. Patient demographics and other relevant data will be collected onboard the MMU vehicle during each encounter using EHR and CM IS,which will allow us to generate reports for continuous program improvement and for submission to funders as required. one measure of success is the ability to provide services to new patients who are not currently established with a primary care provider.This indicates that the program is reaching additional individuals who can benefit from health services provided. Some specific mechanisms for monitoring and tracking the program include: 1) A monthly MMU schedule of all clinic locations,which will be created and distributed to all project partners, 2)Daily clinic productivity sheets,which will be maintained for each clinic session;and 3) Individual patient registration information,which will be collected and entered into CMIS. By using electronic systems and CMIS data,we will track the number of unduplicated patients as a measure against established goals and objectives by June 30,2015. MMU staff will also use clinic logs and CMIS data to track the number of patient encounters during the 2014-2015 fiscal year. In addition, MMU staff will maintain regular contact via phone, email, and in-person,with key partner agencies(e.g.,Chula Vista Elementary School District and Sweetwater Union High School District)and site contacts to ensure the project is successfully providing high-quality health care services through June 30,2015. I 2.6- How does your agency plan to ensure.cornoliance with applicable policy and procedural requirements(mcludi'ng those listed iri HUD's''flaying by the.Mules"Handbook)? FHCSD has decades of experience receiving and successfully managing federal,state,and local government funding for the provision of primary health care.This includes funding as a result of our status as a Federally qualified Health Center from the U.S. Department of Health and Human Services Bureau of Primary Health Care, Medi-Cal funding,State Office of Family Planning,and others.over the years,we have built a successful history of receiving and managing CDBG funds from multiple sources including the County of San Diego and several cities(San Diego,Chula Vista, El Cajon,and Lemon Grove). FHCSD is familiar with all policies and procedural requirements pertaining to CDBG funds, including those listed in the HUD's Playing by the Rules Handbook. 2'7, Describe.any unresolved'ADA'issues rri'the project or`project office and how your agency plans to address them;;(if the c lijective of.thQ project►s ADA rehabilitatr`6h da hint repeat the project;do, 660ere.) . Our KIdCare Express MMU is fully ADA compliant and does not have any unresolved issues in the project or project office. 2w ,, How many rreraaber�dae� aur'8oard a Directors have? 15 How many Beard members are`aiso'members of the project's W.0et population or ressde r`n the pro ject's target rrea- Indicate which ones aAppendix F,; Pie f of 9 (Revised 121412013) 2014-03-11 Agenda Packet Page 437 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDWG APPLICATION Section 34 Auditing Control (Max Sere: 15 Paints; Max Length: 2 Pages) 11- Briefly describe your agency's payment and disbursement procedures, with relevance to the proposed pr%ct_, FHCSD utilizes state-of-the-art information systems,accounting software,and automated billing processes to collect, organize,and track key performance data and to report on the organization's financial status.We operate an extensive management information system coordinated through our Information Technology(IT) Department. FHCSD has an accounting system whereby costs are recorded by site, by department or program,and by object code or expense type. This system is in accordance with Generally Accepted Accounting Principles and applicable Office of Management Circulars(e.g.,OMB A-122 Cost Principles for Nan-Profit Organizations).The chart of accounts and the general ledger are structured by embedding the site, department,program or grant Into the full account number.For service budgeting, expenditures,and reporting,a separate fund number is assigned for each grant.This separate fund number enables FHCSD to keep a clean accounting of the services provided and expenditures related to them. Budget modifications are submitted for approval when necessary. Describe how your agency's i oard of DirecWrs exercises ptpgrammahc and fiscal oversight.° Our Governing Board of Directors meets monthly far oversight and governance,as codified in the organization's — Amended and Restated Bylaws.The CFO and CFO provide monthly reports to the Board and FHCSD directors provide scheduled reports in accordance with an annual board calendar of topics,such as patient satisfaction,clinical outcomes, environment of care,and compliance measures.The Board approves all major grant applications,as well as FHCSD's annual budget.The Board provides direct oversight and evaluation of FHCSD's progress in meeting its annual and long- term programmatic and financial goals. The Board requests presentations over the course of each year that include annual reports on Quality Assurance activities,service area environment of care/emergency, UDS clinic reports, Ryan White Care Act Program (Part C: HIV Early Intervention Services), and patient satisfaction. In addition to specific reports,periodic presentations are provided on key areas, including IT, budgets,sliding scale and fees,Healthcare for the Homeless and Public Housing activities,and the emergency management plan.The CEO and the CFO provide monthly financial and clinical performance progress reports to the Board.The Board uses this ongoing reporting and exchange of information to support strategic planning and continuous review of FHCSD's bylaws,policies,and procedures, patient satisfaction,and effectiveness in fulfilling our mission. I 3::3, Briefly describe your agentVs financial repurri`ng system/accounting procedures::with relevance to the proposed project: A monthly financial report is prepared for every grant or contract,summarizing the revenue recognized and the expenses incurred for the month and year-to-date compared to the grant budget. FHCSD also utilizes the Serenic Navigator accounting software to track the organization's financial status, including revenues,funds a nd expenses by grantor and other funding source,by site/location, by department/cost center,and by any combination of those parameters.We maintain detailed policies and procedures that govern processes for approval of all purchasing,cash receipts,cash disbursement, payroll, investment, patient/third party billing and revenue-related activities and transactions.A strong system of internal control is structured through implementation and oversight of these procedures. FHCSD receives an annual external audit under requirements of the U.S.OMB Circular A-133(Audits of States, Local Governments and Non-Profit Organizations), performed in compliance with federal audit requirements. 3i4 Briefly describe your agency`s record keeping system;wkh.rel6hince to Cite;°proposed prd ect FHCSD has a robust infrastructure which includes a fully deployed EHR and our proprietary CMIS that allow us to manage both patient and financial records.Our Accounting Department maintains financial records for a minimum of seven years. Briefly describe`our agency's auditing requrremen6,:m4doq.those for tt a roposed prafect in accordance with U.S.OMB Circular A-133,Audits of States,Local Governments and Non-Profit Organizations, FHCSD receives an annual external audit performed in compliance with federal audit requirements.Our latest audit covers the period July 1,2011 to June 30,2012.There have been no major findings or questioned costs in any recent or near-recent Page 7 of 9 (Revised 1 21412 0 1 3) 2014-03-11 Agenda Packet Page 438 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION year. FHCSD's Accounting Department closely tracks grant expenditures. Expenditure reports for the MMI,J program are reviewed regularly by the Director of Special Populations. I 16. Srrefly des,:ribe your agency's internal controls to minimize opportunities for fraud; waste, and mismanagement, rFHCSD, by virtue of being a non-profit organization,has established and continues to maintain effective internal Financial and Accounting controls in compliance with the strict requirements of the laws, regulations,contracts and grants applicable to federal, state, and county grants,among others.These internal controls,enforced by written policies and procedures,are designed to promote and achieve the following objectives: 1) Proper validation of documentation for evidence that a recorded transaction actually took place and that it occurred in accordance with the prescribed policies and procedures. 2) Ensuring accuracy of amounts and account classification. 3) Completeness of control processes to ensure that all transactions are initially recorded on a control document and accepted for processing only once recorded. 4) Appropriate maintenance control to keep track of accounting records after the entry of transactions to make certain that they continue to reflect the operations of the organization accurately.This involves procedures, decisions,documentation,and subsequent review by a responsible authorized individual. It also includes proper supervision and segregation of duties, 5) Physical security of assets to ensure adequate protection of the same. These internal controls govern and provide clear distinction and separation of duties in processing transaction as opposed to approval and authorization; handling of cash against recording in the books;writing checks away from those who authorize; reconciliation process separate from those who record the transaction; policies on conflict of interest;to name a few. I 3.7. Hoer dries your,agency plan to segregate CDBG funds from other agency funds for purposes of identification. . tracking;and reporting !FHCSD employs a methodology whereby costs are recorded by site,by department or program and by object code or expense type.The chart of accounts and the general ledger are structured by embedding the site,department,program or grant into the full account number. For service budgeting,expenditures,and reporting,a separate fund number is assigned for each grant.This separate fund number enables us to keep a clean accounting of the services provided and expenditures related to them. FHCSD is experienced in establishing and maintaining systems for the provision of claims data and information for billing purposes.A monthly financial report is prepared for every grant or contract, summarizing the revenue recognized and expenses incurred for the month and year-to-date compared to the grant budget. Depending upon the grant requirement for claims submission,claims are prepared monthly,quarterly,or per requested frequency,with the necessary expenditures information/details.When claim payments are received,funds are deposited and recorded in the general ledger under the appropriate grant. FHCSD's system is in accordance with generally accepted accounting principles and all applicable Office of Management Circulars,and we have not received a management letter related to our external independent audit for the last two decades. PA&8 of 9 (Revised 1 21412 0 1 3) 2014-03-11 Agenda Packet Page 439 CITY OF C14ULA VISTA PY 2014-2015 CDBG FUNDING APPLICATION Section 4: Agency Experience (Max Score: 10 Points; Max Length: I Page for Section 4/5 Combined) 4.1, Briefly highlight your ggency's experience and major accompli, ment m providing services to tl4rll residents andlor communities,Yau may e0and.in Appendix,A. ;FHCSD has a proven track record of serving very low-income residents of San Diego County for over 44 years.In 2012, we cared for over 173,000 clients in more than 650,000 encounters through our 34 sites, including 17 primary care clinics,5 dental clinics,4 behavioral health centers,and 3 MMUs.A significant majority of the people we cared for in 2012 were impoverished:86%of FHCSD's patients lived at or below 200%of the Federal Poverty Level(FPQ,and 76% live below 100% FPL.58%of our patients we served in 2012 were uninsured. We operate health centers that serve LMI residents in communities including Barrio Logan,City Heights,Diamond Neighborhoods, Lemon Grove, El Cajon,Spring Valley,and Chula Vista.Our fleet of MMUs provide vital healthcare services to LMI residents at over 30 community locations, including homeless shelters, public housing sites, schools,and local community centers. FHCSD is the largest provider of school-based health services and HIV prevention and care services in San Diego County.We are the lead agency for the federal Health Care for the Homeless funding in San Diego and the coordinator of developmental and behavioral services for low-income children, aged birth to 5 in two County regions. FHCSD's recent accomplishments in providing services to LMI residents include the addition of radiology and physical therapy services at our newly expanded City Heights Family Health Center,the change in status of Rice Family Health Center from part-time to a full-time school based health center,and our soon to open new Diamond Heights Family Health Center,which will greatly expand our ability to serve patients in Southeast San Diego. FHCSD was the second health center in the nation to receive The Joint Commission's designation as a Primary Care Medical Home and we are recognized as a Patient-Centered Medical Home by the National Committee for Quality Assurance.We are deeply committed to continuous program improvement and ensuring that we provide the highest quality care to our patients. FHCSD is a 2013 Eureka Silver California Award for Performance Excellence winner awarded by the California Council for Performance Excellence. 4,2. Has your agency received CDBG another federal fund{in any of the past three fiscal years (Fiscal Years 2011-2012,2012-";'013,through 2013-2014;?ff yes,complete Appendix CJor ® Yes N each of the grunts received fvr the three Fiscal vears`2011,201Z and 2013. Section 5: Back-lap Plan (Max Score: 5 Points;) 5 1. Wit!your agency,sffffim.plemeht this project should CDBG funds not be awarded?if.yes how null!tire.irr�plementation ae achie&d? ® Yes Flo No Ih the event that FHCSD does not receive CDBG funds for this project,we will work to raise funds from local charitable organizations and foundations that fund health care services for low-income, uninsured,and underserved people in the City of Chula Vista. In the past,we have committed agency funds as well, but this is not a long-term sustainable model. 5.17 If;unded :hoair wi'fl your'agencycontinue this prni ett if CDBG f6hds;are-not awdable ire_future years FHCSD maintains a diversified funding stream from partners at the federal,state,and local levels to facilitate continued operations during financially challenging times. j Pale 9 of 9 (Revised 1 21412 0 1 3) 2014-03-11 Agenda Packet Page 440 CITY OF CHULA VISTA FY 2011-2015 CDBG FUNDING APPLICATION .-Appendix A: Narrative of Project (Max Length: 2 Pages) In two paper or less,explain belowyourpropayed project and make the case w4v its..hould be awarded funding. Our KldCare Express Mobile Medical Unit(MMU)program proposes to continue providing needed high quality, culturally competent primary health care services to low to moderate income(LMI)and medically underserved people in Chula Vista,including homeless persons,public housing residents,people with mental health and substance abuse issues,and at-risk children,youth,and adults.We have been providing healthcare aboard our MMUs throughout San Diego County since 1998. Our MMUs are 40 foot long converted buses that operate as fully-licensed medical clinics on wheels.The goal of the MMU program is to increase access to primary health care.We eliminate financial,cultural, linguistic,and transportation barriers to care by bringing much needed medical services to low-income and medically underserved people where and when they need their.The services offered aboard the MMU include immunizations, well check-ups,preventive care,illness management,health screenings,and referrals to other services. Family Health Centers of San Diego(FHCSD)collaborates with over 400 other service agencies to deliver primary healthcare to low-income and medically underserved people,including homeless individuals,children,youth,and adults.According to the 2013 Point In Time Count conducted by the Regional Task Force on the Homeless,there were 715 individuals who were homeless in the South Region,a majority of whom were found in Chula Vista(495). These homeless individuals Include military veterans,people with severe mental illness,chronic substance abusers, people living with HIV/AIDS,and victims of domestic violence.At FHCSD's two fixed-site clinics, Rice Family Health Center and Chula Vista Family Health Center,we served 1,130 individuals who met the federal definition of homelessness through 4,056 encounters in 2013.As the lead agency for the federal Health Care for the Homeless funding in San Diego,we know that homeless children and adults are among the most underserved by the health care community.Our agency collaborates with community partners throughout the county like South Say Community Services,the South Bay Homeless Advocacy Coalition,and the Regional Task Force on the Homeless to provide respectful,culturally competent,and high quality services to homeless persons. We also work with both the Chula Vista Elementary School District and the Sweetwater Union High School District to provide MMU services to students and their families on campus.We currently provide mobile health care on a regular basis throughout the school year at Castle Park Elementary,Castle Park Middle School,Lauderbach Elementary,Silverwing Elementary,Vista Square Elementary,and Feaster Charter School.FHCSD also works with nonprofit mental health and substance abuse recovery agencies to deliver much needed medical services to their clients via the MMU.In Chula Vista,we partner with the McAlister Institute's South Bay Regional Recovery Center to deliver healthcare to residential clients. In addition to being a vital community program that provides medical services to people in Chula Vista where and when they need them,our MMU also serves as a conduit to the broader system of care.Staff aboard the MMU routinely assist patients in-establishing a primary medical care home at Rice Fancily Health Center,Chula Vista Family Health Center,or other clinics in the area.By linking MMU patients to a medical home they experience better health benefits due to the increased continuity of care. As the largest Federally Qualified Health Center in the county,a critical provider of safety net health care in San Diego,and one of the first clinics in the state to provide mobile medical care to low-income people,FHCSD has a proven track record of providing MMU services to vulnerable populations.Through our skilled staff,well cultivated partnerships,effective approaches,and a robust infrastructure,our program is able to demonstrate success through measurable outcomes.Our MMU has been credited with community accomplishments like improving attendance at elementary schools, delivering life-saving care,and reducing inappropriate use of local emergency rooms.Every Appendix"A"—Narrative Page 1 of 2 (Revised 121412013) 2014-03-11 Agenda Packet Page 441 CITY OF CHULA VISTA FY 20142015 CDBG FUNDING APPLICATION time an indigent San Diegan receives care at a local emergency room,the hospital loses at least$4S S.That amount is just$42 shy of FHCSD's cost of caring for the same patient for an entire year! Mary(name changed)is a mother of four who is currently homeless and staying in a shelter.She came into a local community center for emergency food and employment assistance,and found out that health services were also available onsite through FHCSD's MMU program.Thanks to our MMU,Mary's children all received annual checkups and required vaccinations.All four of her children are healthy,up to date on their immunizations,and are now all enrolled in school.Mary continues to turn to the community center for fellowship and assistance,including healthcare,which our MMU provides, Norman(name changed)was a 16 year old patient who came in to the MMU with his mother for a physical, He appeared weak,pale,and was not talkative.During the assessment,his mother informed the provider that Norman was newly diagnosed with Type 1 diabetes but did not have any medication.He also did not want to drink water because he was urinating frequently.The provider performed a glucose check and discovered that Norman had seriously high blood sugar levels(over 900 mg/dL).The provider immediately referred Norman to Children's Hospital where he was admitted for two weeks due to his uncontrolled glucose levels.The provider's assessment and quick action saved Norman's life,as very high blood sugar levels(600 mg/dL or higher)can lead to a coma or death if not addressed promptly. These two stories are prime examples of how FHCSD's MMU program benefits the communities it serves.Many more stories like these happen every day as we continue to Improve the health and quality of life of our patients in Chula Vista and the South Bay. Appendix"A"—Narrative Page 2 of 2 (Revised 1 21412 0 1 3) 2014-03-11 Agenda Packet Page 442 APPENDIX C-1: LIST OF ALL FUNDING SOURCES FOR THE PROJECT CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION This table serves to provide the listing of all funds to be made available for the project.There are 3 steps to the completion of this table; Step(1): Enter the FY 2014-2015 CDBG application funding request amount for this application; Step(2): Complete the following table with the amounts of other funding sources that have been secured or funding sources that are unsecured for the implementation of the project;and Step(3): Attach any supporting documentation that verifies the secured funding sources and amounts for the project. NOTE:Amounts Unsecured should be funding sources that the Agency is reasonably sure will be available for the project. However supporting documentation is not yet available. AMOUNT AMOUNT % OF SECURED UNSECURED TOTAL FY 2014-2015 CDBG Application Request from City of Chula'Vista(Step 1) $30,000 9.29% List Other Sources Below: (Step 2) HOME 0.00% ESG 0.00% HOPWA 0.00% CDBG-R 0.00% NSP 0.00% HPRP 0.00% Other Federal Stimulus Funds 0,00% Other Federal Funds $180,474 55.91% San Diego Housing Commission 0.00% State Funds 0.00% County Funds 0.00% Local Funds 0.00% Private Funds $36,866 11.42% Agency Funds 0.00% 3rd Party Payment(Medi-Cal,LW, etc.) $75,433 23.37% 0,00% 0.00% 0.00% 0.00% 0.00% 0.00% 0,00% 0.00% 0.00% 0.00% TOTAL s0 $322,773 100% TOTAL PROJECT BUDGETI $322,773 24 2014-03-11 Agenda Packet Page 443 APPENDIX C-2:THREE-MONTH CASH RULE TEST CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION THREE-MONTH CASH RULE TEST The three(3)-month rule is used as a guideline to determine whether an Agency is solvent and has enough available cash to tape a CDBG project from beginning to end during the 12-month allowed to complete the project. CDBG projects should not harm the day-to-day operations of the Agency, so enough funds must be available for both purposes. Provide the information requested below to demonstrate that the agency has enough cash on hand to operate the proposed project on a reimbursement basis. Balance Sheet-Audited Financial Statements. FY 2012-2013 CY Page# 9 Document must be attached to Application Enter Agency Cash Balance (Cash cannot include Investments or Receivables) 21,217,11$ A. Multiply Agency Cash Balance by 4=Cash available for project(s) 84,868,472 List the amount of FY 2014-2015 CDBG funding applied for this application. 30,000 List the amount of FY 2014-2015 CDBG funding applied for any other application. - List the amount of FY 2014-2015 CDBG funding applied for any other application. B. Sum all the amounts for FY 2014-2015 CDBG funding request(s) 30,000 Compare Agency Cash Balance Available(Item A)with Total FY 2014-2015 CDBG Funding Request(Item B): Item Al 84,858,472 1 Item B1 30,000 1 Difference 84,838,472 Analyze Results 1-If difference is a positive amount or equals$0,the Agency is eligible to apply. 2-If difference is a negative amount,the Agency has the options below; The Agency can adjust any of the FY 2014-2015 CDBG requested amount(s)to result in a positive or$0 balance,as long as: A)EACH PROJECT MEETS THE MINIMUM REQUIRED AMOUNT FOR EACH OF THE APPLICATIONS, AND B)CASH AVAILABLE FOR PROTECTS IS NOW GREATER THAN OR EQUAL TO THE TOTAL FY 2014 CDBG FUNDING REQUEST. 21 2014-03-11 Agenda Packet Page 444 APPENDIX C-3:PUBLIC SERVICE SCHEDULE I -BUDGET EXIT AGENCY Family Health Centers of San Diego PROJECT KidCarc Express Mobile Medical Unit CDBG Percentage SALARIES &WAGES (Schedule 2) 22,800 FRINGE BENEFITS (Schedule 3) 7,200 TOTAL PERSONNEL 30,000 SUPPLIES (Schedule 5) POSTAGE (Schedule 5) CONSULTANT SERVICES (Schedule 5) MAINTENANCEIREPAIR (Schedule 5) PUBLICATIONS/PRINTING (Schedule 5) TRANSPORTATION (Schedule 5) RENT (Schedule 5) EQUIPMENT RENTAL (Schedule 5) INSURANCE (Schedule 5) UTIL]TIES (Schedule 5) TELEPHONE (Schedule 5) OTHER EXPENSES (SPECIFY): (Schedule 5) (Schedule 5) (Schedule 5) TOTAL NON-PERSONNEL 0 TOTAL INDIRECT COSTS/ADMINISTRATIVE OVERHEAD(IC/AO) (Schedule 4) 0 [IC/AO Expenses limited to 15%of Total CDBG Project Budget] TOTAL CDBG PROJECT BUDGET 30,000 Page 1 of 5 22 2014-03-11 Agenda Packet Page 445 APPENDIX G3:PUBLIC SERVICE SCHEDULE 2-PERSONNEL SCHEDULE; GROSS PAY The purpose of this form is to list the positions being claimed against the CDBG funding request amount.The positions listed below must provide direct project/client services.Positions providing non-direct services must be included in the indirect costs/administrative overhead(IC/AO)line item.The Total CDBG Salary&Wages must match the Budget Exhibit form.Round off totals to whole dollars. AGENCY Family Health Centers of San Diego PROJECT KidCare Express Mobile Medical Unit (1) (2) (3) (4) PERCENT TOTAL POSITION TITLE GROSS FAY CHARGED SALARY&WAGES Lead Medical Assistant $ 38,113.90 59.82% 22,800,0 TOTAL CDB,G SALARY&WAGES 22,800 1.List all positions charged against CDBG funding providing direct CDBG project/client activity. 2.List gross pay for each position listed. 3.List percent of gross pay to be Charged against CDBG funding. Pay Schedule(Check One) Monthly X Biweekly Twice a Month Page 2 of 5 23 2014-03-11 Agenda Packet Page 446 APPENDIX C-3:PUBLIC SERiIICE SCHEDULE 3-PERSONNEL SCHEDULE: FRINGE BENEFITS The purpose of this form is to list the fringe benefits being claimed against CDBG fimding request amount.The Total Fringe must match the Budget Exhibit form.Round off totals to whole dollars. AGENCY Family Health Centers of San Diego PROJECT KidCare Express Mobile Medical Unit �1) (2) (3) (4) 5) (6) AMT OF PERCENT POSITION TITLE FRINGE TITLE INSURANCE GROSS PAY CHARGED AMOUNT Lead Medical Assistant FICA 7.65% $ 38,113.90 78.71% 2,295 Lead Medical Assistant Worker's Comp 1.78% $ 38,11390 78.71% 534 Lead Medical Assistant Health Insurance 10.32% $ 38,113.90 78,71% 3,096 Lead Medical Assistant Retirement 2.41% $ 38,113.90 78.71% 723 Lead Medical Assistant Others(Life, SUI,CME) 1.84% $ 38,113.90 78.71% 552 TOTAL CDBG FRINGE BENEFIT 7,200 W..._............ ..— ------ --------- 1.List all POSITIONS charged against CDBG funding providing direct CDBG prof eeVelient activity. :2.List Fringe Benefit title FOR EACH POSITION charged to CDBG funds. 3.List the amount of insurance far each position charged against CDBG funds. 4.Use grass pay far project/total all wages of agency.Then muliply by required percent for each fringe. 5.List percent of gross pay to be multiplied for insurance. Pay Schedule(Check One), Monthly X Biweekly Twice a Month Page 3 of 5 24 2014-03-11 Agenda Packet Page 447 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 4-INDIRECT COSTIADMINISTRATIVE OVERHEAD(IC/AO)CALCULATION The purpose of this form is to list the IC/AO being claimed against CDBG funding amount requested.The Total IC/AO must match the Budget Exhibit form,Round off totals to whole dollars. AGENCY Family Health Centers of San Diego PROJECT KidCare Express Mobile Medical Unit (1) (2) {3) {4 AGENCY TOTAL INDIRECT BUDGET PERCENT COST/ADMINISTRATIVE POSITION TITLE/LINE ITEM AMOUNT CHARGED OVERHEAD NIA _ TOTAL CDBG INDIRECT COST/ADMDUSTPATIVE OVERHEAD - (5)Total CDBG Budget 30,000 Percentage 0.00% (Must be equal or less than 15%) 1.List all personnel or nonpersonnel(NPE)charged against CDBG funding-include detailed description of indirect use. 2.List total Agency budget for positon and/or NPE line item. 1`3.List PERCENT of total budget to be charged against CDBG funding. 4. Total indirect cost/administrative overhead to be charged against CDBG funding. 15.Enter the Total FYI CDBG Budget;percentage will be AUTOMATICALLY calculated, Pay Schedule(Check One) Monthly X Biweeldy Twice a Month Page 4 2cif 5 2014-03-11 Agenda Packet Page 448 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 5-BUDGET JUSTIFICATION* AGENCY Family Health Centers of San Diego PROJECT KidCare Express Mobile Medical Unit LINE ITEM Lead Medical Assistant AMOUNT Detailed Explanation: Salary for Lead Medical Assistant providing care aboard KidCare Express 22,800 TOTAL $ 22,800 LINE ITEM Lead Medical Assistant AMOUNT Detailed Explanation: Fringe benefits for Dead Medical Assistant providing care aboard KidCare 7,200 Express TOTAL $ 7,200 LINE ITEM AMOUNT Detailed Explanation: TOTAL $ *All line items must be justified in relation to CDBG-funded activities to be completed.Add pages as needed. Page 5 of 5 26 2014-03-11 Agenda Packet Page 449 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix D: Implementation (Max Length: 1 Page; Max Score: 5 Points) P'rov?di a hstrng�below tV7the`5peC1tc task- ar activities needed`to implenient'the prnposed protect and a ihnehile far their completian.Number each task or activity,describe 44 and give'the projected duce of rompletion Odd additional rows as needed # T0skJActivaty Desctfplkfon Cvm li'tfari: 1 ontract Award jCity Council Awards Funds , Imay 2-FIT I 2 E Contract Agreement , jContract Agreement between FHCSD and City j une 2014 1 3 Oreparations j rogram Manager meets with staff to plan for une 2014 1 upcoming year;sites of service confirmed;MOUs are secured as appropriate ;4 J iServices Initiated and Continue IServices covered by CDBG grant begin ; ;July 2014- Throughout Fiscal Year 2014-2015 June 2015 3 5 T ;Internal Monthly Reports ; 'Program Manager reviews program data for quality !Monthly assurance and continuous program improvement 6 I Pirst Quarter Report i ;Program Manager prepares and ensures the 1st 10ctober Quarter Report is submitted to the City ! 2014 j 7 ; jSecond Quarter Report i Program Manager prepares and ensures the 2nd January Quarter Report is submitted to the City ; 2015 B hard Quarter Report program Manager prepares and ensures the 3rd 4pri12015 Quarter Report is submitted to the City IT Fourth Quarter Report I Program Manager prepares and ensures the 4th my 2015 Ir Quarter Report is submitted to the City ; nnual Report Program Manager prepares and ensures the annual my 2015 report for fiscal year 2014-2015 is submitted to the _ City I Appendix"D"—implementation Ppge1of1 (Revised 121411023) 2014-03-11 Agenda Packet Page 450 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix E: Roster of card Members & Professions Provide a rosin.of the memb.ern of your agency's Board of Directors'and their professions btu fiiiing oUt the:tONO Iredow hFember"- Reside in:. 0 Target Name l Board Posrti6n Pr fessio4 l Affl I(d don Target d+oprrPgfio Area Wayne Anderson,Board Member Physician,Scripps Clinic Margarita Carmona,Board Member 11 Icommunity Representative Barbara Carr,Board Chair I Community Representative Oose de la Garza,Board Member Community Representative Frank Espinoza,Board Member I lCommunity Representative Bertha Garcia,Board Member ; Paralegal,Mexican-American Paralegal& Translation 10 anise Gilmore-See,Board Member ,Librarian.La Mesa-Spring Valley School District I �® Daniel Guillen,Board Member I CCommunity Representative i ED 1E] Sean Mathews,Board Member I 1community Representative Z 101 Steve Olson,Board Member ommunity Representative tephanie Perez,Board Member ommunity Representative 0 ID Walter Scott,Board Vice-Chair I lCommunity Representative ary Sesson,Board Member Mayor,City of Lemon Grove Cesar Solis,Board Member ssistant Chief,San Diego Police Department ❑ anus Thomas,Board Secretary/Treasurer I 0A,ShoeBox Accounting I ❑ -13 7IT- Appendix"E"—Roster of Board Members and Professions Q @ge 1 of 1 (Revised 121412013) 2014-03-11 Agenda Packet Page 451 CITY OF CHULA VISTA FY 2014-2015 CDBC,FUNDING APPLICATION Appendix F. Disclosure Statement Pursuant to City Council Policy 101-01, prior to any action on a matter that requires discretionary action by the City Council, Planning Commission or other official legislative body of the City, a statement of disclosure of certain ownerships, financial interests,payments,and campaign contributions must be filed.The following informatlan must be disclosed: 1. List the names of all persons having a financial Interest in the project that is the subject of the application,project or contract (e.g.,owner,applicant,contractor,subcontractor,material supplier). 1,[Family Health Centers of San Diego 2. If any person*identified in section 1 above Is a corporation or partnership,list the names of all individuals with an investment of$2000 or more in the business(corporation/partnership)entity. 11,NIA 3. If any person* identified in section 1 above is a non-profit organization or trust, list the names of any person who is the director of the non-profit organization or the names of the trustee,beneficiary and trustor of the trust. Oran Butler-Cohen 4. Please identify every person, including any agents, employees, consultants, or independent contractors, whom you have authorized to represent you before the City in this matter. FArrey and Robert Lewis; 5. Has any person* identified in 1, 2,3, or 4,above,or otherwise associated with this contract, project or application, had any financial dealings with an ofFcial**of the City of Chula Vista as it relates to this contract,project or application within the past 12 months?Ye !No® If yes,briefly describe the nature of the financial interest the officlal may have in this contract. F_ 1 6, Has any person* anyone Identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, made a campaign contribution of more than$250 within the past twelve(12)months to a current member of the Chula Vista City Council?NON 1 res[ ' if es,which Councll member(s)? N/A 7: Has any person" Identified In 1,2, 3, or 4, above, or otherwise associated with this contract,project or application,provided more than $420 (or an item of equivalent value) to an official** of the City of Chula Vista In the past twelve (12) months? (This Includes any payment that confers a personal benefit on the recipient, a rebate or discount in the price of anything of value,money to retire a legal debt,gift,loan,etc.)YesCl�NoM if Yes,list official and what was the nature of item provided? N/A 8. Has any person* identified in 1, 2,3, or 4, above, or otherwise associated with this contract, project or application, been a source of Income of$500 or more to an official"of the City of Chula Vista in the past twelve(12)months?Yeso No® If Yes,Identify the official and the nature of the income provided? N/A : anuary28, 2014 I Fran Butler-Cohe rA Signatu=joire,Person is defined as:any individual,firm,co-partneion,social club,fraternal organization,corporation, estate,trust,receiver,syndicate,any other county,city,municipality,district,or other political subdivision,or any other group or combination acting as a unit. official includes,but Is not limited to:Mayor,Council member,Planning Commissioner,Member of a board,commission,or committee of the City,and City employees or staff members. Appendix"F"—disclosure Statement 139ge 1 of 1 (Revised 12/4/2013) 2014-03-11 Agenda Packet Page 452 CITY OF CHULA VISTA FY 2014-2015 FUNDN3 APPLICATION Appendix G. Identification f Prior Year CDBG and/or Federal Funds G:1, ;Adem ll name. .1 IFamily Health Centers of San Diego G 2 Pru7ect.hame; Kldcare Express Mobile Medical Unit#3(MMU) Graz 'Yearo#,,�nding` TM I Fiscal Year 2011 fiscal Year 2011 1 Z I Fiscal Year 2033 G.4.• .Inditate the source,6. e federal funding awarded to the.prior`prof-Ct, CDBG HOPWA I ESG HOME CDBG-Ft H P RP NSP I JLJ Other(indicate befaw): G.5. Athdunt`awarded 17,000 G..6. Amountspent to date:: 17,000 G:7. `Amar�nt reprcx,�rammed trr date:-. G.8_ indicate belu�i th' -outcomes anticipate (refer to the orr`ginal rxppl cation fnr t�a proiect;`if possible): fI) To provide 1,040 individuals with culturally competent health care services aboard the MMU. (2) TTo improve access to comprehensive health care services for low-income residents. Gn9, Indicate below the outcomes achieved; (1J a provided 1,880 individuals with culturally competent health care services aboard the MMU. (?) Low-income residents experienced increased access to comprehensive healthcare services. f3): any anticipated outcomes were MOT'attiieyedi specify which ones and explain''why belnrv: JJN/q 30 Page 1 of 1—Supplement to Appendix E 2014-03-11 Agenda Packet Page 453 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: City of Chula Vista Recreation Department Program/Project: Norman Park Center Senior & Disabled Services Project Description: Provide a multitude of unique services and support programs to seniors including those with disabilities. Program examples include: free computer and fitness classes, conversational Spanish, assistance in completing Christmas in July paperwork, blood pressure screenings, health workshops, information/referral services, RUOK phone calls made to those homebound, enrichment classes, social events, support groups and low cost/free meeting space for non-profit groups to provide a one-stop shop serving seniors. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 05A- Senior Services Proposed Number 4004 to Serve: (subject to change CFR§ 570.208(a)(2) Low depending on funding4 ME& Moderate Income recommendation) Limited Clientele 110L�� -A Program Total Budget: $168,295 C.V. Cost per Client: $102 (Based on funding recommendation) $41,013 Prior Year Funding: $30,000 Specific Use of Chula Vista Personnel Costs FUNDING $30,000 Funding: RECOMENDED 2014-03-11 Agenda Packet Page 454 COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM w ,application for Funding for Fiscal Year 2014-2015 Application Number: Project category ® Public service (CDBG Program Office Use only) (check oneorrYl ❑F Capital improvement Applicant Agency Information Applicant legal name ;City of Chula Vista Recreation Type of agency: ❑ 501(c)(3) ® Gov't./Public i❑ For Profit ❑ Faith-Based ❑ Other: Agency Add.Cess 276 Fourth Ave Bldg C,Chula Vista Date of incorporation. 1911 € Tax ID number: 95-50000690 Agency DUNS number: N/A Annual operating budget:,"; $122,540 Number.O.paid staff.• 9 Number of volunteers: 84 Agency mission,"statement: We enrich our community through recreational opportunities and services. Project Title: Norman Park Center Senior& Disabled Services Brief project'descrrptran Provide a multitude of unique services and support programs to seniors including those with disabilities.Program examples include: free computer and fitness classes,conversational Spanish, assistance in completing Christmas in July paperwork,blood pressure screenings, health workshops,information/referral services,"RUOK"phone calls trade to those homebound,enrichment classes,social events, support groups and low cost/free meeting space for non-profit groups to provide a one-stop shop serving seniors. Funding Request Total funding .....requested in this applicatrbn 1 Other funds alread y secured far (you lnrill provide a detailed budget m Appendix:C: I$41,013 1 project: I$0 `'.:Total cost to complete pro1ect: $168,295 Dther funds riot yet set ured for.', $�27,z82 Project Information 1f ProJectJS a Public Service, will service be site specific?:,"®Yes ❑N�, !f your ans"wer is yes,please provide."Address(esJ below Census"tract Norman Park Center 270 F St Chula Vista,CA 91910 12302 1 Target Clientele: (Homeless, Youth, I400 Elderly and disabled elderly, homeless Elderly, Disabled, Other/General) The followih questions o f individual clients and households`;to be'serve.d apply only to Public Service, and Minor Residential Rehabrlltation projects: Will the praje6 V"indW u"al,"clients (ICJ or households(HHJ? ® Individual clients [ Households Total'undupkca"16/HH served:' 400 g Pa�g7eIof9 2014-03-11 Agenda Packet ( avg' /4/2Q13) CITY'OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Annupl,cost'pe. c066f%household: 1$138.47 Page 2 of 9 - 2014-03-11 Agenda Packet 0%*s 12/4/2013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 1: Project Details (Max Score: 25 Points) 1.1. Provide a concise description of the proposed project(this descrrptcori must:match the one provided on the cover „page) Space,fora fuller narrative is provided in Appendix A Provide a multitude of unique services and support programs to the elderly including those with disabilities.Program examples include: summer cool zone,low cost meals,assistance in completing Christmas in July paperwork,free computer and fitness classes, conversational Spanish blood pressure screenings, health workshops,information and referral services,"are you okay"phone calls made to those homebound/medically fragile,enrichment classes,social events,support groups,low cost/free meeting space for non- profit groups to provide a one-stop shop serving seniors including partnerships with ElderLaw,AAR.P(American Association of Retired Persons)for tax assistance,Health&Human Services Agency(HHSA),Aging&Independence Services(AIS)and Meals on Wheels. 1 2 Profectstart date. July 1, 2014 Anticipated end date une 30, 2015 Project's days/hours of operation: Monday through Thursday 8am-7pm, Fridays 8am-Spm ...1....A............. Projec Public service 1 5 protect ® Suitable living environment category objective: �❑ Decent housing (check oneort[y) I❑ICapitallmprovement (checkoneorrly) ❑I Economic opportunity 1.6 Project ® yl y Availabilit accessibilit outcome: '❑ Affordability (check one only) ❑' Sustainability 17 `. CDOG Criterip: Which CDBG criterion below does your proposed project meet? (1) Area benefit:At least 51%of residents within the targeted activity area are low to moderate income (LMI). 1❑' Please provide a map identifying the Census Tracts designated as LMI. ® (2) Limited clientele(select subpart below): ® (a) Special needs group (select benefit group from the list below): (i) Abused children ® (ii) Elderly persons 62 years or older ❑ (iii) Battered spouses ❑ (iv) Severely disabled adults (not children)—Census definition;documentation required ❑ (v) Illiterate adults (vi) Persons living with HiV/AIDS ❑� (vii) Migrant farm workers ® (viii) Homeless persons (b) At least 51%of clientele to be served will be documented as LMI. How does your agency track and ❑ record client demographics? (3) Housing(select subpart below): ❑', I (a) Single family(must be 100%LMI) ❑' (b) Multi-unit(must be 51%LMI) 1 8 The 2010=2015 Consolidated Plongoirls are!rated belavu. Select Elie goa l.appropriate to your project: . . ❑ Affordable Rental Housing Opportunities ❑ Maintenance and Preservation of Housing (rehabilitation activities) Homeownership Opportunities(homebuyer programs) ® Community Enhancement(public facilities/spaces) ® Public Services to Special Needs Population and/or Low Moderate Income Persons Page 3 of 9 2014-03-11 Agenda Packet ( %ti e�5+21412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 1.10 t® 1.15: 2 Pages) 1 1t):' Explain how;the proposed protectaddresses the:goal selected—I I Le Norman Park Senior Center has been an integral part of the City of Chula Vista for over 50 years. It is the only designated senior center in the City of Chula Vista that welcomes all seniors regardless of disability, income levels or ability to pay for direct services. Without Norman Park many of our elderly residents would have nowhere to go since there are no other designated senior centers in Chula Vista. Norman Park Senior Center is a unique one-stop shop which houses not only its own senior services, but also various non-profit organizations that provide valuable services to seniors,low income families and those with disabilities. Organizations housed at Norman Park Senior Center include: Meals-on-Wheels,Southern Caregivers, and Parkinson's disease Foundation. HomeStart Inc.is another organization at Norman Park which oversees a number of services including assisting seniors and those with disabilities in signing up for health care as well as providing mental health and emergency services. Norman Park also partners with several local senior clubs including the Korean Club(Korean speaking), Filipino-American Club, Chula Vista Senior Club, Parkinson's Disease f=oundation,Chula Vista Garden Club and Club Amistad (Spanish speaking)to provide free space for meetings in a variety of languages for those in our community who have ESL or are non-English speaking. Norman Park's one-stop shop also includes partnerships with AARP for free income tax assistance and Driver Safety Courses;Scripps Health for free monthly health talks; HHSA and AIS for workshops on safety,fall prevention, healthy living,chronic conditions and fraud and scam prevention; Elder Law which provides free legal advice and assistance;a Bereavement Group led by San Diego Hospice;and Men's Health Discussion group led by a volunteer MD. In addition to all of the essential services listed above, Norman Park Senior Center also provides over 50 health,fitness,educational and enrichment classes and programs every month with an attendance of approximately 6,000 per month. 1 11 Summarize any statlstres and othersupporting`documentatign that demonstrate the importance of addressing this need or problem . Starting in January 2011 the Chula Vista Recreation Department along with a number of other departments went through drastic budget cuts. The recreation department was forced to cut its budget in half,including laying off nearly 50%of its staff with significantly reduced hours of operations at most community/recreation centers. Norman Park Senior Center was severely impacted by the layoffs of most of its staff,greatly reducing operating hours and eliminating senior programs.As a result of the limited operating hours of Sam—12pm Monday through Thursday, many seniors were displaced,and clubs, organizations and partnered services had nowhere to go.The public outcry was immediate with several seniors voicing their concerns and needs at public forums including to the city council. Additionally,through a needs assessment survey, public forums and program feedback,it was clearly demonstrated that the reduced operating hours of 16 per week were woefully inadequate to service the needs of our growing aging population. The funds provided through the grant would allow us to continue operations and service levels nearly consistent with the demands of the ever Increasing senior community. j 1 7 2`.- Lrst each seryrce provided by the protect: Far each servrce, indreate whether�t rs a new service or_an expansiorr of an eXf5t!ng service I, Current: ROUK phone calls to check on homebound seniors to make sure they"are okay." Low cost office space for other non-profit organizations that serve seniors(Meals on Wheels,Southern Caregivers, Parkinson's Foundation, Home Start Inc.) Free meeting space for civic groups serving seniors leisure, education and health and wellbeing,such as the CV Garden Club,Club Amistad (Spanish speaking), CV Senior Citizen's Club, Filipino-American Club, Korean Club.Safe place to be during the day. Provide a recognized "Coal Zone"during-hot summer months. Provide free and low-cost computer classes led by senior volunteers. Provide community engagement through a multitude of volunteer opportunities offered,. Expansion:Twelve free fitness classes,4 low cost($1/class)fitness classes including Zumba gold. Free monthly"hot topic"seminars put on by unique partnerships with other community service or non-profit organizations to meet the needs of the senior community. Monthly seminars,workshops and classes include:Living with Chronic Conditions, Fraud and Scam Prevention & Awareness, Health Fair,healthy cooking classes,history talks,etc. Information and referral services and partnerships to meet the needs of our growing elderly and disabled population. Free educational,social,enrichment and active daily drop-in classes to provide essential services along with quality of life. Monthly special events such as a Health Fair, Holiday Brunch,Valentines Dinner and Movie and Summer BBQ to provide a healthy meal and educate our seniors about ways to stay healthy while providing for social opportunities and celebrating their active lifestyles.) Page 4 of 9 2014-03-11 Agenda Packet s gg121412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION 1,13.'How does your agency plan tc tell the target population-about the project/services. IWe market our programs by providing a quarterly newsletter with all of our events, classes and activities that is posted on the Norman Park section of the city's webpage,which is also mailed out and provided in person at our volunteer run hostess) desk. We post monthly"hot topics"seminars on our outdoor two-sided marquee. Programs are also promoted through our Facebook page, Nixel, press releases,and are also sent out through the city's monthly newsletter and Commission on Aging meetings.Additionally Norman Park staff serves in SoCAN (South County Action Network serving older adults and adults with disabilities)as well as attending outreach events and presentations such as Kiwanis Club and senior services meetings. 1.1.4, List.up to three outcomes of the project(at least one is required). For each outcome listed;provide the number of participants twho vVil!benefit and the way data will be collected to track or verify the outcome: 1) JContinue to partner with local non-profit organizations and clubs,to meet the city's operational excellence goal,in an effort to provide an increased variety of senior services and programs to meet the exponential growth in our aging community.— Track the number of unique partnerships created and the number of increased programs and participants through those partnerships.—Anticipate over 800 participants will be served along with connecting to at least 10 local senior organizations 2) Increase the number of low cost activities being offered in order to meet the communities' needs while working toward increasing revenue and therefore less dependence on grant and general fund monies.-Anticipate over 2,000 in attendance in new and expanded low cost opportunities tracked through attendance records. 3) Increase attendance at Norman Park Center by at least 10%to serve over 57,000/year.—Anticipate an additional 5,000 will be served.Staff will keep daily attendance sheets,tracking attendance 1.15. Will t11e;project collaborate;with other service providers m the comrnunrty7lf yes,list therm and briefly describe the collabaratron ® Yes j❑ No ® Meals on Wheels Chula Vista headquarters, meeting&training space as well as a location for food pick up and drop off is hosted through a partnership with Norman Park Center, Expansion plans include utilizing Norman Park as an actual meal site, meaning NP participants could purchase a meal to eat at Norman Park or to have delivered to Norman Park for them to pick up and take home. • Parkinson's Foundation:Through a partnership with Norman Park, Parkinson's has an office space on site as well as hosting two support groups each month,one in Spanish and one in English. • Scripps Wellness Center:Through a partnership with Norman Park,Scripps offers a variety of free health talks and workshops led by medical professionals and doctors. • Southern Caregivers:Southern Caregivers Resource Center not only has their Chula Vista headquarters and meeting space on site but also hosts two support groups each month,one in Spanish and one in English. • Chula Vista Senior Citizen's Club: Provides opportunities for seniors to get involved and connected to their community by providing a variety of volunteer opportunities from manning the hostess)desk and answering phones to setting up and breaking down rooms for various functions.Additionally,the senior club volunteers,along with Norman Park staff, plan and host a variety of weekly and monthly events such as bingo, potlucks,special events,trips and dances. • Chula Vista Garden Club:We provide free meeting and event space on a monthly basis,during normal business hours,as well as space for promoting their upcoming events in our newsletter. • Chula Vista American/Korean Club:We provide free meeting and event space on a monthly basis,during normal business hours,as well as space to promote their upcoming events in our newsletter. • AARP:We provide registration, marketing and meeting space for AARP's driver's safety courses and Car-Fit for Seniors as well as their free tax assistance program. • HHSA/AIS:We provide registration, promotion and meeting space for a variety of free workshops,classes and seminars such as Fraud and Scam Prevention,Tai Chi classes and Healthy Living with Chronic Conditions. • HomeStart Inc.:HomeStart Inc. not only has an office and meeting space on site but also hosts meetings and provides one- on-one assistance in Spanish and English on the California Care and First 5 programs. • Club Amistad:We provide free meeting and event space on a monthly basis,during normal business hours,for this Spanish speaking club,We also provide space in our newsletter for promoting their upcoming events and meetings. • ElderLaw:We provide a free private meeting space twice a month,during normal business hours,for Elder Law to offer free legal advice or assistance to seniors in need.Services provided include creating wills, assisting with senior fraud, etc. Page 5 of 9 2014-03-11 Agenda Packet (0%,,e"1412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 2: Agency Capacity (Max Score: 10 Points} 2.1. Who wrl!be the person responsrtile for tfie overall owersrght of the proppse, project? Name of person:.. Wendi Garrison Trtle..of person:` Senior Recreation Manager Relevant education Bachelor of Arts in Recreation Administration, minors in Health &Special Education Telephone nurr66 619-585-5617 Date:first employed [August 2012 2,2.:' Whovr!!be;.ahe alternate person:responsible for the overall aversiglrt of the'proposed project? Name of person Brian Cox : Title of person Principal Recreation Manager Relevant education Bachelor of Arts in Recreation & Leisure Studies, Masters in Recreation Administration Telephone number ;: 619-585-5619 Date fast employed:-. 1987 2 3 Who tivrll be the person responsible far the day-to day operatrorrs and management of the proposed project? Provide no more th&n two rndryrcluals _ =- Name oruff- Shannon Bullock Title of person:f� Recreation Supervisor 1 (hourly) Relevant education: Bachelor of Arts in Recreation Administration Telephone number:: 619-409-1931 Date first i employed 2002 Name of person:'' Wendi Garrison Title of person: Senior Recreation Manager Relevant education:; Bachelor of Arts in Recreation Administration, minors in Health &Special Education Telephone nu"rnber 619-585-5617 Date first employed August 2012 2 4 ' WhoMll be`i~he person responsible fort_tae financial oversrghtof the;CDBGexpenditures and fiscal compliance? Provide no more than two indrvrduals Narne of person,; Wendi Garrison Title o.'person Senior Recreation Manager Relevant education Bachelor of Arts in Recreation Administration, minors in Health &Special Education Telephone number 619-585-5 617 Date first employed: August 2012 "JVarne of person Brian Cox Trtle_of person Principal Recreation Manager Relevant education Bachelor of Arts in Recreation & Leisure Studies, Masters in Recreation Administration Telephone number 619.585-5619 Date firstemployed:,'; 1987 Page 6 of 9 2014-03-11 Agenda Packet 400121412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION (Max Length for Questions 2.5 to 2.8: 1 Page) ¢Gist the evaluation tools your agency plans to employ to track and mgnrtarahe progress of the project 'i IStaff perform hourly counts at all programs throughout the facility. Additionally we create and distribute surveys, hold public forums and work with the Commission on Aging to assist in understanding and staying current with trending needs of the senior population.We also use the provided intake forms to ensure we are gathering data correctly. 2.6. How does.jour agency plan.to ensure compliance with applicable policy and procedural requrretaaents (including those listed in HUD's "Playing'by the Mules"Hdndbook)? IWe provide copies of the city payroll journals that model the"Playing by the Rules" handbook. Additionally as a city agency,we follow city and department policies and procedures that also follow the Playing by the Rules" handbook. I 2 7 Describe any unresolved ADA issues in the rqj ect or project office and how,yaur agency-plans to address therm: 0 the objective of the project is A DA rehabilit Von; do not..repeat the project description here J I[None 2.8. How many members does your Board of Directors have? ;N/A How many Board members;are also mem a rde bers of the project's target population r res in ;N/A I the prgject's;target area?indicate which'ones irr Appendix F. i Page 7 of 9 2014-03-11 Agenda Packet (kWwRe J2/4/2013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 3: Auditing Control (Max Score: 15 Points; Max Length: 2 Pages) Brre I' descri e our a erie s d--w-nd drsburserrient rocedures, vvith_relevance to fhe proposed protect 31 fY y g. . y� pY p Payment and disbursement is done by providing the appropriate documentation and staff timesheets each quarter to Community Development. 3.2 Describe how yourh ency_=s t3oai'd of Directors;exercises pragramm.atic and fiscal`oversight INCA 1 3.3. Brrefly des co cribe yaur agency's frnanc�a!reporting system/acunting praceclures, with relevance to the`prapased - 1 i The Recreation Department utilizes the City's financial system (IFAS). Hourly wages spent will be tracked through time sheets,which will be verified by Shannon Bullock.The Department's Senior Fiscal Office Specialist will submit all hours and expenditures for tracking in IFAS. 3:4: - Brrefly describe yaur agency's record keeping system,with relevance to the`proposed project: , IAII expenditures will be tracked though the City's accounting system (IFAS). Hourly wages spent will be tracked through time sheets,which will be verified by Recreation Supervisor I (hourly), Shannon Bullock and then Wendi Garrison, Senior Recreation Manager.The Department's Senior Fiscal Office Specialist, Cathy Martin,will then submit all hours and expenditures for tracking to IFAS. 3S.- 8rrely describe your agency's atidrting requirements including those for the proposed protect Recreation Supervisor I (hourly),Shannon Bullock,will directly oversee the project and provide all necessary documentation. Senior Recreation Manager, Wendi Garrison, will verify all documentation submitted to Senior Fiscal I Office Specialist e f!ao n pp r l - _ g g g standards by the City. e,opp otnesc itii�s wate; r d bey our a g ency ncm d;rnrsmar?agem.e,,nt.: Payroll is first completed by the onsite supervisor,then submitted to the Senior Recreation Manager for approval then finally to the Senior Fiscal Office Specialist for review and submittal. 3 7 How sloes your agency plan to segregate CDBG funds from other agency funds for purposes of rdentrfrcatton., track►ng, and repofting� _ _— [Since we are only requesting salary and fringe benefits from CDBG funds,we will track hours on the individual day to day time sheets. Only the hours associated with the grant funds will be billed.This can be back tracked by looking at copies of the time sheets per pay period. We will ensure tracking and reporting are accurate by providing staff costing worksheets each quarter which show the precise names, hours, positions and pay rates being billed to allocated CDBG funds.1 - Page 8 of 9 2014-03-11 Agenda Packet *,v14SJ 121412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 4: Agency Experience (Max Score: 10 Points; Max Length: 1 Page for Section 4/5 Combined) Briefly highlight:your agency's experience and ixrajor accomplishments rn providing services to LM!residents acrd/or' communities. You rr;ay expand in Appendix A. he City of Chula Vista's has managed the only senior center in all of Chula Vista for over 50 years, Norman Park Senior Center. A large majority,approximately 60%,of our senior population who attend are on a fixed income that falls into the LMI categories as demonstrated through our onsite participant intake forms. For the last 50-;-years Norman Park has provided a wealth of free and low cost programs to meet the needs of our LMI seniors. Currently Norman Park is offering over 60 free or low cost programs, activities,classes, clubs,workshops and seminars every month which include: low cost computer classes led solely by senior volunteers,free blood pressure screenings,vision support groups,Singing Seniors,six different free bridge groups,free drop in pinochle,watercolor,free craft and art classes, book club,two bunco game nights,free computer and camera club,creative writers group,four social dancing classes,chess club, 12 free exercise classes,4 low fee fitness classes($1 per class), knitting and crocheting, quilting,scrabble,free shuffleboard,free billiards,world affairs discussion group,Spanish conversation group, monthly special events,free movie days, out 2 lunch bunch,community trips,free special interest talks,a fitness center and much more. Additionally,we have provided RUOK and information and referral services specifically targeting low-income seniors for over 11 years. The RUOK services have helped secure the safety of many seniors unable to leave their house due to health,illness or limited mobility. We place dozens of calls throughout the day to seniors signed up for the service. If they don't answer or they are not okay,we call either one of their emergency contact persons or the RSVP(Reserve Senior Volunteer Patrol)to go check on them at home.This provides safety and security for seniors who may be living alone and have no one to call on for help. In an effort to continue to meet our aging communities needs while being fiscally responsible,in addition to the variety of services and activities we provide,we also partner with local non-profit agencies such as ElderLAw to provide free legal advice onsite two days a month;Southern Caregivers Resource Center,whose offices are located within Norman Park Center to provides free services &counseling in Spanish and English to caregivers of aging&frail adults or adults affected by a chronic illness or brain impairment; and AARP who provides free tax assistance and low cost driver's safety courses both held at Norman Park. We are also currently working with Meals on Wheels,whose headquarters are at Norman Park Senior Center,to provide low cost healthy meals onsite at least one day a week. In total,we partner with over 30 local organizations,agencies and clubs every year to expand our programming and provide additional services to seniors to provide that one stop shopping experience. One of our greatest accomplishments is our ability to create unique partnerships to leverage our limited funding. 4 2. Has your agency received CDBG or other federdl funds in any of the past three fr'scal years (Frscal;Years 2011,2012, 2012 2013,through 2013=2014)?If yes, cMplete Appendix G for ® Yes ❑j No each of tlae:grants received for the three"Fiscal Years 2011,2012, and 2013; Section 5: Back-Up Plan (Max Score: 5 Points;) 5.1. Will 5.y. agency still implement this project should CDBG funds not be aworded7lf yes, h...0.W will the rrrrplementatran be achieved ❑; Yes; ® No JIf funds are not awarded the city will need to drastically cut the senior services being provided at Norman Park,likely by approximately 55%,due to limited funding.This in turn would affect six non-profit agencies that have offices located within Norman Park,as well as over 30 other clubs,groups and partnerships,affecting about 40,000 seniors in attendance. 5.2. If funded,how wi11 your.agency continue this protect if CDBG funds are not available in future years �Ne are currently working with our senior population and our Commission on Aging to research alternative funding sources.Sources we are examining include grants,cost recovery classes and activities, new partnerships,sponsorships and paid advertising.Our goal is to find new long term funding options that will help us meet the needs of our exponentially growing senior population and reduce our needs for CDBG funds.) Page 9 of 9 2014-03-11 Agenda Packet (IRg*4J21412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix A.: Narrative of Project (Max Length: 2 Pages) fn two pages or Tess, explain belo:wyoupropased project and make the case ivhy itshould be:awarded fundtng Norman Park Senior Center has been an integral part of the City of Chula Vista for over 50 years.It is the only designated senior center in the City of Chula Vista that welcomes all seniors regardless of disability, income levels or ability to pay for direct services.Without Norman Park many of our elderly residents would have nowhere to go since there are no other designated senior centers in Chula Vista; nor are there any provided by other public agencies or private and non-profit organizations. With the failure of Prop H in November 2010,the City of Chula Vista was forced to eliminate many of its core services in order to continue to provide some level of restructured services to the community. During this time,the City of Chula Vista's Recreation Department budget was cut by more than 50%,which resulted in layoffs of 50%of its full time staff. Norman Park Senior Center was severely impacted by these cuts,resulting in drastically reduced hours of service to only 16 per week,which caused a tremendous uproar in the senior community. Additionally, several non-profit organizations that are housed at Norman Park Senior Center were also severely affected by the limited hours of operation to the public. The enormous outcry from our senior population was the impetus for our department to seek unused CDBG funds in March 2011 so we could expand the hours and services to meet the unmet needs of our senior and disabled community. Norman Park Senior Center is a unique, one-stop shop which houses not only its own senior services,but also various non-profit organizations that provide valuable services to seniors,low income families and those with disabilities. Organizations housed at Norman Park Senior Center include: Meals-on-Wheels,Southern Caregivers, and Parkinson's Disease Foundation. HomeStart Inc. is another organization at Dorman Park which oversees a number of services including assisting seniors and those with disabilities in signing up for health care as well as providing mental health and emergency services. Norman Park also partners with several local senior clubs including the Korean Club (Korean speaking), Filipino American Club,Chula Vista Senior Club, Parkinson's Disease support group, Chula Vista Garden Club and Club Amistad (Spanish speaking)to provide free space for meetings in a variety of languages for those in our community who have ESL or are non-English speaking. Norman Park's one-stop shop also includes partnerships with AARP for free income tax assistance and Driver Safety Courses; Scripps Health for free monthly health talks; HHSA and AIS for workshops on safety, fall prevention, healthy living, chronic conditions and fraud and scam prevention; Elder Law which provides free legal advice and assistance; a Bereavement Group led by San Diego Hospice; and Men's Health Discussion group led by a volunteer MD. In addition to our vast community,as well as public and private partnerships,which provide for a connected and healthy community and ensure fiscal responsibility,the staff at Norman Park also provide extensive information and referral services which vary from meeting with seniors one-on-one to help complete their government applications or Christmas in October forms for housing rehabilitation,to referring them to a local public or private it of Chula ices the are in immediate need of. There is no other lace in the city agency that directly provides the sere p g Y Yp Y Vista that brings to Tin s all of these services ether under one roof for our seniors and those with disabilities. g In addition to all of the essential services listed above, Norman Park Senior Center also provides low cost computer classes taught solely by volunteers,blood pressure screenings,vision support groups, Singing Seniors (come by any Tuesday to hear their joyfulness),six different bridge groups,drop in pinochle,watercolor,craft and art classes, book club,two bunco game nights, computer and camera club,creative writers group,four social dancing classes, chess club, 12 free exercise classes,4 low fee fitness classes ($1 per class),knitting and crocheting,quilting, Appendix"A"--Narrative Page 1 of 2 2014-03-11 Agenda Packet Page 12/4/213) 464 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION scrabble, shuffleboard,billiards,world affairs discussion group, Spanish conversation group,monthly special events,movie days, out 2 lunch bunch,community trips,special interest talks and a fitness center. Research has shown that our aging population will grow exponentially in the next several years and for the first time in history we are expected to have more people entering the senior population than we will have children being born. As we look to the future to serve the GI Generation,Silent Generation and our Baby Boomers,we will have an even larger senior population to serve each year,requiring additional efforts and resources to meet the needs of this expanding segment of our population. Additionally,recent data shows 50%of all seniors 65 and up have a disability.This is substantially more than the 20%mark of the general population. Due to our increasing disabled population, Norman Park staff must constantly evaluate the services and make adjustments and adaptations to activities and programs that are provided to ensure we are meeting all seniors'needs,and particularly the needs of that 50%of the senior population with disabilities. Without funding for Norman Park Center,this often overlooked population of seniors with disabilities will not be served. The$41,013 in requested CDBG funds would enable us to continue to meet the City's strategic goals of providing a safe and secure neighborhood facility that engages and connects the community to City services,while promoting civic pride through extensive volunteerism with a focus on fostering a healthy aging population while creating unique partnerships to provide operational excellence and fiscal responsibility. All of the funds requested would go to the direct staff costs associated with operating Norman Park Senior Services for the hours requested and expected by our community and our non-profit partners housed within the building. None of the funds would be used to cover administrative or overhead costs associated with providing the services.The$41,013 grant would allow us to continue to operate 53 hours per week and to continue to accommodate the 52,000 a year attendance supported by the facility. Without the requested CDBG funds,Norman Park would have to significantly reduce its operating hours and the above services provided to our senior and disabled population.This in turn would displace or severely impact the operations of the other non-profit agencies (Meals-on-Wheels,Southern Caregivers,Home Start Inc. and Parkinson's Foundation) also housed in our facility. Appendix"A"—Narrative Page 2 of 2 &'161 121412013) 2014-03-11 Agenda Packet age 6 APPENDIX C-1: LIST OF ALL FUNDING SOURCES FOR THE PROJECT CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION This table serves to provide the listing of all funds to be made available for the project. There are 3 steps to the completion of this table: Step (1): Enter the FY 2014-2015 CDBG application funding request amount for this application; Step(2): Complete the following table with the amounts of other funding sources that have been secured or funding sources that are unsecured for the implementation of the project; and Step(3): Attach any supporting documentation that verifies the secured funding sources and amounts for the project. NOTE: Amounts Unsecured should be funding sources that the Agency is reasonably sure will be available for the project. However supporting documentation is not yet available. AMOUNT AMOUNT % OF SECURED UNSECURED TOTAL FY 2014-2015 CDBG Application Request from City of Chula Vista(Step 1) $41,013 24.37% List Other Sources Below: (Step 2) HOME 0.00% ESG 0.00% HOPWA 0.00% CDBG-R 0.00% NSP 0.00% HPRP 0.00% Other Federal Stimulus Funds 0.00% Other Federal Funds 0.00% San Diego Housing Commission 0.00% State Funds 0.00% County Funds 0.00% Local Funds $121,282 72.07% Private Funds 0.00% Agency Funds $6,000 3.57% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% TOTAL $0 $168,295 100% TOTAL PROJECT BUDGET $168,295 2014-03-11 Agenda Packet Page 466 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 1 -BUDGET EXHIBIT AGENCY Chula Vista Recreation Department PROJECT Norman Park Senior&Disabled Services CDBG Percentage SALARIES &WAGES (Schedule 2) 38,985 FRINGE BENEFITS (Schedule 3) 2,028 TOTAL PERSONNEL 41,013 SUPPLIES (Schedule 5) 0 POSTAGE (Schedule 5) 0 CONSULTANT SERVICES (Schedule 5) 0 MAINTENANCE/REPAIR. (Schedule 5) 0 PUBLICATIONS/PRINTING (Schedule 5) 0 TRANSPORTATION (Schedule 5) 0 RENT (Schedule 5) 0 EQUIPMENT RENTAL (Schedule 5) 0 INSURANCE (Schedule 5) 0 UTILITIES (Schedule 5) 0 TELEPHONE (Schedule 5) 0 OTHER EXPENSES (SPECIFY): (Schedule 5) 0 (Schedule 5) (Schedule 5) TOTAL NON-PERSONNEL 0 TOTAL INDIRECT COSTS/ADNIINISTRATIVE OVERHEAD(IC/AO) (Schedule 4) - 0 [IC/AO Expenses limited to 15% of Total CDBG Project Budget] TOTAL CDBG PROJECT BUDGET 41,013 Page 1 of 1 2014-03-11 Agenda Packet Page 467 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 2-PERSONNEL SCHEDULE: GROSS PAY The purpose of this form is to list the positions being claimed against the CDBG funding request amount. The positions listed below must provide direct project/client services.Positions providing non-direct services must be included in the indirect costs/administrative overhead(IC/AO) line item. The Total CDBG Salary&Wages must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY Chula Vista Recreation Department PROJECT Norman Park Senior&Disabled Services (1) (2) (3) (4) i PERCENT TOTAL POSITION TITLE GROSS PAY CHARGED SALARY &WAGES Recreation Specialist 42,744 60.00% 25,646.4 Rec Leader 29,641 45.00% 13,338.5 F TOTAL, CDBG SALARY&WAGES 38,985 1.List all positions charged against CDBG funding providing direct CDBG project/client activity. 2. List gross pay for each position listed. 3.List percent of gross pay to be charged against CDBG funding. Pay Schedule (Check One) Monthly X Biweekly Twice a Month Page I of I 2014-03-11 Agenda Packet Page 468 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 3-PERSONNEL SCHEDULE: FRINGE BENEFITS The purpose of this form is to list the fringe benefits being claimed against CDBG funding request amount. The Total Fringe mast match the Budget Exhibit form.Round off totals to whole dollars. AGENCY Chula Vista Recreation Department PROJECT Norman Park Senior&Disabled Services (1) (2) (3) (4) (5) (6) AMT OF PERCENT POSITION TITLE FRINGE TITLE INSURANCE GROSS PAY CHARGED AMOUNT Recreation Specialist PARS 1,603 60.00% 962 Recreation Specialist Medicare 620 60.00% 372 Recreation Leader PARS 1,112 45.00% 500 Recreation Leader Medicare 430 45.00% 194 TOTAL CDBG FRINGE BENEFITI 2,028 I. List all POSITIONS charged against CDBG funding providing direct CDBG project/client activity. 2.List Fringe Benefit title FOR EACH POSITION charged to CDBG fiends. 3.List the amount of insurance for each position charged against CDBG funds. 4. Use gross pay for project/total all wages of agency. Then muliply by required percent for each fringe. 5. List percent of gross pay to be multiplied for insurance. Pay Schedule(Check-One Monthly x Biweekly Twice a Month Page I of 1 2014-03-11 Agenda Packet Page 469 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 4-INDIRECT COST/ADMINISTRATIVE OVERHEAD(IC/AO) CALCULATION The purpose of this form is to list the IC/AO being claimed against CDBG funding amount requested. The Total IC/AO must match the Budget Exbibit form. Round off totals to whole dollars. AGENCY Chula Vista Recreation Department PROJECT Norman Park Senior&Disabled Services (1) (2) (3) (4) AGENCY TOTAL INDIRECT BUDGET PERCENT COST/ADMINISTRATIVE POSITION TITLE/LINE ITEM AMOUNT CHARGED OVERHEAD TOTAL CDBG INDIRECT COST/ADMINISTRATIVE OVERHEAD - (5)Total CDBG Budget 41,013 Percentage 0.00% (Must be equal or less than 15%) 1.List all personnel or nonpersonnel (NPE)charged against CDBG funding-include detailed description of indirect use. 2.List total Agency budget for positon and/or NPE line item. 3. List PERCENT of total budget to be charged against CDBG funding. 4. Total indirect cost/administrative overhead to be charged against CDBG funding. 5.Enter the Total FYI CDBG Budget; percentage will be AUTOMATICALLY calculated. Pay Schedule(Check One) Monthly x Biweekly Twice a Month Page 1 of I 2014-03-11 Agenda Packet Page 470 APPENDIX C-3: PUBLIC SERVICE SCHEDULE 5-BUDGET JUSTIFICATION* AGENCY Chula Vista Recreation Department PROJECT Norman Park Senior&Disabled Services LINE ITEM N/A AMOUNT Detailed Explanation: TOTAL $ - LINE ITEM N/A AMOUNT Detailed Explanation; TOTAL $ - LINE ITEM AMOUNT Detailed Explanation: TOTAL $ - *All line items must be justified in relation to CDBG-funded activities to be completed.Add pages as needed. Page 1 of 1 2014-03-11 Agenda Packet Page 471 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix D: Implementation (Max Length: 1 Page, Max Score: 5 Points) .. Provide a Itsting below of the specific tasks oractivittes needed to to th'e proposed project and a timeline for therr'completion:lyirmbe each task or activity,describe rt,dnd gr've the projected date of completion.Add addi!tioral raws;as needed # Task%Activity Description Cornpletiarr Dame _F17 Expand the number enrolled in the ROUK ;Revise existing enrollment forms to be more user friendly 06/30/15 phone program and in a format that can be submitted online for seniors who may not be able to come to the center to complete them 12 1 lExpand programming to meet the needs to ork with the Commission on Aging to find out what 106/30/15 I our new ever expanding"baby boomer" needs we are not currently meeting for the baby boomer seniors generation. 3 1 lincrease the number of classes,programs Seek out new partnerships to expand facility offerings 06/30/15 and activities being offered 'I without having a fiscal impact on the city's budget 14 jProvide a welcoming"cool zone"during hot JOffer a variety of free drop in programs that seniors can 09/30/14 1 summer months participate in during the hot summer months when they need a place to cool off i I5 :Provide meeting space for civic groups and ;Coordinate the reservation of meeting rooms and facilities 06/30/15 clubs serving seniors 1 for civic groups and clubs through our new online software program,ActiveNet 6 jImprove marketing and customer service Implement online registration through ActiveNet for 12/30/14 by increasing the ways for seniors to find classes and special events and enroll in our classes and special events 7 1 11'rovide for a safe and secure neighborhood The center provides a safe,secure and supervised place 06/30/15 facility I for those displaced or seeking security 8 Information&Referral Services :Continue to attend collaborative meetings in our 06/30/15 community to increase our knowledge of potential services for LMI seniors to access 19 J ;Provide low cost office space for non- :Meals on Wheels,Southern Caregivers Resource Center, 06/30/15 profits serving seniors HameStart and Parkinson's Foundation all have offices within Norman Park for a one stop shop 10 Partner with local non-profit agencies for -Coordinate with E1derLaw,AARP,Scripps,HHSA,AIS,and 06/30/15 free/low cost programs and services more to provide meeting or class space to offer free provided onsite services such as legal advice,nutrition classes,fraud and scam prevention,health fairs,blood pressure screenings, bereavement support groups and more. Appendix"D"--Implementation Page 1 of 2 (1?e v i s112/4/2 D 13 J 2014-03-11 Agenda Packet age 2 CITY OF CHULA VISTA FY 2014-2015 FUNDING APPLICATION Appendix G: identificati®n ®f Prior Year C®BG and/®r Federal Funds G 1 Agency narrle:e771 Icityof Chula Vista Recreation Department G 2 Project.name Norman Park Afternoon and Friday Operations G 3 Year of funding' i❑ Fiscal Year 2011 ❑ Fiscal Year 2012 ® Fiscal Year 2013 G 4: ':102 d icate the.source`of the federal funding awarded to the prior project J , " _ ® cDBG 0[ HoPwA ` ESG ` HOW ❑ CDBG-R 101 HPRP NSP I ILI Other(lndicateb,bw): i G 5. =Amount awarded $30,00 =G.6. ,4mountspenttb date: $18,350 G 7 Amount"reprogrammed tQ-0faM $0 G 8 Indicate below'the`outco, e,s anticipated,(refer',to the orrgrnd!application forthe'pro�ect;if passible) Provide free monthly computer classes,free fitness classes,free monthly seminars. (2):. Enable the City to provide a safe and healthy supervised venue for activities for the elderly. (3) Provide a one stop shop for seniors for information and referral G.9.- Indicate be'o t.;_e outcomes achieved We now provide 12 free fitness classes per week along with 4 low cost ($1/class)classes,for a total of over 736 free or low cost fitness classes a year,serving nearly 2,000 seniors in attendance per quarter.We offer 12 free intro to computer classes per year along with over 80 low cost classes($26 for a month of classes)serving 275 seniors. We partner with AARP, Scripps Wellness Center, HHSA,AIS, CV Historical Society, Buffalo Soldiers and the CV Police department to offer over 30 seminars and/or workshops throughout the year.This increases our programming on (1}; site by over 30%, now serving over 18,500 per quarter in attendance. Provided a recognized "cool zone"for the hot summer month, including movie marathon days every Monday during those hot months. Held 23 weekly free, drop-in activities such as bridge, bunco,scrabble, world affairs ---__= discussion, knitting&quilting, book club, crafts, billiards, computer&camera club, singing seniors,Spanish conversation, chess club, bereavement support group,shuffleboard, pinochle, art and much more for seniors (2J. needing a safe and supervised place to be during the day. Partnered with over 30 organizations to provide a variety of services onsite for seniors including Meals on Wheels, Southern Caregivers, Parkinson's Foundation, HomeStart Inc., Elderl-aw, AARP, Scripps,Sharp, HHSA,AIS, COA, CV Senior Club, CV Garden Club, Korean Club,Club Amistad, Filipino-American Club,the VA and many more. Also assisted seniors in filling out forms for low income housing, emergency medical care,disability, and providing them with useful information or referral to local agencies to meet their immediate needs. G 10 !f any anticipated qutcames were NDT achieve'c1,specify which.ones,and explain why INIone I 2014-03-11 Agenda Packet Page 1 of 3--Supplement to Appendix E page 473 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION FAgency name: I JCity of Chula Vista Recreation Department ;'Project name Norman Park Operations funding. -', ❑' Fiscal Year 2011 ® fiscal Year 2012 ❑ Fiscal Year 2013 G.4. Indicate the source,of the federal funding awarded to the prior project ® CDBG F11 HOPWA ❑ ESG ❑ HOME ❑ CDBG-R ❑ HPRP ❑ NSP 1 j❑ Other(Indicate below): G.5. Amount:awarded: $37,500 G.6. Amount,spent to date; $37,500 G 7. ``Amount r-eprogrammed to date 0 G.8. Indicate be'loyv the outcomes anticipated(refer to the original applicgtion for the project,,if possible): Maintained increased hours of operation to provide unique social,educational and recreational opportunities to (1), seniors j (2);i; Enable the City to provide a safe and healthy supervised venue for activities for the elderly. (3J jProvide a one stop shop for seniors for information and referral G,9. Indlcote below'the outcomes achieved: Provided 53 hours of programmed enrichment, recreational and educational activities,classes and events for {1) ' seniors ............... Provided a recognized "cool zone"for the hot summer months. Held numerous drop-in activities for seniors ............. ............... f2) needing a safe and supervised place to be during the day. Partnered with over 20 organizations to provide a variety of services onsite for seniors.Also, assisted seniors in filling out forms for low income housing, emergency medical care, disability, and providing them with useful (3)_ information or referral to agency's to meet their immediate needs. G.1Q If any:anticipated autcorries were N4T achieved,specify which ones'and explain why below: (None 2014-03-11 Agenda Packet Page 2 of 3—Supplement t0 Appendix E Page 474 CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) .G.1 Agency,name: I Icity of Chula Vista Recreation Department G.2. 'Project name INorma n Park Operations G.3. Year of funding ® Fiscal Year 2011 ❑ 1 Fiscal Year 2012 ❑ Fiscal Year 2013 G 4 : lridicate the source of the federal funairig awarded to the prior project: ® CDBG ❑ HOPWA ❑ ESG ❑ HOME ❑' CDBG-R ❑ HPRP ❑ NSP ❑ Other(Indicate below): G.S: Amount awarded $SQ,QQQ G 6. Amount spent to date $50,000 G 7 Amount reprogrammed to date: $0 G lcate bela.w the outcomes antidpated(refer;to the original',application for the project, if possible): :(1J Expand hours of operation in order to provide unique social, educational and recreational opportunities to seniors Enable the City to provide a safe and healthy supervised venue for activities for the elderly. O.' Provide a one stop shop for seniors for information and referral G.9. Indicate beloiw the outcomes achieved: Increased hours of operation by 87%, allowing for restoration of approximately 75%of the pre-reduction W, operations. Additional hours and associated programming bolstered the existing limited activities. Numerous programs that had been canceled were revived and activities held at less desirable venues were brought (2): to the facility providing a noteworthy increase (or rather restoration) in attendance. Activities and requests for information and referrals picked up very quickly once hours were expanded, emphasizing the importance of the center to the community. Partnerships quickly picked up and services were able (3) to grow substantially in a relatively short amount of time. GA if 0hy"dnticipated outcomes weWWOT achlevecl,specify which ones and explarn why below None :i 2014-03-11 Agenda Packet Page 3 of 3—Supplement to Appendix E Page 475 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: City of Chula Vista Housing Division Program/Project: Fair Housing Services Project Description: Cities receiving CDBG funds have the obligation to affirmatively further fair housing by providing fair housing related services which include anti-housing discrimination and tenant-landlord education services to advise persons of their rights under the Fair Housing Act. Type of Program/Project: General Program Administration (570.206) Target Population: 21D - Fair Housing Proposed Number N/A Activity (subject to to Serve: Admin. Cap) NA�& J & 1111111, Program Total Budget: $35,000 C.V. Cost per Client: N/A Funding Request: $32000 Prior Year Funding: $35,000 IL Specific Use of Chula Vista Staff Costs and/or FUNDING $32,000 Funding: Consultant Costs RECOMENDED 0 Ir 01 2014-03-11 Agenda Packet Page 476 Application CI CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: City of Chula Vista Finance Department Program/Project: Section 108 Loan Repayment Project Description: Funds will be used for the debt service payment of the $9.5million Section 108 Loan which was received in 2007. The funds were used for the Castlepark Infrastructure Program which consisted of the completion of 11 new streets, including: sidewalks, curbs, gutters, lighting and signage. Type of Program/Project: N/A Target Population: 19F - Planned Proposed Number N/A Repayments of Sec. 108 to Serve: IL Loans J, M" N/A Program Total Budget: $756,715 C.V. Cost per Client: N/A Funding Request: $756,715 Prior Year Funding- $756,756 IL Specific Use of Chula Vista Debt repayment FUNDING $756,715 Funding: RECOMENDED 2014-03-11 Agenda Packet Page 477 09/29/2008 10:25 212-815-0162 BIhIY PAGE 02/02 HUD 108 CONSOLIDATED AMORTIZATION SCHEDULE FOR SERIES: 2005-A BORROWER; CHULA VISTA,CA NOTE NUNIErmR: B-05-MC-06-0540 NOTE DA'L'E: 61121200$ AMOUNT OF NOTE= $9150010130 �:,^.W::r�. zs7;• ti',:T:, 2.,r�:_5t 0 ?mac=Irai a-"�' U47::141�F d��.'"'•'.rcui✓•?`'7.1:1,1 r.•... ,t M , , F w.." -v' i;. 1!:_.'•-31 '>;<-�^t `'4� � ��r 1G"%tl -�i w^—^�",r.:: 'w,7A yt'"q�'.',i ��'„ }�.: ^qP'• hrts•-�_JS�`L;5?"}� �yk,',•�"�.'�. �•�" a''.'",�: •k'�';1};'r,i',,.i;R t,=:w,`' E"1?^15�' � '7a�x.C'.^. �,,.�Y.•. ��"'..'G�;�SC`,w r.�f--F;•� �3.r,�n,� m�. .-,�•,�r.�,^ r $3� h�• �. 71.61��,'£k�l� t � �a,•i- ....ita-�- '' �:h ��'.k}'. �r,,_�c �... �- .r,.. �a �,�n �.},.,�.S. y., ( �_ ,• U.�i✓.'�' G:kVI'i'L"era.,�'-`<t��s'F}'.��rSryut'4- .�� �' '3-A�• -Ti.v., ..«1•'F,-_�'s�li .-i.�-� 1�iM1'�S^1��.[:��c q�.•l.' _far.. 1.^.Y.� il\ L}fu+ � 9 1 �'- ?�.�..,,* ..'�.4erce�'Itr'3=`f='t';,_ �'", �:^1;�•.r.:�;�F .axel�k�r;�.er7 c�_��t„'�*'T..Y`l�'•��zY�l.��s.���.-r. �.��,�,'�,-„�'''�R1F�1"�`-.-•�'s°'4'>_�"-�-;�.T:�,�._�,. _ .fi..�,r.:...r,' ':�,� y ,y,r �y r+ i ytL�-7.,i 3pi�ti rat=e:. ."+.� -�VaY,, yw1.- e+��,.i ♦ tK :'";yt �` �} a'�T�t ':I: 'YJ� '� •4S?�" b u- 1 .L:F'2: � �i���i'��� . �^ a�f�.4�•IS'-V. y k , ,�..u��^T y�.��'S•�`,.^1r}5. ,v�t�trin,� ,.�_L�kk �.aT'rYc"��n �":tir['*i�yc<t3.?eui ..±�5.ri�y., r4 ,ray+ �*�a¢•� 4=M,�.�,,,r'`^.,';_�- 7,.;�-,CIC7'� �7'n°1�- y,�7;'•r•.+VT'L`,�J, ,�z'... ,. .o-�.-..i' '�5� �i'?L�.11�f::f- T'J,� :i��ar�S i}G,� �^r�9-.y fs, �'rS �e `;E•w�L7i'1.i" .F',vr-+,� j.:,w-�'1,:15{:iE.,e�^?F�'T,-'�"`'�,yik�'Y'�"e::��•,'PI.xi7ti:,T'5�.±.�"cjiic�F��.::"n=i-} n. ^S-'�s u. .f �'S i".. ���.'"}. 1�;+:Tim�jt ��ti�"�,y,s..i :syit�••,-•• Gµr�+i'�f..�.�y.0 rF:Fc+iy.>i.�_ •:111'.-�L,3•�.RS r�.4=�ir:+'<:.d••:f,.,p.,;'>P nom'it,,��v,X:. .,s.. ���.r�`r: - "'.."3....� '?sH���,C;�,*,-.n..`�='.�aS�V.tw.�i.-•i'+•"., rf'�s}�I�Ss�iL�l?-f'L,"-;'c�r irnik.t: 21112009 _ _ $ 287,032.73 $...' .-_--S.---- 287,032.73 S 9,500,000 811/2009 $ 225,61.5.25 `"n_ _-287.000 -_ -_ 5 S . 512,615,25 5 . 9,218,000 2/112010 _S 221,855.58 5 _ $ .. 221,855.55 " 9,213,000 811/2010 $. 221,855.55 $ 302,0011.00 $ 523.855.55 $ w 8,911,000 w_ 2/112011 _ $ 217,152,45 S _217.169.45 $ 8,911,000 81112011 ~ ."2 . 217,459,d5 S �_ 317,000,flQ $ 534.159.45 S 8,594,000 21172012 S 211,747.05 $. $T 211,707,05 $ 6,594,000 81f/2012 9 211,707.05 $ 332,000.00. S$ 543,707.05 $. 8,262,000 ..21112013 S 205,365.85 $. - .. S 205,365.85 $.. 8.262,000 811/2013 S 2051365,85 $ 349.1700.00 ~ 8 654.465.85 $ 71913,000 _ 9.!112014 S 198,385.85 _ $ ..� . .' S 198,386.85 $ 7,913,000 81112014 $ __ '196,385.85. $ 367.000.0¢ —S 565,385.85 $. -7,546,000 S 190,78S.95� _ _ —S . 190,788.96 $ 7,546,000 8/7/2015_M 5 190,788,95 $ 385.000,00 S 575,788.95 $ 7.961,000 2/172018 $ 192,453.70 $ $ 182,453.70 T_ 5 7,161, qq 81112016 $ 182,453.70 $. .404,000.00 $.. 686,453.70 $ 6,757 000 211/2017 $ . ..173,404.10 S - $ 173,404.10 $ ... 6,757,000 811/2017 S 173,404.10 $. . .596�?041Q $ 6,332.000 211/2018 _.. n 163,714,10 S $ .. 163,714.10 $ 6,332,000 9/112018 $ 163.714.10 S .. 446,00Q.00 $ . .609,714.10 $ 518861000 2112019 S 153,411.50 $ - S. .153>411.50 $ 5,$86,000 811/2019 S 153,411.50 $ 468.000,00 $. 021,411.50 $. 5,418,000 7J1l2420 _ S . _142.015.70 $ . S- 142,015.70 $ 5,418,000 8/1/2020 $_ 1422,01510 .492.000.00 S 634.015.70 $ 4 926,000 2/1/2021 $ 129,814.10 a _ - $ 129,814.10 S 4,926,000 8/112021 $ 129 814.10 $�--516 000.40_ -.—. 6$5,81410 $ 4,410,000 211/2022 S 116,78.5.10 5 S. ..116,785,'10 $ 4,410,000 8/1/2022 $ 116416,785.10 S . . 542,000.00 S 658,785.10 3,8138,000 2/1/2023 5 102,882,80 $ " $ 102,8$2,80 S . 3,S6BA04 _ �. — $1112023 _-S 102,882.80 $ 569,000.00 5 671,882.80 - S . 31299,000 2111202.4 $ 88,117.26 $ - S 88,117.25 - $ 3,289,000 8/4/2024 S 88,117.25 S 597,000.00 S - 685,117.25 S� 2,702,000 2/112025 $ 72446,00 S - $ 72,495,00 T' $ 8/112026 a^ 72,446.00 $ 627,000.00 S 699,446.00 $ . 2,0?6A00 21112026_ _r$ 551830.50 - $ - S 5$,830.50 _ S 2,075,000 81112426 $ 55,830-60 S 659 000.00 $ 714,930.50'^ - $ X1,416,000 21112027 S _, 38,235.20 $ _ $ 3$,235.20W- S 1.416,000 8/112027 a 38,235.2_0_ S 692,000.00 S 730,236,20 S 724.000 2/1/2028 T S 49,620.44 S y $ . 19,620,40 S 724,000 .. 8/112028 $ 19.620.40 $ 724 000.00 S 743.620.' 0 S TOTAL' 40 S 5,980.634-28 $ 915110.000.00 S 15,380,634.28 2014-03-11 Agenda Packet Page 478 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: City of Chula Vista Housing Division Program/Project: Housing Services Project Description: Funds are used to cover staff costs associated with projects and programs funded through the HOME program. Examples of services provided include the following: Energy auditing, preparation of work specifications, reviewing of applications, loan processing, inspections, tenant selection, and assisting owners, tenants, contractors, and other bw entities participating or seeking to participate in housing projects assisted with the HOME programs Type of Program/Project: General Program Administration (570.206) Target Population: 14J - Housing Services Proposed Number N/A HOME Program to Serve: CFR§ 570.208(a)(3) Low =46 Moderate Income Housing Program Total Budget: $50,000 C.V. Cost per Client: N/A Funding Request: $50,000 Prior Year Funding: $54,705 Specific Use of Chula Vista Personnel Costs and FUNDING $50,000 Funding: Program Administration RECOMENDED Expenses Staff Notes: I E 2014-03-11 Agenda Packet Page 479 Application r�•� • CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: Urban Corps of San Diego Program/Project: Green Streets Project Description: Urban Corps of San Diego proposes a "Green Streets" project that provides interior and exterior home improvements, basic weatherization, minor rehabilitation, and minor home security improvements to 10 Low Moderate Income (LMI) households in Chula Vista and distribute "do-it-yourself" water and energy conservation kits to an additional 20 LMI households. The applicant requests $76,138. An additional $76,862 is recommended to cover City staff costs and to cover a portion of additional health and safety related repairs that may be identified by City or Urban Corps staff. Total recommended funding is $150,000. Type of Program/Project: Low/Mod Housing [570.208(a)(3)] Target Population: 14A- Single Unit Proposed Number 30 Residential Rehab to Serve: (subject to change depending on funding CFR§ 570.208(a)(3) Low recommendation) Moderate Income Housing Program Total Budget: $84,620 C. V. Cost per Client: $2,537 (Based on funding recommendation) Funding Request: $76,138 Prior Year Funding: $0 Specific Use of Chula Vista Urban Corps: Personnel FUNDING $150,000 Funding: Costs ($36,108) and RECOMENDED Construction Costs ($40,030) City Personnel Costs ($73,862) Staff Notes: Funding for the Urban Corp will be up to the amount requested ($76,138). The remainder of the recommended amount will be utilized for City services. 2014-03-11 Agenda Packet Page 480 COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Application for Funding or Fiscal Year 2014-2015 r,1€ C0 Application Number: Project category: Public service (COBG Program Office Use Only) (check one.only) ®,Capital improvement Applicant Agency Information Applicant legal;name:'' "Urban Corps of San Diego County Type of agency:' ® 501(c)(3) I E]J Gov't,/Public DI, For Profit I E] Faith Other: ,€ AOL Address. 0 127 Jefferson St., San Diego,CA Date of incorporation:. x/25/89 ;Tax ID number: 30352148 Agency DUNS number:, 605017888 Annual operating budget $7,490,000 Numberof paid staff. 66 Number of volunteers: 10 Agency mission statement The Urban Corps of San Diego County is a certified local conservation corps and charter school whose mission is to provide young adults with a high school education combined with job training and community service. Project Title: Green Streets Brief projectdescrlptron:'.: The Green Streets project will provide interior and exterior home improvements, basic weatherization, minor rehabilitation,and minor home security improvements to 10 LMI households in Chula Vista and distribute do-it-yourself water and energy conservation kits to an additional 20 LMI households. 3 Funding Request Total: unding requested in this application Other. ands alread secured ar $76,138 ! f° y f $8 482 (yau;wlll provide a detailed budget in Appendix C project. ' Tataf cast to..complete protect $84,620 t C?ther funds not yet secured jar .. Project Information If Protect is:?a Public Service, will service be site specific? QYes [ No If your answer is yes,please provide: Aa'dress(es)beld w: Census tract Target Clientele (Nameless, Youth, Ali beneficiaries would be verified as LML We have completed similar projects Elderly, Disabled, Other/General) serving LMI clients, and program applicants included elderly and disabled individuals. We expect a similar mix of applicants for the proposed project. Tile following questions on individual clients and households to be served apply only to Public Service,and Minor Residential Rehabilitation projects: Will the project serve individual clients(1C)or households(HH)? ❑ Individual clients ® [households Total unduplicated IC/HH served: 30 Annual cost per client/household: $2,820.67 2014-03-11 Agenda Packet Page dWhe 1 Of 9 lo—4--4 11 hI PM K a i CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 1: Prpj ct Details (Max Score: 25 Points) 1:1. Provide a concise description of the proposed project(this description must match the one provided on the cover Page). Space for a fuller narrative is provided:in Appendix A . The Green Streets project will provide interior and exterior home improvements, basic weatherization, minor rehabilitation, and minor home security improvements to 10 LMI households in Chula Vista and distribute do-it-yourself water and energy conservation kits to an additional 20 LMI households. j 1.2 Project start date: 7/1/14 a anticipated end.date:'. 6/30/15 1.3 Project's days/hours of operation M-F 7:30 a.m.-4:30 p.m. 1.4, Project [] public service 15 Project ❑',', Suitable living environment category objective ® Decent housing (checkoneonly);: 01 Capital improvement (check.nneonlyl ❑;,Economic opportunity 16 Project; ® Availability/accessibility outcome ❑ Affordability (check one only) ❑ Sustainability I.T . CDBG Criteria: Which CDBG criterion below does your proposed project meet? (1) Area benefit:At least 51%of residents within the targeted activity area are low to moderate income(LMI). Please provide a map identifying the Census Tracts designated as LMI. ❑ (2) Limited clientele(select subpart below): Eli (a) Special needs group(select benefit group from the list below): (1) Abused children ❑ (ii) Elderly persons 62 years or older ❑! (iii) Battered spouses (iv) Severely disabled adults(not children)—Census definition;documentation required ❑` (v) Illiterate adults ❑l (vi) Persons living with HIV/AIDS ❑ (vii) Migrant farm workers (viii)Homeless persons ❑ (b) At least 51%of clientele to be served will be documented as LMI. How does your agency track and record client demographics? ® (3) Housing(select subpart below): ® (a) Single family(must be 100%LMI) ❑ (b) Multi-unit(must be 51%LMI) 1.8, The-2010"2015 Consolidated Plan goals are listed below. Select the goal.appropriate to your project: ❑ Affordable Rental Housing Opportunities ® Maintenance and Preservation of Housing(rehabilitation activities) ❑ Homeownership Opportunities(homebuyer programs) ❑ Community Enhancement(public facilities/spaces) ❑ Public Services to Special Needs Population and/or Low Moderate Income Persons 2014-03-11 Agenda Packet Page d%age 2 of 9 - (D...d_. 4 49/A/miln491 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Length for Questions 1.10 to 1.15: 2 Pages) 1.10. Explain how the proposed project addresses the goal selected: Urban Corps'Green Streets project will support the continued revitalization of Chula Vista's most underserved neighborhoods by providing basic weatherization, minor interior and exterior rehabilitation, and home security improvements to LMI residents at no charge to the homeowner.Through the project, low-income qualifying homeowners will benefit from a variety of residential rehabilitation services geared toward improving the livability, sustainability, safety,and security of homes. The primary goal of the Green Streets program is to revitalize LMI neighborhoods by making minor home improvements and addressing safety concerns while creating long-term energy efficiency benefits for LMI residents. Improvements will assist in securing the safety and health of residents, while offering them more efficient use of energy and water and correcting minor defects due to deferred maintenance. In many cases,residents will also see improved curb appeal.Site visits will assess the needs of the home, and improvements will be performed on an "as-needed" basis.All homeowners receiving services will undergo an application and income verification process to qualify them as an LMI household. Urban Corps will make every effort to employ green building methods and install improvements which will lower the cost of utilities for residents, using durable, non-toxic, and renewable materials to promote a healthy living environment.As an added benefit, the program will develop S LMI Chula Vista youth through paid job skills training and education at Urban Corps'onsite charter school,which will have the long-term effect of uplifting LMI communities by increasing the education level and economic opportunity of these LMI Chula Vista residents. Additionally, Urban Corps will distribute 20 "do-it-yourself" (DIY)weatherization kits to eligible LMI residences.These kits will be provided free-of-charge to residents and are designed for easy use on minor repairs and upgrades such as caulking, insulation, and waterproofing.All residents receiving these kits will also undergo an application process proving their qualification as Low-to Moderate-Income.The DIY kits are intended to create a low-cost solution to energy efficiency issues for the greatest possible number of homeowners in these underserved neighborhoods. It is expected that as these 30 LMI residents participating in the Green Streets project experience a,healthier living environment and decreased energy bills,they will also take more pride in their homes and neighborhoods, inspiring them and their neighbors to take better care of their community. 1.11 SOtomdrrze any statistics and othersupporting docun entatian that alemonstrate the importance of addressing this need or problem: ;According to a 2009 report by the White House's Council on Environmental Quality, homes in the U.S. generate more than 20 percent of the nation's carbon dioxide emissions,making them a significant contributor to climate change. Existing techniques and technologies in energy efficiency retrofitting—such as those used by Green Streets.—can reduce home energy use by up to 40 percent per home and lower associated greenhouse gas emissions by up to 160 million metric tons annually by 2020. Home energy efficiency retrofits have the potential to reduce horde energy bills by$21 billion annually, paying for themselves over time.These savings are particularly relevant for LMI residents and communities, especially as the US economy attempts to recover from a deep recession. Meanwhile, 100%of Urban Corps participants (Corpsmembers)are from LMI areas throughout San Diego County..Some are parentless; some are homeless; others are young single parents. Many are refugees from war-torn countries referred to Urban Corps by Catholic Charities or the International Refugee Committee.This project has the double benefit of not only serving LMI homeowners, but providing jobs and education to the LMI youth employed by Urban Corps. Urban Corps is committed to reversing the cycles of poverty that have kept these LMI residents from living productive, healthy lives. Urban Corps' dynamic work/learn program addresses the issues of youth poverty and lack of education. We are committed to employing 8 LMI Chula Vista youth for the proposed project. By providing jobs for LMI young adults to make minor home improvements for other LMI residents, we expand our impact into the homes of Chula Vista's most needy and underserved neighborhoods. 2014-03-11 Agenda Packet Page loge 3 of 9 fU-..r,. 4 1 q/n h n In I CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION 1.12. List each service provided by the project. For each service, indicate Whether it is a new service or an expansion of an existing service: 'Urban Corps will have two crews of four Corpsmembers and one Supervisor conduct home improvement work at 10 homes.Services may include, but are not limited to, caulking; weather stripping; repair, replacement, and/or installation of security doors and/or security screens; installation of smoke alarms; water heater blanket replacement or installation; window replacement;exterior rodent and vermin protection; low-flow shower head and faucet aerator installation; low- flow toilet installation; replacement and/or installation of electrical outlets,switch covers, and gaskets;washing down of mold and mildew and repainting with matching color; debris hauling; and window and door replacement.Additionally, crews will canvass, income-qualify, and distribute conservation kits at an additional 20 homes.The program is new for the City of Chula Vista, but it is an expansion of our existing Green Street program in other areas of San Diego County. 1.13''. How does our agency Ian to tell the'tar et `o elation ab Y q Yp 9 ._.p p outtheproject/services. ;Urban Corps will canvass in underserved neighborhoods throughout the City of Chula Vista to gather applications to provide services and do-it-yourself home improvement kits to residents whose homes qualify.This process will be accomplished through door-to-door visits. In addition,services offered will be posted on the Urban Corps website and promoted in outreach materials, social media, and in the Urban Corps newsletter which goes to a wide variety of community partners in a position to refer qualifying homeowners. All homeowners who apply to receive services will have their LM status verified through our application process.The Project Manager will visually assess potential work to be done,approach homeowners about the services offered, and follow-up throughout the income verification process. 1.14: List up to three outcomes of the project(at least one is required). For each outcome listed,provide the:humber of participants who will benefit and the way data`will be:'collected to tPack or'verify the outcome: Outcome 1: Completion of minor home improvements for 10 LMI-qualifying households, providing affordable decent housing opportunities. Data will be collected through applications, before and after construction photos,approvals for scopes of work, initial and final inspection reports, and project status reports. Outcome 2: Distribution of Do-It-Yourself water and energy efficiency kits to 20 LMI.households. Data will be collected through initial applications and signatures acknowledging delivery. Outcome 3:Job training and education provided to 8 LM Chula Vista residents participating in the Urban Corps program. Data will be collected through participant enrollment records and daily rosters showing work accomplished in the Green Streets program. 1 15. 11011 the project collaborate with otherserwce providers in the community?'!f yes, list them and briefly describe the collaboration: 0 Yes ® No fY.. ._ N/A 2014-03-11 Agenda Packet Page R@Ce 4 of 9 /8n.4 n 4 1 1 M PM 1 2$ CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 2. Laje icy Capacity (Max core: 10 Points) 2.1. Who will be the person responsible for the overall oversight of the proposed project? Name.of pmon: ,Robert Chavez j Titkof person::.. ;Chief Executive Officer Relevant education: B.S. Criminal Justice Administration; M.B.A. Telephone number '(619)235-6884 Date first employed. /15/12 ..2.2. . Will be the alternate person responsible for the overall ht of the proposed project? Name'of person: l olanda Maeder i` Title of persons: Senior Operations Manager/Contracts Compliance Officer Relevant education :Paralegal Certificate Telephone number: ,(619}235-6884 Date first employed: ;9/1/08 23 Who:Will be the person responsible for the day.=to day operations and management of tie proposed project? Provide no more th n two indivlcluals: .Namebf person`: !Daniel Perez Title of person:: reenBuild Manager Relevant education ;Responsible Managing Employee—State Contractors License Telephone number: {619}235-6884 j Date first employed::; 4/1/11 :Name of person.: John Reynolds Title of person: GreenBuild Coordinator Relevant education. B.A. History,Spanish Minor Telephone number ` '(619) 235-6884 Date first employed: j1/14/13 2.4. Who Will be the person responsible for the financial oversight of the CDBG`expenditures'andlis6.al compliance? Provide no more than two individuals: Name of person;;: Kyle Kennedy Title of person Chief Financial Officer Relevant education• B.S. Accounting,Certified Public Accountant Telephone number: (619) 235-6884 Date first employed•:1 ?12/16/13 Name of person: Douglas Burns Title of person: Staff Accountant Relevant education: B.B.A..Accounting Telephone number. (619) 235-6884 Date first employed: 7/8/13 2014-03-11 Agenda Packet Page aage 5 of 9 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Length for Questions 2.5 to a . 1 Page) 2.5. List the evaluation tools your agency plans to employ to track and monitor the progress of the project. Urban Corps employs a full-time Senior Operations Manager/Contracts Compliance Officer who maintains all reports and documentation relating to CDBG and other federal funds, making regular site visits to ensure projects progress according to schedule.She has six years of experience handling successful CDBG projects and is familiar with the HUD Playing by the Rules handbook, using that information as a guide to assist her in complying with applicable regulations and documentation.The Contracts Compliance Officer works with the Project Managers to ensure that all progress reports are completed in a timely, efficient manner. 2.6 . Homrdoes your agency plan to ensure compliance with applicable policy and procedural reddirements:(including those listed in HUD's "Playing by Me Rules"Handbook)? Our Senior Operations Manager/Contracts Compliance Officer is responsible for researching policy and procedural requirements and ensuring that project activities are in compliance with these regulations. Urban Corps' Board of Directors also provides programmatic and fiscal oversight to ensure compliance with federal and state requirements. 2.7. Describe any unresol. d ADA issues in t he pra1ect or project office and horny your agency plans to address there. (lf the objective of the project is ADA rehabilitation, da riot repeat the project description here.) There are no unresolved ADA issues in the project.The project will be reviewed for compliance with federal and state laws as they relate to accessibility. If the home assessment identifies ADA health and safety needs,the project scope can include accessibility improvements such as grab bars and ADA-accessible ramps. 2.8:.: Howinany members does':your Board of Directors have? 12 If How many Board members are also members of the project's target population or reside in 0 the:project's target area?:indicate which ones it Appendix F.' 2014-03-11 Agenda Packet Page 4%;dge.6 of 9 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 3: Auditing Control (Max Score: 15 Points; Max Length` 2 Pages) 3.1. Briefly describe your agency's payment and disbursement procedures, with relevance to the proposed project: All required payments, disbursements,tax forms and schedules will be made in a timely, accurate and complete manner without exception,The Controller approves all Federal and State tax returns, as well as approving all employment- related tax forms. All disbursements are accompanied by a completed and approved requisition form or petty cash form. Invoices must be stamped with the date received prior to processing. Only original invoices are processed. Urban Corps does not pay from statement. Payment discount terms are used whenever possible.All check disbursements are prepared by the Controller. Checks are preprinted in numeric sequence and kept in a locked file.All checks require two (2) authorized signatures.As a general rule, checks are prepared on a weekly basis, usually on a Thursday. Prior to signatures and distribution,checks are compared with accompanying vouchers. Distribution of checks is by mailing or direct delivery to payee.The Controller maintains the disbursement register. 3 2. Describe how your agency's Board of a rectors'exercises program arrc!fiscal:;aversight One of the functions of the Urban Corps Board of Directors is to oversee the integrity of the organization's financial management systems, risk and controls related to financial reporting and compliance with laws, program regulations and our internal ethics policy.The Board of Directors also ensures the budget process is conducted in an accurate and timely manner by staff with a review of the preliminary upcoming annual budget in April of each year and approval of the final operating budget no later than July 31.Additionally, monthly financial statements are approved by the Board of Directors or executive staff. Lastly, written approval from the Board of Directors is required to open, modify or close any accounts within the Agency's primary banking institution. 3.3. Briefly describe your agency's financial reporting system/accounting procedures,;.with relevance to th e proposed project: !Monthly financial statements are to be prepared in a timely and accurate manner on a monthly accrual basis and presented to the Board of Directors as a standing report, General standards include fairness of presentation, compliance with all prescribed requirements,timeliness, and usefulness. "Full disclosure" is the primary principle by which reports are made and presented.All significant costs are to be included. Form, content and arrangement of each financial statement should be as simple as possible. Detailed but brief explanation should be made for any items significantly different to budget. Reports are to be consistent in format from period to period. Briefly describe your agency's record keeping system,'tivith relevance to the proposed project: Urban Corps ensures that all of its transactions are properly controlled and safeguarded.All income expenses are coded by project number to track direct costs.The Accounting Department holds primary responsibility, with the exception of limited involvement from the Chief Executive Officer.All receipts are recorded immediately in a receipts log, including the date of receipt, payer name, check number and the amount received. Receipts are stamped for deposit without delay, and deposited into an Urban Corps bank account intact.A copy of each item received is made and filed in chronological order. No cash receipts will be cashed and no substitution of monies, checks or other documents will be made for the actual receipts officially received. Full compliance within all federal, state and local laws and regulations that apply to public corporations are maintained at all times. 3.5. Briefly describe your agency's auditing requirements, including those for the proposed project:.. An independent audit by a qualified outside audit firm of all agency financial operations and procedures is conducted on an annual basis approximately three {3) months after the end of each fiscal year.The audit is submitted to the Audit Committee of the Board of Directors for approval and presentation to the Board of Directors.The Controller initiates contact with the outside audit firm in the May/June timeframe each year and arranges a preliminary meeting where the dates and timeline for the audit are discussed and set.The Controller receives a list of required tasks, information and 2014-03-11 Agenda Packet Page age 7 of 9 (q—;-1 1-)bT Iwti 31 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION schedules and ensures that everything is completed prior to the first day of audit fieldwork.The Controller and the Accounting Staff work as a team to prepare all required documents.The Controller and the Accounting Staff give the audit field team their first priority during the field team's time on site.The Controller briefs the Chief Executive Officer (CEO)on any matter pertaining to policy issues that may need to be addressed during the course of the audit. At the CEO's discretion, either the Controller or the audit team presents the results to the Audit Committee of the Board of Directors.The Audit Committee prepares and presents the audit report to the Board of Directors for final approval. 1 .5.6i Briefly describe your agency's internal controls to minimize opportunities`for fraud, waste, and mismanagement. 'Fiscal oversight for the organization is provided by the Board of Directors' Audit Committee,which ensures that all financial processes are conducted in an accurate and timely manner by Staff with a review of the preliminary upcoming annual budget in April of each year and approval of the final operating budget no later than July 31 each year.The budget may be revised if and when necessary and only with the approval of the Board of Directors. 3.7 ` Now does your agency plan to segregate CDBG funds from other agency funds far purposes of dentifieatlon, tracking, and reporting? Strict adherence to restricted funding such as that of CDBG is of utmost importance for Urban Corps'Accounting Staff. All restricted funds are subject to audit by Urban Corps'external auditor for restriction compliance.When services are specifically dedicated to CDBG, valid receipts of dollar value and/or description of services provided to Urban Corps with monetary value must be submitted from the applicable company, institution or employer.These receipts are then filed with the appropriate project file. Urban Corps'accounting systems are fully automated utilizing Sage accounting software (MAS 200) including General Ledger, Accounts Payable,Accounts Receivable,Job Cost, Payroll, inventory Management, Warehouse Management, Purchase Order, Bank Reconciliation, Fined Assets and Time Card. Projects such as CDBG are assigned a unique identifier so that project associated costs can be tracked and reported correctly.]; 2014-03-11 Agenda Packet Page age g of 9 (D-;..,..r 1,7In IwnaaI CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Section 4: (Max Score: 10 Points; Max Length: 1 Page for Section 4/5 Combined) 4.1 Briefly highlight your agency's experience and major accomplishments in providing services to LMI residents and/or communities. You may expand Jn AppendixA... ;Urban Corps has an excellent 25-year track record in meeting its contractual obligations from a wide variety of funding sources. We have received CDBG funding since 2005 and have successfully completed these projects without any negative project audits, resulting in improvements to many of San Diego County's most underserved neighborhoods. In addition to CDBG funds,we have received federal funding through the San Diego Workforce Partnership, successfully implementing and meeting the goals for the Workforce's Hire-A-Youth 2009, 2010 and 2011 programs. Regardless of where they take place, 100%of Urban Corps'work projects serve LMI youth and L.MI communities in San Diego County, Urban Corps provides high school education, paid job training, career counseling, life skills training, and job and higher education placement services to unemployed youth around San Diego County.We enroll approximately 180 young adults in our program at a time, some of whom reside in the City of Chula Vista.The young people we serve face many barriers to success, Nearly 100%of our Corpsmembers meet Federal Poverty levels, and over 80% have additional barriers to employment such as lack of transportation, need for child-care, language barriers, court and gang involvement, past substance abuse, and limited social skills.Through the job training program,these young people are able to gain transferable job skills while giving back to the community by planting trees, improving homes, painting out graffiti, restoring native habitat, and more.These services benefit thousands of residents, businesses, and visitors around the county. 4.2.::`: Has yaur agency received CDBG or otherfederal fundsin any;af thepast three fiscal years (Fiscal Years2011-2012,2012-2013, through 2x13-2014)?if yes,complete Appendix G for ® Yes �] Igo each of the grants received for t>e three Fiscal Years 2011,2012, and 2013. Section o Back-Up Plan (Max Score: 5 Points,) 5.1. Will your agency stfil implement this project should CDBG funds not be awarded?!f yes;how ® Yes Wifl the implementation.be achieved? Orban Corps is 85 percent funded by fee-for-service projects contracted by staff and undertaken by Corpsmembers, and the organization seeks additional funding through private donations,foundation grants, and other funding opportunities on the local, state,and federal levels. If this proposal is not funded by CDBG, we will pursue funding through all of these other avenues. 5.24 ff funded, how will.your agency continue this project if CDBG funds'are not available in f�ttirP years? 'If the Green Streets project is funded through CDBG in FY 2014-15 and further funding is not available, Urban Corps will seek assistance through work projects,other grant applications, and private donations as described above. 2014-03-11 Agenda Packet Page hge 9 of 9 CITY OF CHULA VISTA FY 2024-2015 CDBG FUNDING APPLICATION Appendix Ao Narrative of Project (Max Length: 2 Pages) In tuvo pages or less,explain belowyour proposed project and make the case urhy ttshould be awarded funding. The ultimate mission of Urban Corps' Green Streets project is to support the continued revitalization of Chula Vista's most disadvantaged neighborhoods by providing basic weatherization, minor interior and exterior rehabilitation, and minor home security improvements to LMI residents across the city. Urban Corps requests $76,138 to complete the proposed Green Streets project, thatched with $8,482 in educational costs from our onsite charter school. The project will provide these small-scale home and community improvements free of charge to LMI residents. The improvements are intended to conserve resources, help beautify neighborhoods, and enhance living conditions in LMI communities.The work undertaken in Green Streets projects promotes sustainable, healthy living environments while developing job skills for LMI young adults, which increases residents' connection to—and ownership of—their neighborhoods. Since many of our program participants, or Corpsmembers, reside in the communities in which Green Streets operates, it also gives them a chance to give back to their disadvantaged neighborhoods while receiving paid work training and education in the process. This project combines many of Urban Corps' diverse and dynamic GreenBuild program services into one community-driven package which includes home weatherization and minor residential rehabilitation aimed at safety, curb appeal, and broader community revitalization. Past Green Streets projects have been uniformly successful from the perspective of both community members and Urban Corps' LMI youth population, as these projects have presented a unique opportunity to train and educate youth while improving neighborhoods. Green Streets was specifically designed to target Low- to Moderate-Income communities, addressing multiple issues under one comprehensive project banner. Emphasis is placed on providing free renovation services to LMI-qualified households via an application and income verification process, as many homeowners in these neighborhoods cannot afford to provide improvements to their homes without financial assistance.This process proves that residents who will receive free services are LMI through paystub verification and a household survey. Urban Corps will also distribute 20 "do-it-yourself" energy and water efficiency kits to LMI residences. These kits are provided free-of-charge to residents and are designed for easy use on minor repairs such as caulking, insulation and waterproofing. All residents receiving these kits will undergo the same application process proving their qualification as Low-to Moderate-Income. Weatherization retrofits are of key importance among the many home improvement services offered by Green Streets. These improvements help properly seal and insulate homes, which helps lower energy bills for residents,especially in the summer and winter months when weather is at its most extreme and use of heating and/or air conditioning is at a premium. Weatherization includes the use of caulking and weather stripping to prevent moisture damage to property, which would otherwise lead to mold and/or rot. The ability to live in a healthy, safe environment is something that every resident should have, regardless of socio- economic status. Nevertheless, socioeconomic issues are what result in LMI neighborhoods becoming dilapidated and rundown, with individual homes often becoming infested with vermin or insects. In response, Green Streets provides key improvements like exterior rodent and vermin protection that prevents entry for pests into the home. As these pests can spread disease, create unpleasant living conditions, and further contribute to decline of property values, it is important for the homeowner's most basic standards of living to ensure they are kept out. Green Streets can also install battery-operated smoke alarms for the safety of residents, as many don't even have the most minor defenses to alert them in case of a fire. Particularly relevant for the safety of children, the project also replaces and installs electrical outlet covers and gaskets that may be exposed, as toddlers can be susceptible to electrocution if outlets are left unprotected. Appendix"A"—Narrative 2014-03-11 Agenda Packet Page 4g p�ge 1 of 2 (Revised 121412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Security is also a crucial issue, especially in LMI communities. These neighborhoods often have higher crime rates than those with higher incomes, and homeowners may need assistance in keeping their families and property safe and free from intruders. Green Streets offers repairs, replacement, and installation of security doors and security screens, as well as window replacement to keep residents secure in their homes. In many cases, LMI homeowners are forced to neglect home repairs for so long that even the most minor fixes can make a large difference. Following water heater blanket replacement or installation, residents see more efficient hot water results, while electricity bills go down. Likewise, with simple installation of low-flow shower heads, less water is wasted and more money stays in the homeowners' pockets. Green Streets can also install water-efficient, drought-tolerant landscaping for some homeowners, as residential lawn care is often the first area of Dome upkeep to be neglected when finances are at a minimum. Exterior and interior painting is also offered by the project. Both of these not only beautify the residences and enhance curb appeal, but contribute to the overall livability and revitalization of the neighborhood, which is the broader goal of Green Streets. In addition to accomplishing residential rehabilitation on 10 homes, the project will distribute 20 "DIY" weatherization/conservation kits to qualifying LMI homeowners, enabling them to make minor home improvements on their own. Each kit may include such items as compact fluorescent light bulbs, faucet aerators, low-flow showerheads, energy-efficient nighttime lights, caulk, toilet kits (consisting of a wax ring and leak testing material), refrigerator bulbs and, most importantly, educational material euplaining to residents how to accomplish these improvements. By putting these basic improvements in the hands of the homeowners themselves, Green Streets also gives them the opportunity to teach friends and neighbors how to improve their own houses.This creates a very affordable solution to promote decent housing, which ultimately results in the uplift of entire LMI communities. When it comes to uplifting entire communities, little else compares to the impact of affecting a community's young people. Through Green Streets, a total of eight LMI youth Corpsmembers will gain real-world job experience and hands- on home improvement skills that they will take with them into the mainstream workforce.The paycheck they earn will go back into their LMI communities; the skills they acquire will help them attain future employment, benefitting them and their families well into the future. Most importantly, the Green Streets project supports these 18- to 25-year-old young adults in attaining a high school diploma, something most thought they would never get a second chance to earn. The costs related to educational services for this program are offered as a match and are not requested from CDBG. Through earning their diploma, and bettering their chances at future employment, they gain the confidence, life skills, and momentum needed to transition into self-reliant, productive members of the Chula!Vista community. Appendix"A"_pp arrative 2014-03-11 Agenda Packet Page 49!age Of (Revised 121412013) APPENDIX C-1: LIST OF ALL FUNDING SOURCES FOR THE PROJECT CITY OF CHULA VISTA COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL YEAR 2014-2015 APPLICATION This table serves to provide the listing of all funds to be made available for the project. There are 3 steps to the completion of this table: Step (1): Enter the FY 2014-2015 CDBG application funding request amount for this application; Step(2): Complete the following table with the amounts of other funding sources that have been secured or funding sources that are unsecured for the implementation of the project; and Step(3): Attach any supporting documentation that verifies the secured funding sources and amounts for the project. NOTE:Amounts Unsecured should be funding sources that the Agency is reasonably sure will be available for the project. However supporting documentation is not yet available. AMOUNT AMOUNT % OF SECURED UNSECURED 'TOTAL FY 2014-2015 CDBG Application Request from City of Chula Vista (Step 1) $76,138 89.98% List Other Sources Below: (Ste 2) HOME 0.00% ESG 0.00% HOPWA 0.00% CDBG-R 0.00% NSP 0.00% HPRP 0.00% Other Federal Stimulus Funds 0.00% Other Federal Funds 0.00% San Diego Housing Commission 0.00% State Funds 0.00% County Funds 0.00% Local Funds 0.00% Private Funds 0.00% Agency Funds $8,482 10.02% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% TOTAL $8,482 $76,138 100/® TOTAL PROJECT BUDGET $84,620 2014-03-11 Agenda Packet Page 492 URBAN (ORPS January 29, 2014 Angelica Davis Housing Project Coordinator City of Chula Vista SAN DIEGO COUNTY 276 Fourth Avenue Chula Vista, CA 99910 BOARD of DIRECTORS Dear Nis. Davis: WIL WILLIAMS,President Past Vice President The Urban Corps Charter School (UCCS) is pleased to submit this letter of Corporate Communications,Titan Corporation commitment in reference to Urban Corps of San Diego County's proposal to the CHRISTINE Director MOORE,s,AT&e Catitoenl City of Chula Vista CDBG Program for its Green Streets program Which will help Director of External Affairs,AT&T Ca[ifomia � tNGRID NlELSEN,21d Vice President 30 low- to moderate-income Chula Vista households maintain safe, secure, healthy Commercial Property Manager housing while employing eight disadvantaged young adults ages 18 to 25. Nielsen Properties DANIEL MORALES,Secretary UCCS will provide classroom education to the eight youth participants while they Community Services Liaison San Diego Housing Commission are enrolled in the Green Streets program. This education will be financed by non- TRACEY WILLIAMS,Treasurer federal Average Daily Attendance (ADA) funds. A match of$8,482 will be provided SeSoer paEnegy to Urban Corps for facilities use to support the educational component of the RICHARD BARRERA Green Streets program. Board Member Ex-officio Secretary-Treasurer and CEO of the Following the G Streets ram UCCS its to these urs San Diego-Imperial Counties Labor Council g Green ree program,, comm o enrolling y g BOB BENSON people on a full-time basis while they are simultaneously engaged in Urban Corps' .: president work programs, helping them to earn their high school diplomas. We offer our full Nattonalltniversity tnternationat support of Urban Corps' mission to positively affect out-of-school youth and their LEON BROOKS communities. We have eve confidence that the Green Streets program goals of Principal � p g g Leon Brooks and Associates providing workforce training and education to out-of-school youth will benefit each DIANE CHALMERS individual's future job prospects and/or post-secondary education goals. Board Member,ARCS Foundation,Inc. RICHARD J.FREEMAN Should y ou have an y questions about this partnership r our commitment, please Past President&COO p San Diego Padres,Petco Park do not hesitate to contact me. GINO V.MAZZANTI Board Member Ex-Offlclo Sincerely, , GAIL WEED Personal Banking Officer , Torrey Pines bank \, Robert Chavez Dan Thomas Chief Executive Officer Dean of Education Urban Corps Charter School d "Learning,Earning,&Conserving" 3127 Jefferson Street,San Diego,CA 92110:Mailing Address:P.O.Box 80156,San Diego,CA 92138-0156 Telephone(619)235-6884:Fax(619)235-5425:Toll Free(855)SD-CORPS:www,urbancorpssd-org 2014-03-11 Agenda Packet Page 493 APPENDIX C-2a T14REE-MONTH CASH RULE TEST CITY OF CHULA VISTA. COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FISCAL,YEAR 2014-2015 APPLICATION THREE-MONTH CASH RULE TEST The three (3)-month rule is used as a guideline to determine whether an Agency is solvent and has enough available cash to take a CDBG project from beginning to end during the 12-month allowed to complete the project. CDBG projects should not harm the day-to-day operations of the Agency, so enough funds must be available for both purposes. Provide the information requested below to demonstrate that the agency has enough cash on hand to operate the proposed project on a reimbursement basis. Balance Sheet-Audited Financial Statements. FY 2013 CY Page# 1 Document must be attached to Application Enter Agency Cash Balance (Cash cannot include Investments or Receivables) 542,935 A. Multiply Agency Cash Balance by 4=Cash available for project(s) 2,171,740 List the amount of FY 2014-2015 CDBG funding applied for this application. 76,138 List the amount of FY 2014-2015 CDBG funding applied for any other application. 558,675 List the amount of FY 2014-2015 CDBG funding applied for any other application. 73,174 B. Sum all the amounts for FY 2014-2015 CDBG funding request(s) 707,987 Compare Agency Cash Balance Available (Item A)with Total FY 2014-2015 CDBG Funding Request atem B): Item A 1 2,171,7401 Item B 1 707,987 1 Differencel 1,463,753 Analyze Results 1- If difference is a positive amount or equals $0,the Agency is eligible to apply. 2-If difference is a negative amount,the Agency has the options below: The Agency can adjust any of the FY 2014-2015 CDBG requested amount(s)to result in a positive or$0 balance, as long as: A)EACH PROJECT MEETS THE MINIMUM REQUIRED AMOUNT FOR EACH OF THE APPLICATIONS, AND B) CASH AVAILABLE FOR PROJECTS IS NOW GREATER THAN OR EQUAL TO THE TOTAL FY 2014 CDBG FUNDING REQUEST. 2014-03-11 Agenda Packet Page 494 APPENDIX C-So MINOR RESIDENTIAL REHABILITATION(MRR) SCHEDULE l-BUDGET EXHIBIT AGENCY Urban Corps of San Diego County PROJECT Green Streets CDBG Percentage SALARIES & WAGES -PROJECT MGMT (Schedule 2) 4,473 FRINGE BENEFITS-PROJECT MGMT (Schedule 3) 1,383 [Project mgmt PE&NPE are limited to 15%of Total CDBG Project Budget] SALARIES &WAGES-CONST/RENOV (Schedule 4) 23,320 FRINGE BENEFITS-CONST RENOV (Schedule S) 6,932 TOTAL PERSONNEL 36,108 PROJECT MANAGEMENT SERVICES (Schedule 6) 0 7.69% [Project mgmt PE&NPE are limited to 15%of Total CDBG Project Budget] LEAD-,BASED PAINT ASSESSMENT/ABATEMENT (Schedule 6) 0 CONSTRUCTION/RENOVATION (Schedule 6) 40,030 CONSULTANTIPROFESSIONAL SERVICES (Schedule 6) 0 OTHER EXPENSES (SPECIFY): (Schedule 6) (Schedule 6) (Schedule 6) (Schedule 6) TOTAL NONPERSONNEL 40,030 TOTAL CDBG PROJECT BUDGET 76,138 Paged of 2014-03-11 Agenda Packet Page 495 APPENDIX C-S: MINOR.RESIDENTIAL,REHABILITATION(MRR) SCHEDULE 2-PERSONNEL GLOSS PAY, PROJECT MANAGEMENT [Project MGMT Expenses are Limited to 15% of CDBG Project Budget] The purpose of this form is to list the positions being clammed against the CDBG funding request amount FOR PROJECT MANAGEMENT PURPOSES. The positions listed below must be providing direct project/client services. Positions providing non-direct services must be included in the indirect costs/administrative overhead(IC/AO) line item. The Total CDBG Salary& Wages must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY Urban Corps of San Diego County PROJECT Green Streets (1) (2) (3) (4} PERCENT TOTAL POSITION TITLE GROSS PAY CHARGED SALARY&WAGES GreenBuild Manager 3,360 100.0% 3,360 GreenBuild Coordinator 1,113 100.0% 1,113 TOTAL CDBG SALARY&WAGES 4,473 1. List all positions charged against CDBG funding providing direct CDBG prroject/client activity. 2. List gross pay for each position listed. 3. List percent of gross pay to be charged against CDBG funding. Pay Schedule(Check One) Monthly X Biweekly Twice a Month Page 2 of 7 2014-03-11 Agenda Packet Page 496 APPENDIX C-5: MINOR RESIDENTIAL REHABALITAI'ION(MRR) SCHEDULE 3-PERSONNEL GROSS PAY. ]FRINGE BENEFITS [Project.li GMT'Expenses are Limited to 15% of'CDBG Project Bridget] The purpose of this form is to list the fringe benefits being claimed against the CDBG funding funding request FOR PROTECT MANAGEMENT PURPOSES. The Total Fringe must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY Urban Corps of San Diego County PROJECT Green Streets (l (2) 3 (4) (5) (6) AMT OF PERCENT POSITION TITLE FRINGE TITLE INSURANCE GROSS PAY CHARGED AMOUNT GreenBuild Manager Payroll Taxes 437 100.0% 437 GreenBuild Manager WIC Insurance 672 100.0% 672 GreenBuild Coordinator Payroll Taxes 107 100.0% 107 GreenBuild Coordinator WIC Insurance 167 100.0% 167 TOTAL CDBG FRINGE BENEFIT 1,383 1. List all POSITIONS charged against CDBG funding providing direct CDBG project/client activity. 2. List Fringe Benefit title FOR EACH POSITION charged to CDBG funds. 3. List the amount of insurance for each position charged against CDBG funds. 4.Use gross pay for project/total all wages of agency. Then muliply by required.percent for each fringe. 5. List percent of gross pay to be multiplied for insurance. Pay Schedule(Check One) Monthly X Biweekly Twice a Month Page 3 of 7 2014-03-11 Agenda Packet Page 497 APPENDIX C-5o MINOR RESIDENTIAL REHABILITATION ) 9. Ek"00 TIAI a.Qyl'°1 X71 VkUUAJY91V 1vRt-&la'f"]4A.f!.r1vA&'19l1 The purpose of this form is to list the positions being claimed against the CDBG funding request amount FOR CONSTRUCTION PURPOSES. The positions listed below must be providing direct project/client services. Positions providing non-direct services must be included in the indirect costs/administrative overhead(IC/AO)line item. The Total CDBG Salary& Wages must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY Urban Corps of San Diego County PROJECT Green Streets (1) (2) 3) (4) PERCENT TOTAL POSITION TITLE GROSS PAY CHARGED SALARY&WAGES 4 Corpsmembers 15,264 100.0% 15,264 Supervisor 8,056 100.0% 8,056 TOTAL CDBG SALARY& WAGES 23,320 1. List all positions charged against CDBG funding providing direct CDBG project/client activity. 2. List gross pay for each position listed. 3. List percent of gross pay to be charged against CDBG funding. Pay Schedule(,Check Ones Monthly X Biweekly Twice a Month Page 4 of 7 2014-03-11 Agenda Packet Page 498 APPENDIX C-5: MINOR RESIDENTIAL REHABILITATION(I R) SCHEDULE 5-FRINGE BENEFITS: CONSTRUCTION MANAGEMENT The purpose of this form is to list the fringe benefits being claimed against the CDBG funding request amount FOR CONSTRUCTION PURPOSES. The Total Fringe must match the Budget Exhibit form. Round off totals to whole dollars. AGENCY Urban Corps of San.Diego County PROJECT Green Streets (1) (2) (3) (4) (5) (6) AMT OF PERCENT POSITION TITLE FRINGE TITLE INSURANCE GROSS PAY CHARGED AMOUNT 4 Corpsmembers Payroll Taxes 1,221 100.0% 1,221 4 Corpsmembers WIC Insurance 3,053 100.0% 3,053 Supervisor Payroll Taxes 1,047 100.0% 1,047 Supervisor WIC Insurance 1,611 100.0% 1,611 TOTAL CDBG FRINGE BENEFIT 6,932 1. List all POSITIONS charged against CDBG funding providing direct CDBG project/client activity. 2. List Fringe Benefit title FOR EACH POSITION charged to CDBG funds. 3. List the amount of insurance for each position charged against CDBG funds. 4. Use gross pay for project/total all wages of agency. Then muliply by required percent for each fringe. 5. List percent of gross pay to be multiplied for insurance. Pay Schedule(Check One) Monthly X Biweekly Twice a Month Page 5 of 7 2014-03-11 Agenda Packet Page 499 APPENDIX C-5: MINOR RESIDENTIAL REHABILITATION(MRR) SCHEDULE 6••FY 2014 BUDGET JUSTIFICATION* i AGENCY: Urban Corps of San Diego County PROJECT: Green Streets LINE ITEM Minor Residential Rehabilitation Materials AMOUNT Detailed Explanation: _Minor Residential Rehabilitation for 1.0 homes @ $3,000 per home consisting 30,000 of low-flow toilets, water heaters, sinks,faucets w/aerators, low-flow showerheads,tile,paint, caulking, security doors, screens, smoke alarms, etc. Cost per home varies based on prescribed work to be completed; estimated cost per home is $3,000 x 10 homes=$30,000 TOTAL $ 30,000 LINE ITEM DIY Kits AMOUNT Detailed Explanation: DIY(Do-It-Yourself)kits will be distributed to 20 LMI homes. 3,000 Fits will include supplies for minor weatherization and home repairs such as caulking, insulation,waterproofing, and water and energy efficiency upgrades. Instructions for use will be included. 20 kits x$150/kit=$3,000 TOTAL $ 3,000 LINE ITEM Fuel Costs AMOUNT Detailed Explanation: Fuel Costs: 5 days of rehab per home @ 10 homes = 50 days 3,480 5 days of assessments; 3 days of DIY Kit distribution Total of 58 days Mileage $60/day x 58 days = $3,480 TOTAL $ 3,480 *All line items must be justified in relation.to CDBG-funded activities to be completed. Add pages as needed.. Page 6 of 7 2014-03-11 Agenda Packet Page 500 APPENDIX C-5e MINOR RESIDENTIAL REHABILITATION(MRR) SCHEDULE 6- F Y 2014 BUDGET JUSTIFICATION* AGENCY: Urban Corps of San Diego County PR®JEC I o Green Streets LINE ITEM Dumpster Rental AMOUNT Detailed Explanation: Rental of 5 dumpsters for waste disposal @$350/duanpster= $1,750 1,750 TOTAL $ 1,750 LINE ITEM Safety Equipment and Uniforms AMOUNT Detailed Explanation: Purchase of safety equipment(goggles, steel-toed boots, reflective vests, 1,500 earplugs,hard hats, etc.) and uniforms for 4 Corpsmembers and I Supervisor @$300/person= $1,500 TOTAL $ 1,500 LINE ITEM Outreach Materials AMOUNT Detailed Explanation: Printing costs and advertising for informing homeowners about services 300 available, income qualification information, applications, etc. @ $300 TO'1AL $ 300 *All line items must be justified in relation to CDBG-funded activities to be completed. Add pages as needed. Page 7 of 7 2014-03-11 Agenda Packet Page 501 CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix Do Implementation (Max Length: I Page; Max core: 5 Pints) Provide a listing below`of the specific tasks or activities needed to implement the proposed project and a timeline far the rcompletian. Number each task ar activr'ty,describe it andg ve the'projected date of completion.Add:additional rows as needed:... # TdAl.�CtlWO 1�eSC�iptdon �' rnpdetrv�a, Date !1 I lRecruitment I Canvass LMI neighborhoods throughout the City of 9/2014 Chula Vista to locate qualifying homeowners. i 2 Assessment/Approval ssess needs of homes,compiling documentation of 11/2014 work to be completed at each home.Meet with homeowners to acquire signatures of approval for scopes of work.Obtain approval of scopes of work from CDBG staff. 3 ! Minor Home Rehab Provide interior and exterior home improvements, 15/2015 basic weatherization,minor rehabilitation,and minor home security enhancements to 10 homes according to approved scopes of work. ?4 1 (Distribution of DIY kits Iffistribute 20 do-it-yourself weatherization and 5/2015 home repair kits to qualifying I,MI residents.Acquire signatures of receipt. 5 I inal documentation and closeout IDocument and review completed work with ;6/2015 homeowner.Acquire signatures of completion, Submit final documentation and reports to CDBG staff. 1 � . It i Appendix"D"—Implementation 2014-03-11 Agenda Packet P ge.5epge 1i of A fivfsed 121412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix Ed Roster of Board Members & Professions Provide a roster of the members ofydur agency's Board of Directors and their professions by lling out the"table below. Member of Target Resides in Nate/igoarrd Pasta�ra d'rofessro r!/Afic�eian Target PopEdatto Area Ralph Williams, President , Titan Corporation 11EJ. 1❑ Christine Moore, 1st V.P. ;AT&T California I El ,❑I, Ingrid Nielsen, 2nd V.P. _Nielsen Properties ❑, ❑ Tracey Williams,Treasurer jSempra Energy ❑ ❑I Daniel Morales,Secretary San Diego (lousing Commission ❑ i❑ :Leon Brooks ILeon Brooks&Associates ;Bob Benson ?National University International ❑ '❑ ;Diane Chalmers IRetired,Non Profit Executive ] ❑ ;Dick Freeman San Diego Padres ;Gait Weed Torrey Pines Bank ❑I :❑! ;Gino Mazzanti, Esq. (Ex-Officio) Attorney-at-Law ❑', [] Richard Barrera (Ex-Officio) j 1,San Diego-Imperial Counties Labor Council ❑� ❑' I❑ 1 I ❑ ❑ ❑: ❑ Appendix"E"—Roster of Board Members and professions 2014-03-11 Agenda Packet Page 50?$e 2 of A (Revised 121412013) CITY OF CHULA VISTA FY 2014-2015 CDBG FUNDING APPLICATION Appendix F.- Disclosure Statement Pursuant to City Council Policy 101-01, prior to any action on a matter that requires discretionary action by the City Council, Planning Commission or other official legislative body of the City, a statement of disclosure of certain ownerships, financial interests, payments,and campaign contributions must be filed.The following information must be disclosed: 1. List the names of all persons having a financial interest in the project that is the subject of the application, project or contract (e.g., owner,applicant,contractor,subcontractor, material supplier). Urban Corps of San Diego County 2. if any person* identified in section 1 above is a corporation or partnership,list the names of all individuals with an investment of$2000 or more in the business(corporation/partnership)entity. IN/A 3. If any person* identified in section 1 above is a non-profit organization or trust, list the names of any person who is the director of the non-profit organization or the names of the trustee,beneficiary and trustor of the trust. ;Robert Chavez 4. Please identify every person, including any agents, employees, consultants, or independent contractors, whom you have authorized to represent you before the City in this matter. Robert Chavez,Anne Bernstein,Yolanda Maeder S. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, had any financial dealings with an official**of the City of Chula Vista as it relates to this contract, project or application within the past 12 months?Yes❑lNoM if yes, briefly describe the nature of the financial interest the official may have in this contract. N/A 6. Has any person* anyone identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, made a campaign contribution of more than $250 within the past twelve(12) months to a current member of the Chula Vista City Council?Nolo Yes,O If yes,which Council member(s)? 7. Has any person* identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, provided more than $420 (or an item of equivalent value) to an official** of the City of Chula Vista in the past twelve(12) months? (This includes any payment that confers a personal benefit on the recipient, a rebate or discount in the price of anything of value, money to retire a legal debt,gift, loan, etc.)Yes[]�No® If Yes, list official and what was the nature of item provided? =NIA 8. Has any person` identified in 1, 2, 3, or 4, above, or otherwise associated with this contract, project or application, been a source of income of$500 or more to an official**of the City of Chula Vista in the past twelve(12)months?YeCl Na® If Yes, identify the official and the nature of the income provided? N/A :January 28, 2014 } .. :Anne Bernstein,C00!; Signature * Person is defined as:any individual,firm,co-partnership,joint venture,association,social club,fraternal organization,corporation, estate,trust, receiver,syndicate,any other county,city, municipality,district,or other political subdivision,or any other group or combination acting as a unit. ** Official includes,but is not limited to: Mayor,Council member, Planning Commissioner, Member of a board,commission,or committee ## of the City,and City employees or staff members. I Appendix"F"—D6sclosure Statement Page I of 1 2014-03-11 Agenda Packet ffagBMEN121412013) CITY OF CHULA VISTA FY 2014-2015 FUNDING APPLICATION Appendix o Wentificati®n of Prior Year CDBG and/®r Federal Funds G:1:: Agency name: ;Urban Corps of San Diego County G .2... name' iWeatherization, Energy Efficiency, and Rehab (WEER) Program G.3. Year of funding: ® Fiscal Year 2031 ❑ Fiscal Year 2012 ❑ Fiscal Year 2013 G.4.` lndicate thesource`of the federal funding awarded to the prior project: ® CDBG 1 ❑I HOPWA ❑ ESG , HOME CDBG-R ❑= HPRP NSP ❑ other(Indicate b0m): G.S.` Amount awarded: ;$185,651 G.6. Amountspent to date: : $185,651 6.7.;: Amount reprogrammed to date:::::`I $0 G.B. lndicate below the outcomes anticipated(refer:to the original applicptron for the project,rf possible): Send out Corpsmember Recruitment Teams to target districts and census tracts to disseminate program information and recruit residence owners. Meet with residence owners to go over agreement for services and (1J acquire signature. Complete assessments on all participant residences and have written documentation of the scope of work to be completed at each specific site. Meet with residence owner to go over assessment and scope of work to be (2J`; completed and acquire approval signature. Complete scope of work. Document work completed and review completed work with home/property owner, (3)! going over final checklist and acquiring signature of completion. G.9.:. Indicate below.the.outcomes achieved: Sent out Corpsmember Recruitment Teams to target districts and census tracts to disseminate program information and recruit residence owners. Met with residence owners to go over agreement for services and (I);' acquire signature. ;Completed assessments on all participant residences and have written documentation of the scope of work to be completed at each specific site. Met with residence owner to go over assessment and scope of work to be (2)_ completed and acquire approval signature. i ',Completed scope of work. Documented work completed and reviewed completed work with home/property (3J; owner,going over final checklist and acquiring signature of completion. 0.10i ff any ant rctpated outcomes were;NQT achieved,specify which ones and explain why bela.w. N/A I G.1. Agency narne I iUrban Corps of San Diego County i5.2. Project name:.. : Green Streets G.3: Year of funding:. ;Elj I Fiscal Year 2011 ® Fiscal Year 2012 ❑ Fiscal Year 2013 G.4. Indicate the source of the federal funding awarded to the prior project: ® CDBG ❑ HOPWA ❑ ESG ❑ HOME CDBG-R ❑ FIPRP ❑ NSP ❑ Other ffndicatebelow): 2014 03 11 Agenda-Pasket Page 505 Daao I of r, —Ic tmnlAmArnf fn Annnnrliv F CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION G:S Amount awarded:`;; $115,037 G.6.:`:Amount spent to date: ;$110,455 03 Amount reprogrammed to date: x$4,582 i G `. Indicate below the,':outcomes anticipated(refer to the origina!appleatiori for the'praject rf possible): ;Recruit property owners in target districts and census tracts; Meet with home/property owners to go over (I) agreement for services and acquire signature. Omplete assessments on all participant sites and have written documentation of work to be completed at a specific site. Meet with home/property owner to go over assessment and scope of work to be completed and (2J,' acquire approval signature. ;Complete scope of work. Document work completed and review completed work with property owner, going over 43) . checklist and acquiring signature of completion. f G.96—Indicate below the`outcorms achieved: ;Recruited property owners in target districts census tracts. Met with home/property owners to go over agreement (1) for services and acquire signature. ' ;Distributed 40 Do-It-Yourself Weatherization Kits to owner-occupied LM residences within target Districts and (2).; eligible census tracts ;Completed scope of work. Documented and reviewed completed work with property owner, going over final (3) checklist and acquiring signature of completion. I .G.10,1f any anticipated outcomes were NOT achieved,specify which ones:and eplaln why below �N/A 9014_03_21nganda Racket Page 506 — U-..z...°9 .,�� _C �nnlovvion4 trn ll rincan rliv G CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Projecto I Page) G.L. Agency name: 'Urban Corps of San Diego County G.2; Project narr►e Weatherization, Energy Efficiency,and Rehab (WEER) Program G.3i Year. funding: ❑j Fiscal Year 2011 of ® Fiscal Year 2012 €I Fiscal Year 2013 G.4 lndlcate the:source of the.federal funding awar.ded to:the prlar project k ® CDBG HOPWA ❑ ESG ❑, HOME [] CDBG-R ❑' HPRP ❑ RISP I JE]; Ot her(Indicate belm): E [ G.S.. amount awarded: ! $114,953 `G.6. Amaun.t spentta date. i:` $109,268 G.7. Amount reprogrammed to date. !$5,685 G.8. Indicate below the:outcomes anticipated(refer to the;:arlginal appli'c00 r►for the project;if possible} Complete minor repairs and weatherization on 60 residences. j Distribute 40 Do-It-Yourself Weatherization Kits to owner-occupied LMI residences within target districts and (2) eligible census tracts. G.9.' Indicate below the outcomes.acl achieved'.. ;Completed minor repairs and weatherization on 60 residences. Distributed 40 Do-it-Yourself Weatherization Kits to owner-occupied LMI residences within target districts and .(2).g eligible census tracts. I!, G.10 !f any anticipated outcomes were.NOT achieved,specify which ones and explain why below., N/A I 2014 03-11 Agenda Packet Rage4^7 P ao 2 nF r—Go onrnlnmPnf to AnnPridiv F CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION (Max Length per Project: 1 Page) G.I. ,Agency name: 'Urban Corps of San Diego County 1 G.2 Project name ;Campus Safety and Security Enhancement G.3. Year;of furding ❑ Fiscal Year 2031 ❑ Fiscal Year 2012 ® Fiscal Year 2013 GA:. lndicate the source of the federal funding awarded to the prior project: ® CDBG ❑ HOPWA ❑ ESG ❑' HOME ❑ CDBG-R ❑ HP tP ❑ NSP ❑1 Other(indicate below): 1 G.S amdiunt awarded: ;$352,901 G.6. Amount spentto date $352,901 G.7 ' Amount reprogrammed to date: `$0 G.S Indicate below the outcomes anticipated(refer to the original appI ion for the project; if possible}: 'Create a safe and secure enclosed campus and obstruction-free parking lot to enhance safety. G.9 Indicate below the outcomes.achieved::'. 'Created a safe and secure campus by installing fencing, security cameras, and exterior lighting;completed parking (1J' lot improvements. i (3) € G.10.. !f any anticipated outcomes were NOT achieved,specify which ones and explain why below. jN/A 201 5-11 Agenda Packet Page 509 PacyP A of r,—CtinnlrAmPnt fn Annpndix IF CITY OF CHULA VISTA FY 2013-2014 CDBG FUNDING APPLICATION Length per Project: I Page) G1: Ageraey name: G.2: Project name Year'Of funding: ❑ Fisca!Year 2011 I❑ Fiscal Year 2012 ❑ Fiscal Year 2013 G.4.;! indicate the source..of the federal:funding awarded to'the prior project ❑ CDBG ❑I HOPWA ❑ ESG HOME ❑ CDBG-R HPRP ❑ LISP ❑'; Other(tndicatebelow): v � G.S..' Amaunt auvarded::'. ;` j G 6 Amaunt spent to date. G.7.:. Amount reprogrammed to date: G.S.': Indicate below the'outcorrmes anticipated(refer to the onglnal application for.the project;:if poss ble): 2) t3) 1 ' ' I G.9.? indicate below the outcomes achieved: (0) anyanticipated outcomes were;N�T achieved,specify which ones:and explain why below [Type response herG.] I Pa0p of 1;—SEannh-mpnt to Annondix F Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: South Bay Community Services Program/Project: Landis Studios Project Description: The project consists of the rehabilitation and creation of 7 affordable housing units in the existing structure located at 192-196 Landis Avenue. The units will be used for housing opportunities for the homeless. Type of Program/Project: Capital Improvement (§570.202) Conditions of Funding • Secure other funding sources to fund the project • Complete architectural plans • Obtain necessary building permits ===0 • Finalize proforma M M Funding Recommendation Conditionally approving financial assistance in the form of a residual receipts loan in an amount not to exceed $450,000. Target Population: 14B - Multi-Unit Proposed Units 7 Residential Rehabilitation CFR§ 570.208(a)(3) Low Moderate Income Housing Estimated Development $1,271,905 Budget 2014-03-11 Agenda Packet Page 510 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: City of Chula Vista Housing Division Program/Project: Production of Affordable Housing Projects/Programs Project Description: Funds will be used for affordable housing development, housing site improvements and other activities to stimulate housing for lower income persons in the City. The accomplishments will fulfull the City's SM Five-Year Affordable Housing goas. Once a firm affordable housing project is identified, staff will return to City Council for review and approval of the specific project. Type of Program/Project: Low/Mod Housing [570.208(a)(3)] Target Population: Unknown at this time. Proposed Number N/A to Serve: CFR§ 570.208(a)(3) Low 6&=& Moderate Income Housing A" Program Total Budget: $139,093 C.V. Cost per Client: N/A Funding Request: Specific Use of Chula Vista Unknown at this time. FUNDING $139,093 Funding: RECOMENDED 2014-03-11 Agenda Packet Page 511 Application CI CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: City of Chula Vista Housing Division Program/Project: CDBG Grant Administration/Planning Project Description: Administration funds will be utilized for the staff costs associated with the management and administration of Chula Vista's CDBG program. This includes preparation of the required planning documents, regulatory compliance, contract oversight of the partnering agencies, environmental reviews and fiscal management. Type of Program/Project: General Program Administration (570.206) Target Population: 21A- General Program Proposed Number N/A Administration to Serve: N/A Jh MMW Program Total Budget: $349,338 C.V. Cost per Client: N/A Funding Request: $349,338 Prior Year Funding $273,997 ML--- 6. Ah WMM�� ii Specific Use of Chula Vista Personnel Costs and FUNDING $349,338 Funding: Program Administration RECOMENDED Expenses Staff Notes: 2014-03-11 Agenda Packet Page 512 Application . � 0 CITY OF CHULAVISTA HOUSING DIVISION ESG Application Summary Applicant: City of Chula Vista Housing Division Program/Project: Homeless Prevention and Rapid ReHousing Project Description: HPRP is a rental assistance program designed to help prevent and end homelessness by paying a portion a participants rent; up to a maximum of $1,000 per month and up to a maximum of $1,000 for the security deposit. The tenant's portion of the rent is flexible based on their current income. Qualifying apartments must be in the City of Chula Vista and under Fair Market Rent. Apartment size is determined by family size. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 05S - Rental Housing Proposed Number 5 Subsidies and/or to Serve: (subject to change 05T- Security Deposits depending on funding recommendation) CFR§ 570.208(a)(3) Low Moderate Income Housing Program Total Budget: $42,533 C. V. Cost per Client: $8,506 (Based on funding recommendation) Funding Request: $42,533 Prior Year Funding: $42,533 Specific Use of Chula Vista Direct Financial FUNDING $42,533 Funding: Assistance RECOMENDED Staff Notes: 2014-03-11 Agenda Packet Page 513 Application CITY OF CHULAVISTA HOUSING DIVISION ESG Application Summary Applicant: City of Chula Vista Housing Division Program/Project: ESG Grant Administration/Planning Project Description: Administration funds will be utilized for the staff costs associated with the management and administration of Chula Vista's ESG program. This includes preparation of the required planning documents, regulatory compliance, contract oversight of the partnering agencies, environmental reviews and fiscal management. Type of Program/Project: General Program Administration (570.206) Target Population: 21A- General Program Proposed Number N/A Administration to Serve: 6=mm& N/A AhMMEM& Program Total Budget: $8,985 C.V. Cost per Client: N/A Funding Request: $8,985 Prior Year Funding $8,985 Specific Use of Chula Vista Personnel Costs and FUNDING $8,985 Funding: Program Administration RECOMENDED Expenses Staff Notes: 2014-03-11 Agenda Packet Page 514 Application r r � CITY OF CHULAVISTA HOUSING DIVISION ESG Application Summary Applicant: South Bay Community Services Program/Project: ESG - Casa Nueva Vida Project Description: SBCS' Casa Nueva Vida I offers the only permanent short-term shelter/housing program for homeless families (which children) in the South Bay region, including victims of domestic violence. Staff utilize a comprehensive strengths-based assessment, after which together with clients, they develop an individualized treatment plan, to include any number of services include case management, counseling, employment assistance, childcare, etc. This helps each client work to re-establish a self-sufficient lifestyle free from homelessness. With he current economy there has been an increase in housing needs and over the past year, SBCS was forced to refuse 1,631 individuals in need of shelter because Casa Nueva Vida I was full. Without supportive housing programs like this, more individuals would be forced to live on the streets. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 03T- Operating Costs Proposed Number 140 Homeless to Serve: (subject to change depending on funding CFR§ 570.208(a)(2) Low recommendation) Moderate Income Limited Clientele Program Total Budget: $443,277 C. V. Cost per Client: $487 (Based on funding recommendation) Funding Request: $68,277 Prior Year Funding: $68,277 Specific Use of Chula Vista Personnel Costs FUNDING $68,277 Funding: ($33,807), Consultant RECOMENDED ($4,500), Program Expenses ($29,970) Staff Notes: 2014-03-11 Agenda Packet Page 515 DUE DATE: January 30, 2 014 21K Al R C ED BY CITY ON: BY (CITY STAFF NAME): ��src SOLUTIONS OW OF GRANT APPLICATION CHULA VISR INTRODUCTION: This application will help City staff and officials make a decision regarding the funding of your project through the Emergency Solutions Grant (ESG) program. It will be used for the preliminary review of your funding request only. Completion and submission of this application does not obligate the City of Chula Vista to allocate ESG funds to your activity. FINAL.ALLOCATION OF ESG FUNDS IS BY CITY COUNCIL ACTION ONLY. Please be advised that ESG Contracts allow for a one-year contract term and are subject to City Council approval. NOTE: Please keep your answers brief and contained within the space provided. In the event that additional information is needed, you will be contacted by ESG program staff. Unsolicited information will not be forwarded to the City Council. Section '1:;' General / ppllcatlon lnfiorrvtation Project Name: Casa Nueva Vida T Applicant Name South Bay Community Services Applicant Contact: Kathryn Lembo, President and CEO Applicant Address: 430 F Street, Chula Vista,CA 91910 Phone Number: (619)420-3620 Fax Number: (619)420-8722 E-Mail Address: ldcmbi c cshcs,c�r Federal Tax ID: 95-2693142 Business License No.: 068557 DUNS#: 113407779 Business licenses are available at no cost to non-profit agencies The location of the facility where this program is operated requires a Conditional Use Permit (CUP) ❑ if the facility is located in an area that requires a Conditional Use Permit(CUP),please attach a copy. Application will not be considered complete without including a copy. ESG Funds Requested: $68,277 For assistance with this application, please call (619)476-5375 2013-2014 ESG Application- Page 1 Due January 31, 2013 2014-03-11 Agenda Packet 1 Page 516 Type of Organization Other Organization Characteristics (please check one) (check all that apply) 501(c)(3) registered non-profit ® Faith-Based Organization ❑ Date of certificate: September 1972 Requestedfor HUD statistical purposes only. Response does not affect funding decision. Not currently registered as non-profit ❑ Institution of higher education ❑ Government Entity ❑ Have you previously received ESG funding Non-profit status applied for E] from the City of Chula Vista? For-Profit Organization ❑ Is the primary purpose of your proposed program any of the following? (Please check all that apply). Help prevent Homelessness ® Help those with HIV/AIDS ❑ Help the homeless Primarily help persons with disabilities ❑ For assistance with this application,please call (619)476-5375 2013--2014 ESC Application- Page 2 Due January 31,2013 2014-03-11 Agenda Packet 2 Page 517 Sefiion 2. Proposed Pr©sect Sumlrnary a • - s e s e s e • - s e s • a a a • o - e •^ e a o- -• .ea s s e a a .eo o s e SBCS' Casa Nueva Vida I offers the only permanent short-term shelter/housing program for homeless families (with children) in the South Bay region, including victims of domestic violence. Staff utilize a comprehensive strengths-based assessment, after which together with clients they develop an individualized treatment plan, to include any number of services including case management, counseling, employment assistance, childcare, etc. so each client can work to re-establish a self-sufficient lifestyle free from homelessness. With the current economy we have seen an increase in housing needs and over the past year, SBCS was forced to refuse 1,631 individuals in need of shelter because Casa Nueva Vida I was full. Without supportive housing programs like Casa Nueva Vida, more individuals would be forced to live on the streets. e + see - • • e • - - + ► e- a s - e a e- -a e e o o- e s m-a s -o ^a s e a - .as a •e o s e- e-+ a Casa Nueva Vida emergency shelter program includes the following services and activities: ® Emergency housing for homeless families; ® Strengths-based assessments and treatment plan development; • On-going case management and support for homeless families; ® Access to emergency food, clothing, and transportation support; Individual and group counseling; a Substance abuse prevention and intervention services; 0 Employment assistance and financial literacy classes and services; Connection to advocacy and community resources; ® Childcare while participating in services; and ® Specialized preschool and school readiness services for children 0-5 in SBCS' Mi Escuelita Preschool. + - a - s e e a o a a - a s s • e a s o • Casa Nueva Vida I responds to the needs of homeless families in the community. These needs are increasing due to the current economic climate and lack of affordable housing in the area: in FY 12-13 1,631 individuals were turned away from the shelter because we were full. Without programs like Casa Nueva Vida I these families would be forced to live on the streets. o - • - s a a • - MUM SBCS has successfully operated the Casa Nueva Vida I Shelter Program since 1993. The most frequent reasons cited by those seeking shelter include domestic violence, lack of affordable housing, exacerbation of other problems due to substance abuse, job loss, loss of home and lack of income and job skills. We address these issues with the families in our program, and in FY 12-13 had 80% of our clients graduate to safe, stable housing (compared to the 30%National Average). M51.• e s- a• -e o • The Casa Nueva Vida I Shelter Program focuses on homeless families in the South Bay with the majority within the City of Chula Vista. For assistance with this application, please call(619)476-5375 2013-2014 ESG Application- Page 3 Due January 31, 2013 2014-03-11 Agenda Packet 3 Page 518 Sec J n:3 '.Or on Experience and Information • - o s e + o - - + e • o SBCS has received CDBG funding from the City since 1999, and currently manages over 60 different Federal, State and local contracts, all of which are operating successfully without any findings or default. SBCS has an excellent track record of developing, implementing, and sustaining programming in response to community needs, and with continued ESG funding Casa Nueva Vida 1 will continue to touch the lives of the homeless within Chula Vista. o ' s - o o a ' • • � + s a - o + s SBCS has received CDBG funding from the City of Chula Vista since 1999, and leverages funding from a variety of sources, and utilizes volunteers for program support. The ESG funding is only 14% of the total cost of operating the shelter—other funds come from the federal government, State and private donations. e e o e • s s ' e a • - s • s o - o o + SBCS works closely with the Chula Vista Police Department, the District Attorney's Office, Child Welfare Services, the region's hospitals and clinics, family Resource Centers operated by the Community Collaboratives, school districts, Legal Aid of San Diego and other local organizations like the Regional Taskforce on the Homeless and the Homeless Advocacy Coalition in order to respond to the needs of homeless families. o ° a - a• a s will e • .e - o s+s -+ s o• ST,4FF MEMBER'S POSITION(TITLE EXPERIENCE i Kathryn Lembo President and CEO BA in Psychology/Sociology, CEO of SBCS for 32 years Pam Wright Clinical Director MSW,20+years experience with SBCS Don Hunter FWSS Department Director BS in Business Admin, Co-creator of DV Response Team Dina Chavez Associate Director BS in CJA,20+years experience with SBCS Amaris Sanchez Program Director BA in Women's Studies, 10+years experience wl SBCS BOP►RD I�II;EMBER'S NAME OCCUPATION YEARS ON:BOARD Anthony Perez Union Bank 3 David D.Rowlands,Jr. Retired 5 Ceanne Guerra Cox Communications 5 Fran Muncey The Galley at the Marina 8 Charles Moore Retired 20 John Nelson CVESD 6 Nancy Kerwin CVESD 5 Sue Belmonte San Diego Daily Transcript 16 Diane Rose ResCare Workforce Services 1 For assistance with this application,please call (619)476-5375 2013-2014 ESG Application- Page 4 Due January 31, 2013 2014-03-11 Agenda Packet 4 Page 519 Secon 4. :'Project Acttuity . . � � s 0 • .A' e s • o • s • Street Outreach ❑ Emergency Shelter HMiS ❑ Rapid Re-Housing ❑ Homeless Prevention ® • - a e - e s • e s • o a • • • o o a o e a e- e • .oe oo - •e e • a OBJECTIVE (check one) OUTCOME (check one) 11. Create a suitable living environment ® 1. Availability/Accessibility El 2. Provide decent affordable housing ❑ 2. Affordability ❑ 3. Create economic opportunity ❑ 3. Sustainability Objectives: Outcomes: 1. Creating suitable living environments relates to activities 1. Availability/Accessibility applies to activities that make that are designed to benefit communities,families,or services, infrastructure,public services,public facilities, individuals by addressing issues in their living environment housing,or shelter available or accessible to low-and (i.e.,crime prevention,literacy, child care,elderly services). moderate-income people, including persons with 2. Providing decent housing focuses on housing activities disabilities. whose purpose is to meet individual family or community 2. Affordability applies to activities that provide affordability housing needs. in a variety of ways to low-and moderate-income people. Affordability is an appropriate objective whenever an 3. Creating economic opportunities applies to activities activity is lowering the cost, improving the quality,or related to economic development commercial revitalization, or job creation. increasing the affordability of a product or service to benefit a low-income household. 3. Sustainability applies to activities that ore aimed at improving communities or neighborhoods, helping to make them viable by providing benefit to persons of low and moderate-income or by removing or eliminating slums or blighted areas. For assistance with this application, please call (619)476-5375 2013-2014 ESG Application- Page 5 Due January 31, 2013 2014-03-11 Agenda Packet Page 520 e • e s s e e a e s MR141 • 2012 2013 20112012 2U11/2012 203-2014 2413 2014 20122013 %Low Income Type of chants #of chants %Low Income #of cllents %L ow Income Served to Date (served to (Actual) (Actual) [Estimate} (N sttrr�ate Chula Vista 106 100% 47 100% 60 80% Non-residents 125 100% 130 98% 80 80% Total 231 ' 100%. 187 99% 140 80% D - e - s o 0 0 • e RM. . Mmikm" The overall program goal is to provide emergency housing with supportive services to low-income, homeless families so that each client can work toward self-sufficiency and transition to safe and stable housing. The program will be evaluated based on the successful completion of the following objectives: ® Provide emergency shelter for 140 persons/families while they work toward self-sufficiency; (CDBG funds pay for 14% of shelter services to persons/families, or 14% of the total 87 beds (12 beds)); ® Provide babysitting for homeless clients participating in groups, employment development and other program activities; ® Provide homeless families with food, clothing, and other items necessary for program success; and a Provide 100% of clients with access to case management and mental health/counseling services. For assistance with this application, please call(619)476-5375 2013-2014 ESG Application- Page 6 Due January 31, 2013 2014-03-11 Agenda Packet 6 Page 521 ?Sectron 5. 'Program,Financial Morena iQn, A Most.Recent �scal Current F scat Year Prapased.Sudget� Year %Change %Total . 2013/2014 July 1,2014 Ju.',ne 30;2015 2Q12/2013 PRIVATE'SUPPORT. Contributions $0.00 $0.00 $0.00 Grants $17,000 $30,000 $30,000 0% 6% Fundraising $71,225 $58,700 $109,000 85% 25% Other $0.00 $0.00 $0.00 Subtotal $ 88,225 $ 88,700 $ 139,000 57% 31% GOVERNMENT Federal $120,496 $121,400 $104,277 -14% 24% State $200,000 $200,000 $200,000 0% 45% Local $0.00 $0.00 $0.00 Subtotal $ 320,496 $ 321,400 $ 304,277 -5% 69% OTHER REVENUE. Membership Dues $0.00 $0.00 $0.00 Program Fees $0.00 $0.00 $0.00 Other $0.00 $0.00 $0.00 Subtotal $ 0.00 $ 0100 $ 0.00 TOTAL REVENUE $ 408,721 $410,100' $443,277 8% 100% Column A is the Audited,or most recently completed 12-month period. Column D represents the percent change from Column B to Column C((C-B)/B). Explain changes greater than 15%under comments. Column E represents the percent of total budgeted for Column C. A Most.,Recent Fiscal EX enSeS Current Fiscal Year Proposed Budget o p. Year. loEhange %Tatai 2012/2Q13 2013/24X4 hilly 1, lone 30,.2015 Personnel (salaries, $224,013 $2381574 $294,003 23% 66% benefits,taxes, etc.) Capital (equipment, supplies, services, $58,450 $51,509 $48,976 -5% 11% utilities etc. Other(insurance, audits, $126,258 $120,017 $100,298 -16% 23% etc.) TOTAL EXPENSES $. 408,721 $410,100: $443,277 8% 100% Surplus (or Deficit) of $ 0.00 $ 0.00 $ 0.00 Total Support& Revenue Other Expenses $0.00 $0.00 $0.00 Column A is the Audited,or most recently completed 12-month period. Column D represents the percent change from Column B to Column C((C-B)/B). Explain changes greater than 15%under comments. Column E represents the percent of total budgeted for Column C. For assistance with this application, please call(619)476-5375 2013-2014 ESG Application- Page 7 Due January 31, 2013 2014-03-11 Agenda Packet 7 Page 522 • s s • • - e a B s e • • '� B a - -B B B B B 0 B- Fundraising efforts were increased to cover government funding reductions and increased staff costs due to cost of living increases and staff raises/merit increases. • r r 1 r ♦ r ♦ e r r r •r •r ♦ r r r ♦ ♦ •r r• s r •s • • r r s • ♦ ♦ r r s - ♦ s ♦ r ♦ r e s ♦ s •e• � a s o D; FuRdmg Sou rce Arnourt Fundraising $109,000 Grants from Foundations $30,000 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 TOTAL $139000 For assistance with this application, please call (619)476-5375 2013-2014 ESG Application- Page 8 Due January 31, 2013 2014-03-11 Agenda Packet 8 Page 523 Section �. Prabec SpeCllfic Financial Informa. lon bequest for Fund•[ng e , - a + , s• s- -e -e o e-s s s o s Budget Line Item Proposed Chula Vista Other Sources Total Costs ESG Share Salaries $24,101 $200,150 $224,251 Fringe benefits (FICA,SUI, etc.) $9,706 $60,046 $69,752 Space Rental $0.00 $0.00 $ 0.00 Utilities $10,773 $7,853 $18,626 Insurance (general liability,directors and $3,596 $3,850 $7,446 officers,worker's comp.,automotive, etc.) Consultant Services: Sub-contract (RTFH) $4,500 $0.00 $4,500 Travel $0.00 $1,800 $1.,800 Supplies $0.00 $7,700 $7,700 Equipment $0.00 $0.00 $ 0.00 Client Services (describe under comments) $6,000 $10,350 $16,350 Other Expenses (describe under comments) $9,601 $83,251 $92,852 Total Expenses $68,277 $375,000 $443,277 Client Services include bus vouchers/tokens, motel vouchers, translator services, emergency food vouchers Other expenses include telephone, repairs and maintenance, food, administrative cost. e e ding Source Award Date Qate a aiI ble ' Amount Cal EMA TBD TBD $200,000 FEMA 7/1/14 $36,000 Fundraising _ 711114 $109,000 Grants froze Foundations 711114 $30,000 $0.00 $0.00 $0.00 $0.00 $0.00 Total Other Sources $ 375,000 For assistance with this application, please call(619)476-5375 2013-2014 ESG Application- Page 9 Due January 31, 2013 2014-03-11 Agenda Packet 9 Page 524 El,N, o a .o e- e a e se -s -s v s• o • .v a e- o -e .s ActivttySerrnces Essential Operations Operations Homeless ;SerrrKCes (exctudrng Staff) ' (Staff Costs) .. Pre entioriE Resident Manager $0.00 $0.00 $6,636 $6,636 Maintenance $0.00 $27,171 $0.00 $27,171 Insurance $0.00 $3,596 $0.00 $3,596 Utilities $0.00 $10,773 $0.00 $10,773 Telephone $0.00 $2,101 $0.00 $2,101 Repairs and Maintenance Supplies $0.00 $7,500 $0.00 $7,500 Food $0.00 $6,000 $0.00 $6,000 Sub-contract: RTFH $0.00 $4,500 $0.00 $4,500 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 TOTAL REQUEST $: 0.00 $61,641 $6,636 : $68,277 '=Seaton 7, Insurance Requ[rements .; 0 0 o sa e-e e e s s- a s e e • e • • e ^v a s o e s o e -o .se s -s ^e Name of Insurance Company Irffective Dates Limits of IDeducibles per of Policy Lability Occurrence General Liability Insurance Zenith Insurance Company 07/08/2013 $3,000,000 $1,000 Automobile Liability. Zenith Insurance Company 07/08/2013 $1,000,00 $$500 Worker's Compensation' Zenith Insurance Company 01/01/2014 $1,000,000 $0 For assistance with this application, please call(619)476-5375 2013-2014 ESG Application- Page 10 Due January 31, 2013 2014-03-11 Agenda Packet 10 Page 525 SectFO 8 CertlfiCatIolx5 a e e e e The undersigned certifies that: (a) The information contained in this document is complete and accurate; (b) The proposed program described in this application meets one of the Eligible Activities governing the use of Emergency Solution Grant (ESG) funds; (c) The applicant shall comply with all Federal and City policies and requirements affecting the ESG program; (d) If the project is a facility, the sponsor shall maintain and operate the facility for its approved use throughout its economic life. (e) Sufficient funds are available from non-ESG sources to complete the project as described, if ESG funds are allocated to the applicant; and (f) The applicant has review the Subrecipient Contract and is able to comply with the Contract if funds are awarded, including he insurance requirements. Srgnafure o Authod Applicant Representative Date Kathryn Lembo, President and CEO Print Name and Title of Authorized Applicant Representative Orion 9 Application siabmlttal PLEASE SUBMIT THIS APPLICATION AND ALL REQUIRED DOCUMENTS(SEE ATTACHED CHECKLIST)TO: City of Chula Vista, Redevelopment and Housing, 276 Fourth Avenue Building 300, Chula Vista, CA 91910,Attn: Jose Dorado, Project Coordinator You will be contacted, by the Project Coordinator regarding the receipt and status of your grant application. If you have any questions regarding your grant application, or the ESG program in general, please contact Jose Dorado, Project Coordinator at(619) 476-5375. Applications must be received by JANUARY 30, 2014,4:00 PIVI NO LATE OR FAXED APPLICATIONS WILL BE ACCEPTED Thank you for your interest Please submit applications to the following address no later than January 30, 2014 at 4:00 PM - City of Chula Vista, Redevelopment and Housing 276 Fourth Avenue Building 300 Chula Vista, CA 91910 Attn. Jose Dorado, Project Coordinator If you have any questions regarding the required documents to be submitted or need assistance with this application, please contact Jose Dorado, Project Coordinator, at (619) 476-5375 For assistance with this application, please call(619)476-5375 2013-2014 ESG Application-- Page 11 Due January 31, 2013 2014-03-11 Agenda Packet 11 Page 526 f .._ RECEIVED BY CITY N: DUE DATE: January 30, 2014 BY (CITY STAFF NAME): SOLUTIONS EMERGENCY CWOF GRANT APPLICATION CHU A VISTA INTRODUCTION: This application will help City staff and officials make a decision regarding the funding of your project through the Emergency Solutions Grant (ESG) program. It will be used for the preliminary review of your funding request only. Completion and submission of this application does not obligate the City of Chula Vista to allocate ESG funds to your activity. FINAL ALLOCATION OF ESG FUNDS IS BY CITY COUNCIL ACTHON ONLY. Please be advised that ESG Contracts allow far a one-year contract term and are subject to City Council approval. NOTE. Please keep your answers brief and contained within the space provided. In the event that additional information is needed, you will be contacted by ESG program staff. Unsolicited information will not be forwarded to the City Council. S� �vol1 1 Gel�eral,gpllcafil®rt Ih ®rrx>ial�n Project Name: Casa Nueva Vida I Applicant Dame South Bay Community Services Applicant Contact: Kathryn Lembo,President and CEO Applicant Address: 4301 Street, Chula Vista,CA 91910 Rhone Number: (619)420-3620 Fax Number: (619)420-8722 E-Mail Address: iclembo a,csbcs.org Federal Tax ID: 95-2693142 Business License No.: 068557 DUNS#: 113407779 Business licenses are available at no cost to non-profit agencies The location of the facility where this program is operated requires a Conditional Use Permit (CUP) ❑ if the facility is located in an area that requires a Conditional Use Permit(CUP),please attach a copy. Application-will not be considered complete without including a copy. ESG Funds Requested: $68,277 For assistance with this application, please call (619)476-5375 2013-2014 ESG Application- Pagel Due January 31, 2013 2014-03-11 Agenda Packet Page 527 Type of organization Other Organization Characteristics (please check one) (check all that apply) 501(c)(3) registered non-profit ® Faith-Based Organization ❑ Date of certificate: September 1972 Requested for HUD statistical purposes only. Response does not affect fundinq decision. Not currently registered as non-profit ❑ Institution of higher education ❑ Government Entity ❑ Have you previously received ESG funding Non-profit status applied for ❑ from the City of Chula Vista? For-Profit Organization ❑ Is the primary purpose of your proposed program any of the following? (Please check all that apply). Help prevent Homelessness ® Help those with HIV/AIDS ❑ Help the homeless Primarily help persons with disabilities ❑ For assistance with this application, please call(619)476-5375 2013-2014 ESG Application- Page 2 Due January 31, 2013 2014-03-11 Agenda Packet Page 528 Sutt on 2 'r P9 Pr® eft Summary sa• • a • • s 'S' Casa Nueva Vida I offers the only permanent short-term shelter/housing program for homeless families h children) in the South Bay region, including victims of domestic violence. Staff utilize a comprehensive strengths-based assessment, after which together with clients they develop an individualized treatment plan, to include any number of services including case management, counseling, employment assistance, childcare, etc. so each client can work to re-establish a self sufficient lifestyle free from homelessness. With the current economy we have seen an increase-in housing needs and over the past year, SBCS was forced to refuse 1,631 individuals in need of shelter because Casa Nueva Vida I was full. Without supportive housing programs like Casa Nueva Vida, more individuals would be forced to live on the streets. e - a a e • - ® • • s a o - • • • Casa Nueva Vida emergency shelter program includes the following services and activities: ® Emergency housing for homeless families; ® Strengths-based assessments and treatment plan development; a Ongoing case management and support for homeless families; s Access to emergency food, clothing, and transportation support; ® Individual and group counseling; ® Substance abuse prevention and intervention services; a Employment assistance and financial literacy classes and services; 0 Connection to advocacy and community resources; Childcare while participating in services; and ® Specialized preschool and school readiness services for children 0-5 in SBCS' Mi Escuelita Preschool. a - a ^ • • • g o a l s s s • e • • o 0 Casa Nueva Vida I responds to the needs of homeless families in the community. These needs are increasing due to the current economic climate and lack of affordable housing in the area: in FY 12-13 1,631 individuals were turned away from the shelter because we were full. Without programs like Casa Nueva Vida I these families would be forced to live on the streets. SBCS has successfully operated the Casa Nueva Vida I Shelter Program since 1993. The most frequent reasons cited by those seeking shelter include domestic violence, lack. of affordable housing, exacerbation of other problems due to substance abuse, job loss, loss of home and lack of income and job skills. We address these issues with the families in our program, and in FY 12-13 had 80% of our clients graduate to safe, stable housing (compared to the 30%National Average). ■ •° low-1111MM T he Casa Nueva Vida I Shelter Program focuses on homeless families in the South Bay with the majority within the City of Chula Vista. For assistance with this application, please call (619)476-5375 2013-2014 ESG Application- Page 3 Due January 31, 2013 2014-03-11 Agenda Packet 3 Page 529 .. .......... Se�ti®n 3. Organizat�on� Exer� ne alad Inf®rrrEata®n a - m - m - s • • e ' • e m m SBCS has received CDBG funding from the City since 1999, and currently manages over 60 different Federal, State and local contracts, all of which are operating successfully without any findings or default. SBCS has an excellent track record of developing, implementing, and sustaining programming in response to community needs, and with continued ESG funding Casa Nueva Vida I will continue to touch the lives of the homeless within Chula Vista. m - m • m m - • s e s • a ' ® • m m • o m° -• m s, m • _ SBCS has received CDBG funding from the City of Chula Vista since 1999, and leverages funding from a variety of sources, and utilizes volunteers for program support. The ESG funding is only 14% of the total cost of operating the shelter other funds come from the federal government, State and private donations. SBCS works closely with the Chula Vista Police Department, the District Attorney's Office, Child Welfare Services, the region's hospitals and clinics, Family Resource Centers operated by the Community Collaboratives, school districts, Legal Aid of San Diego and other local organizations like the Regional Taskfores on the Homeless and the Homeless Advocacy Coalition in order to respond to the needs of homeless families. ° m m•a -• m m, STAFF MEMBER`;S NAME 'OSITCOIV/TITLE EXPERIENCE Kathryn ,. _,._. . y Lembo President and CEO BA in Psychology/Sociology, CEO of SBCS for 32 years Pam Wright Clinical Director MSW,20+years experience with SBCS Don Hunter FWSS Department Director BS in Business Admin, Co-creator of DV Response Team Dina Chavez Associate Director BS in CJA,20+years experience with SBCS Amaris Sanchez Program Director BA in Women's Studies, 10+years experience w/SBCS BOARD ME,II/IBER'S NAME ®CCUPATI;®N YEa4RS ON.i3®AEI] _ Anthony Perez Union Bank 3 David D.Rowlands,Jr. _ Retired 5 Ceanne Guerra Cox Communications 5 Fran Muncey The Galley at the Marina 8 Charles Moore Retired 20 John Nelson CVESD 6 Nancy Derwin CVESD 5 Sue Behnonte San Diego Daily Transcript 16 Diane Rose ResCare Workforce Services 1 For assistance with this application, please call(619)476-5375 2013-2014 ESG Application- Page 4 Due January 31, 2013 2014-03-11 Agenda Packet Page 530 Section 4 Pro'�ct tit I .se • .s e- e 0 i e a s Street Outreach ❑ Emergency Shelter I HMIS ❑ Rapid Re-dousing ❑ Homeless Prevention s s a^ e s a6 se OBJECTIVE (check one) . OUTCOME (check one) 1. Create a suitable living environment ® 1. Availability/Accessibility ❑ 2. Provide decent affordable housing ❑ 2. Affordability ❑ 3. Create economic opportunity ❑ 3. Sustainability Objectives: Outcomes: 1. Creating suitable living environments relates to activities 1. Availability/Accessibility applies to activities that make that are designed to benefit communities,families,or services, infrastructure,public services,public facilities, individuals by addressing issues in their living environment housing,or shelter available or accessible to low-and (i.e.,crime prevention, literacy,child care, elderly services). moderate-income people,including persons with 2. Providing decent housing focuses on housing activities disabilities. whose purpose is to meet individual family or community 2. Affordability applies to activities that provide affordability housing needs. in a variety of ways to low-and moderate-income people. 3. Creating economic opportunities applies to activities Affordability is an appropriate objective whenever an related to economic development,commercial activity is lowering the cost,improving the quality,or revitalization, or job creation. increasing the affordability of a product or service to benefit a low-income household. 3. Sustainability applies to activities that are aimed at improving communities or neighborhoods, helping to make them viable by providing benefit to persons of low- - and moderate-income or by removing or eliminating slums or blighted areas. For assistance with this application, please call(619)476-5375 2013-2014 ESG Application- Page 5 Due January 31, 2013 2014-03-11 Agenda Packet Page 531 2012 2013 2013 2014 2093 2014 2411/2012 201112012 o #of ciin#s %Low Income 2012/2Q13 %LOW lnco7lle Type of clients #of clients /I ow Income Served to Qate, (servetl to Estimate) (Estimate m._ (Actual) (Actual) date)"" 1 Chula Vista 106 100% 47 100% 60 80% Non-residents 125 100% 130 98% 80 80% Total 231 100% 1S7 99% 140 80% The overall program goal is to provide emergency housing with supportive services to low-income, homeless families so that each client can work toward self-sufficiency and transition to safe and stable housing. The program will be evaluated based on the successful completion of the following objectives: a Provide emergency shelter for 140 persons/families while they work toward self-sufficiency; (CDBG funds pay for 14%of shelter services to persons/families, or 14% of the total 87 beds (12 beds)); a Provide babysitting for homeless clients participating in groups, employment development and other program activities; a Provide homeless families with food, clothing, and other items necessary for program success; and s Provide 100% of clients with access to case management and mental healtb/counseling services. For assistance with this application, please call (619)476-5375 2013--2014 ESG Application- Page 6 Due January 31, 2013 2014-03-11 Agenda Packet Page 532 F Sec ... Most Recent Fiscal Current Fiscal Year Proposed Budget E - 2013J2014 ' July 1,207.4 June 30,2015 2D12 ;2013 ; PRIVATE.SUPPORT Contributions $0.00 $0.00 $0.00 Grants $17,000 $30,000 $30,000 0% 6% Fundraising $71,225 $58,700 $109,000 85% 25% Other $0.00 $0.00 $0.00 Subtotal $ 88,225 $ 88,700 139,000 57% 31% GOVERNMENT Federal $120,496 $121,400 $104,277 -14% 24% State $200,000 $200,000 $200,000 0% 45% Loca l $0.00 $0.00 $0.00 Subtotal $ 320,496 $ 321,400 $ 304,277 -5% 69% OTHER REVENUE Membership Dues $0.00 $0.00 $0.00 Program Fees $0.00 $0.00 $0.00 Other $0.00 $0.00 $0.00 Subtotal $ 0.00 $ 0.00 $ 0.00 TOTAL REVENUE $ 408,721 $410,100 $443,277 S% 100% Column A is the Audited,or most recently completed 12-month period, Column D represents the percent change from Column B to Column C((C-B)/B). Explain changes greater than 15%under comments. Column E represents the percent of total budgeted for Column C. A B C Most Recent Fiscal D ' E ExpenS�S' 7,ear Current`irrscal Year Proposed Budget %change %Total 2013J2014` July 1,2014 June 30,2015 �0;12J203 Personnel (salaries, $224,013 $238,574 $294,003 23% 66% benefits,taxes, etc.) Capital (equipment, supplies, services, $58,450 $51,509 $48,976 -5% 11% utilities, etc.) - Other(insurance, audits, $126,258 $120,017 $100,298 -16% 23% etc.) TOTAL EXPENSES: $ 408,721 $410,100 $443,277 8% 100% Surplus (or Deficit) of $ 0.00 $ 0.00 $ 0.00 Total Support& Revenue Other Expenses $0.00 $0.00 $0.00 Column A is the Audited,or most recently completed 12-month period. Column D represents the percent change from Column B to Column C((C-B)/B). Explain changes greater than 15%under comments. Column E represents the percent of total budgeted for Column C. For assistance with this application, please call(619)476-5375 2013-2014 ESG Application- Page 7 Due January 31,2013 2014-03-11 Agenda Packet Page 533 Fundraising efforts were increased to cover government funding reductions and increased staff costs due to cost of living increases and staff raises/merit increases. i i i i i I I / funding Source Aanoant„ Fundraising $109,000 Grants from Foundations $30,000 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 TOTAL $139,000 For assistance with this application, please call(619)476-5375 2013--2014 FSG Application- Page S Due January 31, 2013 2014-03-11 Agenda Packet Page 534 Q Secaon 6 Pro1ec Spe��fic InanIal trf®rmatia�n'Request for Fundn • v o ^ • ° e - v v • - o • o o B - e B • • • • ° o • • • a ° e • • 9 � B B• g° °g • 0 • • B B • • Budget Line Item Proposed Chula Vista Other Sources Total Costs ESG Share Salaries $24,101 $200,150 $224,251 Fringe benefits (FICA,sUl,etc.) $9,706 $60,046 $69,752 Space Rental $0.00 $0.00 $ 0.00 Utilities $10,773 $7,853 $18,626 Insurance (general liability,directors and $3,596 $3,850 $7,446 officers,worker's comp., automotive,etc.) Consultant Services:Sub-contract (RTFH) $4,500 $0.00 $4,500 Travel $0.00 $1,800 $1,800 Supplies $0.00 $7,700 $7,700 Equipment $0.00 $0.00 $ 0.00 Client Services (describe under comments) $6,000 $10,350 $16,350 Other Expenses (describe under comments) $9,601 $83,251 $92,852 Total Expenses $68,277 $375,000 $443,277 Client Services include bus vouchers/tokens, motel vouchers, translator services, emergency food vouchers Other expenses include telephone, repairs and maintenance, food, administrative cost. Fundy"r9g Source Award ®afe ®ate Availahle . Arnoint Cal EMA TBD TBD $200,000 FEMA 7/1/14 $36,000 Fundraising - 7/1/14 $109,000 Grants from Foundations 7/1114 $30,000 $0.00 $0.00 $0.00 $0.00 $0.00 Total Other Sources $ 375,000 For assistance with this application, please call(619)476-5375 2013-2014 FSG Application- Page 9 Due January 31, 2013 2014-03-11 Agenda Packet Page 535 n s a • y Essential O}aeratt�ns Operations' Homeless Acovity en►oees ....... {exeluding StafFp" {5t ff C®sts)" "IN,r��rntion K. Resident Manager $0.00 $0.00 $6,636 $6,636 Maintenance $0.00 $27,171 $0.00 $27,171 Insurance $0.00 $3,596 $0.00 $3,596 Utilities $0.00 $10,773 $0.00 $10,773 Telephone $0.00 $2,101 $0.00 $2,101 Repairs and Maintenance Supplies $0.00 $7,500 $0.00 $7,500 Food $0.00 $6,000 $0.00 $6,000 Sub-contract: RTFFI $0.00 $4,500 $0.00 $4,500 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 TOTAL REQUEST $ 0.00 $61,641 $6,636 $68,277 Sea~tion 7� ,Insuran� ftequtrerr�ents " a • - • a ' a - a • a s •s •-s a • e •- • • a s .a • • a '• s T 1•0 • s . • • -a •• • -• '• r' s i00 1®1 s- • • ' Name of Insrance'Cornpany Eff ecteVe ®aces Limits of D'eductibies per" of Policy„ Lib�l'ty ®ccurl enca , General Liaiiity Inslurance Zenith Insurance Company 07/08/2013 $3,000,000 $1,000 Automobile Liability` Zenith Insurance Company 07/08/2013 $1,000,000 $500 Worker's Compensation Zenith Insurance Company 01/01/2014 $1,00 OT9 0:0:= $0 For assistance with this application, please call (619)476-5375 2013-2014 ESG Application- Page 10 Due January 31, 2013 2014-03-11 Agenda Packet Page 536 1.0 Sectgon 8 Cerfif�caipns The undersigned certifies that: (a) The information contained in this document is complete and accurate; (b) The proposed program described in this application meets one of the Eligible Activities governing the use of Emergency Solution Grant (ESG) funds; (c) The applicant shall comply with all Federal and City policies and requirements affecting the ESG program; (d) If the project is a facility,the sponsor shall maintain and operate the facility for its approved use throughout its economic life. (e) Sufficient funds are available from non-ESG sources to complete the project as described, if ESG funds are allocated to the applicant; and (f) The applicant has review the Subrecipient Contract and is able to comply with the Contract if funds are awarded, including he insurance requirements. Signo{ure o Authori Applicant Representative Date Kathryn Lembo, President and CEO Print Name and Title of Authorized Applicant Representative ectian 9 .AppI ation Sul mit'tal PLEASE SUBMIT THIS APPLICATION AND ALL REQUIRED DOCUMENTS(SEE ATTACHED CHECKLIST)TO: City of Chula Vista, Redevelopment and Housing, 276 Fourth Avenue Building 300, Chula Vista, CA 91910, Attn: Jose Dorado, Project Coordinator You will be contacted, by the Project Coordinator regarding the receipt and status of your grant application. If you have any questions regarding your grant application, or the ESG program in general, please contact Jose Dorado, Project Coordinator at(619) 476-5375. Applications must be received by JANUARY 30, 2014,4:00 PM NO LATE OR FAXED APPLICATIONS WILL BE ACCEPTED Thank you for your interest Please submit applications to the following address no later than January 30, 2014 at 4:00 PM City of Chula Vista, Redevelopment and Housing 276 Fourth Avenue Building 300 Chula Vista, CA 91910 Attn: Jose Dorado, Project Coordinator If you have any questions regarding the required documents to be submitted or need assistance with this application, please contact Jose Dorado, Project Coordinator, at (619) 476-5375 For assistance with this application, please call (619)475-5375 2013-2014 ESG Application- Page 11 Due January 31, 2013 2014-03-11 Agenda Packet 11 Page 537 Application CITY OF CHULAVISTA HOUSING DIVISION HOME Application Summary Applicant: City of Chula Vista Housing Division Program/Project: HOME Grant Administration/Planning Project Description: Administration funds will be utilized for the staff costs associated with the management and administration of Chula Vista's HOME program. This includes preparation of the required planning documents, regulatory compliance, contract oversight of the partnering agencies, environmental reviews and fiscal management. Type of Program/Project: General Program Administration (570.206) Target Population: 21A- General Program Proposed Number N/A Administration to Serve: 6==w&nL Jhmmmm& Program Total Budget: $59,881 C.V. Cost per Client: N/A Funding Request: $59,881 Prior Year Funding $59,881 Specific Use of Chula Vista Personnel Costs and FUNDING $59,881 Funding: Program Administration RECOMENDED Expenses Staff Notes: 2014-03-11 Agenda Packet Page 538 Application CITY OF CHULAVISTA HOUSING DIVISION CDBG Application Summary Applicant: Meals-on-Wheels Greater San Diego, Inc. Program/Project: Meals on Wheels Project Description: Meals-on-Wheels will deliver meals to homebound Chula Vista seniors. Meals will be delivered for 365 days a year, including holidays, by volunteers who not only deliver a meal, but provide social contact to homebound seniors to combat isolation. Type of Program/Project: Public Services [(§570.201(e)] Target Population: 05A- Senior Services Proposed Number 220' to Serve: (subject to change CFR§ 570.208(a)(2) Low depending on funding Moderate Income recommendation) Limited Clientele Am" -A Program Total Budget: $346,920 C.V. Cost per Client: $54 (Based on funding recommendation) Funding Request: $12,000 Prior Year Funding: $12,000 IL E& Specific Use of Chula Vista Food and packaging FUNDING $12,000 Funding: expenses RECOMENDED 2014-03-11 Agenda Packet Page 539 # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0081, Version: 1 CONSIDERATION OF WAIVING IRREGULARITIES IN THE BID RECEIVED FOR THE "PAVEMENT MAJOR REHABILITATION FISCAL YEAR 2012/2013 (OVERLAY) (STM373)" PROJECT PER CITY CHARTER SECTION 1009 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING BIDS, WAIVING THE ERROR IN THE LOW BID FROM ATP GENERAL ENGINEERING CONTRACTORS AS IMMATERIAL, AWARDING A CONTRACT FOR THE "PAVEMENT MAJOR REHABILITATION FISCAL YEAR 2012/2013 (OVERLAY) (STM373)" PROJECT TO ATP GENERAL ENGINEERING CONTRACTORS IN THE AMOUNT OF $2,917,695.50, APPROPRIATING $50,406 TO THE SUPPLIES AND SERVICES CATEGORY WITHIN THE PROPOSITION 1 B HIGHWAY SAFETY FUND, APPROPRIATING $478,610 TO CIP STM373 OF PROPOSITION 1B HIGHWAY SAFETY FUND'S FISCAL YEAR 2013/2014 BUDGET BASED ON UNANTICIPATED REVENUES, REDUCING THE STM372 AND STM379 CIP BUDGETS BY $470,000 AND $322,410 RESPECTIVELY IN TRANSNET FUNDS AND APPROPRIATING THE EQUIVALENT AMOUNTS TO STM373, WAIVING CITY COUNCIL POLICY NO. 574-01 AND AUTHORIZING THE EXPENDITURE OF ALL AVAILABLE CONTINGENCY FUNDS NOT TO EXCEED $437,654.33 (4/5 VOTE REQUIRED) RECOMMENDED ACTION Council conduct the public hearing and adopt the resolution. SUMMARY On January 29, 2014, the Director of Public Works received sealed bids for the "Pavement Major Rehabilitation FY12/13 (Overlay) ( STM373)" project. The project consists of the removal and replacement of failed asphalt concrete pavement (dig-outs), placement of pavement reinforcement fabric and the application of asphalt concrete (AC) overlay on various streets in the City. Scope of work on this project also includes the replacement of pedestrian ramps, traffic signal loop detectors, traffic control, striping and markings, and other miscellaneous items of work necessary to complete the project. ENVIRONMENTAL REVIEW The Director of Development Services has reviewed the proposed project for compliance with the California Environmental Quality Act (CEQA) and has determined that the project qualifies for a Class 1(c) categorical exemption pursuant to Section 15301, Existing Facilities, of the State CEQA Guidelines because the project consists of maintenance or repair work to existing public street facilities involving negligible or no expansion of an existing use. Thus, no further environmental review is necessary. City of Chula Vista Page 1 of 5 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 540 File #: 14-0081, Version: 1 BOARD/COMMISSION RECOMMENDATION Not applicable. DISCUSSION The Public Works Department utilizes a Pavement Management System (PMS) and pavement preservation program to develop the priority list of streets to rehabilitate and preserve throughout the city. This preservation program is designed to extend the roadway life and serviceability through the removal and replacement of deteriorated sections of pavement (dig-outs) and the application of various types of surface treatments. The application of the asphalt concrete overlay surface treatment on the street segments shown in Attachment 1 will complete the overall maintenance strategy on these street segments. These street segments are on the SANDAG approved list for Major Pavement Rehabilitation (CHV48) and funded by TransNet Congestion Relief revenues. In addition to applying the asphalt overlay, the scope of work also includes the removal or replacement of pedestrian ramps, dig-out and repair of asphalt pavement, installation of a pavement reinforcing mat, weed removal and treatment with herbicide, crack filling, pavement striping and markings, replacement of damaged traffic signal loop detectors, traffic control, protection and restoration of existing improvements and other miscellaneous work necessary to successfully complete the project. On January 29, 2014, the Director of Public Works received six (6) bids for the "Pavement Major Rehabilitation FY12/13 (Overlay) (STM373)" project. The following bids were received: CONTRACTOR SUBMITTAL RESULTS TOTAL SUBMITTED 1 ATP General Engineering All requirements met. $164.00 $2,917,719.00 Contractors - Chula Vista, CA mathematical error. Actual bid total is $2,917,883.00. 2 SRM Contracting and Paving All requirements met $3,081 ,306.00 Co. - San Diego, CA 3 TC Construction Co., Inc. - All requirements met $3,147,315.00 Santee, CA 4 PAL General Engineering All requirements met $3,158,928.00 Contractors - San Diego, CA 5 Hazard Construction - San All requirements met $3,383,940.00 Diego, CA 6 Portillo Concrete, Inc. - Lemon All requirements met $3,381 ,473.00 Grove, CA The low bid submitted by ATP General Engineering Contractors is below the Engineer's estimate of $4,070,687 (or approximately 28.32% below the Engineer's estimate). The biggest factor in the price difference is the deceasing oil prices, a key ingredient in the manufacture of asphalt concrete. The average cost of asphalt concrete per ton in this project is $75 compared to recent bids of about $100 City of Chula Vista Page 2 of 5 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 541 File #: 14-0081, Version: 1 per ton several months ago. Staff reviewed the low bid and determined the bid package is complete but with a minor mathematical error of $164 favoring the City. In consultation with the City Attorney's office, staff determined that the minor irregularity does not alter the order of the bids and award of the contract should proceed. Furthermore, the City Charter Section 1009 states "The City Council may waive any defects in any bid to the extent it finds at a public hearing held for that purpose that it is necessary to do so for the benefit of the public." This action benefits the City by saving $163,423, the cost difference between the two lowest bidders. Staff contacted the low bidder, ATP General Engineering Contractors, and informed them of the discrepancy. ATP General Engineering Contractors agreed to honor the submitted bid price of $2,917,719. In order to simplify the clerical error made, ATP will allow a $0.05 decrease to the unit price for bid item #12. This will bring the new total bid amount to $2,917,695.50 (Attachment 2). The Contractor has satisfactorily performed construction projects of similar scope for the City in the past and has determined their work to be satisfactory. The Contractor's License No. 502506 is current and active. Staff recommends awarding a contract in the amount of $2 ,917,695.50 to ATP General Engineering Contractors. Additionally, for this contract the City Council Policy No. 574-01 will only allow the Director of Public Works to authorize a maximum cumulative change order(s) amount of $73,000 plus 5% of the original contract over $1 ,000,000 ($168,884.78) without City Council prior approval. The proposed resolution would increase the Director of Public Works' cumulative change order authority to approve change orders, as necessary, up to the 15% contingency amount of $437,654.33, which is an increase of$268,769.55 over Policy No. 574-01 limitations. Increasing the contingency funds will allow staff to continue the project without delay should unforeseen circumstances resulting in increased project costs arise during the course of construction, as well as make adjustments to bid item quantities. Unforeseen conditions include such items as utility conflicts, hazardous materials, unexpected underground conflicts, etc. Proposition 1 B Funds In November of 2010, the prime contractor for CIP STL357, Pavement Minor Rehabilitation project, had their subcontractor apply a chip seal to various streets within the city. However, in April of 2011 , staff noticed the chip seal showing signs of major flushing (this is where the asphalt bleeds through the chip seal leaving a shiny slippery appearance on the surface). After many failed attempts to get the streets repaired by the prime contractor, the City put out a contract to fix the worst of the areas that were deemed to be unsafe. This repair contract was put out to bid in April of 2013 at the cost of approximately $200,000 (STL357, STL395). The City filed suit against the prime contractor to recover the cost of this repair work and other additional repair work required. After several mediation hearings, the City settled out of court for a total of $300,000. A portion of these funds will be used to pay attorney costs of $50,406. The remaining $249,594 will be added to CIP STL373. In addition, City of Chula Vista Page 3 of 5 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 542 File #: 14-0081, Version: 1 $229,016 in interest earnings from the Proposition 1B Highway Safety Fund will be added to CIP STL373. The available Proposition 1 B funds must be spent by June 30, 2014. Disclosure Statement Attachment 4 is a copy of the Contractor's Disclosure Statement. Wage Statement The source of funding for this project is TransNet and State Proposition 1 B. Contractors bidding this project are not required to pay prevailing wages to persons employed by them for the work under this project. Disadvantaged businesses were encouraged to bid in the Notice Contractors for various trade publications. DECISION-MAKER CONFLICT Staff has reviewed the property holdings of the City Council and has found that Councilmember Pamela Bensoussan has real property holdings within 500 feet of the boundaries of the properties which are the subject of this action. Staff is not independently aware, nor has staff been informed by any City Council member, of any other fact that may constitute a basis for a decision maker conflict of interest in this matter. LINK TO STRATEGIC GOALS The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods and a Connected Community. The goal of the "Pavement Major Rehabilitation FY12/13 (Overlay) ( STM373)" project is to support the Strong and Secure Neighborhood strategy identified in the City's Strategic Plan. The maintenance and rehabilitation of public infrastructure is a key City function in providing a safe and efficient roadway system for residents, businesses and visitors alike. CURRENT YEAR FISCAL IMPACT The following is a summary of anticipated project costs: FUNDS REQUIRED FOR CONSTRUCTION A. Contract Amount $2,917,695.50 B. Contingencies (Approx. 15%) $ 437,654.33 C. Staff Time, Material Testing & Other Costs $ 437,654.33 CONSTRUCTION TOTAL $3,793,004.16 FUNDING SOURCES (ROUNDED) A. STM373 (TransNet Funds) $2,521 ,985 B. Proposition 1B Funds $ 478,610 City of Chula Vista Page 4 of 5 Printed on 3/6/2014 powered by LegistarT" 2014-03-11 Agenda Packet Page 543 File #: 14-0081, Version: 1 C. STM372 (TransNet Funds) $ 470,000 D. STM379 (TransNet Funds) $ 322,410 TOTAL $3,793,005 There is no additional impact to the TransNet fund as sufficient funding is available to cover the program costs associated with the FY 2013/2014 CIP program. TransNet funds are being transferred from STM372 and STM379 to cover construction and staff costs associated with STM373, including Proposition 1 B funds. The impact to the Proposition 1 B Highway Safety Fund is that the available fund balance will be expended. The balance of funds in STM379, "Pavement Major Rehabilitation FY2013/2014", will then be used to rehabilitate an additional list of streets under a separate contract. The available Proposition 1B funds must be expended by June 30, 2014. There is no direct impact to the General Fund for this project. ONGOING FISCAL IMPACT Upon completion of the project, the improvements will require only routine City street maintenance. Since the improvements are anticipated to increase the life of the streets included, there should be a positive long term fiscal impact. City of Chula Vista Page 5 of 5 Printed on 3/6/2014 2014-03-11 Agenda Packet Page 544 RESOLUTION NO. 2014- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ACCEPTING BIDS, WAIVING THE ERROR IN THE LOW BID FROM ATP GENERAL ENGINEERING CONTRACTORS AS IMMATERIAL, AWARDING THE CONTRACT FOR THE "PAVEMENT MAJOR REHABILITATION FY12/13 (OVERLAY) (STM373)" PROJECT TO ATP GENERAL ENGINEERING CONTRACTORS IN THE AMOUNT OF $2,917,695.50, APPROPRIATING $50,406 TO THE SUPPLIES AND SERVICES CATEGORY WITHIN THE PROPOSITION 1B HIGHWAY SAFETY FUND, APPROPRIATING $478,610 TO CIP STM373 OF PROPOSITION 1B HIGHWAY SAFETY FUND'S FISCAL YEAR 2013-14 BUDGET BASED ON UNANTICIPATED REVENUES, REDUCING THE STM372 AND STM379 CIP BUDGETS BY $470,000 AND $322,410 RESPECTIVELY IN TRANSNET FUNDS AND APPROPRIATING THE EQUIVALENT AMOUNTS TO STM373, WAIVING CITY COUNCIL POLICY 574-01 AND AUTHORIZING THE EXPENDITURE OF ALL AVAILABLE CONTINGENCY FUNDS IN AN AMOUNT NOT TO EXCEED $437,654.33 (4/5 VOTE REQUIRED) WHEREAS, City staff prepared specifications for the "Pavement Major Rehabilitation FY12/13 (Overlay) (STM373)" and advertised the project on January 10, 2014; and WHEREAS, on January 29, 2014, the Director of Public Works Engineering received six (6) sealed bids for the project as follows: CONTRACTOR SUBMITTAL RESULTS TOTAL SUBMITTED ATP General Engineering All requirements met. 1 Contractors — Chula Vista, $164.00 mathematical error. $2,917,719.00 CA Actual bid total is $2,917,883.00. 2 SRM Contracting and Paving All requirements met $3,081 ,306.00 Co. — San Diego, CA 3 TC Construction Co., Inc. — All requirements met $3,147,315.00 Santee, CA 4 PAL General Engineering All requirements met $3,158,928.00 Contractors — San Diego, CA 2014-03-11 Agenda Packet Page 545 Resolution No. Page 2 CONTRACTOR SUBMITTAL RESULTS TOTAL SUBMITTED 5 Hazard Construction — San All requirements met $3,383,940.00 Diego, CA 6 Portillo Concrete, Inc. — All requirements met $3,381,473.00 Lemon Grove, CA WHEREAS, the apparent low bid submitted by ATP General Engineering Contractors ("ATP") is below the Engineer's estimate of $4,070,687 by $1,152,968 (or approximately 28.32% below the Engineer's estimate); and WHEREAS, a mathematical error was made by ATP in Line Item 12 in that the product of the unit number and the unit price was $164.00 lower than the actual product; and WHEREAS, staff has determined that this error was immaterial, would not have afforded ATP a competitive advantage over other bidders, and would not have provided them with justification for withdrawing their bid; and WHEREAS, in addition to the error being immaterial, had the mathematical calculation had been performed correctly, ATP's bid would still be the lowest by more than $160,000; and WHEREAS, the total "Pavement Major Rehabilitation FY12/13 (Overlay) (STM373)" project is anticipated to cost $3,793,004.16 including $437,654.33 for contingencies, staff time, material testing and other cost; and WHEREAS, the following transfers and appropriations into STM373 are recommended in order to provide sufficient funds for construction costs associated with this project; • $478,610 from Proposition 1 B • $470,000 from STM372 (TransNet) • $322,410 from STM379 (TransNet); and WHEREAS, staff has verified the references and the work performed by the contractor on previous City projects and has found their work to be satisfactory; and WHEREAS, under Council Policy No. 574-01, the Director of Public Works may approve a contract increase up to $168,884.78, based upon the base contract amount. It is recommended that the Director of Public Works be authorized to approve change orders, as necessary, up to the maximum 15% contingency amount of $437,654.33, which is an increase of $268,769.55 over Policy No. 574-01 in order to continue the project without delay. 2014-03-11 Agenda Packet Page 546 Resolution No. Page 3 NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista does find, having considered the evidence presented in the documents and testimony at the hearing, that the error in the bid from ATP General Engineering Contractors is immaterial and that it is in the public interest to waive the error and accept the bid. BE IT FURTHER RESOLVED that the City Council of the City of Chula Vista does hereby appropriate $50,406 to the Supplies and Services Category within the Proposition 1B Highway Safety Fund, appropriate $478,610 to CIP STM373 of Proposition 1B Highway Safety Fund's Fiscal Year 2013-14 budget based on unanticipated revenues, reduce the STM372 and STM379 CIP budgets by $470,000 and $322,410 respectively in TransNet funds and appropriate the equivalent amounts to STM373 BE IT FURTHER RESOLVED that the City Council of the City of Chula Vista does hereby accept bids, waive the error in the low bid from ATP General Engineering Contractors as immaterial, award the contract for the "Pavement Major Rehabilitation FY12/13 (Overlay) (STM373)" project to ATP General Engineering Contractors in the amount of $2,917,695.50, waive City Council Policy 574-01 and authorize the Director of Public Works to spend all available contingency funds in an amount not to exceed $437,654.33. Presented by: Approved as to form by: Richard A. Hopkins Glen R. Googins Director of Public Works City Attorney 2014-03-11 Agenda Packet Page 547 n � : § LL - » E > § ) , : § ; § § § ! > \ \ / \ [ \ [ \ � : \ \ ( \ \ \ Ij } \ \ ( \ 2 § : „ : ) E \ , 2 , 2l , K ! § : 2 * 22 Er , lErlrlI : E to z b z > , 12 o ° ; § ` j ( § § � � � [ r ( \ ( ) § : } ( ) ) ) \ ) \ § ( / § § § } a ° AT general engineering contractors paving our roads green Donald L Daley III ATP General Engineering Contractors 187 Mace Street Chula Vista, CA 91911 February 3, 2014 Elizabeth Chopp Senior Civil Engineer City of Chula Vista, Engineering Division 276 4"'Avenue Chula Vista, CA 91910 Dear Ms. Chopp: I am writing to explain clarification for a bid submitted to the City of Chula Vista on January 29, 2014, for the Pavement Major Rehabilitation FY 12/13 Overlay (STM-373). After reviewing the above referenced bid, a clerical error was noticed in which the bid price tabulation for item#12 does not calculate correctly using the quantities and unit prices supplied. In order to simplify the clerical error made, ATP will allow a$ 0.05 decrease to the bid item unit price, making the new unit price $ 8.15, and the total bid item price $ 30,562.50. This will bring the new total bid amount to $ 2,917,531.50. Sincerely, Donald L Daley III President PH 619.271.3445 1 FAX 619.934.5685 2014-03-11 Agenda Pack8t Mace Street I Chula Vista, CA 91911 1 www.Paveitgreen.com Page 549 I City of Chula Vista 1/9/2014 CITY OF CIiULA VISTA DISCLOSURE STATEMENT Pursuant to Council Policy 101-01,prior to any action upon matters that will require discretionary action by the Council,Planning Commission and all other official bodies of the City,a statement of disclosure of certain ownership or financial interests, payments, or campaign contributions for a City of Chula Vista election roust be filed.The following information roust be disclosed: 1. List the names of all persons having a financial interest in the property that is the subject of the application or the contract,e.g.,owner,applicant,contractor,subcontractor,material supplier. None 2. If any person*identified pursuant to(1)above is a corporation or partnership,list the notes of all individuals with a$2000 investment in the business(corporation/partnership)entity. NIA 3. If any person*identified pursuant to(1)above is a non profit organization or trust,list the names of any person serving as director of the non-profit organization or as trustee or beneficiary or trustor of the trust. NIA 4. Please identify every person, including any agents, employees, consultants, or independent ! contractors you have assigned to represent you before the City in this matter. ---N/A -- 5. Has any person*associated with this contract had any financial dealings with an official** of the City of Chula Vista as it relates to this contract within the past 12 months? Yes No X NIA ! 20 Pavement Major Rehabilitation FYI 2/13 � STM373 � 2014-03-11 Agenda Packet Page 550 City of Chula Vista 119/2014 j 1f Yes,briefly describe the nature of the financial interest the official may have in this contract.. NIA 6. Have you made a contribution of more than$250 within the past twelve(12)months to a current member of the Chula Vista City Council?No X Yes_If yes,which Council member? N/A 7. Have you provided more than$340(or an item of equivalent value)to an official**of the City of Chula Vista in the past twelve (12) months? (This includes being a source of income, money to retire a legal debt,gift,loan,etc.)Yes No X j If Yes,which official"and what was the nature of item provided? I N/A j I f Date: January 29, 2014 Signature of Contractor pl aant° Donald L Daley 111 President Print or type name of Contractor/Applicant i k ATP General Engineering Contractors Person is defined as: any individual, firm, co partnership,joint venture, association, social club, fraternal organization, corporation, estate, trust, receiver, syndicate, any other county, city, municipality, district, or other political subdivision, -or any other group or combination acting as a unit. Official includes, but is not limited to: Mayor, Council member, Planning Commissioner, Member of a board,commission,or committee of the City,employee,or staff members. 3 j j I 21 Pav=ent Major Rehabilitation FYI 2113 STM373 2014-03-11 Agenda Packet Page 551 I # City of Chula Vista t" Gry Of CHI)LAWTA Legislation Text File #: 14-0109, Version: 1 FINANCIAL OVERVIEW PRESENTATION TO THE CITY COUNCIL OF CHULA VISTA RECOMMENDED ACTION Council hear the presentation. City of Chula Vista Page 1 of 1 Printed on 3/6/2014 powered by LegistarTM 2014-03-11 Agenda Packet Page 552 City of Chula Vista CHMASTA Legislation Text File #: 14-0113, Version: 1 CONFERENCE WITH LEGAL COUNSEL REGARDING EXISTING LITIGATION PURSUANT TO GOVERNMENT CODE SECTION 54956.9 (a): City of Chula Vista, et al. v. Tracy Sandoval , Sacramento Superior Court, Case No. 34-2014- 80001723 City of Chula Vista Page 1 of 1 Printed on 3/6/2014 powered by LegistarTM 2014-03-11 Agenda Packet Page 553