HomeMy WebLinkAboutAgenda Packet 2003/04/01 CITY COUNCIL AGENDA
April 1, 2003 4:00 p.m.
Council Chambers
Public Services Building
276 Fourth Avenue, Chula Vista
CI'IY 01=
CHULA VIS-fA
City Council City Manager
Patty Davis David D. Rowlands, Jr.
John McCann City Attorney
Jerry R. Rindone Ann Moore
Mary Salas City Clerk
Stephen C. Padilla, Mayor Susan Bigelow
The City Council meets regularly on the first calendar Tuesday at 4:00 p.m.
and on the second, third and fourth calendar Tuesdays at 6:00 p.m.
Regular meetings may be viewed at 7:00 p.m. on Wednesdays on
Cox Cable Channel 24 or Chula Vista Cable Channel 68
AGENDA
April 1, 2003 4:00 P.M.
CALL TO ORDER
ROLL CALL: Councilmembers Davis, McCann, Rindone, Salas, and Mayor Padilla
PLEDGE OF ALLEGIANCE TO THE FLAG, MOMENT OF SILENCE
SPECIAL ORDERS OF THE DAY
· iNTRODUCTION BY POLICE CHIEF RICK EMERSON OF THE EMPLOYEE OF
THE MONTH, SHERI HERRING, SENIOR OFFICE SPECIALIST, POLICE
DEPARTMENT
· PRESENTATION OF AN AWARD BY TONY ELMO, PRESIDENT OF THE
CALiFORNIA BUILDING OFFICIALS ASSOCIATION, TO BRAD REMP,
ASSISTANT DIRECTOR/BUILDING OFFICIAL, RECOGNIZING HIM AS THE
BUILDiNG OFFICIAL OF THE YEAR FOR 2002/2003
CONSENT CALENDAR
(Items 1 through 3)
The Council will enact the staff recommendations regarding the following items
listed under the Consent Calendar by one motion, without discussion, unless a
Councilmember, a member of the public, or City 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
after Action Items. Items pulled by the public will be the first items of business.
I A. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
OF INTENTION TO APPROVE AN AMENDMENT TO THE CONTRACT
BETWEEN THE BOARD OF ADMINISTRATION OF THE PUBLIC EMPLOYEES'
RETIREMENT SYSTEM AND THE CITY COUNCIL OF THE CITY OF CHULA
VISTA TO PROVIDE SECTION 21362.2 (3% @ 50 FULL FORMULA) FOR LOCAL
POLICE MEMBERS
B. ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
AUTHORIZING AN AMENDMENT TO THE CONTRACT BETWEEN THE BOARD
OF ADMINISTRATION OF THE PUBLIC EMPLOYEES' RETIREMENT SYSTEM
AND THE CITY COUNCIL OF THE CITY OF CHULA VISTA TO PROVIDE
SECTION 21362.2 (3% ~ 50 FULL FORMULA) FOR LOCAL POLICE MEMBERS
The existing labor agreement with the Chula Vista Police Officers Association contains a
provision for the enhancement to their retirement benefits to provide the 3% ~ 50 full
formula effective July 1, 2003. These actions are required to amend the City's contract
with CalPERS to provide the benefits. (Director of Human Resources)
Staff reconunendation: Council place the ordinance on first reading and adopt the
resolution.
2. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
APPROVING AN AGREEMENT WITH SOUTH BAY COMMUNITY SERVICES
FOR REHABILITATION ACTIVITIES AT THE HOMELESS/TRANSITIONAL
FACILITY LOCATED AT 17 AND 31 FOURTH AVENUE; APPROPRIATING
$140,000 FROM THE HOME INVESTMENT PARTNERSHIP PROGRAM (HOME)
FOR SAID REPAIR, AND AUTHORIZING THE MAYOR TO EXECUTE THE
AGREEMENT (4/STHS VOTE REQUIRED)
Casa Nueva Vida I and II is a homeless and transitional housing complex located at 17
and 31 Fourth Avenue. South Bay Community Services (SBCS) requested financial
assistance from the City for rehabilitation activities. Staff toured the facility to get a
visual estimate as to the condition of the property. The exterior of both buildings is in
need of repair along with the interior units. Staff recommends providing assistance to
SBCS in the amount of $140,000. (Director of Community Development)
Staff recommendation: Council adopt the resolution.
3. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
AMENDING THE CLOSURE OF THIRD AVENUE BETWEEN F AND G STREETS
FROM 7:30 A.M. UNTIL 10:00 A.M. ON SATURDAY, JUNE 21, 2003, WAIVING
THE PROHIBITION OF SIDEWALK SALES, AND WAIVING BUSINESS LICENSE
TAXES TO THE DOWNTOWN BUSINESS ASSOCIATION AND VENDORS FOR
THE SECOND ANNUAL CHULA VISTA PET FEST, CHANGING THE DATE TO
JUNE 28, 2003
On March 4, 2003, the City Council approved a street closure for the Pet Fest for
Saturday, June 21, 2003. Subsequently, the Downtown Business Association learned o£a
conflicting event in Memorial Bowl and has asked to move the event one week later, to
June 28, 2003. This resolution amends the street closure per the Downtown Business
Association's request. (Director of Community Development)
Staff recommendation: Council adopt the resolution.
ORAL COMMUNICATIONS
Persons speaking during Oral Communications 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 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 items have been advertised as public hearings 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.
Page 2 - Council Agenda 04/01/03
4. CONSIDERATION OF THE CITY OF CHULA VISTA COMMUNITY
DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM AND THE HOME
iNVESTMENT PARTNERSHIP PROGRAM, INCLUDING PLANNING &
ADMINISTRATION, CAPITAL IMPROVEMENT, COMMUNITY PROJECTS;
ECONOMIC DEVELOPMENT; AND PUBLIC SERVICES FUNDING REQUESTS
Each year the City undertakes a process to solicit and approve programs and projects
eligible for federal funding. This item addresses the review of the armual Community
Development Block Grant (CDBG) and the HOME Investment Partnership (HOME)
programs. The public heating provides an opportunity for the public and Council to
make comments on how CDBG and HOME funds can be allocated to meet the City's
housing and community needs. (Director of Community Development)
Staff recommendation: Council conduct the public heating, accept the staff report, and
direct staff to return on or about May 6, 2003 with the final funding recommendations.
5. CONSIDERATION OF AMENDMENTS TO THE SAN MIGUEL RANCH
SECTIONAL PLANNING AREA (SPA) PLANNED COMMUNITY (PC) DISTRICT
REGULATIONS TO CHANGE THE LAND USE DESIGNATION FOR PLANNING
AREA G FROM SF4 TO SF3 (PCM 03-20)
Adoption of the ordinance approves an amendment to the approved Planned Community
District Regulations of the San Miguel Ranch Sectional Planning Area, to change
Planning Area G from the SF4 Land Use District (minimum 4,500 square-foot lots) to the
SF3 Land Use District (minimum 5,000 square-foot lots). (Director of Planning and
Building)
Staff recommendation: Council conduct the public hearing and place the following
ordinance on first reading:
ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
APPROVING AMENDMENTS TO THE SAN MIGUEL RANCH PLANNED
COMMUNITY (PC) DISTRICT REGULATIONS
6. CONSIDERATION OF APPROVAL OF THE FINAL SECOND TIER
ENVIRONMENTAL IMPACT REPORT (EIR 02-04), SECTIONAL PLANNING
AREA PLAN AND PLANNED COMMUNITY DISTRICT REGULATIONS FOR THE
OTAY RANCH PLANNING AREA 12 - FREEWAY COMMERCIAL (PCM 99-08)
(CONTINUED FROM THE MEETING OF MARCH 18, 2003)
McMillin Otay Ranch, LLC has submitted an application requesting approval of a
Sectional Planning Area (SPA) Plan and planned community district regulation for
planning area 12 - Freeway Commercial in the Otay Ranch. In accordance with the
California Environmental Quality Act, a final second tier Environmental Impact Report
has been prepared to analyze the environmental impacts of the proposed SPA plan and
tentative map. The Freeway Cormnercial planning area is located in the northeastern
portion of the Otay Valley parcel south of Olympic Parkway, west of EastLake Parkway,
north of the future Birch Road, and east of the future State Route 125. (Director of
Plarming and Building)
Page 3 - Council Agenda 04/01/03
Staff recommendation: Council conduct the public hearing, adopt the following
resolutions, and place the ordinance on first reading:
A. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
CERTIFYING THE FINAL SECOND TIER ENVIRONMENTAL IMPACT
REPORT (EIR 02-04) FOR THE OTAY RANCH PLANNING AREA 12
FREEWAY COMMERCIAL SECTIONAL PLANNING AREA PLAN AND
CONCEPTUAL TENTATIVE MAP; MAKING CERTAIN FINDINGS OF
FACT; ADOPTING A STATEMENT OF OVERRIDING CONSIDERATIONS;
AND ADOPTiNG A MITIGATION MONITORING AND REPORTING
PROGRAM PURSUANT TO THE CALIFORNIA ENVIRONMENTAL
QUALITY ACT
B. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
APPROViNG THE PLANNING AREA 12 FREEWAY COMMERCIAL
SECTIONAL PLANNING AREA PLAN, DESIGN PLAN, PUBLIC
FACILITIES FINANCE PLAN, AIR QUALITY IMPROVEMENT PLAN,
WATER CONSERVATION PLAN, AND NON-RENEWABLE ENERGY
CONSERVATION PLAN
C. ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
APPROVING THE PLANNING AREA 12 FREEWAY COMMERCIAL
SECTIONAL PLANNiNG AREA PLANNED COMMUNITY DISTRICT
REGULATIONS
ACTION ITEMS
The items 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.
7. CONSIDERATION OF APPROVAL OF AMENDMENTS TO MUNICIPAL CODE
CHAPTER 2.46 TO PROVIDE FOR THE RESTRUCTURING OF THE YOUTH
ADVISORY COMMISSION FOR A FOUR-YEAR TRIAL PERIOD
Members of the Chula Vista Coordinating Council and the South Bay Family YMCA
have recommended that Council re-establish the Youth Advisory Commission. This
commission will make recommendations and advise Council on issues affecting young
people in the community. The Commission will also teach youth the power of
collaborative working relationships in City government. It is expected that this
commission will become a model for other cities in California. (Deputy City Manager
Palmer)
Staff recommendation: Council place the following ordinance on first reading:
Page 4 ~ Council Agenda 04/01/03
ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
AMENDING CHAPTER 2.46 OF THE CHULA VISTA MUNICIPAL CODE
TO PROVIDE FOR RESTRUCTURING THE YOUTH ADVISORY
COMMISSION FOR A FOUR-YEAR TRIAL PERIOD
ITEMS PULLED FROM THE CONSENT CALENDAR
OTHER BUSINESS
8. CITY MANAGER'S REPORTS
9. MAYOR'S REPORTS
A. Ratification of appointment to the Housing Advisory Commission - John Wines
B. Ratification of appointment to the Human Relations Commission - Joseph Sims
C. Ratification of appointment to the Human Relations Commission Anne Cordon
D. Discussion of process for filling vacancy on the Port Commission
E. Direction to staff on the traffic monitoring program.
10. COUNCIL 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 Clerk's office in
accordance with the Ralph ~ Brown Act (Government Code 54957. 7).
11. CONFERENCE WITH REAL PROPERTY NEGOTIATOR PURSUANT TO
GOVERNMENT CODE SECTION 54956.8
Property: San Diego Gas & Electric - Gas and Electricity Franchise (Pertaining to
Public Rights of Way throughout the City of Chula Vista)
Agency negotiaiors: David Rowlands, Jr., Sid Morris, Michael Meacham, Glen
Googins
Negotiating Parties: City of Chula Vista, San Diego Gas & Electric
Under Negotiation: Price and Terms of Payment
Page 5 - Council Agenda 04/01/03
ADJOIJRNMENT to a Regular Meeting of April 8, 2003, at 6:00 p.m. in the Council
Chambers.
Page 6 - Council Agenda 04/01/03
COUNCIL AGENDA STATEMENT
Item
Meeting Date
ITEM TITLE: a) Resolution Intention to Approve an
Amendment to the Contract between the Board of
Administration of the Public Employees' Retirement System
and the City Council of the City of Chula Vista to provide
Section 21362.2 (3% @ 50 Full Formula) for local police
members
b) Ordinance Authorizing an amendment to the
contract between the Board of Administration of the Public
Employees' Retirement System and the City Council of the
City of Chula Vista to provide Section 21362.2 (3% @ 50
Full Formula) for local police members (First Reading)
(4/5ths Vote: Yes No _X_ )
SUBMITTED BY: Director of Human Resource~
Director of Financ~l~t~
REVIEWED BY: City Manager~'~C--J
RECOMMENDATION: That Council adopt the subject Resolution of Intention,
and place on first reading the Ordinance, which will
amend the contract between the Board of
Administration of the California Public Employees'
Retirement Board and the City of Chula Vista to
provide 21362.2 (3% @ 50 Full Formula) for local
police members.
The existing labor agreement with the Chula Vista Police Officers Association
(POA) contains a provision for the enhancement to their retirement benefits to
provide the 3% @ 50 full formula effective July 1, 2003. These actions are
required to amend the City's contract with CalPERS to provide the benefits.
DISCUSSION:
On December 12, 2000, City Council authorized the extension of the labor
agreement between the City of Chula Vista and Chula Vista Police Officer's
Association. One of the provisions of this contract extension was the inclusion of
the enhancement to the CalPERS contract to include the 3% @ 50 Full Formula
effective July 1,2003.
Item J
Meeting Date April 1,2003
Page 2
This formula provides to local police safety members 3% of pay at age 50 for each
year of service credited with the City of Chula Vista. These employees are
currently under the 2% @ 50 formula. The total allowance for service retirement
under the 3% @ 50 formula cannot exceed 90% of final compensation.
Local police safety members subject to the 3% @ 50 Full Formula contribute 9%
of reportable earnings. In the case of Chula Vista's police safety employees the
City pays the 9% on the employee's behalf.
Local police safety members who retire after the effective date of the contract
amendment (July 1, 2003) will be subject to this formula.
Cost of the Amendment
Government Code Section 7507 requires that the future annual costs of the
proposed contract amendment be disclosed at a public meeting at least two
weeks prior to the adoption of the final Ordinance. The following costs have
been identified in the actuarial cost estimates provided by CalPERS for this
contract amendment:
1 ) Change in the Present Value of Benefits $11,225,705
The "present value of benefits" is an actuarial term that represents the total
dollars needed today to fund all future benefits for the current members of the
Safety Plan, without regard to future employees. After this amendment the total
present value of benefits is estimated to be $186.4 million.
2) Change in the Excess Assets ($7,933,341)
As of each June 30 (2 years in arrears) CalPERS calculates the "desirable" level
of Plan assets as of that point in time by subtracting the present value of
scheduled future employee contributions and future employer normal costs from
the total present value of benefits. The resulting "desirable" level of plan assets
is referred to as the "accrued liability." A Plan with assets exactly equal to the
accrued liability is "on schedule," with only a consistent level of employee and
employer contributions required to stay on schedule. A Plan with assets less
than the accrued liability has what is referred to as an "unfunded liability," and
must temporarily increase contributions to get back on schedule. A Plan with
assets in excess of the accrued liability is said to have "excess assets," and
therefore can temporarily reduce contributions until it is back on schedule. Prior
to this amendment, the City's Safety Plan reflected excess assets estimated at
$25.8 million. With the decrease in excess assets as a result of this amendment
CalPERS estimates that the total excess assets will amount to $17.8 million.
Item
Meeting Date April 1, 2003
Page 3
3) Change to Normal Cost 3.236%
CalPERS is estimating that the long term annual cost for this particular
retirement enhancement is 3.236% of the City's sworn staff (police and fire)
reportable wages. This equates to $678,000 annually.
4) Change in the Total Employer Rate 7.385%
CalPERS is estimating that the employer contribution rate necessary to keep the
Plan on schedule after factoring in the impact of this amendment along with
other actuarial assumptions is 7.385% of sworn staff reportable wages. This
contribution rate amounts to approximately $1.5 million annually.
Overall the City's pension contribution costs for both Safety and Miscellaneous
Plans will increase significantly in FY04 due to other factors, such as recently
adopted plan enhancements, and the reported poor performance of the
CalPERS investment portfolio over the last couple of years. Staff is continuing to
explore various options aimed at reducing the spike in the CalPERS rates for
FY04 and FY05 thus minimizing the annual budgetary impact.
Contract Amendment Process
The process set out by CalPERS for contract amendments is very specific. This
item is being presented tonight as an announcement of the City's intention to
amend our contract and to present the first reading of the required Ordinance.
Pursuant to Government Code Section 20471, CalPERS requires that there be a
20-day period between the adoption of the Resolution of Intention and the
adoption of the final Ordinance. There are no exceptions to this law. The second
reading and final adoption of this Ordinance will be April 22, 2003. The effective
date of the contract amendment will be July 1,2003.
Fiscal Impact:
Beginning in FY04 the increase in the CaIPERS rate is estimated at $1.5 million
annually. Of this amount, $678,000 is directly attributable to the ongoing cost of
this enhancement.
The City of Chula Vista, like the majority of other California cities, is facing a
significant jump in CalPERS rates in FY04 with further increases projected in
FY05. These increases are primarily due to significant investment losses in the
CalPERS portfolio, which significantly reduced the City's CalPERS surplus in
both the Safety and Miscellaneous plans. As a result, an additional $5 million in
appropriations to fund the CalPERS rate increases is included in the proposed
Item
Meeting Date April 1,2003
Page 4
FY 04 budget. City staff is working with an actuary and exploring the option of
issuing Pension Obligation Bonds in an attempt to mitigate further spikes in
budgeted CalPERS costs.
Exhibits:
1) Amendment To Contract Between the Board of Administration California
Public Employees' Retirement System and the City Council of the City of
Chula Vista
RESOLUTION OF INTENTION
TO APPROVE AN AMENDMENT TO CONTRACT
BETWEEN THE
BOARD OF ADMINISTRATION
CALIFORNIA PUBLIC EMPLOYEES' RETIREMENT SYSTEM
AND THE
CITY COUNCIL
CITY OF CHULA VISTA
WHEREAS, the Public Employees' Retirement Law permits the participation of public
agencies and their employees in the Public Employees' Retirement System
by the execution of a contract, and sets forth the procedure by which said
public agencies may elect to subject themselves and their employees to
amendments to said Law; and
WHEREAS, one of the steps in the procedures to amend this contract is the adoption
by the governing body of the public agency of a resolution giving notice of
its intention to approve an amendment to said contract, which resolution
shall contain a summary of the change proposed in said contract; and
WHEREAS, the following is a statement of the proposed change:
To provide Section 21362.2 (3% @ 50 Full formula) for
local police members.
NOW, THEREFORE, BE IT RESOLVED that the governing body of the above agency
does hereby give notice of intention to approve an amendment to the
contract between said public agency and the Board of Administration of the
Public Employees' Retirement System, a copy of said amendment being
attached hereto, as an "Exhibit" and by this reference made a part hereof.
By:
Presiding Officer
Title
Date adopted and approved
(Amendment)
CON-302 (Rev. 4~96)
CalPERS
EXHIBIT
California
Public Employees' Retirement System
AMENDMENT TO CONTRACT
Between the
Board of Administration
California Public Employees' Retirement System
and the
City Council
City of Chula Vista
The Board of Administration, California Public Employees' Retirement System,
hereinafter referred to as Board, and the governing body of the above public agency,
hereinafter referred to as Public Agency, having entered into a contract effective
October 1, 1948, and witnessed August 31, 1948, and as amended effective October 1,
1951, November 1, 1955, January 1, 1960, January 1, 1961, September 1, 1967,
September 28, 1973, October 4, 1973, October 8, 1976, April 16, 1981, January 8,
1982, September 28, 1984, July 3, 1987, October 13, 1989, September 27, 1990,
November 16, 1990, January 4, 1991, September 6, 1991, October 7, 1994, June 28,
1995, May 29, 1998, April 7, 2000, July 1, 2002 and December 27, 2002 which provides
for participation of Public Agency in said System, Board and Public Agency hereby
agree as follows:
A. Paragraphs 1 through 16 are hereby stricken from said contract as executed
effective December 27, 2002, and hereby replaced by the following paragraphs
numbered 1 through 15 inclusive:
1. All words and terms used herein which are defined in the Public
Employees' Retirement Law shall have the meaning as defined therein
unless otherwise specifically provided. "Normal retirement age" shall
mean age 60 for local miscellaneous members and age 50 for local safety
members.
2. Public Agency shall participate in the Public Employees' Retirement
System from and after October 1, 1948 making its employees as
hereinafter provided, members of said System subject to all provisions of
the Public Employees' Retirement Law except such as apply only on
election of a contracting agency and are not provided for herein and to all
amendments to said Law hereafter enacted except those, which by
express provisions thereof, apply only on the election of a contracting
agency.
3. Employees of Public Agency in the following classes shall become
members of said Retirement System except such in each such class as
are excluded by law or this agreement:
a. Local Fire Fighters (herein referred to as local safety members);
b. Local Police Officers (herein referred to as local safety members);
c. Employees other than local safety members (herein referred to as
local miscellaneous members).
4. In addition to the classes of employees excluded from membership by
said Retirement Law, the following classes of employees shall not become
members of said Retirement System:
NO ADDITIONAL EXCLUSIONS
5. Effective October 4, 1973 and prior to January 1, 1975, those members
who were hired by Public Agency on a temporary and/or seasonal basis
not to exceed 6 months were excluded from PERS membership by
contract. Government Code Section 20336 superseded this contract
provision by providing that any such temporary and/or seasonal
employees are excluded from PERS membership subsequent to January
1, 1975. Legislation repealed and replaced said Section with Government
Code Section 20305 effective July 1, 1994.
6. This contract shall be a continuation of the contract of the Montgomery
Fire Protection District, hereinafter referred to as "Former Agency". The
accumulated contributions, assets and liability for prior and current service
under the Former Agency's contract shall be merged pursuant to Section
20508 of the Government Code. Such merger occurred January 1, 1986.
a. All benefits provided under this contract shall apply to all past service
For former employees of the Montgomery Fire Protection District.
/-7
7. The percentage of final compensation to be provided for each year of
credited prior and current service as a local miscellaneous member in
employment before and not on or after December 27, 2002 shall be
determined in accordance with Section 21354 of said Retirement Law
(2% at age 55 Full).
8. The percentage of final compensation to be provided for each year of
credited prior and current service as a local miscellaneous member in
employment on or after December 27, 2002 shall be determined in
accordance with Section 21354.3 of said Retirement Law (3% at age 60
Full).
9. The percentage of final compensation to be provided for each year of
credited prior and current service as a local safety member shall be
determined in accordance with Section 21362.2 of said Retirement Law
(3% at age 50 Full).
10. Public Agency elected and elects to be subject to the following optional
provisions:
a. Section 20965 (Credit for Unused Sick Leave).
b. Section 20425 ("Local Police Officer" shall include employees of a
police department who were employed to perform identification or
communication duties on August 4, 1972 and who elected to be
local safety members on or before September 28, 1973).
c. Section 21325 (One-Time 3% to 15% Increase For Local
Miscellaneous Members Who Retired or Died Prior to January 1,
1974). Legislation repealed said Section effective January 1, 2002.
d. Sections 21624 and 21626 (Post-Retirement Survivor Allowance)
for local safety members only.
e. Section 20516 (Employees Sharing Cost of Additional Benefits):
Section 21362 2% (i~ 50 Full formula
From and after September 28, 1984 to July 1, 1985 the safety
employees of Public Agency shall be assessed an additional
0.341% of their compensation for a total contribution rate of 9.341%
pursuant to Government Code Section 20516.
f. Section 21574 (Fourth Level of 1959 Survivor Benefits).
g. Section 20042 (One-Year Final Compensation).
h. Section 20426 ("Local Police Officer" shall include any officer or
employee of a police department employed to perform
communication duties and who elected to become a local safety
member on August 25, 1973).
i. Section 21024 (Military Service Credit as Public Service), Statutes
of 1976.
j. Section 21623.5 ($5,000 Retired Death Benefit).
k. Sections 21624, 21626 and 21628 (Post-Retirement Survivor
Allowance) for local miscellaneous members only.
11. Public Agency, in accordance with Government Code Section 20790,
ceased to be an "employer" for purposes of Section 20834 effective on
October 8, 1976. Accumulated contributions of Public Agency shall be
fixed and determined as provided in Government Code Section 20834,
and accumulated contributions thereafter shall be held by the Board as
provided in Government Code Section 20834.
12. Public Agency shall contribute to said Retirement System the contributions
determined by actuarial valuations of prior and future service liability with
respect to local miscellaneous members and local safety members of said
Retirement System.
13. Public Agency shall also contribute to said Retirement System as follows:
a. Contributions required per covered member on account of the 1959
Survivor Benefits provided under Section 21574 of said Retirement
Law. (Subject to annual change.) In addition, all assets and
liabilities of Public Agency and its employees shall be pooled in a
single account, based on term insurance rates, for survivors of all
local miscellaneous members and local safety members.
b. A reasonable amount, as fixed by the Board, payable in one
installment within 60 days of date of contract to cover the costs of
administering said System as it affects the employees of Public
Agency, not including the costs of special valuations or of the
periodic investigation and valuations required by law.
c. A reasonable amount, as fixed by the Board, payable in one
installment as the occasions arise, to cover the costs of special
valuations on account of employees of Public Agency, and costs of
the periodic investigation and valuations required by law.
14. Contributions required of Public Agency and its employees shall be
subject to adjustment by Board on account of amendments to the Public
Employees' Retirement Law, and on account of the experience under the
Retirement System as determined by the periodic investigation and
valuation required by said Retirement Law.
15. Contributions required of Public Agency and its employees shall be paid
by Public Agency to the Retirement System within fifteen days after the
end of the period to which said contributions refer or as may be prescribed
by Board regulation. If more or less than the correct amount of
contributions is paid for any period, proper adjustment shall be made in
connection with subsequent remittances. Adjustments on account of
errors in contributions required of any employee may be made by direct
payments between the employee and the Board.
B. This amendment shall be effective on the __ day of .,
BOARD OF ADMINISTRATIO ,N? CITY COUNCIL
PUBLIC EMPLOYEES' RE~U~E.MENT SYSTEM CITY OF CHULA VISTA
BY ~ BY
KENNETH W. MA~ZI}ON CHIEF PRESIDING OFF
ACTUARIAL &~pi:'OYER SERVICES DIVISION .~
PUBLIC EMP~k~¥1~ES' RETIREMENT SYSTEM
Date
At~est:
Clerk
AMENDMENT ER# 195
PERS-CON-702A (Rev. 8\02)
ORDINANCE NO.
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA AUTHORIZING AN AMENDMENT TO THE
CONTRACT BETWEEN THE BOARD OF ADMINISTRATION OF
THE PUBLIC EMPLOYEES' RETIREMENT SYSTEM AND THE
CITY COUNCIL OF THE CITY OF CHULA VISTA TO PROVIDE
SECTION 21362.2 (3% @ $0 FULL FORMULA) FOR LOCAL
POLICE MEMBERS
The City Council of thc City of Chula Vista does ordain as follows:
Section 1.
That an amendment to the contract between the Board of Administration, California
Public Employees' Retirement System and the City Council of the City of Chula Vista is
hereby authorized, a copy of said amendment being attached hereto, marked "Exhibit", and by
such reference made a part hereof as though herein set out in full.
Section 2.
The Mayor of the City of Chula Vista is hereby authorized, empowered, and directed
to execute said amendment for and on behalf of said Agency.
Section 3.
This Ordinance shall take effect thirty (30) days after the date of its adoption, and
prior to the expiration of fifteen (15) days from the passage thereof shall be published at least
once in the Chula Vista Star News, a newspaper of general circulation, published and
circulated in the City of Chula Vista and thence forth and thereafter the same shall be in full
force and effect.
Presented by: Approved as to form by:
Marcia Raskin Ann Moore
Director of Human Resources City Attorney
CaIPERS
EXHIBIT
California
Public Employees' Retirement System
AMENDMENT TO CONTRACT
Between the
Board of Administration
California Public Employees' Retirement System
and the
City Council
City of Chnla Vista
The Board of Administration, California Public Employees' Retirement System,
hereinafter referred to as Board, and the governing body of the above public agency,
hereinafter referred to as Public Agency, having entered into a contract effective
October 1, 1948, and witnessed August 31, 1948, and as amended effective October 1,
1951, November 1, 1955, January 1, 1960, January 1, 1961, September 1, 1967,
September 28, 1973, October 4, 1973, October 8, 1976, April 16, 1981, January 8,
1982, September 28, 1984, July 3, 1987, October 13, 1989, September 27, 1990,
November 16, 1990, January 4, 1991, September 6, 1991, October 7, 1994, June 28,
1995, May 29, 1998, April 7, 2000, July 1, 2002 and December 27, 2002 which provides
for participation of Public Agency in said System, Board and Public Agency hereby
agree as follows:
A. Paragraphs 1 through 16 are hereby stricken from said contract as executed
effective December 27, 2002, and hereby replaced by the following paragraphs
numbered I through 15 inclusive:
1. All words and terms used herein which are defined in the Public
Employees' Retirement Law shall have the meaning as defined therein
unless otherwise specifically provided. "Normal retirement age" shall
mean age 60 for local miscellaneous members and age 50 for local safety
members.
2. Public Agency shall participate in the Public Employees' Retirement
System from and after October 1, 1948 making its employees as
hereinafter provided, members of said System subject to all provisions of
the Public Employees' Retirement Law except such as apply only on
election of a contracting agency and are not provided for herein and to all
amendments to said Law hereafter enacted except those, which by
express provisions thereof, apply only on the election of a contracting
agency.
3. Employees of Public Agency in the following classes shall become
members of said Retirement System except such in each such class as
are excluded by law or this agreement:
a. Local Fire Fighters (herein referred to as local safety members);
b. Local Police Officers (herein referred to as local safety members);
c. Employees other than local safety members (herein referred to as
local miscellaneous members).
4. In addition to the classes of employees excluded from membership by
said Retirement Law, the following classes of employees shall not become
members of said Retirement System:
NO ADDITIONAL EXCLUSIONS
5. Effective October 4, 1973 and prior to January 1, 1975, those members
who were hired by Public Agency on a temporary and/or seasonal basis
not to exceed 6 months were excluded from PERS membership by
contract. Government Code Section 20336 superseded this contract
provision by providing that any such temporary and/or seasonal
employees are excluded from PERS membership subsequent to January
1, 1975. Legislation repealed and replaced said Section with Government
Code Section 20305 effective July 1, 1994.
6. This contract shall be a continuation of the contract of the Montgomery
Fire Protection District, hereinafter referred to as "Former Agency". The
accumulated contributions, assets and liability for prior and current service
under the Former Agency's contract shall be merged pursuant to Section
20508 of the Government Code. Such merger occurred January 1, 1986.
a. All benefits provided under this contract shall apply to all past service
For former employees of the Montgomery Fire Protection District.
1-/3
7. The percentage of final compensation to be provided for each year of
credited prior and current service as a local miscellaneous member in
employment before and not on or after December 27, 2002 shall be
determined in accordance with Section 21354 of said Retirement Law
(2% at age 55 Full).
8. The percentage of final compensation to be provided for each year of
credited prior and current service as a local miscellaneous member in
employment on or after December 27, 2002 shall be determined in
accordance with Section 21354.3 of said Retirement Law (3% at age 60
Full).
9. The percentage of final compensation to be provided for each year of
credited prior and current service as a local safety member shall be
determined in accordance with Section 21362.2 of said Retirement Law
(3% at age 50 Full).
10. Public Agency elected and elects to be subject to the following optional
provisions:
a. Section 20965 (Credit for Unused Sick Leave).
b. Section 20425 ("Local Police Officer" shall include employees of a
police department who were employed to perform identification or
communication duties on August 4, 1972 and who elected to be
local safety members on or before September 28, 1973).
c. Section 21325 (One-Time 3% to 15% Increase For Local
Miscellaneous Members Who Retired or Died Prior to January 1,
1974). Legislation repealed said Section effective January 1, 2002.
d. Sections 21624 and 21626 (Post-Retirement Survivor Allowance)
for local safety members only.
e. Section 20516 (Employees Sharing Cost of Additional Benefits):
Section 21362 2% @ 50 Full formula
From and after September 28, 1984 to July 1, 1985 the safety
employees of Public Agency shall be assessed an additional
0.341% of their compensation for a total contribution rate of 9.341%
pursuant to Government Code Section 20516.
f. Section 21574 (Fourth Level of 1959 Survivor Benefits).
g. Section 20042 (One-Year Final Compensation).
h. Section 20426 ("Local Police Officer" shall include any officer or
employee of a police department employed to perform
communication duties and who elected to become a local safety
member on August 25, 1973).
i. Section 21024 (Military Service Credit as Public Service), Statutes
of 1976.
j. Section 21623.5 ($5,000 Retired Death Benefit).
k. Sections 21624, 21626 and 21628 (Post-Retirement Survivor
Allowance) for local miscellaneous members only.
11. Public Agency, in accordance with Government Code Section 20790,
ceased to be an "employer" for purposes of Section 20834 effective on
Qctober 8, 1976. Accumulated contributions of Public Agency shall be
fixed and determined as provided in Government Code Section 20834,
and accumulated contributions thereafter shall be held by the Board as
provided in Government Code Section 20834.
12. Public Agency shall contribute to said Retirement System the contributions
determined by actuarial valuations of prior and future service liability with
respect to local miscellaneous members and local safety members of said
Retirement System.
13. Public Agency shall also contribute to said Retirement System as follows:
a. Contributions required per covered member on account of the 1959
Survivor Benefits provided under Section 21574 of said Retirement
Law. (Subject to annual change.) In addition, all assets and
liabilities of Public Agency and its employees shall be pooled in a
single account, based on term insurance rates, for survivors of all
local miscellaneous members and local safety members.
b. A reasonable amount, as fixed by the Board, payable in one
installment within 60 days of date of contract to cover the costs of
administering said System as it affects the employees of Public
Agency, not including the costs of special valuations or of the
periodic investigation and valuations required by law.
c. A reasonable amount, as fixed by the Board, payable in one
installment as the occasions arise, to cover the costs of special
valuations on account of employees of Public Agency, and costs of
the periodic investigation and valuations required by law.
14. Contributions required of Public Agency and its employees shall be
subject to adjustment by Board on account of amendments to the Public
Employees' Retirement Law. and on account of the experience under the
Retirement System as determined by the periodic investigation and
valuation required by said Retirement Law.
15. Contributions required of Public Agency and its employees shall be paid
by Public Agency to the Retirement System within fifteen days after the
end of the period to which said contributions refer or as may be prescribed
by Board regulation. If more or less than the correct amount of
contributions is paid for any period, proper adjustment shall be made in
connection with subsequent remittances. Adjustments on account of
errors in contributions required of any employee may be made by direct
payments between the employee and the Board.
B. This amendment shall be effe, c~ive on the day of
BOARD OF ADMINISTRATIO,N,¢'_: , CITY COUNCIL
PUBLIC EMPLOYEES' RET~EMENT~,~,~, SYSTEM CITY OF CHULA VISTA ~,~,'
BY ~
z" BY
KENNETH W. MA~'I~ON, CHIEF PRESIDING OF,F,,,, ~.
ACTUARIAL & ~,.,~?LOYER SERVICES DIVISION
PUBLIC EMPI,,Q¥1::ES' RETIREMENT SYSTEM ~'~'
~W~.iff~e?~ Date
At'est:
Clerk
AMENDMENT ER# 195
PERS-CON-702A (Rev, 8\02)
/
PAGE 1, ITEM NO.: ~
MEETING DATE: 04/01/03
CITY COUNCIL AGENDA STATEMENT
ITEM TITLE: APPROVING AN AGREEMENT WITH SOUTH BAY COMMUNITY
SERVICES FOR REHABILITATION ACTIVITIES AT THEIR
HOMELESS/TRANSITIONAL FACILITY LOCATED AT 17 & 31 FOURTH
AVENUE; APPROPRIATING $140,000 FROM THE HOME
INVESTMENT PARTNERSHIP PROGRAM (HOME) FOR SAID REPAIRS;
AND AUTHORIZING THE MAYOR TO EXECUTE THE AGREEMENT
SUBMITTED BY: COMMUNITY DEVELOPMENT DIRECTOR ~
REVIEWED BY: CiTY MANAGER d~~
4/5THS VOTE: YES
BACKGROUND
South Bay Community Services (SBCS) is requesting City financial assistance for rehabilitation needs
at their homeless/transitional housing facili~ at 17 and 31 Fourth Avenue. The complex located at
17 Fourth Avenue (Casa Nueva Vida I) is a homeless facili~, with a frequent turn-over in clientele.
Approximately 18 beds are made available to homeless families with children on a first-come-first-
served basis for a period of 60-days. Staff did a visual inspection of three apartment units which
showed visible signs of deterioration. Each of the inspected units requires major rehabilitation.
The complex located at 31 Fourth Avenue (Casa Nueva Vida II) is a transitional facili~. Clients are
transitioned into these units from the homeless facili~/, if possible, and maintain residency for ~wo
years. This complex consists of 20 units. The visual inspection of the units also showed visible signs
of deterioration.
Staff has been working closely with South Bay Community Services (SBCS) to determine the levet of
rehabilitation necessary to accommodate the clientele in a comfortable manner. The city is able to
provide SBCS financial assistance in the amount of $140,000 available from the HOME Investment
Partnership (HOME) program. SBCS has provided staff a cost estimate prioritizing the repairs,
a~'ached as Exhibit A.
RECOMMENDATION
That the Cih/ Council approve an agreement with SBCS for rehabilitation activities at their
homeless/transitional facility located at 17 & 31 Fourth Avenue; appropriate $140,000 from the
HOME Investment Partnership (HOME) program for said repairs; and authorize the Mayor to
execute the agreement.
PAGE 2, ITEM NO.: c~
MEETING DATE.- 04/01/O3
BOARDS/COMMISSIONS RECOMMENDATION
Not Applicable
SBCS is requesting city financial assistance to make much needed repairs at their
homeless/transitional housing complex located at 17 and 31 Fourth Avenue. Staff has visited
both facilities and determined that the repairs are necessary due to the age of the buildings and
the type of use.
SBCS has provided staff with construction cost estimates totaling $140,139. The types of repairs
currently proposed by SBCS include replacement of windows, carpet, kitchen and bath cabinets,
exterior wood doors, interior painting, flooring, new electric stoves, kitchen/bathroom faucets and
sinks, replacement of two 100 gallon water heaters, and termite repairs. Staff requested SBCS to
replace the roof due to the signs of water damage to some of the interior units. SBCS has agreed
to this request and has secured financing elsewhere. Staff has reviewed the proposed cost
estimate and support repair and/or replacement of the identified items.
The financial assistance will be in the form of a grant from the city's HOME Investment
Partnership (HOME) program CHDO (Community Housing Development Organization) funds.
As part of the HOME requirements, fifteen percent of the jurisdiction's entitlement must be set-
aside for CHDOs. A CHDO is an organization that owns, develops, or sponsors affordable
housing adivities. Since SBCS owns both facilities and is a city-recognized CHDO, the HOME
CHDO funds are an eligible use br this adivity.
FISCAL IMPACT
Funds in the amount of $140,000 for financial assistance to SBCS is available in the FY 2002-03
HOME program budget. The proposed repairs to 17 & 31 Fourth Avenue are determined
eligible under the HOME program requirements. The $140,000 in HOME funds will be
deposited into account 32140-7998-4122324321333.
ATTACHMENTS
Exhibit A Proposed Construction Cost Estimate prepared by SBCS
J:\COMMDEV'WLASTERS~AGENDA STATEMENT - COUNCIL.doc
EXHIBIT A
Project: Casa Nueva Vida I {md 1I
17, 19, and 31 Fourth Aveuue
Chula Vista CA
O~er: South Bay Corem,miry Services
Date: March I1, 2003
1 N/A
$145 $870
~ stair I~a~s.
3 Si~ Dmi~ N/A $O
problem at the eutry to 31 Fourth Ave.
4 N/A $13,230
~ N/A Included in
roofin~ ai 31 Fourth Ave. separato budget
6 ~m~r and Downspout N/A
? Wiudows N/A :$42,156
8 N/A $0
shin~les at 31 Fourth Ave., and r~pair
both properlies.
9 Cm]~atry $200 $2,800
:, molding, sh¢ff &pole, and
Approxlm~lely 50% of the m~eded !
this scope.
10 Bath Csbfmel~ $500 $13,000
paint cabin~.
11 $35O $2,100
mt 17-19 Fourth Ave.
12 $500 $0
oun~r tops.
13 good Doors $310 $1,550
~ntry doors and hardware.
14. ~ $600 $7,200
,al{ previously painted interior surfaces at 17-19 Fourth Ave.
~5 l)rymm N/A $0
16 Flooring $2.40 $1~,725
Replace carpet and vinyl flooring nt 17-1~ Fourth Ave~
]7 Window Blinds $65 $0
Provide and install new yin'deal blinds at all windows.
18 Toilet and Bath A~tJes $90 $0
19 Appliances $575 $3,450
ilnstall new ¢icctric range and rang~ hood.
2O Foilers $250 $0
~cmov¢ cxisting anti install new.
21 Kitchen Sink and Faucet $425 $2,550
R.c~novc existing and install new.
22 hthFoom Sink and Faucet $400 $2,400
~aove existing and install new.
23 rub and Shower Valves $325 $1,625
[~'move ex~ting and install new.
24 ~lmm-out drain ~ N/A $1,000
ct all drain ~ through available ¢le~nouts.
2~ R~inimh Bathtub~ ~nd ShoweFs
~¢finLqh ttlb alld showca' Sulfates il~ all bathrooms at 17-19 Fourth Ave. $325 $0
26 Water I~-o*~FS
Replace two 100 gallon water heaters. $4,250 $8,500
27 [UStl~ mln WRter shut off at each buildln~ $375 $0
28 Drain, Waste and Year
~1~ ~ ~ ~ v~t piing.
29 O~'s 26 ~ 51~
~ ~ oufl~ in ~h~ a~ ~.
~ ~ ~ 0
~/~1~ ~g ~d ~ of ~t i~°~.
31 S~ ~ 12
~1 ~w ~ d~.
32 ~ F~ 12 $150 $1,8~
S~ ~ C~fion 10.~ $12,7~
ih~ ~ 0.~%
P~ ~ Pa~t B~ 0.~
~s Fm 0.~%
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA
VISTA APPROVING AN AGREEMENT WITH SOUTH BAY
COMMUNITY SERVICES FOR REHABILITATION ACTIVITIES AT THE
HOMELESS/TRANSITIONAL FACILITY LOCATED AT 17 & 31
FOURTH AVENUE; APPROPRIATING $140,000 FROM THE HOME
INVESTMENT PARTNERSHIP PROGRAM (HOME) FOR SAID
REPAIRS; AND AUTHORIZING THE MAYOR TO EXECUTE THE
AGREEMENT
WHEREAS, the City participates in the HOME Investment Partnership (HOME) program, a
principal goal of which is to fund projects and services which will benefit Iow-income Chula Vista
households; and
WHEREAS, on May 14, 2002 the City Council of the City of Chula Vista approved HOME
program budget for fiscal year 2002-03. Incorporated within this budget is reference to Community
Housing Development Organization (CHDO) funding; and
WHEREAS, South Bay Community Services ("SBCS") is a city-recognized CHDO and has
requested financial assistance in the amount of $140,000 for rehabilitation repairs for 17 & 31 Fourth
Avenue, known as Casa Nueva VEda I & II.
WHEREAS, the City is desirous of having the rehabilitation repairs to Casa Nueva VEda I & II
homeless/transitional housing residence for the benefit of homeless and Iow-income households
performed by the SBCS; and
WHEREAS, the SBCS warrants and represents that they are experienced and staffed in a
manner such that they can prepare and deliver the services required by the City within the timeframe
herein provided all in accordance with the terms and conditions of this Agreement,
NOW, THEREFORE, BE IT RESOLVED the City Council of the City of Chula Vista does hereby
approve the Agreement with South Bay Community Services, authorizes the Mayor to execute said
agreement on behalf of the City of Chula Vista and appropriates $140,000 from the Home Investment
Partnership Program.
Presented by Approved as to form by
¢. / ,'
Laurie Madigan
Ann ~6o~:e /~
Director of Community Development C,~b//Attorney ~
J:\comdev\resos\SBCS Transitional Housing Reso
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
THE CITY COUNCIL
City Attorney
Dated:
AGREEMENT WITH SOUTH BAY COMMUNITY SERVICES
FOR REHABILITATION ACTIVITIES AT THE HOMLESS/
TRANSITIONAL FACILITY LOCATED AT 17 & 31
FOURTH AVENUE
AGREEMENT BETWEEN
SOUTH BAY COMMUNITY SER VICES- CASA NUEVA VIDAI & H
AND CITY of CHULA VISTA FOR REHABILITATION WORK
THIS AGREEMENT is made this April 1, 2003, for the purposes of reference only, and
effective as of the date last executed between the parties, between the City of Chula Vista ("City") herein, a
municipal corporation of the State of California, and South Bay Community Services (Casa Nueva Vida I &
II ), a non-profit organization ("Grantee"), and is made with reference to the following facts:
RECITALS
WHEREAS, the City participates in the HOME Investment Partnership (HOME) Program, a
principal goal of which is to fund programs and services which will benefit low and moderate-income Chula
Vista households; and,
WHEREAS, the City has entered into a separate funding agreement with HUD for the City's
annual HOME entitlement; and
WHEREAS, the City Council of the City of Chula Vista held a public hearing on March 5,
2002 to receive public comment and testimony on community development needs, including the use of HOME
funds ~vhich was approved on May 14, 2002.
WHEREAS, the City is desirous of having those certain services for the benefit of low income
households, hereinafter enumerated, performed by the South Bay Community Services (SBCS); and,
WHEREAS, HUD requires the execution of a ~witten agreement setting the terms and
obligations for the expenditure of HOME funds by SBCS; and,
WHEREAS, SBCS warrants and represents that they are experienced and staffed in a manner
such that they can prepare and deliver the services required xvithin the time fi.ames herein provided all in
accordance with the terms and conditions of this Agreement;
NOW, THEREFORE, in consideration of the mutual obligations of the parties as herein
expressed, the parties hereto agree as follows:
1. Term of Agreement. The term of this agreement shall be from April 1, 2003 through
March 31, 2005.
2. Statement of Work Schedule. SBCS shall perform those duties described in the
Statement of Work in Exhibit A, attached hereto and incorporated herein.
3. Low Income Requirement. The services to be performed by Grantee shall be provided
primarily to persons of low income households. A minimum of 51% of the persons provided services shall be
of Iow income, as determined by the most current HUD Income Limits for the San Diego SMSA. SBCS shall
use reasonable means to determine the income level of each person or family served.
1
4. Compensation and Budget. The City shall release to South Bay Community
Services up to a maximum of$140,000 (One Hundred Forty Thousand Dollars) through installments for work
as identified in the Statement of Work, Exhibit A.
5. Pawnents. Payment of those City appropriated funds shall be made to SBCS on
an as-needed basis. SBCS understands and accepts that in the event that HUD should withdraw the City's
HOME funding, the City is not obligated to compensate SBCS for any expenditures.
6. Reports. SBCS shall provide the City with a quarterly report which includes a
narrative of the rehabilitation activities provided and an itemized accounting of the expenditures of HOME
funds during the previous quarter. Failure to submit quarterly reports in a timely manner will result in
withholding of HOME funds until the report has been submitted.
7. Assignment. Because of its unique qualifications, City is looking solely to South Bay
Community Services to perform the work designated in this Agreement. The performance of this Agreement
may not, by sub-agreement, be assigned to any other entity ~vithout prior written consent of the City.
8. Financial Records and Audits. The Grantee shall maintain all financial records for
three years lbllowing the term of this Agreement. The City, at its discretion may require the Grantee to provide
or allow the City to undertake a complete financial and program audit of its records. Those records shall
contain, at a minimum, the lbllowing information for each client served: income, residency, and ethnicity.
records shall also contain receipts or other proof of all expenditures made with City HOME funds.
9. Representatives. The Community Development Director, or his/her designated
representative, shall represent the City in all mat~ers of this Agreement. The Executive Director, or his/her
designated representative, shall represent SBCS in all matters of the Agreement.
10. Uniform Administrative Requirements. SBCS shall comply with the applicable
unitbrm administrative require~nents as described in HUD regulation 24CFR 570.502. This HUD regulation
requires compliance with certain sections of 24 CFR part 85 "Uniform Administrative Requirements for Grants
and Cooperative Agreements to State and Local Governments".
11. Other Program Requirements. SBCS shall carry out each activity specified under this
Agreement with ali Federal laws and regulations described in 24 CFR 570, Subpart K, with the following
exceptions: a) The Grantee does not assume environmental responsibilities described at 24 CFR 570.604; b)
The Grantee does not assume responsibility for initiating the review process under the provisions of 24 CFR
570.612.
12. Accounting Procedure. SBCS agrees to abide by the requirements of OMB Circular
A- 122 "Cost Principles for Non-Profit Organizations". The Grantee shall account for use of Block Grant funds
separately from other funds so as to demonstrate that the funds are used for their designated purposes.
2
13. Program Income. Any program income derived from HOME funds shall be reported
to the City and shall only be used by SBCS for the services funded under this Agreement. Program Income is
defined as interest received on funds placed in an interest-bearing account with a financial institution. All
provisions of this Agreement shall apply to the use of program income for said activities. Said program income
shall be substantially disbursed for said services before the City will make additional reimbursements to SBCS.
If said program income is on hand when this agreement expires, or is received after expiration of this
agreement, then said program income shall be paid to the City.
14. Conditions for Religious Organizations. IfSBCS is a religious entity, affiliated with a
religious entity, or sponsor of religious activities, then Grantee shall abide by the HUD regulations 24 CFR
570.2000) which prohibits discrimination on the basis of religion and prohibits the use of funds for religious
activities, and places other restrictions and limitations on the Grantee.
15. Drug-free Workplace. SBCS shall maintain a drag-free workplace at all times for the
duration of this contract.
16. Lobbying of Federal Officials. SBCS shall not use any funds provided under this
Agreement to pay any person for influencing or attempting to influence an officer or employee of any Federal
agency, a Member of Congress, an officer or employee of Congress, or an employee ora Member of Congress
in connection with the awarding of any Federal contract, the making of any cooperative agreement, and the
extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or
cooperative agreement, if Grantee utilizes any other funds for any of the aforementioned purposes, then the
Grantee shall complete and submit Standard Form-LLL, "Disclosure Form to Report Lobbying", in accordance
with its instructions.
17. Insurance. SBCS represents that it, and its agents, and staff employed by it are
protected by worker's compensation insurance and has coverage under general liability and property damage
insurance policies ~vhich this Agreement requires to be demonstrated in the form of a certificate of insurance.
SBCS will provide, prior to commencement of the services required under this Agreement the follo~ving
certificates of insurance to the City: a) Statutory Worker's Compensation coverage plus $1,000,000 Employers
liability coverage; b) General and Automobile Liability coverage to $1,000,000 combined single limit which
names the City as additional insured, and which is primary to any policy which the City may otherwise carry
("primary coverage"), and which treats the employees of the City in the same manner as members of the
general public ("cross-liability coverage"). The insurance shall be issued by an admitted carrier with a Best's
rating of A-V or better, except as otherwise approved by the City at its sole discretion. In addition, any work
being contracted through a sub-contractor, SBCS shall require said contractor to have the same insurance
coverage as identified in this paragraph or named as an additional insured by SBCS.
18. Hold Harmless. SBCS shall defend, protect, indemnify and hold harmless the City, its
elected and appointed officers and employees, from and against all claims for damages, liability, cost and
expense (including without limitation attorney's fees) arising out of the conduct of SBCS, or any agency or
employee, or others in connections with the execution of the work covered by this Agreement, except only for
those claims arising from the sole negligence or sole willful misconduct of the City, its officers, or employees.
SBCS indemnification shall include any and all costs, expenses, attorney's fees and liability incurred by the
City, its officers and agents, or employees in defending against such claims, whether the same proceed to
judgment or not. Further, SBCS at its own expense shall, upon written request by the City, defend any such
suit or action brought against the City, its officer, agents, or employees. SBCS's indemnification of City shall
not be limited by any prior or subsequent declaration by the SBCS and shall survive the termination of this
agreement.
3
19. Suspension and Termination. In accordance with HUD regulation 24 CFR 85.43,
SBCS may be suspended or terminated by the City after 30 days written notice to SBCS due to default by
SBCS or SBCS's inability to perform, regardless of whether such inability is due to circumstances within or
beyond the SBCS's control. The a~vard may be terminated for convenience in accordance with 24 CFR 85.44.
Settlement of any disputes shall be based on the laws of the State of California.
20. Agreement Modification. This Agreement may not be modified orally or in any
manner other than by an agreement in xvriting signed by the parties hereto.
21. Breach of Contract. The parties reserve the right to pursue any remedy provided
under California law for remedy in instances where contractors violate or breach contract terms.
22. Reversion of Assets. Upon expiration of this Agreement, SBCS shall transfer to the
City any HOME funds on hand at the time of expiration and any accounts receivable attributable to the use of
HOME funds, including any program income derived from HOME funds.
23. Entire Agreement. This Agreement represents the entire agreement between the
parties and supersedes any previous or contemporaneous written or oral agreements.
Next Page for Signature Page:
IN WITNESS WHEREOF, City and Grantee have executed this Agreement this 1st day of April 2003.
CITY OF CHULA VISTA
Steven Padilla
Mayor, City of Chula Vista
APPROVED AS TO FORM
Ann Moore
( ~ity Attorney
ATTEST
City Clerk
SOUTtt BAY COMMUNITY SERVICES
5
PAGE 1, ITEM NO.: ~-_~
MEETING DATE: 4/01/03
CITY COUNCIL AGENDA STATEMENT
ITEM TITLE: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
AMENDING THE CLOSURE OF THIRD AVENUE BETWEEN F AND G
STREETS FROM 7:30 A.M. - 10:00 A.M. ON SATURDAY, JUNE 21,
2003 AND WAIVING THE PROHIBITION ON SIDEWALK SALES AND
WAIVING BUSINESS LICENSE TAXES TO THE DOWNTOWN
BUSINESS ASSOCIATION AND VENDORS FOR THE SECOND
ANNUAL CHULA VISTA PET FEST, CHANGING THE DATE TO JUNE
28, 2003
SUBMITTED BY: COMMUNITY DEVELOPMENT DIRECTOR ~1~ ~'~ ~
REVIEWED BY: CITY MANAGER ~.~'~-
4/STHS VOTE: YES ~ NO
BACKGROUND
On March 4, 2003, the City Council approved a resolution closing a portion of Third Avenue on
Saturday morning, June 21, 2003 to allow the Chula Vista Downtown Business Association (DBA) to
hold its second annual Pet Fest. Subsequent to the approval, the DBA learned that a wedding would
be held in the Memorial Bowl at the same time as the event. As a coudesy to the wedding parly, the
DBA requested their event date be changed to the following Saturday - June 28. This resolution
amends the street closure date per the DBA's request.
RECOMMENDATION
It is recommended that the City Council amend the closure of Third Avenue between F and G
Streets from 7:30 a.m. - 10:00 a.m. from Saturday, June 21, 2003, to Saturday, June 28, 2003,
and waiving the prohibition on sidewalk sales and waiving business license taxes to the
Downtown Business Association and vendors for the second annual Pet Fest, changing the date to
June 28, 2003.
BOARDS/COMMISSIONS RECOMMENDATION
Not applicable.
DISCUSSION
The DBA added the Pet Fest to its calendar of events last year as a way of bringing families to
Third Avenue on a weekend in June. The event uses Memorial Park for a variety of contests, pet-
related displays and activities. Because the Memorial Bowl can be reserved but not the park
,~.
PAGE 2, ITEM NO.: ~/
MEETING DATE: 4/01
itself, a wedding pady reserved the Bowl after the Pet Fest date of June 21 had been selected. In
deference to the wedding party, the DBA is requesting the City Council to allow the event, which
involves a street closure, fo be postponed to the following Saturday. Regarding the new date, the
DBA has asked City staff to notify anyone wishing to reserve the Memorial Bowl for June 28 that
a competing event will be taking place.
FISCAL IMPACT
There is no increased fiscal impact from changing the date of Pet Fest. The costs, other than staff
salaries, for the event are the waiver of a $5 fee to the DBA for a special event license and
roughly $125 in business license fees to vendors at the event.
J:\COMMDEV~STAFF.REP\CC- amend pet test.doc
RESOLUTION NO. 2003-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA
VISTA AMENDING THE CLOSURE OF THIRD AVENUE BETWEEN F
AND O STREETS FROM 7:30 A.M. - 10:00 A.M. ON SATURDAY, JUNE
21, 2003 AND WAIVING THE PROHIBITION ON SIDEWALK SALES
AND WAIVING BUSINESS LICENSE TAXES TO THE DOWNTOWN
BUSINESS ASSOCIATION AND VENDORS FOR THE SECOND
ANNUAL CHULA VISTA PET FEST, CHANGING THE DATE TO JUNE
28, 2003
WHEREAS, the City Council of the City of Chula Vista established a Business Improvement Area
on November 16, 1971, which created the Chula Vista Downtown Business Association ("DBA"); and
WHEREAS, the DBA had requested the closure of Third Avenue for the Second Annual Pet Fest on
June 21, 2003 but subsequent to the City Council approval discovered a conflicting event was taking place
on the same morning; and
WHEREAS, the DBA has now requested the closure of Third Avenue between F and G Streets from
7:30 - 10:00 a.m., a waiver of the prohibition of sidewalk sales and a waiver of the business license tax to
hold the Chula Vista Pet Fest on Saturday, June 28, 2003; and
WHEREAS, the Chula Vista Pet Fest will promote the Downtown area with a family event and is a
benefit to the Community.
NOW, THEREFORE, BE iT RESOLVED that the City Council of the City of Chula Vista authorizes
the closure of Third Avenue between F and G Streets from 7:30 a.m. and 10:00 a.m. on Saturday, June 28,
2003 for the Downtown Business Association to conduct the Annual Chula Vista Pet Fest.
BE IT FURTHER RESOLVED that the City Council of the City of Chula Vista does hereby waive
the prohibition on sidewalk sales; and
BE IT FURTHER RESOLVED that the City Council of the City of Chula Vista does hereby waive
the business license tax for the Downtown Business Association and vendors to conduct the Annual Chula
Vista Pet Fest on June 28, 2003.
Presented by Approved as to form by
Laurie J. Madigan ' ~i~t~ '"
Community Development Director y ~]
J:~COMMDEV~RESOS~03 -pet lkst amend.doc
CITY COUNCIL AGENDA STATEMENT
ITEM NO.:
MEETING DATE: 04/01/03
ITEM TITLE: PUBLIC HEARING: TO REVIEW THE CITY OF CHULA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
AND THE HOME INVESTMENT PARTNERSHIP PROGRAM WHICH
INCLUDES CONSIDERATION OF ADMINISTRATION & PLANNING;
CAPITAL IMPROVEMENT; COMMUNITY PROJECTS; ECONOMIC
DEVELOPMENT; AND PUBLIC SERVICES FUNDING REQUESTS
SUBMITTED BY: COMMUNITY DEVELOPMENT DIRECTOR L.I~ ~
REVIEWED BY: CITY MANAGER
4,ST.S VOTE.- .S NO
BACKGROUND
Each year the City undertakes a process to soJicit and approve programs and projects eligible for
federal funding. This item addresses the review of the annual Community Development Block
Grant (CDBG} program and the HOME Investment Partnership (HOME) program. The public
hearing provides an opportunity for the public and Council to make comments on how CDBG
and HOME funds can be allocated to meet the City's housing and community needs.
RECOMMENDATION
That the City Council conduct the public hearing to review and accept public comment regarding
the Housing and Community Development needs for the 2003-04 CDBG program and HOME
program, accept the staff report, and direct staff to return on or about May 6, 2003 with the final
funding recommendations.
BOARDS/COMMISSIONS RECOMMENDATION
For fiscal year 2003-04 a CDBG Ad-Hoc Committee was formed. The CDBG Ad-Hoc
Committee was comprised of two Commission members from the Commission on Aging;
Commission members from the Housing Advisory Commission; a staff person representing Chula
Vista Cares; and a staff person from the Economic Development Division of the Community
Development Department. The CDBG Public Services applications have been reviewed by the
CDBG Ad-Hoc Committee and funding recommendations have been made. The CDBG staff
and Ad-Hoc Committee recommendations will be presented for Council consideration and
approval at the meeting of May 6, 2003.
PAGE 2, ITEM NO.:
MEETING DATE: 04/01/03
DISCUSSION
CDBG Program
The City of Chula Vista is eligible to receive $2,383,000 in CDBG entitlement funds from the
Department of Housing and Urban Development (HUD) for FY 2003-04. CDBG funds will
primarily benefit Iow and moderate income families, with a minimum of 70 percent
of the funds required to be targeted to benefit Iow income households.
Accompanying this report is the 2003-04 CDBG Notebook. Although not a HUD requirement,
the CDBG Notebook has been used as a local tool by staff and Council members for several
years to display an overall picture of all the CDBG requests for funding received on an annual
basis. The Notebook compiles all proposed administration & planning; capital improvement;
community projects; economic development; and public service adivities for FY 2003-04.
An additional segment of this public hearing is to afford residents of Chub Vista and the City
Council the opportunity to comment on the manner in which CDBG funds should be allocated.
Staff recommendations will not be made at this time and the City Council is not
expected to take any action other than to qive desired direction. After thorough
consideration of public comment, staff will prepare a report presenting CDBG funding
recommendations for Council action tentatively scheduled for May 6, 2003.
The total amount of CDBG funding requested, which includes all funding requests from
community organizations and the City, is summarized and will be presented as follows:
CATEGORY AMOUNT REQUESTED
Administration and Planning $476,600
Capital Improvement Program 1,428,500
Community Projects 311,363
Economic Development 181,134
Public Services 579,232
TOTAL $2,976,829
In order to be eligible for block grant funding, a project or service must address at least one of
the CDBG national objectives which are: 1) Benefit primarily Iow and moderate income families;
2) Aid in the prevention or elimination of slums or blight; and 3} Meet other community needs
having a major emergency (disasters, etc.).
Community-based non profit organizations will make a presentation before Council
in the order presented below. Staff is available to respond to Council questions
regarding the City CDBG funding requests.
PAGE 3, ITEM NO.: ~
MEETING DATE: 04/01/03
ADMINISTRATION AND PLANNING
The following is a summary of the 2003-04 CDBG Administration and Planning activities totaling
$476,600. The City may allocate up to this amount based on a 20% cap of the entitlement
funds.
I ADMINISTRATION REQUESTS AMOUNT REQUESTED
TAB I SOUTH BAY FAMILYYMCA HUMAN SERVICES COUNCIL $30,000
The Human Services Council develops coalitions between the communities of human
service providers to effectively utilize personnel and programs and serve as a catalyst to
bring local government, private industry and business organizations together to address
and resolve the communities needs.
TAB 2 REGIONAL TASK FORCE ON THE HOMELESS $1,000
sonThls DiegoPr°gramcounty.pr°vldes local agencies information on the homeless populat on throughout
TAB 3 CHILD AND YOUTH POLICY ADVOCACY $46,500
This position supports the mission of the Child Care Commission and addresses two
maior goals: [1] serve as a resource to the Coordinating Council; and [2] ncreasej
community awareness of the Child Care Commission.
TAB 4 FAIR HOUSING COUNCIL OF SAN DIEGO $41'000
The Fair Housing Council assists the Cih/ in providing fair housing opportunities, responds to
resident's concerns, and provides landlord-tenant counseling.
TAB 5 CITY STAFF ADMINISTRATION $358,100
Provides for staff costs in administering the CDBG program including operations.
CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement program category includes both non-profit and City requests. The non-profit
capital improvement requests total $189,000 and the City capital improvement requests total $1,239,500
for a total funding request of $1,428,500. The capital improvement program category does not have a
funding cap limit.
I NON PROFIT CIP REQUESTS AMOUNT REQUESTED
TAB 6 BOYS & GIRLS CLUB OF CHULA VISTA $69,000
The Boys & Girls Club is requesting funds to replace the existing security doors; installation
of security fencing and window screening; and installation of a security monitoring system.
PAGE 4, ITEM NO.:
MEETING DATE: 04/01/03
TAB 7 CHULA VISTA AMERICAN LITTLE LEAGUE $120,000
Funds are to being requested to continue with proieds that are underway or to be undertaken
by the league. This includes completion of the restroom facili~, parking lot, multi-purpose
fields, and storage.
CITY-CAPITAL IMPROVEMENT PROGRAM AMOUNT REQUESTED
TAB 8 SIDEWALK IMPROVEMENTS - NAPLES BETWEEN 3RD $23,500
TAB 9 DRAINAGE IMPROVEMENTS $941,000
Judson Basin Drainage - Hilltop to Tobias $150,000
CMP Replacement Annual Program $350,000
Drainage Improvements - Emerson Street
Drainage Improvements - Tobias to Glenhaven $267,500
TAB 10 STREET IMPROVEMENTS $275,000
ADA Curb Cuts Annual Program $60,000
Sidewalk Rehabilitation Annual Allocation $125,000
Oxford Street Improvements - 3rd to Alpine $90,000
COMMUNITY PROJECTS
The three (3) Community Project requests total $311,363 and include the following type of
activities: la] neighborhood revitalization/interim assistance and lb] special activities by
community-based development organizations. There is not a CDBG funding cap for this
category.
NEIGHBORHOOD REVITALIZATION/INTERIM ASSISTANCE AMOUNT REQUESTED
TAB 11 LUTHERAN SOCIAL SERVICES - CARING NEIGHBOR $41,363
Lutheran Social Services is requesting funds to continue providing health and safety home
repairs to seniors. A majority of the labor is donated by local south bay contractors.
TAB 12 COMMUNITY PRESERVATION PROGRAM $210,000
Funds will be used to pay the salary of a Code Enforcement Officer for Broadway J
Revitalization; COPPS; Community Education; and Property Maintenance programs.
PAGE
5, ITEM NO.: ~
MEETING DATE: 04/01/03
I COMMUNITY BASED DEVELOPMENT ORGANIZATION AMOUNT REQUESTED
TAB 13 SOUTH BAY COMMUNITY SERVICES $60,000
COMMUNITY DEVELOPMENT PROGRAM
The Community Development Program includes Affordable Housing Development and
Oversight of resident services; Rental Assistance and Security Deposit Guarantee Program;
First-time Homebuyer Counseling and workshops with potential Chub Vista homebuyers
and individual homebuyer counseling.
ECONOMIC DEVELOPMENT REQUESTS
The five (5) Economic Development requests total $181,134 and include the following type of
activities: iai revolving loan program and [bi business retention and expansion. There is not a
funding cap for this category.
ECONOMIC DEVELOPMENT PROJECTS AMOUNT REQUESTED
TAB 14 SOUTH COUNTY ECONOMIC DEVELOPMENT COUNCIL $31,500
The SCEDC proposes to establish to small business development fund to assist small
businesses. This fund will allow the SCEDC to provide Iow interest loans to start-up and
existing businesses to expand, acquire equipment or to maintain work ng capita to pay
overhead expenses.
TAB 15 COMMUNITY DEVELOPMENT DEPARTMENT -
HIGH TECH/BIOTECH ZONE DEVELOPMENT FEE REDUCTION $100,000
The proposed Development Impact fee Reduction program is designed to assist qualifying
companies within High Tech/Biotech Zone pay the fees collected by the City to fund the
actual construction cost of capital improvements (roads, sewers, etc.) Supporting the Zone. ]
TAB 16 SOUTHWESTERN COLLEGE
CONTRACTING OPPORTUNITIES CENTER $12,074
This program provides hands-on technical assistance to all small, small disadvantaged,
veteran owned, woman owned and Historically Underutilized Business (HUB) zone business
enterprises that desire to grow and expand their businesses in the governmental market
sector. The program will provide assistance in competing and potentially achieving
government contracts.
17 SOUTH BAY COMMUNITY SERVICES - TEEH CENTER $27,560 I
TAB
This program provides youth employment training through the KIDZBJZ program. II
Youth are taught the essentials of operating a business.
PAGE 6, ITEM NO.:
MEETING DATE: 04/01/03
TAB 18 SOUTHWESTERN COLLEGE
SMALL BUSINESS DEVELOPMENT & INTERNATIONAL TRADE CENTER $10,000
The Small Business Development & International Trade Center will provide Chub Vista
Businesses, that have been identified as potential growth companies, with detailed
research repods using Geographic Information System (GIS) for the purpose of helping the
businesses grow.
PUBLIC SERVICE PROGRAM
The City received thirteen (13) eligible requests for public services totaling $579,232. The city
may allocate up to $357,450 for public service programs, based on a 15 percent cap of the
entitlement funds ($2,383,000).
All of the funding requests for the public service programs are CDBG-eligible as they meet the
national objective to primarily benefit low-income families. The proposals are included in the
CDBG Notebook under Public Service Requests in the following sequence:
I YOUTH SERVICES /~b~OUNT REQUESTED
TAB 19 CHULA VISTA YOUTH SERVICES NETWORK - COLLABORATIVE $149,931
This program provides youth education and counseling services in the area of
tutoring/literacy, fine arts, mentoring, and day camp services. This collaborative is
comprised of South Bay Community Services, Chula Vista Police Activities League, South
Bay Family YMCA, Boys & Girls Club of Chula Vista, the Chula Vista Cluster Coordinating
Council, and the Chub Vista Parks & Recreation Department.
TAB 20 SHARP HEALTHCARE FOUNDATION $25,000
The Sharp Mobile Health Care Clinic will provide health care to children whose parents
cannot afford health insurance. The Mobile Health Clinic will rotate among seven
strategically located schools. Volunteers and nurses wll transport students to the cinlc/
from schools throughout the School District.
SENIOR SERVICES AMOUHT REQUESTED
TAB 21 SOUTH RAY SENIOR COLLABORATIVE $83,100
This collaborative comprises the organizations of Meals-on-Wheels; St. Charles Nutrition;
Adult Protective Services; Lutheran Social Services Shared Housing; The Salvation Army;
EJder Law & Advocacy; and the Chub Vista Parks & Recreation Department. Each of these
organizations offer services to seniors including meal delivery; adult day care; and rental
assistance.
PAGE 7, ITEM NO.:
MEETING DATE: 04/01/03
MISCELLANEOUS AMOUNT REQUESTED
TAB 22 LUTHERAN SOCIAL SERVICES $43,500
COMMUNITY & FAMILY SERVICES EMERGENCY ASSISTANCE OF CV
This program was formally known as Project Hand. Community & Family Services is an
emergency and career assistance center that provides clients with shelter, food, clothing,
transportation, medication, job search assistance, and utility assistance.
TAB 23 CHULA VISTA FAMILY VIOLENCE PREVENTION
AND INTERVENTION COALITION - COLLABORATIVE $44,900
This program provides education and outreach services to children, youth and families to
aid in the prevention of violence. This collaborative proposal is comprised of South Bay
Community Services, Chula Vista Police Department, the Center for Community Solutions,
YWCA Domestic Violence Services, and YMCA Family Stress Counseling Services.
TAB 24 THURSDAYS MEAL $8,000
ThursdaySChub Vista.Meal provides free hot meals to the homeless and very Iow income residents of
TAB 25 THERAPEUTIC SERVICES COLLABORATIVE $77,000 I
This new collaborative includes the Chula Vista Recreation Department Therapeutics I
Program and the Charles Cheneweth Foundation. These two therapeutics programs will I
collaborate to enhance the leisure/recreational opportunities for individuals with disabilities /
who reside in Chula Vista.
J
TAB 26 CHULA VISTA LITERACY TEAM CENTER $9,000
This ¢olloborative proposol is ¢omprised of the Chula V~sta Public Librory, the Chulo Vista
Adult School and the Altrusa Club of Chula Vista. This coalition was established with the
goal of reducing illiteracy in the community.
TAB 27 DRESS FOR SUCCESS - PROFESSIONAL WOMEN'S GROUP $15,000
This program is designed to provide Employment Retention and Professional Image
services to economically disadvantaged women who are making the transition from
government subsidy to economic independence.
TAB 28 INFORM CHULA VISTA - COLLABORATIVE $23,057
INFORM Chula Vista is a collaborative of INFORM San Diego and the Chula Vista
Recreation Department. The purpose of INFORM Chula Vista is to provide comprehensive,
uncomplicated, and readily available health a~d human service information.
/?-7
PAGE 8, ITEM NO.:
MEETING DATE: 04/01/03
TAB 29 SOUTHWESTERN COLLEGE - SOUTH COUNTY CAREER CTR $18,244
The South County Career Center provides supportive services to Chula Vista job seekers in
the form of training programs, assistance in determining career plans, and job
development. Whenever possible, Chula Vista clients are matched wth Jocal emp oyers.
TAB 30 COMMUNITY EMERGENCY RESPONSE TEAM
CHULA VISTA FIRE DEPARTMENT $80,000
The Community Emergency P~esponse Team concept was developed and implemented
by the LA Fire Department in 1985 to train citizens and private government employees
to provide emergency assistance in the event of a natural disaster.
TAB 31 CHULA VISTA VETERANS HOME SUPPORT FUND $2,500
The Chula Vista Veterans Home Support Foundation raises money to fund quality of
living items for the Veterans Home residents that cannot be funded by the State of
California's Department of Veterans Affairs.
HOME PROGRAM BUDGET
The City will receive $1,054,546 in HOME funds from HUD for FY 2003-04. HOME funds may
be used to provide affordable rental housing and ownership opportunities through new
construction, acquisition, rehabilitation, and tenant-based rental assistance. Over the past six
years the City has used these funds to support new construction and acquisition activities related
to the development of affordable housing.
The following proposals are included in the CDBG Notebook under HOME Program Budget in
the following sequence:
TAB 32 HOME STAFF ADMINISTRATION $105,454
Administrative costs for city staff to oversee the HOME program. The administrative costs
represent 10% of the HOME budget and include staff costs for coordination, accounting,
monitoring of subrecipients, environmental review, and HUD reporting requirements.
TAB 33 COMMUNITY HOUSING DEVELOPMENT ORGANIZATION $~58,182
HOME program regulations require a participating jurisdiction to set-aside 15~ of the
annual HOME entitlement for a Community Housing Development Organization (CHDO)
for the purpose of developing and/or supporting the City of Chula Vsta n providing /
affordable housing projects in the City.
PAGE 9, ITEM NO.:
MEETING DATE:
Y-
04/01/03
TAB 34 SOUTH BAY COMMUNITY SERVICES OFFICE RENT $52,727
Funds will be used to for office space. As a community bosed development orgonization
HOME funds are eligible for this program.
TAB 35
AFFORDABLE HOUSING DEVELOPMENT
Funds will be used for affordable housing
first-time homebuyer programs.
$738,183
production, single-family rehabilitation, and
FISCAL IMPACT
The City will receive $2,383,000 in COSG entitlement funds. The fifteen (15) percent cap will
limit the public service allocation to $357,450 and the twenty (20) percent cap will limit the
administration and planning allocation to $476,600. In addition, the City will receive
$1,054,546 in HOME funds for 2003-04. The grand total of 2003-04 COSG and HOME funds
to be used for eligible programs and projects will be $3,437,546.
The COSG and HOME program staff costs are reimbursable to the General Fund at 100% of the
applicable full-cost recovery factor.
J,\COMMDEV\STAFF.REP\03-0S·02\CDBG Publ;, Heac;ng 2002.doc
4-1
Council Item ...4
"'1
......~.. . .... ..... ... ?i .. ..... ...
...... ......
I'. C[)~C:¡N!;)tEl~~ ..
I.~m ...... ....... . i.··. -;---·...r~T7.-...-~>... ....
. 1'ÄB,NUMBER
Administration & Planning Requests
1st South Bay Family YMCA - Human Services Council 1
2nd Regional Task Force on the Homeless 2
3rd Coordinating Council- Child & Youth Policy Advocate 3
4th Fair Housing Council of San Diego 4
Non-Profit CIP Requests
5th Boys & Girls Club of Chula Vista 6
6th Chula Vista American Little League 7
Community Project Requests
7th Lutheran Social Services - Caring Neighbor Program 11
8th South Bay Community Services - Community Development 13
Program
Economic Development Requests
9th South County EDC 14
10th Southwestern College - Contracting Opportunities Center 16
11th South Bay Community Services - Teen Center 17
,rn J- 12th Southwestern College - Small Business Development 18
,~' Public Services Requests
13th Chula Vista Youth Services Network 19
14th Sharp HealthCare Foundation 20
15th South Bay Senior Collaborative 21
16th Lutheran Social Services - Emergency Assistance of CV 22
17th Chula Vista Family Violence Collaborative 23
18th Thursdays Meal 24
19th Therapeutic Services Collaborative 25
20th Dress for Success - Professional Women's Group 27
21st INFORM Chula Vista Collaborative 28
22nd Southwestern College - South County Career Center 29
23rd Chula Vista Veterans Home Support Foundation 31
CDBG Public Hearing
ORDER OF PRESENTATION
04-01-03
NOTE: City staff will not be presenting this evening, however, staff is
available to answer any questions on the following applications:
City Capital Projects.................................................... .. TAB 8; 9; and 10
Planning & Building Department......................................TAB 12
Community Development Department..............................TAB 15
Chula Vista Literacy Team...............................................TAB 26
Fire Department..................... ............ ....................... . ....TAB 30
._._...__.._~-----_.------.-.-.....,_. --.-.-
~~~
~
~~~~
March 18, 2003
CIW OF
CHUIA VlSfA
CHULA VISTA PUBLIC LIBRARY
RE: CDBG funding for Child and Youth Policy Advocate
Honorable Mayor Padilla and Members of City Council:
Two years ago with funding through CDBG and the County of San Diego (Alcohol and
Drug Services), our City has had a Child and Youth Policy Advocate to serve the needs
of our families with young children and teens, Although the Chula Vista Child Care
Commission lobbied strongly in favor of a full time Child Care Coordinator (and would
still like to see this position), we were very fortunate to have been able to hire James
Marcelino as the City's Child and Youth Policy Advocate.
In the time that James has been working with us, we have seen tremendous strides made
in services to families with children. We have all seen the tremendous success of the Day
of the Child event that takes place every year in Memorial Park, with thousands of
families and children in attendance. Clearly, the credit for the success and visibility of
this event in our City is a direct result of James' hard work and tireless efforts to bring
together the many programs and people who serve the City's youngsters,
James has also been instrumental in helping those families seeking day care permits
within the city by helping them understand the steps needed to pass through the
paperwork and hearings processes in order to get the required approvals. This greatly
enhances the quality of childcare in our community. He has also presented and taught
programs to parents in order to better acquaint them with the resources and services
available to them to enhance their parenting skills.
On behalf of the Chula Vista Childcare Commission, I would urge you to please be sure
to fund this position at its current level and if at all possible, increase the funding. While
our City would certainly benefit from having a full time Child Care Coordinator, the
work that James does on behalf of children and families in this community is an asset we
absolutely cannot afford to give up, His service and dedication to our community has
become a most valuable resource,
Thank you for your consideration.
Sincerely,
f/-eL?¡O- ¿ MðVL-º--./
Helga Rindone, Chairperson
Chula Vista Childcare Commission
365 F STREET. CHULA VISTA. CALIFORNIA 91910. (619) 691- 5168. FAX (619) 427-4246· www.chulavlsta.llb.ca,us
@pmlcnmUlTlerRe,·Y<cled",,µer
THURSDAY'S MEAL
--PROVIDES HOT MEALS TO THE HOMELESS & LOW-INCOME
--at the following sites.
NOTE: persons intoxicated or under the influence are not admitted
LAUDERBAUGH ELEMENTARY SCHOOL
390 Palomar St., Chula Vista
When: 4:00 to 5:00 PM, Thursdays
CHURCH OF THE MOST PRECIOUS BLOOD
1245 Fourth Avenue, Chula Vista
When: 4:00 to 5:00 PM, Fridays
INTERNATIONAL CHRISTIAN CENTER
1236 Third Avenue, Chula Vista
When: 5:00 to 6:00 PM, Sundays
--or as posted at the Church--
NEW THING COMMUNITY CHURCH OF GOD
456 Fifth Avenue, Chula Vista
When: 11:00 AM to 12:00 PM, Fridays
2003 Schedule
THURSDAY'S MEAL
Meals are served to the homeless in the South Bay area
on the following dates at:
Lauderbach Elementary School Cafeteria
390 Palomar St., Chula Vista
Conareaation/Oraanization Dates
St. Pius X Catholic Church C.V. Jan 2 Apr 3 July 3 Oct 2
3rd Ward
1st United Methodist Church C.V. Jan 9 Apr 10 July 10 Oct 9
Church of Jesus Christ of LDS Jan 16 Apr 17 July 17 Oct 16
3rd Ward 3rd Ward St.PiusX 3rd Wrd
Church of Jesus Christ of LDS Jan 23 Apr 45 July 24 Oct 23
Otav Mesa Otav Mesa Otav Mesa Otav M.
St. Jerome's Jan 30 May 1 July 31 Oct 30
Church of Jesus Christ of LDS Feb 6 May 8 Aug 7 Nov 6
1st Ward 1st Ward 1st Ward 1st wd
Paseo Del Reo Church Feb 13 May 15 Aug 14 Nov 13
Church of Jesus Christ of LDS Feb 20 May 22 Aug 21 Nov 20
2nd Ward 2nd Ward 2nd Ward 2ndWard
St. Johns Episcopal Church Feb 27 May 29 Aug 28 Nov 27
xxxx
Church of Jesus Christ of LDS Mar 6 June 5 Sept 4 Dec 4
LB. Wd IB Ward IB Ward IB Ward
St. Rose of Lima Catholic Church Mar 13 June 12 Sept 11 Dec 11
Church of Jesus Christ of LDS Mar 20 June 19 Sept 18 Dec 18
4th Ward 4th Ward 4th Ward 4th Wd
Church of the Good Shepherd Mar 27 June 26 Sept 25 Dec 25
****
On 27 Nov., Thanksgiving Day we will
work jointly with the Salvation
Army at their facility.
We have a tentative agreement with
the prinipal of Lauderbaugh to be
able to feed on Christmas Day. She
will personally open up the
facility for us!!!
Volunteers from all groups can pitch
in to help on these days.
Don Lynn: 421-1064
NEW THING COMMUNITY CHURCH OF GOD
Aqes of Parents & Children in Families
Ma/Fe aqes Aqes of Children Aqe/Mom/1st (1-24-03)
/32 s 12, 12, 12,10, 10, 8, 3 20 s = single parent
35/34 10, 7, 1 24
35/ s 6, 3, 1
35/ s 11, 10
/69 s 9 11, 7, 7 9 = grandparent
36/ S 16, 9, 5 20
32/32 16, 15, 14, 12, 8 16
/54 s 9 18, 10, 7
/40 s 13 27
/39 s 11, 6 28
/23 s 5, 2 18
/28 s 6 22
/42 s 17, 22 (I) 25
51/43 17, 13, 12, 1 26
43/42 18, 12, 11 24
/78 s ? 10, 8
30/28 7, 6, 1 21
20/25 8, 7, 6, 4, 1 17
/33 s 8, 7, 5 25
/44 s 17, 11, 4 27
43/ s 11, 10
37/37 13 12 6 24
??/?? (4)
/45 s 9, 6 36
/67 s 9 9, 7
40/ s 22, 20, 18, 16, 14
39/38 15, 12, 9, 7, 5, 4 23
39/ s 8, 6, 2
/42 s 19, 11 23
/29 8, 6 21
33/26 14, 13, 12, 10, 1, 1 12
34/ s 11, 6, 1
/27 s 2 25
27/28 6, 2 22
40/41 12, 10, 9 29
/26 s 1 25
/47 s 9, 6 38
36/52 15 47
/58 s 9 4, 1
40/38 5, 2 33
71/ s 9 15,11
30/ s 8, 6, 4
38/38 12, 10 26
22/22 2 20
/53 s 17, 15, 13, 10 36
/30 s 9, 8 21
/52 s 10, 5 42
/27 s 9, 7, 1 18
21/23 7, 1 14
/38 s (4)
/35 s 16,14 19
29/30 12, 10, 4 18
/57 s 9 14, 11, 10, 7
/63 s 9 13
/50 s 9 18, 14, 12
35/ s 7, 6, 5
36/ s 2
59/40 17, 11, 8, 3 23
----
THURSDAY'S MEAL
12 Jan 2003
Thursday's Meal is an all volunteer, non-profit organization
dedicated to providing hot meals to the homeless and low income
of the South San Diego County Region. We have been listed for
many years in the Food Assistance Directory published by the
County and made available health professionals and other agencies
that have the ability to direct those in need to such facilities
as ours.
We currently offer feedings at the following sites, days and
times:
(a) Lauderbaugh Elementary School, 390 Palomar Street, C.V.
Every Thursday, 4pm to 5pm.
(b) Church of the Most Precious Blood, 1245 Fourth Avenue, C.V.
Every Friday, 4pm to 5pm.
(c) International Christian Center, 1236 Third Avenue, C.V.
Every Sunday (or as posted), 5pm to 6pm.
(d) New Thing Community Church of God, 456 Fifth Avenue, C.V.
Every Friday, 11am to 12:00pm.
The Food Assistance Directory states the following:
What's Available--congregate feeding all free. Hot meals., Milk
for children. Bread to take home if available.
Eligibility--anyone needy, homeless, children and hungry.
Comments--do not allow anyone under the influence of drugs or
alcohol to partake of meals.
The South Bay Community Services is our insurance coverer
and handles the finances. Our funding comes from two sources. The
South Bay Ecumenical Council, the creator and overseer of Thurs-
day's Meal, has an annual fund raising event called the Souper
Soup Supper which contributes at least $1000 dollars. various of
the member Churches also occasionally donate to the South Bay
Ecumenical Council for Thursday's Mealor other of our service
projects. We also receive a Block Grant under HUD from the City
of Chula Vista of the order of about $6600. Such money is limited
and requests from many organizations come in each year. We have
been very blessed in their support of our work.
The long range dream is to have out own soup kitchen where
we can feed every day of the week, breakfast or dinner.
RESPECTFULLY,
Donald C. Lynn, Director
CDBG JOB DEVELOPER
SOUTH COUNTY CAREER CENTER
GOALS: JOBS,JOBS,JOBS!
Provide, job development assistance to job seekers and employers in
conjunction with South County Career Center services and resources. Special
emphasis is placed on serving Chula Vista residents who do not qualify for
other targeted funding program services and, whenever possible, matching
them with Chula Vista employers.
SERVICES TO JOB SEEKERS:
· Determining employment goals and job readiness
· Evaluating job search skills, strategies and techniques
· Enhancing job seeker employability
· Identifying and referring to appropriate job leads
· Providing follow·up services and referrals to appropriate
community resources
· Links to career development activities and training
opportunities
SERVICES TO EMPLOYERS:
· Posting job openings
· Assisting with recruitment activities
· Pre· screening potential applicants
· Links to a variety of no· or low·cost training services
· Links to a variety of economic development program services
and resources
COLLABORATIVE ACTMTIES:
· Cooperative workforce development activities with partner
agencies
· Service links between partner agencies and other local
workforce development programs
· Ensure the best possible return on employer contacts by pooling
job lead information
· Increase probability of job matches between qualified job
seekers and employers with viable job openings
~~~
WIj
CnY~
CHUIA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
HOME INVESTMENT PARTNERSHIP PROGRAM
~
-
~ -
Funding Applications
Fiscal Year 2003·04
CITY CLERK
ADMINISTRATION & PLANNING
Proaram
Tab Number
Human Services Council...... ... .......... ....... ....... .... .......... .... .... ....1
Regional Task Force on the Homeless........................................2
Chula Vista Coordinating Council
Child and Youth Policy Advocacy..............................................3
Fair Housing Council of San Diego............................................4
CDBG Staff Administration.......................................................5
TAB 1
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2003-04
Amount of 2003-04 Funding Requested:
Funding Received in 2002-03:
CDBG Citation
South Bay Family YMCA
Chula Vista Human Services Council
1201 Paseo Magda, Chula Vista
$30,000
$23,940
570.206
Name of Organization:
Program/Project Name:
Address:
The Chula Vista Human Services Council (CVHSC) was established in 1988 by the Chula Vista City Council.
The CVHSC has provided leadership to social service agencies, schools, churches, and non-profit providers in
the community to improve the communication and cooperation among human service providers. The primary
goal of the CVHSC has been to develop coalitions between the communities' human service providers to more
effectively utilize personnel and programs and to avoid duplication of effort. The CVHSC has served as a
catalyst to bring govemment, private industry, the businèss community, churches, schools, non-profit and for-
profit organizations together to work cohesively to empower the community to address and resolve community
needs.
The target populations served by the CVHSC are as follows: [a] Schools, non-profit community-based human
service organizations, churches, and local govemment. The CVHSC provides leadership to coordinate
services and improve communication to all of the above; [b] All community residents, but especially those who
are low income, seniors and youth who are at risk; [c] The CVHSC has received regional, state and national
acclaim for its leadership in organizing community resources to improve the quality of life of our residents,
which helps the CVHSC to identify emerging target populations.
The HSC program objectives for 2003-04 include [a] continued coordination of Human Service providers
through quarterly "Network News' newsletter, þi-annual community forums, monthly meetings and information
sharing; [b] asset mapping - identifying community needs and organizing resources to address the identified
needs; [c] rallying, organizing community leaders, organizations and institutions to work together to address
community needs; and [d] improving the quality of life in our community through education and empowerment.
CDBG funds will be used for printing and mailing of the quarterfy "Network News', the costs of the semi-annual
forums, and to pay a portion of the annual salaries of two staff associates who serve as consultants to the HSC
and also coordinate the work of various sub-committees and collaboratives as initiates by the HSC.
01Y OF
CHUIA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLlCATIONFOR 2003-04
COVER SHEET
Program/Project Name: Chula Vista Human Services Council
Agency Name: YMCA of San Diego County - South Bay Family YMCA
Agency Address: 1201 Paseo Magda, Chula Vista, CA 91910
Telephone Number: (619) 421-8805
Fax Number: (619) 421-7761
CEOIExecutlve Director: Tina Williams, Executive Director
Program Contact Person & Title: Tris Hubbard or Emerald Randolph, Staff
Associates, and Tina Williams, Chair
Telephone (if different than above):
Same as above
E-Mail address:
twilliams@ymca.org
Please Include All of the Following:
~ Cover Sheet
~ Application
~ Work Plan
~ Budget
~ Complete list of all current revenue sources
~ Articles of Incorporation
~ Authorization to request funds and to sign binding contracts (include a
copy of the minutes which the governing body's resolution, motion or
other official action is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@ci.chula-vista.ca.us
Instructions: Please complete the application in the space provided. DO NOT attach additional sheets other
than the required documentation (an exception is made for the budget portion of the application).
Applications must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR IT WILL BE RETURNED. If you would like an electronic version contact the Housing
Division offices. .
If your responses to the questions are not included on this application, It will be returned - NO
Exceptions.
1.
Amount of 2003-04 CDBG funding requested?
$30,000
2.
Amount of 2002-03 funding received for this same program?
$23,940
3.
Number of years your organization has received CDBG funding
from Chula Vista?
13
4.
Will your program be physically located in Chula Vista?
¡g¡ Yes 0 No
If not, where is it located?
5. Please complete the following:
A. Total Clients served/estimated to be served in:
2002-03
2003-04
350,000
Percent of Total Clients
100%
360,000
Percent of Total Clients
100%
B. Chula Vista residents served/estimated to be served in:
2002-03
175,000
Percent of Total Clients
50%
2003-04
180,000
Percent of Total Clients
50%
C. Low income clients served/estimated to be served in:
2002-03
2003-04
250,000
Percent of Total Clients
71%
255,000
Percent of Total Clients
71%
Low Income Thresholds
2002 Figures
$31,850
$36,400
$40,950
$45,500
$49,150
6. Of the three (3) national objectives for the CDBG program, please check the
national objective your organization meets.
[g Benefit at least 51% low and moderate income households
o Elimination of slums and/or blighted conditions
D National disaster
7. Describe the services you provide to your clients:
The Chula Vista Human Services Council (CVHSC) established in 1988 by the Mayor &
Chula Vista City Council, provides leadership, coordination, and networking to all Human
Services Agencies in the City of Chula Vista and the South Bay. The CVHSC conducts
special studies to ~eep the City, County, and Human Services agencies aware of human
service needs in our region. The CVHSC provides forums to train regional human service
providers to utilize nationally recognized programs and strategies to more effectively
utilize their resources. The CVHSC serves as a catalyst to build coalitions to avoid
duplication of services, and more effectively utilize available dollars for services. In
addition, the CVHSC serves as a catalyst for collaboratives, coalitions, and community
based organizations to Identify and seek funding to address community needs.
The CVHSC publishes a Human Resource Directory, and "Network News" newsletter to
~eep agencies informed of available services.
8. Please describe your organization's target population and why your program should
receive CDBG funding:
The target populations served by the CVHSC are as follows:
a. Schools, non-profit community based human service organizations, churches, and local
government. The CVHSC provides leadership to coordinate services and improve
communication to all of the above.
b. All community residents, but especially those who are low Income, seniors and youth
who are at risk.
c. The CVHSC has received regional, state and national acclaim for its' leadership in
organizing community resources to improve the quality of life of our residents, which
helps us to identify emerging target populations.
9. Describe the specific program for which CDBG funds are being requested:
Funds will be used for the following:
a. Continued coordination of Human Service providers through Quarterly "Network News"
newsletter, bi-annual community forums, monthly meetings and information sharing.
b. Asset-Mapping· identifying community needs and organizing resources to address the
Identified needs.
c. Rallying, organizing community leaders, organizations, and institutions to work together
to address community needs.
d. Improving the quality of life in our community through education and empowerment.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits,
etc.). What other sources of funds does your organization use to leverage Chula
Vista's CDBG dollars?
CDBG funds cover the costs of the Quarterly "Network News" newsletter, the expenses for
promoting and hosting two annual forums, including the cost of bringing In national
recognized speakers to energize and educate community representatives. Funds will also be
used for the salaries and benefits of two part-time staff associates (45 hours each month)
who provide coordination and leg work for the CVHSC.
National University, Chula Vista Elementary School District, Sweetwater Union High School
District, the County of San Diego - South Region HHSA, and the South Bay Family YMCA
provide significant in-kind and financial support to the CVHSC.
11. Has your organization met or exceeded the stated program objectives of the preceding
year? If, no, will the program be redesigned to ma~e the objectives obtainable for the
new funding year? What methods will be used to track for income levels, demographic
information and the evaluation of the program to measure success?
The CVHSC has met and exceeded expectations annually. Various programs and services
such as Project Care, Mobile Health Care Clinic, Human Resource Directories the formation
of Family Resource Centers and several community collaboratives are all excellent examples
of programs initiated and supported by the work of the CVHSC. All of these continue to have
a tremendous positive impact on our community's families.
Information is tracked through various means including registration at forums, intake forms
used by community cOllaboratives, monthly attendance and minutes for CVHSC meetings.
Success of the CVHSC is measured through tangible results attained. When a need is
Identified by the Council, we measure results through work done to address that particular
need. We also measure and track the Impact of the CVHSC through attendance at the forums
and outcomes achieved as a result of the forum, and through distribution and use of the
Human Resources Directory, as well as number of hits on the directory's web site.
12. If your application is a collaborative proposal, please identify the participating agencies
and the amount of funding requested by each agency. Also, describe the process' of
allocating CDBG funds between each participating agency.
The CVHSC is a collaborative that consists of representatives from the City of Chula Vista,
San Diego County, Chula Vista Elementary School District, Sweetwater Union High School
District, National University, Senior advocates, Churches, Youth Service providers Including
the South Bay Family YMCA, Boys & Girls Club and Parks & Recreation, Southwestern
College, various non-profit organizations, and human service providers.
The South Bay Family YMCA volunteers to serve at the fiscal agent for the CVHSC.
13. What types of fund raising activities, if any, does your organization ul1derta~e to
supplement your budget and how much was raised during the previous fiscal year?
The CVHSC does not specifically initiate its' own fund raising activities. However, as
indicated above, the CVHSC receives in-~ind and financial support from the local
educational institutions, the YMCA, the City and the County. In addition, the CVHSC works
with its collaborative partners to seek grant funding for specific programs and services, and
to identify and apply for funding from various sources Including foundations, etc.
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this impact your organization and Its ability to offer services.
To remove any or part of the CDBG funding from the CVHSC would severly limit our ability to
continue to provide for the coordination of services to community residents and would
negatively impact the ability of the CVHSC to be effective in accomplishing our goals.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
Twenty-four community leaders meet monthly to organize and implement programs and
services. They consist of representatives from the City of Chula Vista, San Diego County,
School Districts, Community Human Service providers, senior providers, youth
organizations, churches, business leaders and other Agencies.
Two staff associates report to the Chair of the CVHSC at the monthly meetings. Current staff
associates have advanced degrees and 80+ years of experience coordinating community
service programs. Staff Associates Tris Hubbard & Emerald Randolph have worked in the
Chula Vista community for decades and are both very Involved In community activities.
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might include: Promoting the project
and its activities to the target population; Coordinating project participants and networking with
other organizations or individuals.
B. Describe the Process evaluation. Describe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participation via sign-
in sheets, meeting minutes describing actions taken, files of news releases, letters
demonstrating additional support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to determine if it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
The CVHSC will serve as a catalyst to bring government, private industry, the business
community, churches, schools, and human service agencies together to work cohesively to
empower the community to address and resolve community issues/needs.
Objective:
1.
Publish & mail quarterly newsletters to 800 community
a encies, churches and individuals
Host 2 community forums to address emerging needs
8/2003, 11/2003, 2/2004,
5/2004
October 2003, March
2004
Februa 2004
On-going
2.
3.
4.
Publish and distribute 5 000 Human Resources Directories
Based on the results of the forums, develop community action
Ian to address issues
Meet monthly to discuss issues and coordinate services.
2 Friday of each month
Se t. - June.
September 2003
5.
6.
Hold a 1/2 day planning retreat for CVHSC to review goals &
objectives for 2003-2004 and evalaute accomplishments in
2002-2003.
7.
8.
9.
10.
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50 youth
attending each session) using the University of califomia's Project for Health curriculum.
Outcome Evaluation: 25 to 38 of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle for their family.
Process Evaluation:
1. Through the process of monthly meetings, the 24 members of the cVHSc will share information,
coordinate services, and identify major community needs that should be addressed.
2. Over 800 agencies, businesses, churches and government entities will receive the quarterly
newsletter - "Network News'.
3. Over 200 people will be educated and empowered through 2 community forums.
4. The cVHSc will develop an action plan addressing community needs and developing an Asset-
Building community.
5. Members of the cVHSc represent major organizations in the South Bay and by virtue of their
spheres of influence, can bring significant community support to focus on issues.
Outcome Evaluation:
1. The 24 members of the cVHSc will serve as liaisons to community agencies that are
implementing the goals and objectives established by the cVHSc.
2. Sign-in sheets and meeting minutes, as well as the development of a written community action
plan to address the needs, and the implementation of the plan evaluate outcomes.
3. Monitoring and evaluation of success is maintained through regular monthly meetings of the
cVHSc and the annual 1/2 day planning retreat to evaluate accomplishments.
4. Receive and process feedback from the community, City Council, Supervisor Cox, and
State/Federal legislators.
BUDGET
Funding Source(s)
Pro
1. 6,000 0 0 6,000
2. 0 In-Kind In-Kind 0
3. 2,700 0 500 3,200
4. 1,300 2700 In-Kind 4,000
5.
6.
Personnel Ex enses:
1. 20,000 0 0 20,000
2.
3.
4.
5.
Other Ex enses:
1.
2.
3.
4.
5.
TOTAL 30,000 2,700 500 + In-Kind 33,200
TAB 2
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2003-04
Name of Organization:
ProgramIProlect Name:
Address:
County of San Diego Housing and Community Development
Regional Task Forca In the Homeless
3989 Ruffin Road, San Diego
Amount of 2003..Q4 Funding Requested:
Funding Recalved In 2002.()3:
CDBG Citation
$1,000
$1,000
570.206
The Regional Task Force on the Homeless endeavors to end homelessness in San Diego Count}'. The
mission of the Task Force is to collect, analyze and disseminate information on the homeless, and facilitate
regional solutions through planning, coordination and advocacy.
The Task Force's objectives and activities are: [1] to increase awareness that homelessness is a regional
concem, and to encourage each locality to bear its fair share of homeless facilities and services; [2] facilitate a
regional continuum of care framework which recognizes and addresses the homeless needs in each
community of the county; and [3] to provide county-wide leadership in generating additional· resources for
reducing the regions at-risk homeless population.
The Task Force is not a direct service provider. Its immediate clients are usually local jurisdictions, service
agencies, and other interested parties who are seeking to end homelessness in San Diego. In Chula Vista,
there are approximately 500 urban homeless persons and an estimated 100 homeless day laborers.
Approximately 146 of the homeless persons are sheltered on a regular basis.
Chula Vista benefits from the Task Force due to the resources provided to agencies within Chula Vista who are
dedicated to ending homelessness. The Task Force also serves to assist local jurisdictions find region-wide
solutions to homelessness. Effective county-wide planning and coordination reduces the amount of staff
resources each individual jurisdiction otherwise has to allocate to addressing the needs of the homeless. .
CDBG funds will be used for the professional and clerical staff costs necessary to implement the Task Force's
goals and activities. The Task Force receives funding from the cities of Oceanside, Escondido, Carfsbad, San
Diego, and the County of San Diego.
OIV Of
CHUIA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLlCATlONFOR 2003-04
COVER SHEET
ProgramlProject Name: Regional Task Force on the Homeless
Agency Name: County of San Diego, Housing & Comm. Dev.
Agency Address: 3989 Ruffin Road, San Diego CA 92123
Telephone Number: 858-694-8798
Fax Number: 858-694-8723
CEOlExecutive Director: Victor Kops, Ph.D.
Program Contact Person & Title: John Thelen, Project Director
Telephone (if different than above): NJA
E-Mail address:
john.thelen@sdcounty.ca.gov
Please Include All of the Following:
181 Cover Sheet
181 Application
181 Work Plan
181 Budget
181 Complete list of !!!! current revenue sources
o ArtIcles of Incorporation
o Authorization to request funds and to sign binding contracts (include a
copy of the minutes which the governing body's resolution, motion or
other official action Is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development DepartmentIHousing Division
430 Davidson Street, Suite B
chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@cLchula-vista.ca.us
Instructions: Please complete the application in the space provided. DO NOT attach additional sheets other
than the required documentation (an exception is made for the budget portion of the application).
Applications must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR IT WILL BE RETURNED. If you would like an electronic veralon contact the Housing
DIvision offices.
If your responses to the questions are not Included on this application, It will be returned - NO
exceptions.
1.
Amount of 2003-04 CDBG funding requested?
$1,000.00
2.
. Amount of 2002-03 funding received for this same program?
$1,000.00
3.
Number of years your organization has received CDBG funding
from Chula Vista?
8
4.
Will your program be physically located In Chula Vista?
Dyes 181 No
If not, where Is It located? 3989 Ruffin Road, San Diego 92123
5. Please coinplete the following:
A. Total Clients served/estimated to be served In:
2002-03
500
Percent of Total Clients 100
2003-04
725
Percent of Total Clients 100
B. Chula Vista residents served/estimated to be served in:
. 2002-03
2003-04
Percent of Total Clients
Percent of Total Clients
C. Low income clients served/estimated to be served in:
2002-03
Percent of Total Clients 100
2003-04
Percent of Total Clients 100
Low Income Thresholds
2002 Figures
$36,400
6. Of the three (3) national objectives for the CDBG program, please check the
national objective your organization meets.
181 Benefit at least 51 % low and moderate Income households
o Elimination of slums and/or blighted conditions
o National disaster
7. Describe the services you provide to your clients:
The mission of the Regional Task Force on the Homeless is to collect, analyze and
disseminate Information on homelessness, and facilitate regional solutions through
planning, coordination and advocacy. The Task Force achieves this goal by nurturing
regional cooperation among local government jurisdictions as well as with the private
sector In responding to homelessness. The Task Force provides Information and referral
services to homeless service agencies, Individuals and local government jurisdictions.
The Task Force publishes and makes available to the public, three main reports on
. homelessness. They are the Homeless Services Profile, the Regional Homeless Profile
and the Distribution of Public Funds for Homeless Services and Cash Assistance in San
Diego County. The Task Force also provides a Homeless Information System that assists
agencies collect and evaluate data from their clients.
8. Please describe your organization's target population and why your program should
receive CDBG funding:
The Regional Task Force on the Homeless, although not a traditional direct service
provider does offer homeless Individuals resource and referrallnfonnatlon. Ultimately Its
Immediate clients are usually local jurisdictions, servlca agencies, and other Interested
parties who are seeking to end homelessness In San Diego. Its services assist these
agencies and jurisdictions In providing the best services and programs that help the
homeless. The homeless are clearly a low-Income population, and range In age, gender
and location. In Chula VIsta, there are approximately 500 urban homeless persons and an
estimated 100 homeless day laborers. Approximately 235 of the homeless persons are
sheltered on a regular basis. Chula Vista benefits from the Regional Task Force on the
Homeless because of the resources It provides to agencies within Chula Vista who are
dedicated to ending homelessness. It also serves to help local jurisdictions find reglon-
wide solutions to homelessness. Effective countywide planning and coordination reduces
the amount of ~ff resources each Individual jurisdiction otherwise has to allocate In
addressing the homeless.
9. Describe the specific program for which CDBG funds are being requested:
The Regional Task Force on the Homeless Is a partnership of public agencies, private
groups and homeless advocates who have the vision of an end to homelessnese In San
Diego County. An executive committee of public and private officials heads the Task
Force, the Board of 37 members Includes representation from throughout the county, with
a broad perspective of concerns, expertise and Interests. The mission of the Regional
Task Force on the. Homeless Is to collect, analyze and disseminate information on the
homeless, and facilitate regional solutions through planning, coordination and advocacy.
The Task Force achieves this goal by nurturing regional cooperation among local
government jurisdictions as well as with the private sector in responding to
homelessness. The Task Force provides Information and referral services to homeless
service agencies, Individuals and local government jurisdictions. The Task Force
publishes and makes avallabie to the public, three main reports on homelessness. They
are the Homeless Services Profile, the Regional Homeless Profile and the Distribution of
Public Funds for Homeless Services and Cash Assistance In San Diego County. The Task
Force also provides a Homeless Information System that aselsts agencies collect and
evaluate data from their clients.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits,
etc.). What other sources of funds does your organization use to leverage Chula
Vista's CDBG dollars?
The CDBG funds will be used for the professional and clerical staff salaries necessary to
Implement the Task Force's goals and activities.
The other sources of funds that the Task Force uses to leverage Chula Vista's CDBG dollars
are: County of San Diego HHSA-HUD - CSBG(5,OOO), County of San Diego HHSA-
SAMHSA(10,OOO), County of San Diego Housing & Community Development-HUD-
CDBG(30,OOO), City of San Diego CSP&Housing Commlsslon-HTF(45,OOO), City of CarlSbad-
General Funds(5OO), City of Escondldo-HUD-CDBG(1,OOO), City of Oceanslde-HUD-
CDBG(1,OOO), United Way of San Diego County(35,OOO) and HUD-SHP(150,100).
11. Has your organization met or exceeded the stated program objectives of the preceding
year? If, no, will the program be redesigned to make the objectives obtainable for the
new funding year? What methods will be used to track for Income levels, demographic
Information and the evaluation of the program to measure success?
The program has met the program objectives of the proceeding year. The programs success
Is measured by the amount of Information and Referral contacts provided and by the number
of reports sent out in addition to documenting monthly meetings.
12. If your application is a collaborative proposel, piease identify the participating agencies
and the amount of funding requested by each agency. Also, describe the process of
allocating CDBG funds between each participating agency.
N/A
13. What types of fund raising activities, If any, does your organization undertake to
supplement your budget and how much was raised during the previous fiscal year?
The Regional Task Force on the Homeless has been successful in obtaining public funds
from the City of Chula Vista, the City of Oceanside, the City of Escondido, the City of
Carlsbad, the City of San Diego, and the County of San Diego. In addition to public funds,
the United Way of San Diego County provides $35,000 In funding per year. In the past, the
United Way has also used Its United Way CHAD campaign to provide donations to the Task
Force. In addition to that the Task Force hes received private donations for report printing
assistance. The Task Force has received $274,500 for the 2002-2003 fiscal year. The County
of San Diego Department of Housing and Community Development provides office space,
equipment, and office support to the Task Force as well.
14_ In the event your organization does not receive the requested amount of CDSG funding,
how will this impact your organization and its ability to offer services.
If the Task Force receives less funding than requested It will affect the Task Force's ability to
provide Its normal services In an efficient manner as It has done In previous years.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
The Project Director of the Task Force performs the research and publication activities of the
Regional Task Force on the Homeless, as _II as responds to requests from local agencies,
Jurisdictions, and the general public for Information regarding the homeless. The Project
Director holds a Bachelors degree. He has 16 years of experience addressing homeless
Issues and in reøarchlng and administering housing programs throughout San Diego
County.
The Homeless Information System Manager oversees the Homeless Infonnatlon System and
provides technical support to participating agencies. She has 18 years of teaching training
and experience.
The Regional Task Force on the Homeless Is operated under the Community Development
division of the County of San Diego Department of Housing and Community Development.
The Community Development Manager has a Master of Public Health In Medical Care
Administration from the University of California at Berkeley. Previously, he served 14 years
as the Project Director of the Regional Task Force on the Homeless. Prior to the Task Force,
he served as the Chief of Health Planning Unit for the County of San Dlego.D
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might include: Promoting the project
and its activities to the target population; Coordinating project participants and networking with
other organizations or individuals.
B. Describe the Process evaluation. Describe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participation via sign-
in sheets, meeting minutes describing actions taken, files of news releases, letters
demonstrating additional support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to determine if it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
The mission of the Task Force Is to collect, analyze and disseminate Information on the
homeless, and facilitate regional solutions through planning, coordination and advocacy.
Objective: The Regional Task Force on the Homeless endeavors to end homelessness in
San Diego County.
Objective:
3_
Re ionsl meetin sand artici ation in homeless issues.
Maintain an automated computer system to collect data on the
homeless.
Disseminate information on the homeless to homeless service
roviders local 'urisdictions and homeless individuals.
Provide technical assistance to local a encies and roviders.
Publish and distribute "Distribution of Public Funds for
Homeless Services and Cash Assistance'
Publish and distribute "Homeless Services Profile"
Publish and distribute "Regional Homeless Profile" (providing
there are measurable changes in the numbers of homeless
from the revious re ort .
7/03 - 6/04
7/03 - 6/04
1/04
4.
5.
6.
7.
4/04
5/04
8.
9.
10.
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50 youth
attending each session) using the University of California's Project for Health curriculum.
Outcome Evaluation: 25 to 38 of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle for their family.
Process Evaluation:
125 individuals will be provided with information and referral services relating to Homeless funds,
numbers and / or services.
600 reports mentioned in number 7 above will be mailed to local cities, providers and individuals.
9-10 monthly public meetings will be held throughout the year.
Outcome Evaluation:
All 125 individuals who are provided with information and referral s.ervices relating to homeless
funds, numbers and / or services will be tracked via our Resource and Referral log.
All 600 reports mai.led to local cities, providers and individuals will be tracked via our Resource and
Referral log.
All monthly public meetings which are held throughout the year will be documanted through meeting
. minutes.
BUDGET
Funding Source(s)
$58,900.00
$150,100.00
$58,900.00
$150,100.00
nses:
Director:$1,ooo.00
Other Staff: 0
$51,000.00
$17 600.00
$52,000.00
$17,600.00
nses:
$1,000.00
$277,600.00
$278,600.00
TAB 3
Executive Summary
City of Chuia Vista
Community Development Biock Grant Program
Fiscal Year 2003-04
Name of Organization:
ProgramIPro ect Name:
Address:
Chula Vista Coordinating Council
Child and Youth Polley Advocacy/Child Care Coordinator
540 G Strèet, Chula Vista
Amount of 2003-04 Funding Requested:
Funding Received In 2002.()3:
CDBG Citation
$46,500
$46,200
570.206
The Chula Vista Coordinating Council is a community collaborative comprised of over 150 members
representing schools, service providers. city, county, state and government offices, and local residents. The
CVCC meets monthly to share responsibility for system-wide change and the development of more effective,
accessible, and responsive services for families. The CVCC also coordinates integrated service delivery to the
community through Beacon, New Directions, Fair Winds, and Rayo de Esperanza Family Resource Centers.
The target population of this program is the 0 through 5 year old residents of Chula Vista, specifically those
who receive child care outside of the home. The Child and Youth Policy Advocate/Child Care Coordinator
position composes one-haH of a full-time position. The other haH of this position is the Youth Advocate funded
by County Alcohol and Drug services. The work will be integrated to support a continuum of policies and
services that are in the best interest of Chula Vista's youth. The program directly supports the goals of the
Child Care Commission to encourage safe and affordable, good quality child care that is available and
accessible to all economic segments of the community. It also addresses the two major goals of the Child
Care Commission: [1 to serve as a resource to the Council on child care issues; and [2] to increase community
awareness of the Child Care Commission.
CDBG funds will be used to pay the salary of the Child Care Coordinator and normal operating expenses.
~M~
iii!aii;
.~~:Z-~
01Y OF
CHUIA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATION FOR 2003-04
COVER SHEET
ProgramIProject Name: Child Care Coordinator
Agency Name: Chula Vista Coordinating Council
Agency Addrass: 540 'G' Street, Chula Vista, Ca 91910
Telephone Number: 619-422-9208
Fax Number: 619-427-6954
CEO/Executlve Director: Mary Jo Buettner
CFOIFinancial Director: Lowell Billing! Fiscal agent is Chula Vista Elementary School District
Program Contact Person & TItle: Mary Jo Buettner, Collaborative Director
Telephone (If differant than above): Extension 5419
E-mail addrass:mbuettne@cvesd.k12.ca.us
Please Include all of the following:
IE Cover Sheet
IE Appilcation
IE Work Plan
IE Budget
IE Complete list of all current revenue sources
o Articles of Incorporation
IE Authorization to request lunds and to sign binding contracts (Include a copy of the
minutes which the governing body's resolution, motion or other official action Is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 at 5:00 p.m.
Community Development DepartmentIHousing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
. For questions contact Judith Atwood at (619) 691-5036 or via e-mail atjatwood@ci.chula-vista.ca.us
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 2
APPLICATION
Instructions: Please complete the application in the space provided. Do Not attach additional sheets other than the
required documentation (an exception is made for the budget portion of the application). Applications must be computer
generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR COMPUTER OR IT WILL BE RETURNED. If
you would like an electronic version contact the Housing Division offices. .
If your responses to the questions are not included on this application, it will be retumed - No Exceptions,
1. Amount of ~ CDBG funding requested? S 46.500
2. Amount of 2002-03 funding received for this same program? S 46.200
3. Number of years has your organization has received CDBG funding from Chula Vista: 2 years
4. Will this program be physically located in Chula Vista? If not, where Is It located? YES
5. Please complete ths following:
A. Total Cllenta served and estimated to be served In:
2002-03 1.350
2003-04 2.000
B. Chula Vista residents served and estimated to be served in: (Noflncluding Web pages)
2002-03 1.350 % of Total Clients 100
2OOH4 2.000 % of Total Clients 100
C. Low-Income clients served and estimated to be served In:
2002-03 975 % of Total Clients 65
2003-04 1.300 % of Total Clients 65
Low Income Thresholds
~
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 3
6. Of the three (3) national objectives for the CDBG program, please check the national objective your
organization meets.
X Benefit at least 51 % low and moderate households
. Elimination of slums andlor blight
National disaster
7. Describe the sarvices you provide to your clients:
Coordinate training for childcare providers and other eariy childhood educators.
Plan, coordinate, and carry out the Day of the Child event.
Outreach/visit licensed childcare facilities and family day care homes to establish network of
childcare providers and improve role of liaison.
Write letters, articles, and notices for local newsletters and newspapers on childcare Issues and
events.
Attend city planning department hearings on community concems regarding childcare and act as a
liaison in the process.
Collaborate with local and state legislators in regard to children's issues.
Maintain the Chula Vista Family childcare Project (cVFccP) for newly licensed providers (This
project funds and mentors 20 newly licensed childcare providers in chula Vista annually).
8. Please describe the target population and why this program should receive CDBG funding:
The target population of this program is the 0-5 year old residents of Chula Vista, specifically those
who receive care outside of the home. This program benefits that group by providing enrichment for
childcare providers through written information, workshops, and increased dialog. The program is
likely to have greater benefit for lower income children, who compared to children from affluent
families, are more likely to receive care in unlicensed facilities and from caregivers with limited or no
training. Although licensed providers are accessible through City and County records, unlicensed
providers have been invisible. However, through coordination with the County of San Diego, Heelth
and Human Services Agency, the chula Vista Childcare Coordinator has been able to link with
many unlicensed providers to offer services and training. This request is to fund a 1/2 time Childcare
Coordinator, as well as, to support the organizing and staging the Day of the Child event in April.
The Child Care Coordinator position and the Day of the Child event are direct requests from the City
of chula Vista Childcare Commission.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 4
9. Describe the speclllc program for which CDBG funds Ira being requested:
The Childcare Coordinator position composes one half of a full-time position. The other half of the
position is the Prevention Specialist funded by the County Alcohol and Drug Services. The work will
be integrated to support a continuum of policies and services that are in the best interest of Chula
Vista's children and youth. The primary benefit of this program is higher quality care for children in
Chula Vista. The program directly supports the mission of the Child Care Commission to encourage
safe and affordable, good quality childcare that is available and accessible to all economic
segments of the community. It also addresses the three major goals of the Child Care Commission:
1) to serve as a resource to the Council on childcare issues,
2) to increase community awareness of the Child Care Commission, and
The Child Care Coordinator will be loceted at the San Diego County Insectary on G Street and
will provide workshops and services at various locations in the city as deemed most appropriate
for reaching child care providers. The Child Care Coordinator will oversee a Program Assistant
responsible for coordinating the annual Day of the Child event. The effectiveness of the program
will be evaluated by tracking the issuance of childcare provider licenses, measuring the
qualifications of childcare providers before and after training, and surveying childcare providers
as to the value they perceive in the program.
10. Speclllcally describe whIt the CDBG funds will be used for (salaries, wages, benefits, etc). What other
sources of funds does your organization use to leverage Chula Vista's CDBG dollars?
The majority of the funds requested in this application will be used for the salary of the Childcare
Coordinator. Additional funding is requested for normal operating expenses ofthatpostion, such as
postage and office supplies. $6000 of the program budget will be used to coordinate and finance the
Day of the Child. Additonal support will come from donations. A Program Assistant will be hired as
an independent contractor to assit with the coordination. The Chula Vista Coordinating Council
provides in-kind support for this program with the resources of the BEACON Family·Resouce
Center, including volunteer assistance, and supervision by the Collaborative Director. The County of
San Diego through an agreement with the Chula Vista Coordinating Council provides office space,
phone hook up and utilities.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 5
11. Has your organization met or exceeded the stated program objectives of the preceding year? If no, will
the program be redesigned to make the objectives obtainable for the new funding year? What methods will be
used to track or account for Income levels, other demographic Information and the evaluation of the program to
measure success?
Objective #1: Educate 90 childcare providers in Chula Vista on child development, effective care
taking and advocacy. Through the first half of the fiscal year, training was provided to 71 childcare
providers/early childhood educators with anticipation that the goal of 90 trained childcare providers
. will be met by the end of the year. Training included child development and the KIT FOR NEW
PARENTS through Prop 10. All participants received a survey. The 71 participants indicated that
they care for 465 children of which 95% were children ages 0-5.
Objective #2: Create a mechanism for supporting quality childcare and connecting providers in
Chula Vista to resources for improving the quality of care they provide. The Chula Vista Family
Child care Project was established in an effort to serve 40 newly licensed providers through
mentorship, support, and networking. The Childcare coordinator attended numerous hearings
facilitated by the City Planning department in an effort to improve the role of liaison and support the
city with the family childcare application process.
Objective #3: Host Chula Vista's Day of the Child event and encourage community to focus on .
the welfare of young children. The Day of the Child is scheduled for April 26, 2003 at Memorial
Bowl. The event coordinator assistant has been hired to work with the Childcare Coordinator
and community to plan the event. It is expected that approximately 5,000 residents will attend
the Day of the Child event.
12. If your application Is a collaborative proposal, please Identify the participating agencies and the amount
of funding requested by each agency. Also, describe the process of allocating CDBG funds between
each participating organization.
The Chula Vista Coordinating Council makes this request on behalf of our more then 50 member
agencies. The Chula Vista Elementary School is the fiscal agent to the Collaborative. South Bay
Community Services is the hiring agent for the Childcare Coordinator. It is intended that this funding
will be seen as a benefit by all other agencies in the City that are stakeholders in the welfare of
young children.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 6
13. What types of tuncklllslng activities, If any, does your organization undertake to supplement your
budget and how much was raised during your organization's fiscal year?
The position of Childcare Coordinator is funded entirely by the CDBG funding, however the other
half of the position, Youth Advocate is funded by the County of San Diego, Alcohol and Drug
Services. Vigorous fund raising supports the Day of the Child. $5,244 in cash was raised
through sponsorships and $31,141 was donated in services and support for the 2002 event.
The success with fund raising resulted in $4,949 being retumed to the City from the CDBG
grant.
14. in the event your organization does not receive the requested amount of CDBG funding, how will this
impact your organization and Its ability to offer services?
There is no other funding available at present to support the position of the Child Care
Coordinator for the City of Chula Vista.
15. Who will be providing the program services? Please describe the qualifications of key staff:
This position will be supervised by the Director of the Chula Vista Coordinating Council. The benefit
of bringing this position under the umbrella of the CVCC is that the Council is tied to many other
groups in the City. This extensive collaborative network increases the ability of the Child Care
Coordinator to develop relationships with childcare providers, schools, the faith community, and
others interested in childcare and advocacy issues.
James Marcelino was hired on January 8, 2001 as the Child Care Coordinator. Mr. Marcelino has a
Maste~s Degree in Human Behavior and professional experience teaching courses on child
development, conducting health services outreach, and providing direct services in a variety of
programs contexts. He is currenUy Adjunct Professor at Mesa College in the Child Development
Department. James is also currently a public policy intern with CAEYC, which involves advocacy
with regard to state-wide children's issues.
Among Mr. Marcelino's relevant strengths are well developed leadership skills, experience
facilitating training for large groups, excellent public speaking style, and the ability to work
independently and manage long-term projects reliably. He has attended numerous child
development trainings and classes in child development, administration and general child care
licensing requirements.
Mr. Marcelino has developed instructional workshops on the following topics:
1) Advocacy and the Legislative Process
. 2) Effective Leadership Techniques
3) Curriculum for introductory-level college course in Child Development
4) Day Care Center Staff Training and Program Curriculum
5) Effective Public Speaking and Group Facilitation
WORKPLAN
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 7
A. Please specify the key activities which will serve to meet your objectives and the elates you plan to
accomplish the activities. Key activities might Include: Promoting the project and its activities to the target
population; Coordinating project participants and networking with other organizations or individuals.
B. Describe the process evaluation. Describe how the program will collect data and maintain records to track
progrem activities. Example: Documentation of program participation via sign-in sheets, meeting minutes
describing actions taken, files of news releases, letters demonstrating additional support for the project.
C. Describe the outcome evaluation. Describe how each objective (not activities) will be measured to detennine
n it has been met. Example: interviews of key participants, policy or resource allocation changes, pre- and post-
test surveys of the target populations.
Goal Statement: To establish and promote the well-being of children in the community by
Improving the quality of chlldcare.
Objective:
1. Training to at least 180 childcare· providers, early childhood educators, and/or college
students.
2. Create partnerships, which connect childcare providers/early childhood educators in
Chula Vista to resources for improving the quality of care they provide/supervise.
3. Host the Day of the Child event and encourage the community to focus· on the welfare of
young children.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 8
KEY ACTIVITIES DATE
1. Coordinate training for Childcare Providers, colleges, and other early July-June 2003-04
childhood educators.
2. Plan, coordinate and carry out the Day of the Child.
Jan-April 2004
3. Outreach/visit licensed childcare facilities and family day care homes to July-June 2003-04
establish network of childcare providers and improve role of liaison.
4.Write letters, articles, and notices for local newsletters and newspapers July-June 2003-04
on childcare issues and events.
5. Attend hearings on community concems regarding childcare and act
as a liaison in the process in support of the City Planning Department. July-June 2003-04
6. Collaborate with local and state legislators in regard to children's issues July-June 2003-04
7. Maintain the Chula Vista Family Childcare Project for newly licensed
providers. July-June 2003-04
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 9
Examples of Process and Outcome Evaluation:
Proceu EvaluaUon: 50 - 75 youth between the ages of 13 and 18 will be trained as tobacco education as tobacco
education leadelS/mentolS through a minimum of two six-hour training sessions (with 35-50 youth attending each
session) using the UnÍVfllSiIy of Califomia's Project for Health curriculum.
Outcome Evaluation: 25 - 38 of the youth mentolS will engage in a behavior or activity, in the community, at school or
home, to reduce exposure to tobacco, such as establishing a smoke-free home or vehicle for their family.
Proceu Evaluation:
The Childcare Coordinator will maintain records of services provided in the following manner.
1) Sign-in sheets will identify participants in provider trainin¡Vworkshops.
2) Contact logs will be used to collect information each time the Childcare Coordinatoris contacted by a provider.
3) Photographs of the Day of the Child, media clippings/coverage and volunteer sign-in sheets will be available for
review.
4) A file of letters and articles will be established to track the number of publications in newspapers and newsletters.
5) Hearings amended will be documented to identify prevalence of needs or concerns.
6) A roster of the (20) newly licensed childcare providers will be documented to improve role of liaison and
communication with providers.
Outcome Evaluation:
Program success in achieving Objective #1 will be assessed by having participants in training workshops/presentations
complete surveys at the conclusion of each training. The surveys will provide evidence that the training was effective,
useful, and/or new acquired information.
Success w~h regard to Objective #2 will be assessed with the use of a follow-up survey distributed to all providers who
had any kind of contact w~h the Child Care Coordinator throughout the year. The follow-up survey will generate data on
the success of the program appealing to and assisting childcare providers/early childhood educators in Chula Vista.
Effectiveness in reaching Objective #3 will be documented through the press releases and media coverage on the Day of
the Child event
8-10 unlicensed childcare providers in Chula Vista will take steps toward becoming licensed.
60-75 childcare providers/eary childhood educators in Chula Vista will report an increased knowledge of child care
practice/advocacy as a resuR of participating in traininglworkshops.
60-75 childcare providers/eery childhood educators in Chula Vista will report greater confidence in dealing with childcare
and/or children's issues as a resuR of participating in traininglworkshops.
10-20 newly licensed child care providers in Chula Vista will report increased knowledge of resou rcesltraining
opportunities to improve the quality of childcare.
50% of childcare providers returning follow-up surveys will report that their knowledge of childcare related issues and
how to deal with them more effectively has improved since receiving training or assistance from the Childcare
Coordinator.
Budget
Funding Source(s)
Community Development Biock Grant Program
FY 2003-04 Funding Application
Page 10
Please list each budget line item and the source of the funding. Include all program expenses, personnel costs and any
program income. Attach additional sheets, if necessary.
- - -- --- - - -- - - - - - ~
BUDGET ITEr.l CHULA VISTA OTHER OTHER TOTAL
I CDBG List Other List Other
Proaram Expenses (ATOm
---" 1. Conferences 750 750
2. Printina 50 50
- 3. Postage 100
100
4. Office Supplies 500 500
5. Food 145 145
- 6. SDCFCCA Memberships 700
700
7 Day of the Child 1,000 1,000
Personnel:
8. Child Care Coordinator 33,255 33,255 66,510
9. Program Assistant (4 mos., to assist in
the plannina of Dav of the Child) 5,000 5,000
10. Administretive Support 5,000 5,000
11.
12.
-
Program Income:
13.
14.
15. .
Total Costs 46,500 33,255 79,755
TAB 4
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2003-04
Name of Organization:
ProgramlProject Name:
Address:
Amount of 2003-04 Funding Requested:
Funding Received In 2002-03:
CDBG Citation
Fair Housing Council of San Diego
City of Chula Vista Fair Housing Program
625 Broadway, Suite 1114, San Diego
$41,000
$39,000
570.206[c]
The mission of the Fair Housing Council is to eliminate unlawful housing discrimination. Such illegal practices
include discrimination which is based upon race, color, national origin, religion, sex, familial status, disability or
other State-prohibited basis such as marital status, sexual orientation, or other arbitrary basis, in the rental,
sales, mortgage lending and property insurance marketplace.
Historically, most discrimination complaints have involved the renting or buying of property. Recently, cases
are being reported which involve familial status discrimination, marital status discrimination and reports
invoMng sexual harassment.
Fair Housing services are needed because fair housing audits have been conducted nationally and locally.
These audits continue to document the presence of unlawful discriminatory practices in the housing market.
Responsively, the program is needed in Chula Vista because the intractability of the problems of illegal housing
discrimination.
The goals of the Fair Housing Council include: [1] offer preventive services through the conduct of outreach
and educational activities which are tailored to educate the general public about legal issues surrounding fair
housing rights; [2] provide technical training for owners, managers, and lenders to effect increased compliance
with fair housing laws; [3] receive, investigate, verify through tests where appropriate, and resolve bona-fide
housing discrimination complaints; [4] conduct housing discrimination audits designed to measure the levels of
compliance with fair housing laws and to provide substantive definition of the type and nature of particular
housing discrimination problems in the City; [5] advocate equal housing opportunities for all persons; and [6] to
assist the City to meet its obligation under the Consolidated Planning process to engage in an ongoing analysis
of the impediments to achieving fair housing and engage in fair housing planning to remove such impediments.
CDBG funds will be used for staff services and office space overhead.
~{~
-..--
~~~
a1Y OF
0flJIA VlSfA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLlCATlONFOR 2003-04
COVER SHEET
ProgramlProject Name: City of Chula Vista ("City") Fair Housing Program
Agency Name: Fair Housing Council of San Diego ("FHCSD")
Agency Address: 625 Broadway, Suite 1114 San Diego, CA 92101-5418
Telephone Number: (619) 699-5888
Fax Number: (619) 699-5885
CEO/Executive Director: Mary Scott Knoll
Program Contact Person & Title: NJA
Telephone (If different than above): NJA
E-Mail address:
msk@fhcsd.com
Please Include All of the Following:
o Cover Sheet
o Application
o Work Plan
o Budget
o Complete list of !!! current revenue sources
o Articles of Incorporation
o Authorization to request funds and to sign binding contracts (Include a
copy of the minutes which the governing body's resolution, motion or
other official action Is recorded
APPLICATION DEADUNE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development DepartmentIHousing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@ci.chula-vista.ce.us
Instructions: Please complete the application in the space provided. DO NOT attach additional sheets other
than the required documentation (an exception is made for the budget portion of the application).
Applications must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR IT WILL BE RETURNED. If you would like an electronic version contact the Housing
Division offices.
If your responses to the questions are not Included on this application, It will be returned - NO
exceptions.
1.
Amount of 2003-04 CDBG funding requested?
2_
Amount of 2002-Ð3 funding received for this same program?
Number of years your organization has received CDBG funding
from Chula Vista?
$41000
$39000
3.
10
4_
Will your program be physically located in Chula Vista?
If not, where Is It located?
D Yes 181 No
5. Please complete the following:
A. Total Clients servedlestimated to be sarved In:
2002-03
2004-05
100,0000
Percent of Total Clients
100,500
Percent of Total Clients
100%
100%
B_ Chula Vista residents servedlestlmated to be served in:
2002-03
2004-05
100,000
Percent of Total Clients
approx 25%
approx 35%
100,500
Percent of Total Clients
C. Low Income clients servedlestimated to be served in:
2oo2-Ð3 51"10 Percent of Total Clients 51"10
2003-04 51"10 Percent of Total Clients 51"10
Low Income Thresholds
2002 Figures
Household Size
Income $31,850 $36,400 $40,950 $49,150
6. Of the three (3) national objectives for the CDBG program, please check the
national objective your organization meets.
181 Benefit at least 51% low and moderate Income households
D Elimination of slums and/or blighted conditions
D National disaster
7. Describe the services you provide to your clients:
General Serlces- The primary services provided are: Comprehensive, bilingual and
targeted (to low- and moderate-Income and also all other "protected class groupslfamllles)
anti-housing discrimination services designed to serve a diverse population of housing
consumers and providers and to assist builders, real estate professional, lenders and
property Insurance professionals to achieve legai compliance with fair housing laws.
Another high priority goal Is to assist the City, as a CDBG jurisdiction, to meet its
obligation to affirmatively further fair housing through the fair housing analysis of
Impediments, Identifying a fair housing "action plan'" and record keeping of all activities.
General Program Service Components are:
1_ Prevention services through the conduct of outreach and education activities which are
tailored to inform the public about the legal sources of fair housing rights, responsibilities
and remedies
2. Technical training for owners, managers, lenders and Insurers to effect Increased
compliance
3. Services to receive, Investigate, verify (through tests where appropriate) and resolve
through conciliation or referral (to an enforcement entity or private attorney), bona-fide
housing discrimination complaints
4. Housing discrimination audits, where funding permits, designed to measure the levels
of compliance with fair housing laws and to provide substantive definition of the type and
nature of particular housing discrimination problems In the City
5. Advocacy for equal housing opportunities for all persons
6.Asslstance to the City In meeting Ita obligation under the Consolidated Planning
process to engage In an ongoing analysis of the Impediments to the achievement of fair
housing and engage In ~alr housing planning to remove such Impediments.
7.Coordlntlon of federal, state and local laws that Impact the civil right to housing, aas
needed
Specific activities Include but are not limited to: Maintenance of telephone hotllne for
public contact: presentation of landlorcl-tenantlhouslng discrimination eclucaional
workshops, seminars, symposiums and a Departmnet of Real Estate· approved Fair
Housing Course; an annual Fair Housing Laws and Utlgatlon Conference; an annual
National Fair Housing Month Luncheon; UNITY Fest, a program to combat hate crimes in
housing ; a monthly mall campaign to disseminate Important Information; and
maintenance of a fair housng r,soaurce library to provide the public required
Imformation. This list is not exhaustive· . .
8. Please describe your organization's target population and why your program should
received CDBG funding:
The target population who will receive fair housing services is all Inclusive_ A housing
discrimination victim could be any person who belongs to a group whose members are
considered In a ".protected class" as defined under applicable fair housing laws. Federal
and state and local fair housing laws eatsbllsh "protected class" status for women, men,
children, families with children, Immigrants, persons of different nationalities or language
proflclencles, and persons with disabilities (Including AlDSlHIV sufferers and those
recovering form drug/alcohol eddlctions)
Other prohibited bases of discrimination Include: age, ancestry; marital status, source of
Income, sexual orientation arbitrary categories under state of California laws and Involve
single heads of household, married! unmarried renters and buyers, persons of different
ancestries. More than 50 percent of the clients who contact the FHCSD for services fall Into
a low-income category.
Others who have a stake in fair housing are senior housing complexes which meet
guidelines and are exempt under the Federal Fair Housing
9. Describe the specific program for which CDBG funds are being requested:
The services that are outlined in # 7 above comprise the specific services and are
incorporated herein by referenca.
Primary Services
1. Outreach and education (regarding fair housing legal rights and responsibilities)
services to the general housing consumer population In the city
2. Technical training opportunities for Industry professionals (about real estate-related
rentals, sales, financing and insuring of property), through specified programs
3. The maintenance of programs and procedures whereunder citizens of the City may
register complaints concerning their allegations of unlawful housing discrimination and
_k enforcement assistance
4. The ongoing, Informal conduct of an analysis of Impediments to fair housing In the city
5; The completion of a fair housng "Action Plan"
6. Maintenance of a fair housing record of activities on behalf of he city
7. Engage In educational activities to Increase the knowledge of housing consumers
regarding their rights and responsibilities under State of Callfomla Landlord-Tenant Laws
8. The provision of technical assistance and advice to local jurisdictions who contact the
FHCSD regarding other general housing development project under fair housing laws
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits,
etc.)_ What other sources of funds does your organization usa to leverage Chula
Vista's CDBG dOllars?
CDBG funds allocated by the City will be utilized to support basic fair housing program
costs on a pro-rated (with the CIties of San Diego, National City and the Urban County of San
Diego) This approach will provide for a more cost effective basis. The City will gain
substantially more fair hQuslng program for less cost. The funds will support personnel,
operations and administrative costs
Unlike the delivery of tangible products, fair housing work requires concantrated personnel
output, presentation of seminars, maintenance of hotllne telephones, conduct of telephone
counseling and educating, completion of research and community presentations, among
other tasks, in order to foster and effect long range changes.
The FHCSD leverages CDBG funds from other jurisdictions. Accordingly, the agency Is able
to offer sarvices to the City on a pro-rata shara basis with other regional jurisdictions who
have the duty to provide fair housing services.
The FHCSC receives the folowlng adllonal CDBG grants
City of San Diego-$88000
City of National City $29000
County of San Diego $39000
11. Has your organization met or exceeded the stated program objectives of the preceding
year? If, no, will the program be redesigned to make the objectives obtainable for the
new funding year? What methods will be used to track for Income levels, demographic
information and the evaluation of the program to measure success?
The FHCSD-Chula Viste Fair Housing Progr~s have met and exceeded the stated program
objectives of the preceding years. All Information Is reported in previous quarterly reports
which have been submitted to the City on a regular basis. Some of the obJectlvea met
Included: the ongoing provision of hotllne services to field landlord-tanant and housing
discrimination Inquiries, dally; working with area elementary and other schools on fair
housing youth programs; owner trainings; area collaborations regarding fair housing
events; and all other services which have been reported In previous quarterly reports.
These quarterly reports, spanning nine years, document the realization of goals Identified In
previous applications and they are incorporated herein by reference.
The methodology for tracking Income levels and demographic Information will Include;
Inquiries and recordations during Interviews and or telephone contact or Intake procedures;
Many housing discrimination complainants are low- and moderate-Income families. Other
tracking will be concluded through anecdotal accounts of their sources of Income which
Includes TANF, Social Security, Section 8 subsidies and/or other low wage jobs).
12. If your application is a collaborative proposal, please Identify the participating agencies
and the amount of funding requested by each agency. Also, describe the process of
allocating CDBG funds between each participating agency.
NJA
13. What types of fund raising activities, If any, does your organization undertake to
supplement your budget and how much was raised during the pravious fiscal year?
The FHCSD applies for various and sundry projecta to enhance the jurisdiction's programs
and affirmatively further fair housing, Including other federal grants which are announced
periodically by HUD for Fair Housing specialized programs. There are however, no funds
other than CDBG that are federally specified for fair housing activities. The FHCSD also
conducts the annual Fair Housing Luncheon annually, as a stand alone funded activity,
since It Is funded through registrations. The City does not fund this event through CDBG.
During last operating year the following non-CDBG Funs were realized:
$15000-Reglstratlon Fees to support the Fair Housing Laws and Litigation Conference
5000- Funds raised to support the Fair Housing Month luncheon
6000-Funds to Support the UNITY Fest, anti-hate crimes project
25000- One time project (every ten years)- HUD's Housing Discrimination Study
100D0-Corporate donations In suport of other educational programs
Note: All funds raised are specifically allocated to the programs they support and not
available to the FHCSD for any other purposes
14_ In the event your organization does not receive the requested amount of CDBG funding,
how will this Impact your organization and its ability to offer services;
If no (or less) CDBG funds are received, the FHCSD will have to adjust Its services to the City
accordingly, since there are no other funds available to provide these services to the City
which the FHCSD can acess.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
Mary Scott Knoll, Executive Dlrector-Jurls Doctorate; Masters Social Sc. Education; B.A.
HlstorylPol Sc.-has twelve years fair housing program administration and extensive
background and experience In programs for social services delivery. She Is a former
attorney (New Jersey) and public school educator (illinois); co-founder of Southern
California Fair Housing Consortium; DRE approved instructor of three hour credit fair
housing course; first vice president for National Fair Housing Alliance Board of Directors.
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might Include: Promoting the project
and its activities to the target population; Coordinating. project participants and networking with
other organizations or individuals.
B. Describe the Process evaluation. Describe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participation via sign-
in sheets, meeting minutes describing actions taken, files of news releases, letters
demonstrating additional support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to determine if it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
The mission/goal of the FHCSD is to eliminate unlawful housing discrlminaton practices In
four markets of the City and region, to wit, housing rentals, sales, mortgage lending and
property Insurance. Other areas that fall under the umbrella of the mission and goal(s)
include all public and private housing transactions In the City, as well as reals estate
appraisals, broker activities, real estate advertising and housing development. A statement
of Objectives can be provided under separate cover, as the space for objectives below
could not be accessed.
Objective:
1. Conduct fair housing outreach and education using a variety Onging
of methodologies, including but not limited to: PSAs, radio talk
shows, multi lingual-cultural written materials dissemination; a
fair housing youth project such as UNITY Fest; Create and
respond to request for news aricles, magazine articles;
maintain a FHCSD informational Web-page
WWW.FHCSD.COM;
Create new informational flyers as areas of fair housing laws
expand
Collaborate with other Community Based Agencies in support
of outreach efforts
2. Conduct a bilingual (English/Spanish) telephone hotline for Daily
public contact and counseling regarding housing
discrimination; respond to landlord tenant inquires by mail with
bilingual (English/Spanish) materials as provided by the
California Consumer Affairs Department
3_ Conduct monthly targeted fair housing & tenant-landlord Monthly
outreach via mail campaign(s); Visit community-based
a encies in the C' to continue com laint referral s em
4. Present the annual Laws and Litigation Conference and Annually
Friends of Fair Housing Awards Luncheon during National
Fair Housing Month
5. Work in collaboration with area real estate associations to Bi-Annually
provide owner-manager training which City's property owners
ma attend
6. Promote the City's fair housing services through press Ongoing
releases and articles in local ublications
7. Conduct Tenant-Landlord Educatinal Services under the Daily
auspices of the newly implemented Tenant-Landlord Services
Coalition
8. Continue to build working partnerships with area community- Onging
based and social services agencies for the purposes of
networking with other fair housinglhousing organizations to
achieve City and regional goals; Collaborate and coordinate
with other city departments including law enforcement and
code enforcement divisions
9. Provide full range of fair housing complaint intake, Daily
investigation and processing services with emphasis on
enforcement; Act as information clearinghouse for a variety of
entities seki fair ousn informaionQuarte .
10. Provide Quarterly reports to the City's Housing Development Quarterty
Department as required under the contract
Others as outlined in Scope of Workto bes attached to
Contract
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50 youth
attending each session) using the University of California's Project for Health curriculum.
Outcome Evaluation: 25 to 38 of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle for their family.
Process Evaluation:
The nature of housing discrimination work lends itself best to process evaluation. Through process
evaluation and recordation of each event, we will evaluate program services based upon:
1. Number of outreach services provided via group event, community activity, mail campaign and
written information dissemination, telephone hotline, new materials development or home
buyer workshops attended
2. Number of seminars, workshopd or symposia that will be presented
3. Number of annual events presented; at least three in February and April-Conference, UNITY Fest
and Luncheon respectivelyl
4. Number of owner training/workshops and DRE courses presented
5. Number of consultations conducted to provide fair housing information and technical assistance to
a variety of entities
6 Number Discrimination complaints received and processed
7. Number of conciliations conducted to address housing discrimination complaints
8. Number of Educational materials dissme~iaed under the Tenant- Landlord Component
9. Maintenance of hate crimes in housing componen
10. Amount of media coverage achieved to advance public knowledge
11. Number of collaborations engaged in for the cause of faic housing or related goals
12.Number of other specializedlcontracotr work completed as in completing Analysis of
Impediments ot Fair housing Choice
Outcome Evaluation:
Outcome evaluation is actually more long term effect oriented and should be measured in erms of
the effectiveness of fair housing services over time. Outcome evaluaion will examine such difficult
issues as: attitude changes; bias and prejudice reduction; abatement of housing discrimination in the
community; reduction in hate crimes; reductions in unlawful housing applicant rejections and
evictions and reduction in hate crimes, among other measurements. Scientific housing audits. where
funded or possibly through other collaborations, such as the Regional Analysis of Impediments to
Fair Housing will also mrasue effectiveness. By example, the U.. S. Department of Housing and
Urban Development conducts a housing audit every ten years to measure progress. T
More pratical outcomes of general fair housing servies should at first be measured bby additional
complaints being filed by renters, buyers/others as a rsult of their being more educated about their
civil rights. This outcome may result in the filing of more housing discriminaton complaints
enforcement entities.
BUDGET
Funding Source(s)
Advertising $0 $0 $270
$270
2. AcctlAudit 740
750
3. Contractual 548
$548
4. Equip 815
$815
5. Insurance 1000
$1000
6. Office Supplies 917
$917
Personnel Ex nses:
1. Salaries/Benes 28214
$29214
Other. Ex nHS:
1. Postage/Print $1323
$1323
2. Rent/Utilities 4638
$4638
3. Training/Travel 1525
$1525
TOTAL $0 $0 $41000
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CAPITAL IMPROVEMENT PROGRAM
Non-Profit Requests
Proaram
Tab Number
Boys & Girls Club of Chula Vista................................................6
Chula Vista American Little League............................................7
City Requests
Sidewalk Improvements - Naples Between 3rd.............................8
[)rëtil1étSJEt II11JJro\fE!I11E!l1t!5..................................................._........~
Judsin Basin Drainage - Hilltop to Tobias
CMP Replacement Annual Program
Drainage Improvements - Emerson Street
Drainage Improvements - Tobias to Glenhaven
Street Improvements........................................................ .......1 0
ADA Curb Cuts Annual Program
Sidewalk Rehabilitation Annual Allocation
Oxford Street Improvements - 3rd to Alpine
TAB 6
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2003-04
Name of Organization:
ProgramIProject Name:
Address:
Boys & Girls Club of Chula Vista
Restroom-Parking Lot-FirefSecurlty Improvement Program
1301 Oleander Avenue, Chula Vista
Amount of 2003..Q4 Funding Requested:
Funding Received In 2002-&3:
CDBG Citation
$69,000
$62,700
570,201 [c]
The mission of the Boys & Girls Club of Chula Vista is to provide positive activities and opportunities to develop
the heaRh, self-esteem and character of the youth of our community enabling them to reach their fullest
potential. The Boys & Girls Club of Chula Vista has continuously participated in city-sponsored needs
assessments as well as collaborations with other community-based organizations.
The 2003-04 (CIP) Capital Improvement Project will enhance program services by allowing for both needed
and required improvements through the provision of facility rehabilitation and greater security while creating a
safer place for children. The Planned project will increase capacity by promoting increased security and
reinforcing a safe place after school that has become the top priority among parents facing todays challenges
to children.
Specifically, the organization's ability to offer services will be enhanced by:
A) Replacement of Security Doors - Original plans and construction of the facility did not allow for the increased
number of participants and facility users we have grown to serve. Additional use by the City Recreation
Department, community groups, as well as the greater number of club members, has put additional wear (and
some cases wom out) on the facility.
B) Installation of Security Fencing - The need to provide specifIC entrances has become paramount in securing
the campus to more focused control points. With the increase use of the facility including the new skate park,
fencing for the front and South side of parking lot area was not provided in that project funding nor has been
available elsewhere.
C) Installation of Security Window Screening - Providing a more secure facility by limiting access through
window frames installed years ago when a higher level of security was not needed.
D) Upgrade Installation of CCTV and 24 Hour Security Monitoring ta¡:¡ing system.
01Y Of
ŒIUIA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLlCATlONFOR 2003-04
COVER SHEET
ProgramIProJect Name: CAPITAL IMPROVEMENT FUNDING APPLICATION
Safe Child - Safe Place Project
Agency Name: Boys & Girls Club of Chula Vista
Agency Address: 1301 Oleander Avenue, Chula Vista, CA 91911
Telephone Number: 619-421-4011 ext.11
Fax Number: 619-482-6738
CEO/Executive Director: John R. Clingan
Program Contact Person & TItle: Same
Telephone (if different than above): Same
E-Mail address:
Blgjohnc@aol.com
Please Include All of the Following:
~ Cover Sheet
~ Application
~ Work Plan
~ Budget
~ Complete list of all current revenue sources
~ Articles of Incorporation
~ Authorization to request funds and to sign binding contracts (Incl ude a
copy of the minutes which the governing bocIy's resolution, motion or
other official action Is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development· DepartmentIHousing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@ci.chula-vista.ca.us
Instructions: Please complete the application in the space provided. DO NOT attach additional sheets other
than the required documentation (an exception is made for the budget portion of the application).
Appllcattons must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR IT WILL BE RETURNED. If you wouklllke an electronic version contact the Housing
Division offices.
If your responses to the questions are not Included on this application, It will be returned - NO
Exceptions.
1.
Amount of 2003-04 CDBG funding requested?
$69,000
$0
2_
Amount of 2oo2-G3 funding received for this same program?
3.
Number of years your organization has received CDBG funding
from Chula Vista?
12+
4.
Will your program be physically located In Chula Vista?
181 Yes 0 No
If not, where is it located?
5. Please complete the following:
A. Total Clients served/estimated to be served In:
2002-03
3000
Percent of Total Clients
100%
2003-04
5000
Percent of Total Clients
100%
B. Chula Vista residents served/estimated to be served in:
2oo2-G3 2850 Percent of Total Clients 95%
2003-04 4750 Percent.of Total Clients 95%
C. Low Income clients served/estimated to be served In:
2002-G3 2130 Percent of Total Clients 71%
2003-04 3550 Percent of Total Clients 71%
Low Income Thresholds
6. Of the three (3) national objectives for the CDBG program, please check the
national objective your organization meets.
181 Benefit at least 51 % low and moderate Income households
o Elimination of slums andfor blighted conditions
o National disaster
7. Describe the services you provide to yo.ur clients:
It is the mission of the Boys & Girls Club of Chula Vista to provide positive activities and
opportunities to develop the health, self esteem and character of the youth of our
community, enabling them to reach their fullest potential. This Is accomplished through
facility based activities that Include homework help/tutorlng, substance abuse prevention,
specialized health education programs, cultural arts, social recreation and Individual &
team sports, leagues, tournaments, and special events_ This Is augmented by special
Interest group clubs and youth development programs.
The Boys & Girls Club is open and available to all youth In Chula Vista, but offers special
help to children not served elsewhere. Children from low Income, single parent families
and gender specific programs are major target groups for program services. The Boys &
Girls Club serves a target population of youth between the ages 6 and 18 years of age
throughout the Chula Vista area. Over 3,000 youth are served by the organization on a
yearly basis. 71 % of those youth have been Identified from low-Income families. The
organization provides services to a majority of these children located In areas of the city
considered slgnlflcantiy impacted Including Otay, Montgomery, Lauderbach, Harborside,
Rohr, Palomar, Rice, Lama Verde, Parkvlew, Greg Rogers, Mueller, and Feaster Edison
elementary school areas.
For over four decades, the Boys & Girls Club of Chula Vista has been serving children and
youth from all backgrounds in the South Bay, with special concern for those from
disedvantaged circumstances, to develop the qualities needed to become responsible
citizens and leaders.
The Boys & Girls Club of Chula Vista has continuously participated In city sponsored
needs assessments as well as collaborations with other community based organiZations.
In response to community needs the Club has expanded Ita core services to youth (ages
6-18) to Include licensed child care programs for ages 2 'At to 5 years old. The very
successful after school transportation program was bom out of one needs assessment
and has expanded to Include walking, van, and bus transportation programs currently
moving over 400 children each day to wholesome recreation activities andsupervl slon.
8. Please describe your organization's targat population and why your program should
received CDBG funding:
The Boys & Girls Club serves a targat population of youth between the ages 6 and 18
years of age through out the Chula Vista area. Over 3,000 youth are served by the
organization on a yearly basis. 71% of those youth have been IdenUfied from low-Income
families. The organization provides services to a ."ajorlty of these children located In
areas of the city considered significantly Impacted Including Otay, Montgomery,
Lauderbach, Harborslde, Palomar, Rica, and Loma Verde elementary school areas.
For nearly four decades, the Boys & Girls Club of Chula Vista has been serving children
and youth from all backgrounds In the South Bay, with special concern for those from
disedvantaged circumstances, to develop the qualities needed to become responsible
citizens and leaders.
9. Describe the specific program for which CDBG funds are being requested:
The 2003-04 (CIP) Capital Improvement Project will enhance progrem services by allowing
for both needed and required Improvements through the provision of facility rehabilitation
and greater security while creating a safer place for children. The Planned project will
Increase capacity by promoting Increased security and reinforcing a safe place after
school that has become the top priority among parents facing todays challenges to
children. .
Specifically, the organization's ability to offer services will be enhanced by:
A) Replacement of Security Doors - Original plans and construction of the facility did not
allow for the Increased number of participants and facility users we have grown to serve.
Additional use by the City Recreation Department, community groups, as well as the
greater number of club members, has put additional wear (and some cases worn out) on
the facility. .
B) Installation of Security Fencing . The need to provide specific entrances has become
paramount In securing the campus to more focused control points. With the Increase use
of the facility Including the new skate park, fencing" for the front and South side of parking
lot area was not provided In that project funding nor has been available elsewhere.
C) Installation of Security Window Screening - Providing a more secure facility Þy limiting
access through window frames Installed years ago when a higher level of security was not
needed. . .
D) Upgrade Installation of CCTV and 24 Hour Security Monitoring taping system.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits,
etc.). What other sources of funds does your organization usa to leverage Chula
Vista's CDBG dollars?
Specifically CIP funding the CDBG Funds will be used for the following:
Plans call for securing bids for eleglble contractors and awarding contract on the following:
A) Security Doors - Provide, Replace, and Install appropriate doors, hardware, and locks
B) Fencing - Provide and Install Fencing and gates along Front and South of Parking lot area.
C) Window Screening - Provide, paint, and Install expanded metal screening on accessible
windows of facility.
D) Upgrade Security Monitoring System through additional cameras and wiring Installation
with additional video tape monitoring equipment.
11. Has your organization met or exceeded the stated program objectives of the preceding
year? U, no, will the program be redesigned to make the objectives obtainable for the
new funding year? What methods will be used to track for income levels, demographic
information and the evaluation of the program to measure success?
Previous years funding is involved In the scheduling and. construction of the Skate Park
Project by the City of Chula Visa. Phasing and use of CDBG Funds approved for use to the
Boys and Girls Club Is reliant on City Staff request for funds and completion of certain
aspects of the larger project before other project funds are spent.
(Example) - Security and Fire Alarm Systems àre to be Installed In the new skate park
office/' restrooms which has not been built yet.
Repavement of Parking Lot will be completed once all cement construction
Is complete on back field by City thereby removing the concern of construction trucks
breaking up the newly laid asphalt parking lot.
12. If your application is a collaborative proposal, pleasa Identify the participating agencies
and the amount of funding requested by each eganey. Also, describe the process of
allocating CDBG funds between each participating egeney. .
This Capital Improvement Project (CIP) doeS not involve any other partner agency.
13. Whet types of fund raising activities, If eny, does your organization undertake to
supplement your budget and how much wes raised during the previous fiscal year?
The Boys & Girls Club of Chula Vista uses various fundralslng activities to supplement
budget requlraments. Included are The annual Benefit Casino Night, Benefactor Annual
Support Campaign, Weekly Bingo Fund Raiser, Annual Golf Tournament, and various other
smaller projects Including car washes, spaghetti dinners, pencake breakfast, snack bars and
T-shirt sales.
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this Impact your organization end Its ability to offer services.
The Boys & Girls Club of Chula Vista continuously looks for opportunities to Increese
funding to support quality programs and expand services to the youth of the community.
While the Club Is Involved with numerous collaborations regarding program services, capital
Improvement project funding Is limited. Should CDBG funds received be less than
requested, a priority system on critical aspects of the CIP project will be Implemented to
insure projects are complated when funds become evallable and if necessary build the
project in pheses. Additionel fui'ld-reising activities Include seeking additional financial
support from individuals, businesses, and major corporetlons through our Benefactor
Support Campaign. In addition, we ara exploring funding opportunities through stata funding
and foundations. Increased fundralslng ectlvltles that have been planned to support
program activities would be used on the most critical of projects that allow continued
occupancy of the facility. This CIP project will allow for the enhancement of services to
additional children and does not adversely effect the organization's ability to continue to
offer services within the City of Chule Vista.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
Program services are provided as part of the on-going mission of the Boys & Girls Club of
Chula Vista.
CIP projects will be put out for competitive bid and will not Involve program services.
Projects are based on current plans available at the time of this CDBG proposal submittal.
Should changes occur during the proposal consideration period and the July 1 funding
availability date, phasing plans will be upgraded to meet the change in funding received.
KEY STAFF
John R. Clingan, President / CEO has over 30 years working with city, county, state, and
federal funding. With over 25 years of Boys & Girls Club experience, Mr. Clingan has
successfully overseen CDBG projects, Revenue Sharing Projects, State Grants, Federal
Grants, and Foundation Grants in facility reconstruction, new building .projects, upgrade
projects, and program service funded projects.
In addition the following person will act as an advisor to Mr. Clingan and the Boys & Girls
Club Chula Vista In the development and oversight of this CIP project.
Dr. Lowell Billings, Superintendent, Chula Vista Elementary School DIstrict, Board Member.
Formally responsible for all construction and rehabilitation projects for the School District
including recent building of new schools and expenditure of proposition funding.
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might Include: Promoting the project
and its activities to the target population; Coordinating project participants and networking with
other organizations or individuals.
B. Describe the Process evaluation. Describe how the program will collect data and maintain
records to track program actMties. Example: Documentation of program participation via sign-
in sheets, meeting minutes describing actions taken, files of news releases, letters
demonstrating additional support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to determine if it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
The goal of this (CIP) project Is to assist in the creation of a more safe and secure facility for
children. This project promotes Increased safety by limiting open access to specific fenced
and monitored entrance points around the property and replacement of secure lockable
doors.
Objective:
1.
approved April 2003
2.
3.
4.
5.
6.
7.
8.
9.
10.
errnits
2004
Process and Outcome Evaluation
Examples of Process and Outcome Evaluafion:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50 youth
attending each session) using the University of Califomia's Project for Health curriculum.
Outcome Evaluation: 25 to 38 of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle for their family.
Process Evaluation:
CIP Capital Improvement Project . Safe Child - Safe Place Project
Secure doors will be installed in all needed areas of the facility providing needed security both during
and after hours of operation. Fencing will be installed at the front of the facility and South Side
parking lot providing access to specific controlled and gated areas. Security Screens will be installed
in all easily accessible window openings to controll access and break-ins.
Outcome Evaluation:
The following key points are necessary for success of the expected outcome evaluation:
1. Project bid process is completed prior to funds being available in July 2003.
2. Early deadlines established with contractors to complete project on time.
3. All project phases are complete, and acceptable prior to December 31 , 2003 (most desired
outcome) .
4. Security is significantly increased by the installation of Doors, Fencing, and Screening.
BUDGET
Funding Source(s)
Pr
1.
2.
3.
4.
5.
6.
Personnel Ex nses:
1.
2.
3.
4.
5.
Other Ex nses:
1.
2.
3.
4.
5.
TOTAL
o
o
69.000
69 000
69,000
69,000
TAB 7
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2OO3..Q4
Name of Organization:
Program/Project Name:
Address:
Chula Vista American Uttle League
Chula Vista Youth Sports Complex
P.O. Box 7456, Chula Vista
Amount of 2003..Q4 Funding Requested:
Funding Received In 2002.()3:
CDBG Citation
$120,000
$60,000
570.201[c]
Chula Vista American Little League (CVALL) is a non-profit organization, run solely by volunteers consisting of
dedicated parents and coaches. CV ALL has served the Chula Vista community for the past 42 years. The
Sweetwater Union High School District agreed to allocate land for the development of the fields. The
construction of a sports complex at HilRop Middle School will include:
· 2 baseball fields - backstops, fencing, dugouts, stands, irrigation, grass, etc.
· 2 multi-use fields - baseball backstops and infields configured to also be used for football, soccer, field
hockey, etc.
· MuRi-use building - concession stand, equipment storage, restroom facilities, and training/meeting
room
CDBG funds will be used to complete the restroom building, parking lot, muRi-purpose fields with irrigation and
storage facilities. .
~(ft..
~
~~~.
my OF
QUA VISTA
COMMUNITY DEVELOPMENT BlOCK GRANT
FUNDING APPLICATION FOR 2003-04
COVER SHEET
Program/PnIject Name: FIELD OF DREAMS
Agency NIIM: CHUtA VISTA AMERICAN LITTLE LEAGUE
Agency Adelle..: P.O. Box 7456, COOla Vista, CA 91912
T,Iep.'1one Number: 619-688-9255
Fax Number: 619-688-9291
CEOIExecutive Dir1Ic:tor: Brant Toogood
CFOIFInancia1 DIrector: Jon Dickie
ProQ. .,,1 Contact Person & 11tIe:
Telephone (If different tban above):
E-mail addreas:
Brant Toogood VP of Field Development
BtoOQood(âlsubwavsd.com and btoogood@aoI.com
Please Include all of the following:
~ CoYer Sheet
æ Application
æ Work Plan
~
~
~
æ
Budget
Cv,,1 hIto.1ist of .n current _118 IIOUrces
ArtIcIn of incOIporallon
AutboJizaIIoIIIIo IIIqU8St funds and 110 sign binding contnIc:ts pnclude a copy of the
mlnulln which the OV'IIming body's rnoIuIIon, motion or other oftIc:ial action is nc:onlad
. .
APPLICATION DEADliNE IS DECEMBER 9, 2002 at 5:00 p.m.
Community Development DepartmentlHousing Division
430 Davidson Street, Suite B
Chula Va, CA 91910
For questions contact Judith Atwood at (619) 891-5036 or via e-mail atjatwood@ci.chuIa-visla.ca.us
Community Development Block Gnmt Profp'am
FY 2OIJ3.04 Fuming ApplIcation
Page 2
APPLICATION
InsIruc:tionl: Please oompIeIe !he application in the apace provided. Do Not dac:h 8dcIIIIona1 .... other than the
required documentation (an exœpIkm is made for the budget porIiIn of the appJí:ation). AppIkatlons must be COIrIpIñar
generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR COMPUTER OR IT WIlL BE RETURNED. If
you wouIcIlille an eIeWonic: ftrsion c:onIact the Housing Division oI'Iic:es.
If your rnpoIIHS to the questions ant not Included on this application, it will be returned - No Exceptlona.
1.
Amount of 2003-04 CDBG funding nlC trestlld?
2.
Amount of 2002-43 funding .-Ived for thillllllll program?
$120,800.00
$60,000.00
3. Number of years has your DfV8IIIzaIIon has received CDBG funding from CIwJa Vista: THREE
4.
WID this PIO IIm be physically IocaIisd In Chula VIIts? If not,whenlls It Iocalild?
YES
5. PIeaø complets the foIIowIntJ:
A. Total ClIents I8MICI and es1Ima18cI to be I8MICIln:
2002043 3400
2003-04 3400
B. ChuIa Vista residents l8MICIand _..-..! to be. served in: (Not including Web pages)
2002043 3400
% of Total ClIents 100'1'0
2003-04 3400
% of T ø1aI ClIents 100%
C. I.ow4ncome cllentsl8MlCl and elltimalilcl to be served in:
2002-03 2380
% of Total ClIents 70%
2003-04 2380
% of ToIaI ClIents 70%
Low,-·TbntshoIds
~
. .
Community Development Block Grant Program
FY 2003-04 Funding Applcalion
Page 3
8. Of the tInw (3) naliclœl objectives for the CDBG program, pleale çlJeck the national objec:tiY8 your
otganiDtlon nwets.
X Benefit at least 51% low and moderate households
o 8lmlnation of "urns and/or bright
o National clllU18r
7. Dnc:ribe the lenric:es you pIOvIde to your clients:
ChuIa Vista American Li1IIeLeague is a non-proIit organization, run solely by volunteers consisting of
dedicated parents and coaches. utile League is the largest youth· sports program in the world. A program
of service to youth, adapIed to the mental and physicå ~. of chikien from 5-18 years of age. OUf
goal is to provide a healthy, wholesome, family orientaled activity centered around baseball that teaches
the youth of our community to always do their best,. play by the rules, work as a team, and be a good sport.
We provide a valuable fife experience based on sports, promote sportsmanship, develop player's skills,
maintain safe facilities, ensure playing opportunities for all and serve our community well.
Chula Vista American Li1IIe League has S8IVed the community of ChuIa Vista for the past 43 years. The
SweetwaIer Union High School District has donated land for the development of fields. This wiD enable our
league, which has been geographically separated for many years. The consolidation of our nesources and
the Mrfitinnal fields for play should allow the development of a UIIIe I "'agtl8 Challenger Division. The
Challenger Division is a special dvision which is dedicated 10 the mentally and physically challenged youth
to enjoy the full benefits of UIIIe Leagueparlicipation in an afhIetic environment
8. PIe... deecribe the taJVfi popula6on and why this program should -.MI CDBG funding:
Target Population:
Generally:
1. The general public of Chula VISta.
2. The City of Chula Vista wiD acquire open space not currently available by virtue of the joint use
agreement with SweelwaIer Union High School District. The northwest é¥'ea of the city is extremely limited
in land that is available to the city for allocation and use as open space and pak land. This é¥'ea wiD be
allocated for Parks and Reaealion.
3. HiIllDp Midde SchooI- wiH benefiUrom the use of these f~ during the school day.
SpeCifically:
The primary target is the rar. JIics and chilcten that reside within the boundaies of Chula Vista American
Li1IIe League. Our league serves children from 5-18 years of age.
Boundaries: South- "J" Street West- San Diego Bay; North-the northern city Rmits of Chula VISta; East-
Highway 805. . ..
Community Development Block Grant Pn9'am
FY 2003-04 Funding Application
Page 4
Need assessment:
According to statistics provided by SANDAG, the median income for the area within our boundaries is
$37,953.
According to s~ from the Chula Vista Bemenlay School Dis1rìct, 60.5% of school children within our
boundaries ft eIi jbIe for financial aid for the school lunch program, with income levels significantly belOw
the income level for the CDBG programs. The level for this progran is defined as follows: 2 person =
$32,500; 3 person = $36,600; 4 person = $40,650. ExIrapoIating data 10 the CDBG low income definition
would suggest that over 90% of the members of our league may be considered low income level.
.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 5
9. Describe the specifiç program for which CDBG funcls are being requestBcl:
Funds are being requested for Capital improvement projects underway or 10 be undertaken by the league. Funds are
needed 10 finish the restroom building, parking Io~ mulli-purpose fields with irrigation and storage facilities.
10. Specifically describe what the CDBG funds wiD be used for (salaries, wages, benefits, etc). What other
soun:n of funds dCMII your organization use to leverege Chula Visla', CDBG dollars?
100% CDBG funds are used for Capital improvement projeds. No funds are expended for salaries, wages or benefits.
The league raises funds for general operations and capital improvement projects through its annual fundraisingactivities,
which include:
Candy Sale $1Q,ooo.00
Cap and cake 3200.00
Snack Bar income 4,000.00
Sponsorships 6,000.00
Registrations 25.0000.00
TOTAL" . $48,200.00
Community Development BIDc:k GrInt Pr'ogIwn
FY 2Ø0304M Funding Appkation
P8ge 6
11. He your olg8llization met or exceecMd the sIat8d PRIIIIHI objec:tiwI of the preceding year? If no. wiD
the PRlllram be radesigned ID mab the objectives obtainable for the _ funding ywr? What rneIhoda will be
u.d to track or account for income IewIs, other demographic infolllllltion andlhe lMlluaIIon of ilia proglHl to
mealure luccell?
Our goals from the previous year were. <!<Ii .oIAti based upon the CDBG received ín 2002-2003. With league funds and
CDBG funds we were able to complete I\W additional fields 10 the point wheIe they were playable. Our restroom
project is at the 50% complete stage, roof and fixtures need 10 be instaIed.
Our goals and objectives are always adjusted based upon CDBG funds. OUr primæy objecti'le has £Wtays been to
provide a base ball and mufti-purpose field complex 10 serve the residen1s wilhin our boundaries.
12. If your apptk:alion isa collaborative propo.... plUM Identify the pal1lcipatlng agenclel and the amount of
funding requestIId by each agency_ Also, ducrlbe the pnIC8II of aIIocdng CDBG fundi between each
patticlpating OI' IInlzation.
NA
.
Community De\.aIopnlellt Block Grant Progr.ml
FY 2083-04 Funclng AppIcation
Page 7
13. WI1áf¥pM fA fund IWIIng dvIIIn, r MY. does your organIzdon ul1ClertDe ID supplement your budget
and how much _ nIised during your oqranization'lliICII year?
Our annual inoome is as follows:
Candy Sàe $10,000.00
Cap and cake 3200.00
Snack Bar income 4,000.00
Sponsol1!hips 6,000.00
Registrations 25.0000.00
TOTAL $48.200.00
14. In the event your organization doH not receive the IIIC U8It8d lIIIOunt of CDBG funding, how win thiI
ÍIIIpIICt your CIIpIIization and ita ~ ID oft'er ael¥lcal?
If _ do not receive any CDBG funds the league will sill be able to provile its prirna¡y seIYÍJe to the residents
within its boundaries, however the level of selVioes woufd be somewhat diminished. CIP projects slated for
completion would need to be postponed until funds are avaiable either through CDBG or league funds.
13. WhQ wIH be pI1I'fid\ng the program MNIcaa? Plene deec:rIba the qualll\çat\onl fA \lay 1tIIf:
~ will hi! ",!,vitlP.d thmIJOh :¡ r.nIIAAnr.dinn nf P.trnrI!: hP.IwRAn C'Juibl V~ AmP.rir.::In I iftIP. I A::K111P.
Community Development Block Grant Program
FY 2003-04 Funding AppIcatIon
Page 8
Sweetwater Union High School District and ChoIa Vista Parks and Recreation.
Chula Vista American utile League will be providng the majorily of services. The boa11 of ärectors of
CVALL will coordinate volunteer and contracted services and oversee consfruction of the project. CV ALL
is a volunteer organization.
Key Staff:
Treasurer: Jon Dickie D.M.D.. ,local businessman (general dentist), 12 yeil'S of volunteer service.
VICe President: Steve Fuller, local businessman (Fuller's Plumbing), 12 years of volunteer service.
VICe President Brant Toogood, Subway Development Corp., 6 years volunteer service
VICe President:Mark Wolf, local businessman (Breaktime Vending), 7 years volunteer service
Community Development Block Grant Propn
FY 2003-04 Funding ApplIcation
Page 9
WORKPLAN
A. Please specify the key dvitles which wID serve to meet your objectives and the datn you plan to
IICCOfI1Ihh the ac1M.... Key adivtIies might include: Promoting !he projeà and lis activities to !he target population;
Coordinating project participants and neIwoddng with other oq¡anizaOOns or individuals.
B. Describe the "nu::..e evaluation. The prooess will be evaluated and monitored by !he board of directors.
The treasurer will keep alllinancial records. The Secretary will keep all minutes pertaining to !he project.
C. Describe the outcome evaluation. The outcome will be evident as projects are completed.
Goal Statement To provide a first class UtIle League Sports Complex.
Objective : To complete as many capital improvements as time and funds allow.
~ -- ~- ~'_r
~=- - ~ . I:; j ~.... ::.
1. Restroom Roof and FixWœs installed.
January 31, 2003
2. Additional fencing installed.
February 28, 2003
3. Registration complete
Februæy 1, 2003
4. Season star1s
Marcil 29. 2002
5. Storage Building Complete
ApriI3Q, 2003
6. Sidewalk and Parking Improvements commenœ
June 21. 2002
7. Additional Tulf installed
Jufy 30, 2002N
Community Development Block Grant ProgIam
FY 2003-04 Funclng AppIcatIon
Page 10
Budget
FIIDIIIng Soun:e(.)
Please fist each budget line Item and the sourœ of the funding. Include aI program expenses, personnel costs and any
program income. Attach addllional sheets, W neœssæy.
- - -- --
=_=-2~~ ~~'I L.',~., :::~..:. ~-_~ë: ~--E.:t\ -=-:._
-::D5G _L~' ~"C: _ S' =-. ,~.
PmgAm Expen... league
1. Fencing 12,000. 12,000.
2. Restroom Roof 10,000. 10,000.
3. Padting Lot sidewalks and gra:ling 30,000. 30,000.
4. storage Building 15,000. 15,000.
5. PraoIiœ fields 40,000. 40,000.
6. Landscaping 13,000. 13,000.
7. Charter 2075. 2075.
8. Uniforms 8,000. 8,000.
9. Umpires 3,000. 3,000.
10. Field Maintenance 8,000. 8,000.
11. Trophy ExpensesIAlI Stars Expenses 5,000. 5,000.
- 12. Equipment 5,000.
5,000.
12. IJIirrties 2,000. 2,000.
T obi' Expen... $120,000. $33,000. $153,000.
Prog_lncome
14. Cao and Cake I 3.200. '3.200.
Community Development Block Grant Program
FY 2OIJ3.04 Fuming Application
Page 11
- ~~-.... -- - - - - - - ,-
- - - , ~ - - , ;:) - - ,- , - -
-
,-,~t;.1v 1....15;' ~i.I:: '-~: vti E:,
14. Registrations 25,000. 25,000.
15. SponsolShips 6,000. 6,000.
16, Candy Sale 10,000. 10,000.
17. SnadI Bar 4,000. 4,000.
18. Block Grant 120,000. 120,000.
TolallNCOME 120,000. 48,200.
168,200.
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COMMUNITY PROJECTS
Proaram
Tab Number
Lutheran Social Services - Caring Neighbor..............................11
City of Chula Vista Planning & Building
Community Preservation Program..................................... .......12
South Bay Community Services
Community Development Program..................................... ......13
safe and in their own homes, independent for as long as possible. The populations we
serve is usually low-income and fall at 50% or less of the MFI as defined by HUD. It is
often the case that these individuals only receive Social Security or 551 and many are at
the $700 - $900 per month level.
Funding via the CDBG process for this program will accomplish two purposes. The first
will remove the barriers senior often face in staying in their own home. These funds will
provide housing rehabilitation assistance to low-income persons, allowing the to obtain
the repairs that they otherwise could not afford or even do on their own.
The second purpose is to avoid costly institutionalization for people who can live on their
own with some assistance. This program benefits both the individual and the community,
financially and otherwise.
9. Describe the specific program for which CDSG funds are being requested:
The Caring Neighbors program of Lutheran Social Services of Southem Califomia will
provide minor home repair, yard work, household chores, and transportation to low
income seniors and disabled adults. The goal of Caring Neighbors is to allow low-income
seniors/frail elderly/disabled adults to remain living in their own affordable homes for as
long as possible. We achieve this by removing barriers to health/safety that they cannot
afford to fix or cannot fix on their own.
The first step is to recruit clients by networking with various services providers and mobile
home parks. The clients call and complete an over the phone intake and complete an
eligibility form to assure they are within the guidelines set forth by HUD for low-income
households. When a client has a specific need, the Caring Neighbors staff will fill the
request or refer them to another service provider if we are unable to assist them_
Secondly, we recruit volunteers that have the skills and willingness to perform these
services for people who otherwise can not afford to have the work done. Volunteers are
recruited through newspaper advertisements and community, educational and civic
groups. The volunteers are provided an orientation by Caring Neighbors staff and put in
a database to be notified when their services are needed. If a job is health and safety
related, but is too much to request from a volunteer, we will pay for the repair to be done
by professional tradesp~ople.
The Caring Neighbors staff and aides follow-up with the clients and volunteers regarding
satisfaction and time spent on each request. An access database is used to track client
satisfaction and demographics.
10. Specifically describe what the CDBG funds will be used for (salaries, wages,
benefits, etc.). What other sources of funds does your organization use to
leverage Chula Vista's CDBG dollars?
These funds will be applied toward the part-time Chula Vista Coordinator's salary plus
benefits. Caring Neighbors will also use these funds for other operating costs such as
postage, office supplies, telephone, utilities, printing and advertising plus to cost of all
supplies related to the minor home repair/rehabilitation activities.
When there are repairs that our volunteers are unable to perform due the difficulty or
magnitude of it, we will use CDBG funds to pay a qualified contractor or professional when
the clients are unable to pay for the work themselves.
All (100%) funds will be used in the provision of direct services to Chula Vista residents.
The program uses in-kind donations of volunteer labor and donations and fund raising
activities to support non-reimbursed expenses.
11. Has your organization met or exceeded the stated program objectives of the
preceding year? If, no, will the program be redesigned to make the objectives
obtainable for the new funding year? What methods will be used to track for
Income levels, demographic Information and the evaluation of the program to
measure success?
Based ón activity through the first two quarters the program will meet its stated objectives
for the year.
The tracking of income, demographic information and other information for evaluation
purposes will be through the Chula Vista office. The initial intake application includes the
following data elements: age; disability; gender; ethnicity; number of persons in household;
female head of household; home ownership status; income; zip code; address, telephone
number and referral source. All intake information is taken via telephone and a verification
form requesting signature by the applicant affirming the information is sent with a postage
paid return envelope.
Monthly and quarterly reports with statistical data are prepared and submitted. Repair
requests are evaluated and must be health and safety related; repairs considered major or
requiring rehabilitation are referred to the City Housing Division staff. Applications, repair
records and all r~ipts are kept on file.
Evaluation is done through follow-up telephone calls and client interviews.
12. If your application is a collaborative proposal, please identify the participating agencies
and the amount of fundIng requested by each agency. Also, describe the process of
allocating CDBG funds between each partIcipating agency.
While we collaborate with many other agencies in the delivery of services, especially
Project CARE. We are not requesting funding as a collaborative.
13. What types of fund raIsing activities, If any, does your organIzation undertake to
supplement your budget and how much was raised during the previous fiscal year?
Lutheran Social Services (LSSlSC) partners with over 75 Lutheran Churches in San Diego
County for funding. Also, LSS/SC conducts a Phonathon to over 3000 households; a Year
End Appeal letter is sent to 10,000 Lutheran members; a spring walkathon, and regular
appeals (through personal visits, and newsletters) to various groups, churches, and
organizations for funding and or in-kind donations (primarily volunteers and food
donations). In addition, we operate Seek N Find, a local thrift shop whose proceeds go to
offsetting non-reimbursable costs operating our programs. Donations are accepted to the
Caring Neighbors program to help offset program expenses.
Overall income raised from fundraising for San Diego County for FY 2002 is over $50,000
(includes gifts, donations and events).
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this Impact your organIzation and Its ability to offer services?
Efforts will be made to secure additional funding from corporate sponsors, churches, other
grant sources as well as individual donations. If Caring Neighbors does not receive the
requested amount of CDBG funds, it will have a negative impact on services.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
Ann Perry is the South Bay Program Manager; she has worked for Lutheran Social
Services for the past eight years. She has an AA degree and works well with the diversity
of clients the program serves.
Elva Amador will be serving as the Chula Vista Caring Neighbors Coordinator. Elva has
over 10 years experience working in the non-profit sector and has been working in the
Caring Neighbors program for the past two years. Elva is skilled in volunteer recruitment
and is dedicated to working with this population. In addition, Elva is bilinguai in Spanish
and English.
This program also utilizes 3 aides from the Project Ayuda employment program who have
been with the Caring Neighbors program collectively for over 3 years. Our aides are highly
experienced with the initial intake and assessment, referrals, assigning requests to
volunteers, data entry and customer service.
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might Include: Promoting the project
and its activities to the target population; Coordinating project participants and networking with
other organizations or individuals.
B. Describe the Process evaluation. Describe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participa1ion via sign-
in sheets, meeting minutes describing actions taken, files of news releases, letters
demonstrating additional support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to determine if it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
To allow low-income seniorslfrail elderty/disabled adults to remain living independently in
their own affordable homes for as long as possible and avoid the higher costs of
institutionalization
Objective:
To remove physicaVarchitectural barriers to mobility, health and safety through minor home
repair and Tehabilitation that the target population cannot afford to have done or cannot do
on their own.
1. Intake/application of eligible residents Ongoing
2. Assignment of repair jobs to volunteers On-going
3. Recruitment of voiunteersltraining On-going
4. Evaluation of repairstvolunteers On-going
5. Reporting of activities Monthly/Otrly
6. Community/provider/referral outreach On-going
7. Volunteer Recognition December/April
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50 youth
attending each session) using the University of Califomia's Project for Health curriculum.
Outcome Evaluation: 25 to 38 of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle for their family.
Process Evaluation:
Program personnel take intake applications via telephone for at least 325 seniors who reside
in the City of Chula Vista. Information included for review and analysis includes: age,
gender, ethnicity, female head of household, number of persons in household, income,
disability, homeowners hip status, address, zip code and referral source. This data is
maintained and reviewed to determine appropriateness of services, multiplicity of requests,
cost information, etc.
Volunteer recruitment will be ongoing. Information is taken relative to: training; skills/level;
assignments; time spent providing services; dates of assignment and job completion; job
satisfaction and client satisfaction. Information regarding support of the program -
newsletters, newspaper articles, letters of support and letters from clients are maintained to
judge community acceptance and impact.
Outcome Evaluation:
Minor home repair and rehabilitation outcome is measured by the successful completion of
the repair/removal of the barrier to health and safety that initiated the request. These barriers
include installation/repair of security lights; removal of tree limbs, tall grass and weeds;
faucet and toilet repair; wheelchair ramps; railings for steps/porches.
Program Personnel measure client satisfaction is measured through a follow-up call to the
client regarding the timeliness of the repair, completion of the work and the volunteer effort.
BUDGET
Funding Source(s)
4500 4500
500 500
360 360
360 360
3500 3500
400 400
360 360
nition 500 500
100 100
24,626 24,626
6157 6157
3.
4.
5.
Other Ex nses:
1.
2.
3.
4.
5.
TOTAL 41,363 41,363
TAB 12
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2003-04
Name of Organization:
ProgramlPro ect Name:
Address:
City of Chula Vista Planning & Building
Community Preservation Program
276 Fourth Avenue, Chula Vista
Amount of 2003-04 Funding Requested:
Funding Received In 2002.()3:
CDBG Citation
$210,000
$50,000
570.202 [c]
The goals of the Community Appearance program is to preserve community quality of life by encouraging compliance
with the City of Chula Vista's minimum property standards. The target population is low to moderate income households.
Discussions with clients confirm the need for assistance to low and moderate-income households in order for them to
maintain their property to minimal standards so as not to ceuse blight in their neighborhood.
CDBG funds will be used to provide Traditional Code Enforcement activities in the low and moderate areas throughout
the City. Discussions with clients confirm the need for assistance to low and moderate income households in order for
them to maintain their property to minimal standards so as not to cause blight in their neighborhoods.
Broadway Revitalization program: This program aims to revitalize residential neighborhoods adjacent to the Broadway
commercial corridor, extending from the north end of the city to the south end. Code Enforcement Officers will be
assigned to staff teams headed by Community Development staff and comprised of community planners, police officers
and other city staff working on community improvement efforts within the designated focus area.
COPPS: Code Enforcement joins staff from various departments to work on activities that will improve neighborhood
safety. One current project is to clean up certain motelalhotels in the city that generate significant crime problems.
COPPs also promotes an aggressive interdepartmental approach to graffiti abatement with Code Enforcement.
Community Education Program: The Code Enforcement Section would like to develop and implement a program of
continuing public education regarding code enforcement issues and available services.The goal of this program is to
inform the public regarding City code provisions that protect the health, safety, and visual quality 01 the community and to
encourage voluntary compliance with these code provisions. Emphasis should be placed on identifying common Code
violations, such as illegal front yard fences, portable carports and illegal signs, which tend to prolnerate if not abated
immediately.
Property Maintenance program: The city anticipates adopting a property maintenance ordinance that wou Id set certain
standards for overall maintenance of private property. Code Enforcement staff will provide field staff to enforce this
program.
OIY Of
0iUlA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDiNG APPLlCATlONFOR 2003-04
COVER SHEET
Program/Project Name: Community Perservation Program
Agency Name: City of Chula Vista
Agency Address: 276 Fourth Avenue
Telephone Number: 619-691-5280
Fax Number: 619-585-5681
CEOlExecutlve Director: Brad Remp, Assistant Director, Building Official
Program Contact Person Br. TItle: Joan Hughes, Sr. Code Enforcement Officer
Telephone (if different than above):
E-Mail address:
jhughes@ci.chula-vlsta.ca.us
Please Include All of the Following:
o Cover Sheet
o Application
o Work Plan
o Budget
o Complete list of!!!!. current revenue sources
o Articles of Incorporation
o Authorization to request funds and to sign binding contracta (Include a
copy of the minutes which the governing body's resolution, motion or
other official action Is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula V.ista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@ci.chula-vista.ca.us
Instructions: Please complete the application in the space provided. DO NOT attach additional sheets other
than the required documentation (an exception is made for the budget portion of the application).
Appllcatfons must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR IT WILL BE RETURNED, If you would like an elactronlc veraion contact the Housing
Division offices.
If your responses to the questions are not included on this application, It will be ratumed - NO
exceptions.
1.
Amount of 2003-04 CDBG funding requested?
$210,000
2.
Amount of 2002-03 funding received for this same program?
Number of years your organization has received CDBG funding
from Chula Vista?
$50,000
3.
10+ years
4.
Will your program be physically located In Chula Vista?
181 Yes 0 No
If not, where is It located?
5. Please complete the following:
A. Total Clients served/estimated to be served In:
2002-03
4950
Percent of Total Clients 95%
2003-04
5952
Percent of Total Clients 95%
B. Chula Vista residents served/estimated to be served In:
2002-03
4703
Percent of Total Clients 95%
2003-04
5952
Percent of Total Clients 95%
C. Low income clients served/estimated to be served in:
2002-03
2003-04
3465
Percent of Total Cllenta 70%
5952
Percent of Total Clients 80%
Low IncOme Thresholds
2002 Figures
$49,150
6. Of the three (3) national objectives for the CDBG program, please check the
national objective your organization meets.
181 Benefit at least 51 % low and moderate Income households
181 Elimination of slums and/or blighted conditions
o National disaster
7. Describe the services you provide to your clients:
Code Enforcement works In partnership with the people of Chula Vista to promote and
maintain a safe and desirable living and working environment; to Improve the quality of
Chula Vista's neighborhoods through education, enforcement, and abatement; and to
respond to community concerns and attain code compliance while maintaining high
professional standards and continually seeking Improvements and Innovations.
8. Please describe your organization's terget population and why your program should
receive CDBG funding:
The target population consists of the people living and working In the low to moderate
Income areas. These clients often live in and around substandard conditions that are out
of their control. As the blight In the neighborhood Increases the level of hope for a better
place to live and work decreases for the population that Is destined to stay In these areas
due to socio-economlc conditions. Many of these homes are rentals with absentee
landlords who are unaware of the conditions on their properties and the overall affect of
their properties on the neighborhood. Code Enforcement will use the CDBG funding to
help Improve the lives of those living and working in the area through education,
enforcement and abatement as needed.
9. Describe the specific program for which CDBG funds are being requested:
Broadway Revitalization program: This program alms to revitalize residential
neighborhoods adjacent to the Broadway commercial corridor, extending from the north
end of the city to the south end. Code Enforcement OffIcers will be assigned to staff
teams headed by Community Development staff and comprised of community planners,
police officers and other city staff working on community improvement efforts within the
designated focus area.
COPPS: Code Enforcement loins staff from various departments to work on activities that
will Improve neighborhood safety. One current project Is to clean up certain motelslhotels
In the city that generate significant crime problems. COPPs also promotes an aggressive
Interdepartmental approach to graffiti abatement with Code Enforcement
Community Education Program: The Code Enforcement SectIon would like to develop and
Implement a program of continuing public education regarding code enforcement Issues
and available servlces.The goal of this program Is to Inform the public regarding City code
provisions that protect the health, safety, and visual quality of the community and to
encourage voluntary compliance with these code provisions. Emphasis should be placed
on Identifying common Code violations, such as illegal front yard fences, portable carports
and Illegal signs, which tend to proliferate If not abated Immediately.
Property Maintenance program: The city anticipates adopting a property maintenance
ordinance that would set certain standards for overall maintenance of private property.
Code Enforcement staff will provide field staff to enforce this program.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits,
etc.). What other sources of funds does your organization use to leverage Chula
Vista's CDBG dollars?
The CDBG money will be used for salary and benefits for one full time Code Enforcement
Officer at a full cost recovery rate of $210,000 to provide traditional code enforcement to low
and moderate Income properties, to encourage property maintenance, and discourage blight
and continued deterioration of established neighborhoods.
To leverage the traditional costs of Code Enforcement, the division relies heavily on the
constrained general fund for financing the program. Additional sources of funding Include
Investigative fees (double fees) for structures built without permits and fees from
administrative citations. Future potential funding sources Include, posing a zoning permit
fee to cover a new business Inspection program, Instituting assessments and liens against
properties to recover the cost of enforcement and civil penalties against commercial
operations that flagrantly violate the code.
11. Has your organization met or exceeded the stated program objectives of the preceding
year? If, no, will the program be redesigned to make the objectives obtainable for the
new funding year? What methods will be used to track for Income levels, demographic
Information and the evaluation of the program to measure success?
Last year's program objectives were met and exceeded.
To measure the success of the program we will rely on current census tract Information,
which includes the income levels and demographic information. In addition, our computer
system keeps treck of the number of cases we work and the time we spend In the
low/moderate Income level area.
12. If your application is a COllaborative proposal, please identify the participating agencies
and the amount of funding requested by each agency. Also, describe the process of
allocating CDBG funds between each participating agency. .
This application Is not a collaborative proposal. The assigned funds will be used by Chula
Vista's Code Enforcementsectlon only.
13. What types of fund raising activities, If any, does your organization undertake to
supplement your budget and how much was raised during the previous fiscal year?
It could appear as a conflict If Code Enforcement accepted donations collected as part of a
fund raiser and then later had to enforce municipal codes on a donor's property. Code
Enforcement has never parUclpated In fund-raising activities nor does It plan to In the
future.
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this Impact your organization and Its ability to offer services.
If Code Enforcement does not receive the requested amount we will need to rely on general
fund monies. This will not only Inhibit the revltllzation of blighted neighborhood, but
encourage the deterioration of them.
In addition, without the requested funding, Code Enforcement will be required to cut back
our service to these areas to the level supported by funding.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the appllcetlon)
The Department of Planning and Building's ability to perform needed code enforcement
activities would be curtailed to a level that does not meet the community's expectations.
Reducing the service level for code enforcement In the low-mod Income areas of the City will
contribute to an accelerated rata of property deterioration and a general reduction In
property values. Not funding this position will also eliminate an opportunity for the City to
partner with the residents of these low-mod Income areas to achieve a team approach to
code enforcement.
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might Include: Promoting the project
and its activities to the target population; Coordinating project participants and networking with
other organizations or individuals.
B. Describe the Process evaluation. Describe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participation via sign-
in sheets, meeting minutes describing actions taken, files of news releases, letters
demonstrating additional support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to determine if it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
Goal Statement: In the low and moderate Income level areas, assisting citizens of City of
Chula Vista to maintain their properties to standards which enhance quality of life and
maintain property values.
ObJective: To Improve the quality of life for residents who live and work In the low and
moderate income level areas through the application of traditional code enforcement
methods Including education, enforcement, and abatement of public nuisances.
We expect to serve more than 5,000 clients who are low and moderate Income.
Objective:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
General Code Enforcement in low and moderate income.
areas
Broadway Revitalization Program (Residential Component)
On-going
Beginning 2003 and
continuing through FY
2003-2004
On oin
FY 2003-2004
FY 2003-2004
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50 youth
attending each session> using the University of Califomia's Project for Health curriculum.
Outcome Evaluation: 25 to 38 of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle for their family.
Process Evaluation:
Code Enforcement will respond to general Code Enforcement complaints on an average of 31
properties a month within the low and moderate income areas. Initially, Code Enforcement will
contact the tenant and property owner to request voluntary compliance. When necessary, Code
Enforcement will take formal actions to abate violations.
In addition, Code Enforcement Officers will act as communication conduits to relay concems of area
residents to appropriate departments in the city. To assist in this endeavor, Code Enforcement will
be developing and distributing topic specific educational materials.
Outcome Evaluation:
The lives of the people living and working in the area will be improved as the blighted conditions are
gradually reduced. A feeling of pride of ownership will return and owners will want to improve their
properties by fixing up and cleaning up before being contacted by the city.
Progress toward this outcome will be measured by a reduction in the volume of serious code
violations encountered in the area and a reduction in the average time necessary to correct
violations.
BUDGET
Funding Source(s)
nses:
$210.000 for
one Full Time
Code
EnforcmElnt
Officer
2.
3.
4.
5.
Other Ex nses:
1.
2.
3.
4.
5.
TOTAL
TAB 13
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2OO3..Q4
Name of Organization:
ProgramlPro ect Name:
Address:
South Bay Community Services
SBCS Community Deveiopment Program
315 Fourth Avenue, Chula Vista
Amount of 2003-04 Funding Requested:
Funding Recalved In 2002.()3:
CDBG Citation
$60,000
$55,500
570.204
The purpose of South Bay Community Services (SBCS) is to provide children, youth, and families with services
and programs which reinforce the family's role in the community and which assist indMduals to aspire
realistically to lives of self·fulfillment. SBCS provides support services and opportunities for children, youth,
and families.
The mission of the SBCS Community Development Program is to create housing and economic development
for very low, low, and moderate income residents of Chula Vista and its surrounding communities. SBCS's
efforts are concentrated in affordable housing, creating economic options, home-ownership counseling, and
rentaVsecurity deposit guarantee program.
The target population is youth and families generally living west of the 805 freeway. The west side of Chula
Vista represents the older area of the City. Median income in this section of Chula Vista is generally lower than
the east side. The Community Development Program is needed in Chula Vista since it provides quality
services and opportunities to residents. Some of SBCS's successful projects created through the Community
Development Program include the Trolley Terrace and Trolley Trestle projects and the Cordova Village project
which received a HUD Best Practices Honorable Mention.
CDBG funds will be used to implement the Community Development Program; allocate $1 0,900 for the Rental
Assistance Security Deposit Guarantee Program to cover loans that are not paid by the tenant to the landlord;
and staff costs related to the Community Development Program.
~{ft..
ii!Iii;
"§~~~.
mY OF
CHUlA VISrA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATION FOR 2003·04
COVER SHEET
ProgramlProject Name: SBCS Community Development Program
Agency Name: South Bay Community Services
Agency Address: 1124 Bay Blvd, Ste. D,91911
Telephone Number: 619-420-3620
Fax Number: 619-420-8722
CEOlExecutlve Director: Kathryn Lembo
. CFOlFinanclal Director: Elizabeth Iniguez
Program Contact Person & Title:· Kathryn Lembo, executive Director
Teiephone (if different than above): 619-420-5094 ext.107
E·mail addrass: . klembo@csbcs.org
Please Include all of the following:
[g Cover Sheet
[g Application
[g Work Plan
[g Budget
[g Complete list of all current revenue sources
[g ArtIcles of Incorporation
[g Authorization to request funds and to sign binding contracts Qnclude a copy of the
minutes which the govemlng body'S resolution, motion or other offtclal action Is recorded .
APPLICATION DEADLINE IS DECEMBER 9, 2002 at 5:00 p.m,
Community Development DepartmentIHouslng Division
430 Devldson Street, Suite B
Chula Vista, CA 91910
For questlQns contact Judith Atwood at (619) 691·5036 or via e-mail atjatwood@cl.chula-vlsta.ca.us
Community Development Blèx:k Grant Program
FY 2003-04 Funding Application
Page 2
APPLICATION
InstnJctlons: Please complete the apprlCation in the space provided. Do Not attach additional sheets other than the
required documentation (an exception is made fcrthe budget portion of the application). Applications must be computer
generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR COMPUTER OR IT WILL BE RETURNED. If
you would like an electronic version contac:t the HOusing Division offlc:es.
.. If your responses to the questions are not IncludÌd on .this application, It will beretumed - No Exceptions.
1-
2.
Amount o.f 2003-04 CDBG funding requested?
Amount of 2002.,Q3 fundlngrec:elved for thIs same program?
$60,000
$ 55.500
3. Number of years has yoúrorganlzatlon has received CDBG funding from Chula Vista: 8 vears
4. WlU this prôgram ~ physically located In Chula Vista? If not, where Is It located? Yes
.. .
. . .
5. Please complete the following:
A. Total Clients served and estImatedtobl served In:··
2002.03 800 (includina >500 cersons in secs housino
2003-04 847
B. Chula Vista residents .ierved and estimated to be SllVed In: (Not Including Web pàges)
2002.0.3 720
2003-04 770
% oITotaI Clients 91%
%oITotaICllents 91%
C. LoW-lncome clients SllVed and estimated to be SllVed In:
2oo2.o:t 720
% of Total Clients 91%
% of Total Clients 91%
. 2003-04 770
~
... .. ....$31,850 $36,400<$40.950 $45,500 ··$49,150
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 3
6. Of the three (3) national objectives for the CDBG program, please check the national objective your
organization meets.
[g Benefit at least 51 % low and moderate households
o Elimination of slums andfor blight
o National disaster
7. Describe the services you provide to your diems:
The mission and purpose of South Bay Community Services (SeCS) is to provide children, youth, and families with
services and programs which reinforce the family's role in the community and which assist individuals to aspire
realistically to lives of self-fulfillment. SBCS provides support services and opportunities forchiklren, youth, and families.
secs's style is committed to providing respectful services based on community strength, needs and goals.
. .
The mission of sacs' Convnunitv DeveloDment Program is to provide affordable housing/economic developmentfor very
low, low and moderate-income residents of ChuJa Vista and its surrounding communities. Our efforts and services are
concentrated in developing and providing affordable housing, creating economic options, horne-ownership counseling,
our newest Individual DevelopmentAccount program (to help first-time homebuyers with financial counseling and assist
them with their down payments), and in our very successful rentaVsecurity deposit guarantee program.
8. Please describe the target population and why this program should receive CDBG funding:
The target population is low income residents of Chula Vista. With vacancy rates aI an all time low, it is nearly
impossible for low-income famirles to find acléquate affordable housing. sacs sees the effects of the high rents and the
low vacancy rates ona daily and weeldy basis. At. sacs' two affordable housing projects in Chula Vista, the wait lists are
staggering. At. sacs' Cordova Village there were 500 families on the wait list for a vacancy, so the list was closed. At
Trolley T ownhomes there are still more than 300 families on the waiting IIsi for a 2 or 3 bedroom apartment, with no end
in sight At the soon-to-open SunroseApartments (developing 271 apartments in the Otay.Ranch area in partnership
with Otay Ranch) 1000 applications were sent out and 345 have been retumed so far. Of those, 191 families have initially
qualified for this housing and 44 of them have been processed and Interviewed already. Interviews continue to be
conducted.
Each year more. than 2,000 families seek assistance from sacs' Community Development Departrnenfs Rental
Assistance and HoUSing Assistance programs. sacs' reception desk alone fields 40-50 calls per day during which they
have to Infonn callers there is no room in our.shelters, and refer the callers to other resources (which may also not .have
space).In addition, sacs' continuum of housing is suffering gridlock since the housing vacancy rate is 1.42% in all of San
Diego County and 1.69% In Chula Vista. (SD Union 10-12-02) Once entering shelter (homeless and domestic violence)
our residents can find no afford8b1e transitional or pennanent housing to rent, and therefore, once they are more
stabilized financially, they remain in emergency sheltsr long past the time they should be moving on..lhe Community
Development Department is tasked to develop the affordable housing that WIll break this housing gridlock. At. this time
sacs provides 101 units of short tenn,transitionaI and pennanent affordable housing in ChulaVISta, as well as a
homeless youth shelter, housing up to 532 persons per year.
The Community Development program is needed in Chula Vista because it providesquaJity services andopportunities to
residents. All of the programs being supported through this funding are fully taken advantage of and utilized by Chula
Vista Residents. .
Community Development Block Grant Program
FY 2003-04 Funding Application
9. Describe the spectfic program for which CDBG funds are being requllllted:
The Community Development Program includes Affordable Housing Development and OveIsight including oversight of
Resident services; Rental Assistance and Security Deposit Guarantee Program; First-Time Homebuyer Counseling and
Workshops with potential homebuyer Chula Vista residents and individual homebuyer counseling. This past year sacs
has been implementing an . Individual Development Account program in concert with the Federal Home Loan Bank of
San Francisco and a local bank: Cafñcmia Bank and Trust. This program wID empower the very 1ow,Iow and moderate
income community in Chula Vista to work toward buying their very first homes, assisting them with financial counseling
ans saving with the goal of up 10$1 O,ooOio matching funds towards the purchase of a home.
Page 4
Additionally SBCS has formed a.limited partnership with the Otay Ranch Co. to deVelop the atròrdable housing obligation
of 0Iay Ranch. The benefits of these programs are thatthey provide affordable housing and rental assistance to families
who are on the verge of becoming homéIess or living in overcrowded conditions. Community inwlvement occurs through
the. SBCS' Board of Directors, whiCh is comprised of community members throughout the South Bay area, including
residents of sacs' affordable housing in Chula Vista.
The Community Development Program is located at 1124 Bay Boulevard in Chula Vista with the .various affordable
housing projects located throughout Chula VISta. Clients are responsible for their own transportation to the main office
site. .
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits, etc). What other
sòurCes of funds does your organization use to leverage Chula Vista's CDBG doRars?
CDBG funds will be used to implement the Community Development Program during the next year.
Ten thousand nine hundreddoUars ($10,900) is to be allocated for the RentalAssisfance and Security Deposit Guarantee
Program to cover reÌ1taI aSsistance forfamllleswho are behind on their rent (and sign an agfeement to pay the loan back
within a specified time) or security deposit guarantees to landlords. The reìnaining funds wiD be used to cover staff
salaries and supplies to implement and facilitate the various elements of the Community Development Program.
Community Development Block Grant Program
FY 200~ Funding Application
Page 5
11. Has your organl%atlon met or exceeded the stIted program objectives of the preceding year? If no, will
the program be redesigned to make the objectives obtainable for the newfundlng year? What methods
will be used to track or account forlncome levels, other demographic Information and the evaluation of
the program to measure IUccess?
Yes, SBCS' Community Development Program wiD meet or exceed the slated program objectives by the end ofllle
funding year.. SBes has created and operates Trolley Trestle Transitional Housing for fonnerfoster)'Outh, manages
Cordova Village affordable hOusing, Trolley T91T11C8 affordable housing, and Casa Nueva Vida II transitional housing.
SBeS continues to work with the Otay Ranch Company to satisfy their affordable housing obligation.
Statistical information is collected from most participants upon entJy into services, which may include name, address, zip
code, gender, date of birth, income level, ethnicity, referral source, or other Infonnation, depending on the program.
Additionally, clients may present documents such as pay stubs, income tax retuins, welfare documentation or other
documents to verify income level. The income level is determined by the most current HUD incOme limits for the San
Diego SMSA.
Evaluation is .salisfied by the facilitators· of the various activities tracking the successful accomplishment of concrete
objectives m$ntioned in the workplan. Statistics are reported to the Department Director and gathered by the Contract
Compliance Department Evaluation is an ongoing process that takes place throughout the year and rerleS upon several
measures. In this Department being able to provide affordable housing, economic development projects, and continue to
assist families toge! Into and remain In housing are all considered evidence of the sUcc8ssof this Departmenfs work.
12. . If your application II a colíaboratlve proposal, please Identify the participating agancles and the amount
of funding requested by each agency. Also, describe the proCesl of allocating CDBG funds between each
participating organlzatjon.
This application does not Involve any partner agencies. We do work with and receive referrals from all of the Family
Resource Centers in Chula VISta and from other S9fViœ providers. Addltiorially, Califomla Bank and Trust conducts
workshops for residents and is partnering with us on the Individual Development Account program through which low
income first-time homebuyersare empowered to buy theirfirst homes: receiving skill building classes, help in budgeting
for their homes, assistance in developing savings, and matching funds of up to $10,000 for down payments, depending
on their savings. .
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 6
13; What types of fund-raisIng activities, If any, does your organization undertake to supplèment your
budget and how much was raised during your organization's fiscal year?
In addition to the much-needed funding from the City of Chula VISta, funds for Corrvnunity Development are raised
thrOugh foundations, banks, fundreising aclivitiesand developer fees.
SBCS has an aggressive Special ActivIties Department that coordinates fund-raising activities and the Foundation
Committee regularty makes applications to private Foundations and Corporate donors forfunds. SBCS participates in a
number of fundralsing activities during the year. SBCS' annual activities Include the annual capital campaign, l.iberty
Walk which is a fundraiserdone In concert with other County Domestic Violenca agencies, a Fashion show ublizing
public officials such as law enforcement ofIicars as the models, Harbor Days w/South Bay Cruisers, acIivItIes at the
annual Thunder Boats races in Mission Bay, Shop-WIth-a-Cop (Christmas fundraiser with other agencies), Adopt-a-
Family at Christmas, and various donòrs such as Beta Sigma Phi who now gives something in-kind every month (e.g.,
candy to moms in shelter on Mother'.s Day, food at Thanksgiving, stuffed animals for the children in shelter, toys and
candy at Halloween, Easter favors, etc.).
In cash during fiscal year2oo.1-2002,the agency raised $275,600. which is shared across the range of agency programs.
This amount is less than the previous year, because donors are not giving at th.e lewl they haw previously. In FY 2001-
2002 private donors provided in-kind donations totaling $ 92.475, which doesn't include those donated items on which no
value was designated. So far in the FY 2002-2003, private donors heve provided i!\-kind donatiáns (food, clothing,
furniture, linens, and toys among them) worth more than $39,000. . .
. 14. In the event your organization dOlÌl not recelvi the requested amount of èDBG funding, hOW will this
Impact your orgánlDtlon and Its ability to offer serìlces? . .
secs is very dependent on the continuation of this funding to maintain its core base support of activities in the
Community Dewlopment Program. augmented by the fundraising activities mentioned already. In the ewntthatfunding
was cut short of the amount requested, SBCS would increase its already considerable efforts to raise funds from
foundations and banks, and/or decrease staff time dedicated to Community Dewlopment activities such as affordable
housing. As stated in previous years, the increasing amount of bank mergers results In fewer banks from which to
request funds. Also, SBCS has already established funding relationships with area foundations, soitwould be diflicultto
increase funding from those sources. The reality is that in the ewnt we were unable to raise additional funds from banks
or foundations, we would.be fotœdto cut some Community Development Program services. .
15. Who will be providing the program services? Please desc:rlbe the qualifications of key staff:
A full time Director will be guiding ønplementation of this Departrnen~supported by the agency's experience. in
establishing quality affordable housing programs. The Community Development Department Director manages the
program under the supervision of the Executiw Director. We are currently In the proCess of hiring a new Community
Development Director. In the interim, Perla BranSbu!g, Associate Director, is supervising the staff. Ms. Bransburg has a
Bachelor's Degree In Psychology and a Degree of UcenIiate in Psychology (equivalent to a Master's Degree) from the
Uniwrsity of Buenos Aires. Ms. Bransburg has been employed by sees since August of 1991 in an extensive array of
direct and supervisorial positions. She is bilinguaUblculturai, speaking, reading and writing Spanish as well as English. In
addition, the Executiw Director, Kathryn Lembo, with more than 20 years ofexperiill1ce in this cominunity and with
S8CS, has been working direcUy with 0t8y Ranch on the Sunrose Apartments.
Sarah Danitz, the Jesuit Volunteer who coordinates the Rental Assistance & Security eeÎœft Guarantee Programs as
. well as providing other supportive services, has a bachelor's degree in Uberal Studies with a concantJation in Publishing
and a minor in Spanish. She has exhibited an ability to. connect positively with the community participants in these
programs She has dedicated much of her life to volunteering and helping out the community by participating in service
trips to Mexico, running clothing and food drives, organizing ewnts to feed the homeless, and organizing chaperones for
specific YMCA teen ewnts.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 7
WORKPLAN
A. Please specify the key activities which will selYe to meet your objectives and the dates you plan to
accomplish the activities. Key activities might Include: Promoting the project and its activities to the target
population; Coordinating project participants and networking with other organizations or individuals.
B. DescrIbe the pI'OC8SS evaluation. Describe how the program will collect data and maintain records to track
program activities. Example: Documentation of program participation via sign-in sheets, meeting minutes
describing actions taken, files of news releases, letters demonstrating additional support for the project.
. .
C. Describe the outcome evaluation. Describe how each objective (not activities) will be measured to de1ennine
if it has been met. Exampie: Interviews of key participants, policy or resource allocation changes, pre-aI)d post.
test surveys of the target populations; .
Goal Statement: The mission of the SBCS Community Development Program is to create housing and economic
development for very low, low and moderate-income residents of Chula VISta and its surrounding communities.
Objective: Provide programs for: Affordable Housing, Rental AsSistance and Security Deposit Guarantee, Rrst-
Time Homebuyer Counseling and Workshops.
KEY ACTIVITIES DATE
. .
1. Continue developing and maintaining affordable tioIIsingopportunities and transitional 7/1103 - 6130104
housing for low income families and/or fonner foster youth, and managing current
properties.
2. Continuedevelopmentproœssand resident sign-up for OtayRanch affordable 7/1/03:" 6130/04
housing
3. Provide Rental Assistance Program
4. Provide Security Deposit Guarantee Program
5. Provide affordable apartment referrals
6. KIDZSIZ Youth Entrepreneurial Training
7. First Time Homebuyer Counseling and Workshops
8. Individual DelJelopment Account Program
9. Work on developing a new low income housing project for Special Needs
population (fonner Domestic VIolence victims leaving shelter services) .
7/1103 - 6130/04
7/1/03 - 6130/04
7/1103 - 6130104
7/1103 - 6130/04
7/1/03 - 6130/04
7/1103 - 6130104
7/1103 - 6130104 .
Community Development Block Grant Program
FY 2003-04 Funding Application
Page B
Process Evaluation:
1. Maintain a forty unit complex. ConIova Village, 10 ensure that all funding requirements are mel This provides
affordable housing 10 fammes earning 50% and 60% AMI. This will be tracked with income verifications, and
appliCations. .. ... ... . ..
2. Maintain an 18 unit affordable housing, limited equity cooperellve. Trolley Tenace Townhomes. This provides
affordable housing andquasi-homeownership 10 families eaming 40% AMI. SBCS will ensure that all funding
requirements are being inet through verification of income and liMuaI certifications;
3. Managea 10 unit transitional housing project for up Iot5 former fosIer.yOu1h, Trolley Trestle. ..
4. Manage a 12 unit transitional housing complexplùs 5 scattered sites (CasaNueva VIda II and Casas de Transici6n)
for low income families working toward self sufllc ency. SBCS will ensure that allfunding requirements are being met
through verification of income and annual cer1ifica1ions.
5. Maintain a .12-unit short term housing facility to house homeless families with children.
6. Continue workwith OtayRanch Company and City of Chula Vista 10 complete development and resident sign-up for
OIay Ranch affordable housing.
7. Offer 6 First Time homebuyerworkshops 10 residents of Chula Vista. This will be tracked through sign-in sheets and
intake forms.
8. Provide Rental. AssiStance counseling and/or analysis 10 20 families through our Rental Assistance and Security
Deposit Guarantee Program. Up 10 360 will receive IndiVidualized housing counseling This willbe tracked through
-~ ....... .... ....
9. Provide affordableapartmElnt l'eferrals 10 200 families through our Affordable Apartmênt Database. This will be .
tracked by a log form at reception. .
10. Provide the KIDZBIZ youth èntrepreneurial training program 10 atleast 25 youth. This will be tracked by sign-in
sheets and pre and post testing. . ... . .
11. . Enroll and assist 10 families in buYing their first homes with FHLB matching funds, based on families' sevings; with
Califomia Bank & Trust providing closing cost assistance, reducèd closing costs and pre-qualification.
outcome Evaluation: The Following correspond to the number under "Process Evaluation":
1. Based on accurate malntanance of files, SBCS will ensure that at least 32 fammes receive or continue 10 receive
housing at 50% AMI and B at 60% AMI. (Cordova Is permanent housing-impacts up to 140 persons per year)
2. Based on accurate maintenance of resident files, SBCS will ensure that all 18 families are receiving affordable
housing at 40% AMI and are members of the limited equity cooperative.(impacts up to 69 persons per year)
3. Based on case files, up 10 15 former fostet youth who need additional skills and/or college training will have safe,
affordable transitional housing for up 10 18 months while working on se~-sufficiency planning. (impacts up to 27
persons per year) .
4. 8ased on case files,lMng in transitional housing will enable 16 families 10 accomplish work toward achieving self-
sufliciency. (Casa NueVaYKla II and 5 condos- impacts up to 7B persons per year}
5. Based on maintenanCe of client files, up 10 62 families per year will have adequate housing and food while working
on establishing stable affordable housing. ~mpactsup to 218 persons per year) .
6. This will result in the development of at 1e8st an additional 50 units of affordable housing in Chula Vista.
7. The result will be at least 20 families attending the home-buying seminars, and increase the capaçity for Iow-income
families 10 purchase homes in Chula Vista. . . . .. .
8. Twenty (20)Iamilies will receive assistance through the Rental AssistanœJSecurity Deposit Guarantee Program, at
an average of $500 per family. Up 10300 will receive Individual'ized housing counseling increasing their capacity 10
access affordable housing. '
. 9. 200 families will receive assistance in locating an ( )artment through the affordable apartment database. .
10. 25 youth will receive training from the KlDZBIZ Entrepreneurial Training Program and increase their knowledge in .
business entrepreneurial concepts.
11. 10 families will be able 10 buy their first homes as a result of IDA program assistance.
Community Development Block Grant Program
FY 2003-04 Funding Application .
Page 9
Budget
Funding Source(s)
Please list each budget line item and the source of the funding. Include all program expenses, personnel costs and any
program income. Attach additional sheets,if neœssaJy.
1. Audit and contracted 3,000 3,000
2. Dues and ublications 1200 1,200
3. Insurance 2,000 639 2,639
4. Office and lies 1,500 1,300 2,800
5. T ele hone and utilities 500 3,108 3,608
6. Travel and Trainin 1,600 1,600
7. OIhercosts 5,000 14,053 19,053
8. Rental Assistance/Security Deposit 5,000 5,000 10,000
Personnel:
9. Salaries 40,000 11,258 51,258
10. Benefits 6,000 731 6,731
11.
12.
Program Income:
13.
14.
15.
Total Costs
60,000
41,889
101,889
South Bay Community Services
CURRENT & FUTURE SOURCES OF REVENUE
. 2002-2003
Bank of America Foundation
California Endowment Foundation
City ofChula Vista CDBG .
City of Chula Vista HOME
Chula Vista Police Department
Chula Vista Elementary School District
Client fees .
Duke Energy
Ecumenical Council
Federal Emergency Shelter Grant
FEMA . .
Fieldstone Foundation
Food For All
Las Patronas
Las Primeras
Maximus .
Nationål City New Beginnings
Paradise Valley Hospital
Parker Foundation
San Diego City Schools Community Service Association (KIDZBIZ)
San Diego County Housing and Urban Development .
San Diego County Department of Education . . .. . . .
San Diego County, Dept. of Health Services, (Critical Hours Prog.;Teen Recovery Cntr)
San Diego County Mental Health Services .
San Diego County Probation Department
San Diego Foundation
San Diego National Bank
Social Advocates for Youth, San Diego ..
South Bay Union School District
State of California Department of Health Services (Maternal & Child Health)
State of California Office of Crjminal Justice Planning
. State of California Office of Family Planning
St. . Germaine Auxiliary· .
Sweetwater Union High School District
Target Stores .Foundation .
United Way .
Us Dept. of Health and Human Services, Admin. for Children and Families (Youth shelter)
US Department of Housing & Urban Development
Walton FamilyFoundation
Weingart Foundation
Wells Fargo .
YMCA San Diego
Q:\admln\nservatius\grants~n process or fundedlcdbg apps +\cv cdbg\cur & future sources of rev02~3.dQC 1210312002 11:06 AM
ECONOMIC DEVELOPMENT
Proaram
Tab Number
South County EDC........... ... ...... ... ................ ........ .................. .14
Community Development Department
High Tech/Biotech Zone Development Fee Reduction.................15
Southwestern College
Contracting Opportunities Center,...........................,......... .......16
South Bay Community Services
1rEtEtI1 CE!ntEtr...........................................................................1j7
Southwestern College
Small Business Development & International Trade Center.........18
TAB 14
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2003..Q4
Name of Organization:
ProgramlProject Name:
Address:
South County Economic Development Council
South County Partnership
1200 A Avenue, National City
$31,500
$13,833
570.201(n)
Amount of 2003-04 Funding Requested:
Funding Received In 2002.()3:
CDBG Citation
The South County Economic Development Council was formed in 1989 by a group of South San Diego County
businesses and community leaders. The SDEDC objectives/goals within the South San Diego region include:
[1] encourage private investment and job creation; [2] promote diversified residential and overall business
development; [3] publicize the cultural, educational, social and geographical opportunities of the area to attract
new businesses and tourism; and [4] serve as promoter for the region's public and private interests.
CDBG funds will be used to enhance the Small Business Development Fund. This fund is available to assist
small business working in a field related to the industries mutually agreed upon by South County EDC and the
Chula Vista Community Development Department. This fund would allow the SCEDC to provide low·interest
loans to start-up and existing small businesses to expand, acquire equipment or to maintain working capital to
pay overhead expenses. The SCEDC believes that investments into small businesses will be a key factor in
promoting sustainable communities.
~ (f.t..
....
~-------
- ~--=~
01Y OF
CHUlA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATION FOR 2003·04
COVER SHEET
ProgramIProject Name:
South County Partnership in Community Development and Business
Assistance
Agency Name: South County Economic Development Council
Agency Address: 1111Bay Blvd. Suite E, CV,CA 91911
Telephone Number: 619-424-5143
Fax Number: 619-424-5738
CEOlExecutlve Director: Doug Perkins
CFO/Financial Director: Mary Joseph, mfj Financial
Pr09ram Contact Person & Title:
Martha RaMn, Deputy Executive Director
Telephone (If different than above):
E·mail address:
Martha@sandiegosouth.com
Please Include all of the following:
· Cover Sheet
· Application
· Work Plan
· Budget
· Complete list of all current revenue sources
· Articles of Incorporation
· Authorization to request funds and to sign binding contracts Onclude a copy of the
minutes Which the govemlng body's resolution, motion or other official action Is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 at 5:00 p.m.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail atjatwood@ci.chula-vista.ca.us
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 2
APPLICATION
Instructions: Please complete the application in the space provided. Do Not attach additional sheels other than the required
documentation (an exception is made for the budget portion of the application). Applications must be computer generated or
typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR COMPUTER OR IT WILL BE RETURNED. I' you would like an
electronic version contact tha Housing Division olllces.
II your responses to tha questions are not Included on this application, It will be returned - No Exceptions.
1. Amount of 2003-04 CDBG funding requested? $ 31.500
2. Amount of 2002-03 funding received for this same program? $ 13.833.00
3. Number 0' years has your organization has received CDBG funding from Chula Vista: 1
4. WIll this progrsm be physically located In Chula Vista? If not, where is It located?
Yes
5. PleBSe complete the following:
A. Total Clients served and estlmeted to be sarved In
2002·03 TBD
2003-04 To be determined on public and private contributions.
B. Chula Vista residents served and estimated to be served In: (Not Including Web pagll)
2002-03
TBD
% of Total Clients 100
2003-04
TBD
% ofT otal Clients 100
C. Low-lncome ctlents served and estimated to be served In:
2002·03
TBD
% of Total Clients _N/A
2003-04
T8D
% of Total Clients TBD based on public &
Drivate contributions.
. Low Income Threeholds .
-
Community Development Block Grant Program
FY 2003.04 Funding Application
Page 3
6. Of the three (3) national objectives for the CDBG program, please check the national objective your
organization meets.
. Benefit at leest 51% low and moderate householda
o Elimination of slums and/or blight
o National disaster
7. Describe the sBlVices you provide to your clients:
Mission
The South San Diego County EDC (SCEDC) will pursue economic growth, diversificat(on, job creation, capllal formation
and investment and business lending; as well as Marketing the South San Diego County as both a business and tourism
destination.
Goal
The SCEDC' goal is to improve the South San Diego's economy, image and quality of IWe, and to heighten public
awareness of South County as one of Southern California's most desirable location to establish multinational corporations,
and to raise South County's profile worid class tourist and housing destination.
Background Information
SCEDC, a 501 (c) 3 non-profit organization, was formed in 1989 by a group of South San Diego
County business and community leaders
SCEDC objectives/goals within the South San Diego region include:
· Encourage private investment and job creation;
· Promote diversified residential and overall business development;
· Publicize the cultural, educational, social and geographical opportunities of the area to attract new businesses and
tourism; and
· Serve as a promoter for the regions public and private interests.
No part of its efforts to advance economic development in the South San Diego region, SCEDC organizes seminars and
bus tours, advertises in targeted publications, participates in trade shows, does business follow-ups, as well as other
economic enhancement end tourism activities on a continuing basis.
Additionally, Over the past ten years, the SCEDC has assisted over 150 companies and created almost 900 new jobs
in the community. The following is a summary of some of our activities:
· Planned and achieved the successful expansion of NLP Furniture Manufacturing Inc., which created over 60 jobs for
low income community residents. The project will ultimately create 85 new jobs.
· Planned and achieved the successful expansion of Knight & Carve Shipbuilding Company, creating over 80 jobs for
low-income community residents. The project ultimately craated 110 new jobs.
· Coordinated the development that resulled in the Hyundai. Inc. shipping container facility in Otay Mesa, which
created 50 jobs.
· Developed a Cross border Air Passenger Temlinal Facility Study for Otay Mesa, which would be a short teml
alternative to the airport congestion problem. The City of San Diego's Land Use and Housing Committee is actively
_ participating with the South County EDC team.
· Coordinalêd efforts resulting in the approval of the City of San Diego's first Recycling Marketing Zone. designated in
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 4
OIay Mesa.
· Developed and coordinated NASSCO maritime, hotel and shops business in the South County. Project createcl175
jobs.
· Co-sponsored the first ever Economic Development Forum' with the City of Imperial Beach. This forum is geared to
contributing to Imperial8each's Economic Development Strategy.
· Co- planned and coordinated the City of Imperial Beach efforts for full funding of an international sewage treatment
plant, so South County can achieve its full potential in the intemational trading community.
· Coordinated the successful USA Volleyball location process bid, which brings an annual payroll of $1 million \0 South
County.
· Assisted in the development of the Rancho Del Rey Business Park, which created 200 jobs in South County.
A 28 member Board of Directors (9 public sector members and 19 private sector members) govems the SCEDC, as well
as a 6 member Executive Board. MFJ Financial Services conducts all financial management efforts.
8. Please describe the terget population and why this program should receive CDBG funding:
The Chula Vista population includes a large number of minorities and immigrants. Potential employers have repeatedly
complained of the inability to locate skilled labor in the San Diego community. We believe a unique opportunity to
revitalize our community, provide jobs, and promote self-sufficiency for T ANF recipients and low-income individuals is
available. This project will create add~ional jobs at livable wages for community residents. Residents will experience
career growth and development opportunities through a personnel development program. South County EDC has worked
long and hard to mobilize the resources \0 implement this proposed development.
The population of the South San Diego County is over 400,000 people. The approximate ethnic breakdown is as follows:
· Hispanic 45%
· Caucasian 33%
· African-American 7%
· Asian-American 15%
9. Describe the specific program for which CDBG funds are being raquested:
The South County San Diego County EDC (SCEDC) is pleased to present a unique partnership opportunity to bring
together the mutual goals, which the SCEDC and Chula Vista Community Development Department may have in our
diverse region. Over the years, SCEDC has formed strategic alliances with corporate and govemmental agencies that will
be vital to the success of this community development venture.
In this proposal, we envision becoming your working partner, offering a wide variety of insight and services wh Ich enhance
your Economic and Community Lending Initiative's goals of developing financing tools to facilitate neighborhood and
economic development in under-served urban communities.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits, ate). What other
sources of funds does your organization use to leverage Chula Vista's CDBG dollars?
SCEDC proposes a broad spectrum of community benefits, which should assist the SCEDC ana the CHULA VISTA
Community Development Block Grant Program
FY 2003..04 Funding Application
Page 5
COMMUNITY DEVELOPMENT DEPARTMENT in meeting its community development goals:
Enhancing the SCEDClCV Small Business Development Fund
$30,000.00
. This small business development fund is a fund to assist small businesses v«>rking in a fl6ld related to the industries
mutually agreed upon by South county EDC and the Chula Vista Community Development Department. This fund will
allow the SCEDC to provide low Interest loans to start-up and existing small businesses to expand, acquire equipment
or to maintain v«>rking capital to pay overheads costs.
The SCEDC believes that investments into small businesses will be a key factor in promoting sustainable communities and
to the redevelopment of Downtown Chula Vista. The SCEDC is confident that it can expand on the initial commitment from
CHULA VISTA COMMUNITY DEVELOPMENT DEPARTMENT, by v«>rking y,ffh our local communtties in acquiring additional
funds from Community Development Block Grants and from private banking institutions.
11. Has your organization met or exceeded the stated program objectives of the preceding yesr? If no, will the
program be redesigned to make the objectives obtainable for the new funding year? What methods will be
used to trac:k or account for Incoma levels, other demographic Infonnatlon and the evaluation of the program
to measure success?
The SCEDC and the City's Community Development Department recently established a partnership. Loan applications will
be rewritten to make them user-friendly, distributed in January and reviewed by mid February and early March. A Loan
Committee has been established and is comprised of SCEDC Board President, Enrique Melgar, President of San Oiego
National Bank as well as SCEDC Board Treasurer, Sally Preston, Vice President of Union Bank of California. The South
County EDC Loan Committee will review the applications and plans to dedicate resources to hire a person who will
oversee this part of the program. Wtth these steps in place, SCEDC is confident that the funds availabie will be fully
distributed by June 30, 2003.
As to the tracking method, the SCEDC has v«>rked with City staff to determine eligible criteria and is familiar with CDBG
Federal guidelines. During the financial review process, SCEDC staff will request income verification from selected
candidates.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 6
12. If your application Is a collaborative proposal, pI_e Identify the participating agenc:las and the amount of
funding requested by each agency. Also, describe the process of allocating CDBG funds between each
participating organization.
The South County EDC will not be partnering with any other agencies. This program will be funded by both public and private
contributors, but "";11 be administered only by the South County EDC Board of Directors and staff. Minimal or no administration
funds are requested for this loan program. In last yea(s contact, SCEDC allocated all CDSG funds for loan purposes ONLY.
13. What typas of fund-raising activities, If any, does your organization undertake to supplement your budget
and how much was raised during your organization's fiscal year?
The South County EDC has an ongoing membership recruitment policy. Along with that, the South County EDC requests
funds form Federal, State and local agencies to provide economic development services. The South County EDC is
currenUy in the process of becoming a certified community development finance institution, so it can expand the proposed
project with bank CRA funds. South County EDC's budget for FY 2002-2000 was over $800,000.00
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 7
14. In the event your organization does not receive the requested amount of CDBG funding, how will this Impact
your organization and Its ability to offer services?
As stated in question #13, The South County EDC is currently in the process of becoming a certified community
development finance institution, so ~ can expand the proposed project with bank CRA funds. If CD8G funds are less than
requested, the South County EDC will lower the targeting of funds to the City. The funds provided by the City of Chula
Vista will be utilized only for City of Chula Vista consmuents.
15. Who will be providing the program services? Please descrtbe the qualifications of key staff:
Douolas Perkins. South County EDC
The project development phase will be supervised by Douglas Perkins. Mr. Perkins serves as Executive Director of the
South County EDC and holds a Masters Degree in Education. He has been director since 1991 and has overseen
development projects and the creation of approximately 686 jobs in the South County EDC target areas. Mr. Perkins will
provide leadership and will be responsible for managing this project. As the Executive Director, he will coordinate all
aspects of the programs, CDBG reporting requirements, development and expansion scheduling and strategies and
marketing plans. He will also establish and maintain relationships with local agencies and promote the potential for
collaboration. He will devote 15% of his time to this project.
Martha RaMn. South County EDC
Martha Rañ6n serves as the Assistant Executive Director at the South County EDC. She has a Bachelo(s degree in
Intemational Relations from the University of San Diego. Her professional experience includes implementation of a variety
of programs, as well as financiai management and community mediation. She is currenUy managing several federal, state
and locai grants including two OCS grants and continues to assist local businesses in creating jobs for community
residents. She is skilled at community relations, business development and program management.
Ms. Rañ6n will be the Proiect Manaaer responsible for grant implementation, reporting and management, monitoring
project progress and coordinating South County resources to support this project. She will also provide research and
technical assistance to clients. She will devote 70% of her time to this project.
Community Development Block Grant Program
FY 2003.Q4 Funding Application
Page 8
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates you plan to
sccomplish the activities. Key activities might include: Promoting the project and its activ~les to the target
population; Coordinating project participants and networking with other organizations or individuals.
B. Describe the proce5$ evelualion. Describe how the program will collect data and maintain records to track program
activities. Example: Documentation of program participation via sign-in sheets, meeting minutes describing actions
taken, files of news releases, letters demonstrating additional support for the project.
C. Describe the outcome 8Veluation. Describe how each objective (not activities) will be measured to detennine if
~ has been met. Example: interviews of key participants, policy or resource allocation changes, pre- and post-test
surveys of the target populations.
Goal Statement: The South County Partnership In Community Development and Business Assistance goal is to
create a funding mechanism solely for the purpose of rebuilding disinvested communities and making loans to people
with little or no credit histories in the South San Diego region.
Objective:
Expand the SCEDClCV Small Business Development Fund
KEY ACTIVITIES DATE
1. Apply for Federal CDBG Funds
2/03-3103
2. CDFI Certification announcement
pending
3. Find Private Sector Aliiances to Match Federal Funding
on going
4. Meet with funding partners and the South County Loan Committee to establish
benchmarks
on going
5. Partner with Southwestem College SBDITC Labor's Community Services and
San Diego Workforce Partnership to identify potential clients. .
on going
on going
6. Begin lending process
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 9
Examples of Process and Outcoma Evaluation:
Process Evaluation: 50 - 75 youth batwe8n th8 agas of 13 and 18 will be trained as tobacco education as tobacco aducation
/aad8lSlmsntms through a minimum of two six-hour training sassions (with 35-50 youth attanding aach session) using tha
University of California's Projact for Haalth curriculum.
Outcome Eveluation: 25 - 38 of tha youth msntors will engaga in a behavior or activity, in tha community, at school or homa,
to reduœ axposure to tobacco, such as establishing a smoke-fraa homs or vehicla for their family.
Process Evaluation:
To be determined byl with funding partners during the Month of June, 2003. Partners will be inv~ed to the South County EDC
planning Retreat.
Outcome Evaluation:
To be determined byl with funding partners during the Month of June, 2003. Partners will be invited to the South County EDC
planning Retreat.
Community Development Block Grant Program
FY 2003-114 Funding Application
Page 10
Budget
Funding Source{s)
Please list each budget line item and the source of the funding. rnclude all program expenses, personnel costs and any
program income. Attach addRional sheets, if necessary.
-- -- - - --- -- --- - -- - - - - - - - --
BUDGET ITEI.1 CHULA VISTA OTHER OTHER TOTAL
CDBG List Other List Other
Program Expenses
111. Loan Fund $30,000.00 $30,000.00
~
2.
b.
4.
5.
. 6.
7
Personnel:
8. Salary/Benefits $1,500.00 $1,500.00
9.
- 10.
i
11.
.- 12.
Program Income:
13. COBG Funds $13,833.00 $10,000.00 (S.D.) $23,833.00
- 14.
15.
- T atal Costs TBD 18D TBD
SCEDC OPERATING BUDGET FY 200212003
. ..'.
INCOME
city of Chute VISta
çitý of Chula visblCDJ3G
Çlty of ~an Die9~.
~!! ~ San Diego
CDr=1 Fundraising
City of San O~ CDBGlCDFI
·~~u~!y_~_Sanblego - -
City of .Coronado
CItY Óf Imperial Beach
EConomic pevetopment Team of the Califomias
-Membership - - ."
EconomiC. Summit XII
OCS Grant
~n Diego Water Au~¥,h8~~ber Outreach Program
K&C Quarterty Payment (Interest K&C)
.NLP Qual1erty Payment (ìn..",,¡ ¡.jLP)
General Fund Canyover (FY2001-2002)
Subt0t8llncome .
IN KIND
0Ifiœ Space
Total Income
Expenses
S1alllnø (salary)
Executive Director
Assistant Director
Offj~~af.\8~
Incentives
'personnel ~xpensesJTaxes plus W.C.)
_~J!i8a!th.lnsurance)
S~~I Staffing
MOrkotinJ!:
Printing
Conference! Trade Shows
Web Site
Professional Services
Who Crosses the Border
CED Group
Pacific Gateway G~p
~~.~T.~I Marketing __
!!ex»nornlc Develop~~!'i T~m of The C..I.t!o~~~:
Prin1in
CD-ROM
Trade Shows
Professional Services
Pacific GatsW!:IY_G.rolJl!
Other
Who Crosses the Border
Sub-Total EDTC
CDFI:
~hu!~~~_~~ns
Sen Diego Loens
~egional .L~f-Is_
Pnñessionel~s
Sub-Total CDFI
OCSGrant
liability Insurance
Board of Directors Insurance
Offiœ Supplies
I'0~ &. Bulk Mall
Telephone
High g,~ Irrtem~t ~nnection
MeetingEx >!onses
~~mic Summit XIIJ~l1ses)
Travel
Audft
Financial Services
§O~ ~unty Chambers
Misc. Expenses
Reserve
Subtotal of Ez.ptna..
~ Space In-Kind
.Total Expenses
Net Inex»me Lou
$
-,
,
$"
$
$
$
$
$
$-
$
.$
$
$
$
$
$
$
.:$
$
$
$
$
$
$
$
$
$
$
$
$ 9,200.00
$ 8,000.00
$ 10,900.00
~-
$
$
$
$
$. 10,790.00
$ 5,000.00
$
~
$
$
$
$
-$
$
$
$
$
$
$
$
$
$
$
$
$
- ~
$
$
$
$
10,000.00
5,õöõ.00
31,949:00
32,500.00
45,000.00
10,000.00
30,000.00
1.000.00
1,000.00
47,!J90.!JO
80,000.00
46,700·00:
1B.000.00_·
12.500.00
20,000.00
'7:773.00
379ß2..DoÖ-
4,SÖÖ:öO
383,912.00
21,BOO.00
45,000.00
28,500.00
4,000.00
16,852.00
2,400,OQ.
118,152.00
15,000.00
6,000·00
2,500.00
28,100.00
_ ~.1!8oo.00
13,000.00 .
9,000.00
10,000·00
15,790.00
$
9,2OQcQ()
... _5~'990'00
5,ºoocOO_
10,000.00
28'000,00 _
. 7,000.00
50.000·00
5,000.(J()
3,000.00
5,000.00
4,OOO,!JO_
5.000.00
1.200.00_
3.500·00
41,800.00
4,000.00
3,600.00
9.80(1,00
8,~.00
2,500,91)
6,000.00
102,200.00
4c5OO,00.
383,442.00
470.00 .
TAB 15
Executive Summary
City of Chuia Vista
Community Development Block Grant Program
Fiscal Year ~
Name of Organization:
ProgralWProject Name:
Address:
Community Development Department
High TechIBloIech Zone Development Impact Fee Reduction Progl'llm
276 Fourth Avenue, Chula Vista
Amount of 2OCIH4 Funding Requested:
Funding Received In 2002.03:
CDBG Eligibility Citation
$100,000
$100,000
570.203[c]
The mission of the Economic Development Division of the Community Development Department has among its goals
to [1] encourage a growing, diversified local economy; [2] generate quality job opportunities for Chula Vista residents;
and [3] generate new tax revenues to support City services. Economic Development objectives include: [1J
developing business Incentive programs; [2] assisting existing Chula Vista businesses to succeed and expand; and
[3] attracting new businesses.
The proposed Development Impact Fee Reduction Program is targeted at high technology, including biotechnical and
biomedical businesses, that create quality job opportunfties for Chula Vista residents and add signHicanUy to the
City's property tax base. The City of Chula Vista has long sought to attract these types of firms because of their
economic and community benefits. In 1995, Council established a High T echJBiotech Zone within the EastLake
master planned community to offer such firms a series of industry-specialized incentives.
Several technology companies have located in the High T ech/Biotech Zone and taken advantage of the incentives,
notably Leviton Manufacturing. However, because major new infrastructure is neceSsary to support the master
planned communities east of Interstate 805, resulting development fees have made locating in the Zone economically
Infeasible for many companies. Several potential firms have chosen other locations in the San Diego region based
on the City's development fees.
The Development Impact Fee Reduction program is designed to assist qualifying companies within the High
T ech/Biotech Zone to pay the fees collected by the City to fund the actual construction cost of capital improvements
(roads, sewers, etc.) supporting the Zone. Such fees include, but are not limfted to: Sewer Participation Fee, Traffic
Signal Fee, TransDIF, Interim SR 125 DIF, Public Facilfties DIF, Telegraph Canyon Sewer DIF, Salt Creek Sewer DIF
and Capital Improvement-related Assessment Districts (not maintenance districts).
CDBG funds will be used to pay all or part of the described fees of individual qualifying companies. The proposed
CDBG fee reduction program will provide grants to qualifying companies to help further reduca their lee burdens and
to increase the City's economic development competitiveness.
~'ft..
,.. 1ft -=
"'§:~~~.
01Y Of
CHUIA VISfA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATION FOR 2003-04
COVER SHEET
ProgramIPro 8Ct Name: High Tech / Bio Tech Zone Development Impact Fee Reduction
Program
Agency Name: Community Development Department
Agency Address: 276 Fourth Avenue, Chula Vista, CA 91910
Telephone Number: (619) 691·5047
Fax Number: (619) 476-5310
CEOIExecutlve Director: David D. Rowlands, Jr. City Manager
CFOIFlnanclal Director: Robert Powell, Deputy City Manager, Administrative Services
Program Contact Person & TItle: Cheryl L. Dye, Economic Development Manager
Teiephone (If different than above): same
E-maIl address:cdye@ci.chula·vista.ca.us
Please Include all of the following:
D Cover Sheet
D Application
D Work Plan
D Budget
D Complete lilt of !II. CUlT8nt revenue sources
D ArtIcles of Inco~lon (only If thlllll new funding request)
D Authorization to request funds IIId to Ilgn binding contraell Onclude I copy of the
minutes which the governing body'l resolution, mòtlon or other offIciIIlctlon II recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 at 5:00 p.m.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail atjatwood@ci.chula-vis1a.ca.us
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 2
APPLICATION
Inllrucllonl: Please complete the application in the space provided. Do Not IIIIch addItIonIIeheela other than the
requirød documentation (an exception is made for the budget portion 01 the applicalion). AppIICIIIonI muet be computer
genelated or typed. DO NOT REFORMAT THIS DOCUIIENT ON YOUR COMPUTER OR IT WILL BE RETURNED. If
you would like 1111 elec:lrolllc verelon conIIct the HouIIng Dlvlllon ofIIcee.
If your IIS IOIIIØI to the qUlltlona III not Included on this application, It will be retumed - No Exceptions.
1.
2.
Amount of ~3 CDBG funding reqllllled?
Amount of 2OO2.œ funding I'IC8Ivec:I for thle I11III8 program?
$100,000
$100,000
3, Number of years hie your orpnlZltion haI receIv8cI CDBG funding from Chull Villa: 3
4. Will thle program be phyIlCIIIy locatId In Chula Vlata? If not, whenlle It located? Yas
5. Pi.... complete the following: .
A. Total Clllllts served and estimated to be served In:
2OO2.œ
1·2 businesses
2003-04
1·2 businesses
B. Chula Vista IISldents served and estimated to be served In: (Not Including Web pages)
2OO2.œ not known % of Totsl Clients _nla_
2003-04 not known % of Total Clients _nIa_
C. Low-Income clients aerved and estimated to be aerved In:
2002- 03
2003-04
not known % of Total Cllente _nla_
not known % of Total ClIents_nla_
Low Income Thl'8lholdl .
~
.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 3
6. 01 the three (3) national objectives for the CDBG program, please check the national objective your
organization meets.
X Benefit at least 51% low and moderate households
Elimination of slums and/or blight
National disaster
7. DescrIbe the services you provide to your clients: The Economic Development Division Staff proactively
recruits new High tech businesses to Chula Vista and assists existing businesses that wish to relocate or
expand their operation here. Staff coordinates RED Team efforts and prepares comprehensive incentive
packages, which may include CDBG Funds to help offset development impact fees for qualifying companies. ED
staff also works with development services staff to ensure timely processing of permits, end coordinates
workforce related assistance.
8. Please describe the target population and why this program should receive CDBG funding:
The target population for this program is high technology, including biotechnical and biomedical businesses that
create quality job opportunities for Chula Vista residents and add significantly to the City's property tax base.
The City of Chula Vista has long sought to attract these types of firms because of heir economic and community
benefits and, in 1995, Council established a High Tech / Biotech [HT/BT] Zone within the EastLake master
planned community to offer such firms a series of industry specialized incentives.
Several technology companies have located in the Zone and taken advantage of the HT /BT Zone incentives,
notably Leviton Manufacturing and RSI ID Technologies. However, because major new infrastructure is
necessary to support the masterplanned communities east of Interstate-805, resulting development fees have
made locating in the Zone economically infeasible for many companies. Several potential firms have chosen
other locations in the San Diego region, not because they found superior sites to those in Chula Vista, but
based on financial considerations alone.
In order to ensure that the High Tech / Biotech Zone is affordable to the types businesses needed to continually
improve the City's economy, Chula Vista has created a 'High Tech / Bio Tech Zone Development Impact Fee
Reduction Program'.. The program grants funds to pay certain development related fees for qualifying
companies locating within the Zone.
9. Describe the specific program for which CDBG funds are being requested:
The Fee Reduction Program is designed to assist qualifying companies within the High T echl Bio Tech
Zone to pay the fees collected by the City to fund the actual construction costs of capital improvements
[roads, sewers, etc.] supporting the Zone. Such Fees include, but are not limited to: Sewer Participation
Fee, Traffic Signal Fee, Interim SR 125 DIF, Public Facilities DIF, Telegraph Canyon Sewer DIF. SaR Creek
Sewer DIF and Capital Improvement-related Assessment Districts [not maintenance districts]. To be
eligible for fee reduction incentives under the High Tech / 8iotech Development Impact Fee Red uction
Program, a company's High Tech I Biotech Zone Facility must meet the following criteria:
1. Be one or more of the following allowed uses: a] High technology uses as described in the
Planned Community [PC] District Regulations; b] 8iotechnology uses as described in the
Planned Community [PC] District Regulations; c] Biomedical uses as described in the
Planned Community [PC] District Regulations; or [e Other manufacturer uses as approved
by the City Manager or his / her designee;
2. Include les than a maximum of 40% distribution or warehousing space;
3. Employ 60% of all employees in engineering, research and development or management
positions;
4.. Hire at least 1 person who qualifies for every $35,000 in CDBG funds;
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 4
5. Enter into an ElI1'loyment Services Agreement with the City of Chula Vista and the South
County Career Center' Workforce Pallnership, Inc.;
6. Operate in good faith within the City for no less than 10 years from the date initially opening
for business;
7. Agree to participate [as eligible) in the CONNECTORY, an intemet-based suppier network.
No business. even one meeting a//1he above criteria, is guaranteed fee tøduction under this program.
Transportation services am not applicable for this program.
10. Describe whit the CDBG funds will be used for (1I1arIes, wages, benefits, etc). What other sources of
funds does your organization UII to leverage Chula VIsta'. CDBG dollars?
100% of program funds will be used to pay all orpart 01 the described fees of individual qualilying companies, in
order to recruR companies and jobs to Chula Vista. No funds will be used for direct services to residents or for
staff services.
The proposed CDBG fee reduction program Will supplement TDIF reductions negotiated with the EastLake
Development Company. In November 1999, CoullCll approved an Economic Incentive Agreement with
Eastlake requiring the company to use $6.3 million in TDIF credits to pay off the excessively high TDIF charged
within the High Tech' Biotech Zone, reducing costs that keep the City from recruiting targeted companies and
jobs. The CDBG monies will be used to provide grants to help qualifying companies further reduce their fee
burdens and to increase the City's economic development competitiveness.
In additiòn, the City of COOla VISta typically partners with other business assistance organizations to offer
additional Incentives to companies within the Zone and in other parts of the City. Such incentives include, but
are not limited to, State of Callfomia ElI1'loyment Training Panel reimbursements and San Diego Gas and
Electric 'Sevings through Design' grants. Such incentives can often equal thousands of dollars in leveraged
assistance but do not provide direct relief of development impact fees.
11. Has your organization met or exceeded the stated program objectives of the praœdlng year? "
no, will the program be redesigned to make the ob ectlves obtainable for the œw funding ysar? What
methods will be used to track or account for Income levefs, other demographic Infonnstlon and the
evaluation of the program to measura success? This CDBG application is for third year funding 01 a High
Tech/ Biotech Zone Development Impact Fee Reduction program. The 1" year funding was successfully used
to recruR Leviton Manufacturing's new western regional R&D facility The City partnered with the Eastlake
Development COfI"4IBnY to significantly reduce development-related costs: EastLake applied $625,000 in
Transportation Development Impact Fee credits to the Leviton project and the City paid Leviton's Assessment
District 90-3 and Mello-Roos obligations [a total of $80,000] from 111 year Impact Fee Reducticn Program
budget. The Leviton project resulted in the entitlement 01 an additional 1 00 acres within EastLake's upscale
business park.
A Business Incentive Agreement between the City and Leviton, which was exeçuted requiring the grant recipient
. to meet certain conditions including a minimum period of operating in Chula VISta, a minimum number of
employees. This type of agreement will continue to be required by grant recipients. If a company does not
comply with the conditions of the Business Incentive Agreement, language requires the company to repay the
total amount of grant funds. Leviton has fulfilled it's CDBG obI'lIJation by hiring 2 Low/Mod Income employees
and filed the appropriate reports. .
.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 5
With the second year of funding, the City used these funds in lis successful efforls to attract Hitachi's Western
Regional North American Headquarters. Like the arrangement mentioned above for Leviton, the City partnered
with the EastIake Development Company to help reduce development costs. In this case, EastLake applied
$936,000 in TDIF fees, $123,000 in Interim SR·125 Fees, $27,474 in drainage fees, and also paid off their
Assessment District 90 obligations. For lis part, the City paid sewer, grading, and traffic signal fees in the
amount of $91,742 from the 2nd year Impact Fee Reduction Program budgel
With a third year of funding, the City hopes to use these funds in sirnUar funding arrangements in order to attract
other successful businesses to Chuls Vista.
12. If your appllcaUon III collaborative II'O IOIII, pleue 1denUfy!he participating agenclellnd the amount
of funding I'IIC \IIIIIId by each agency. AlIO, de8crlbe the proceu of allocating CDBG funda between
each participating organization. Although the City partners with EastLeke to promote the HIgh Tech I Biotech
Zone, EastLake is not requesting CDBG funds for purposes of suppolting the High Tech / Biotech Zone and will
not receive monies under the High Tech / Biotech Development Impact Fee Reduction Program.
13. What typal of fund-raising activities, If any, does your organization undertake to supplement your
budget and how much was rajaed during your organization's fiacal year? NIA
14. In thellVllnt your organization does not receive the reqUlllled amount of CDBG funding, how will
this Impact your organization and Its ebfllty to offer aeMcea? If CDBG funds are not received for this
program, development costs in the High Tech / Biotech Zone will continue to be paid through the levying of
development impact fees on projects. In many cases though, businesses will choose locations other than
Chula Vista because development fees may make locating Chula Vista untenable. Should the City wish to
offer incentives to attract high technology, biotechnical and biomedical businesses to the area, other less
competitive avenues to fund such incentives will need to be explored.
15. Who will be providing !he progl'llll IlllVicea? Please describe the qualifications of key staff: The
Business Response Team and City of Chula Vista Economic Development Division staff will be
. administering the program.
Community Development Block Grant Program
FY 21J03..04 Funding Application
Page 6
WORKPLAN
A. Please 8 IIClfy the key activities which wllIlII'YI to rnaet your objec:tlveland the dates you plan to
accomplish the ac:IIvltlel. Key activities might Include: Promoting the project and its activities to the target
population; Coordinating project paJticipants and networking with other organizations or individuals.
B. Describe the proœa evaluaUon. Descnbe how the program will collect data and maintain reconIs to track
progrerit activities. Example: Documentation 01 program participation via slgn-in sheets, meeting minutes
describing actions taken, files of news releases, letters demonstrating additional support for the project.
C, DescrIbe the ouII:omeevaluaUon. DescriIe how each objective (not acIiviIies) will be measured to determine
if it has been mal Example: interviews 01 key participants, policy or resource allocation changes, pre- and post.
test surveys of the target populations. .
GolI Statement: Major new infrastructure necessary to support the masterplanned communities east of Interstata-805
has resufted in exceptionally high development costs, making theChula Vista High Tech {Biotech Zone economically
infeasible for many companies. The goal of the 'High Tech / Biotech Zone Development Impact Fee Reduction
Program' is to ensure that the Zone is. affordable to the types of businesses needed to continually improve the City's
economy.
Ob ectlve: Fund a 'Hi¡jh Tech {Biotech Zone Development I~ Fee ReducIionProgram' to pay certain cleveiopment
related fees for qualifying companies { projects locating within the Zone that create quality jobs for low and moderate
income persons.
KEY ACTIVITIES DATE
1. Continue to market the EastLake Business Center and the High Tech / Biotech Zone On-going
as a premier location for high technology, biotechnology and biomeälCal firms.
2. Proactively target select business and developer prospecls to invest in the High
Tech { Biotech Zone.
On-going
3. Negotiate as appropriate Business Incentive Agreements with companies locating in
the High Tech { Biotech Zone. On-going
4. Provide development impact fee reductions to certain to qualifying companies!
projects locating within the Zone
On-going
Community Development Block Grant Program
FY 2003..Q4 Funding Application
Page 7
Examples of P1OC8SS and Outcome Evaluation:
Process EvaluaUon:' 50·75 youth betwøøn /he ages of 13 and 18 will be tnJined as Iobacœ education as tobacco
education leaderrlmentors thTOUgh a minimum of two six-hour training sessions (with 35-50 youth attending each
session) using the University of Califømia's Project fer Health curriculum.
Outcome Evaluation: 25· 38 of the youth mentors wi" engage in a behavior or activity, in the community, at school or
home, to reduca exposure to tobacco, such as establishing a smoke-free home or vehicle fer their family.
Process Evaluation: The payment of certain development related fees for qualifying companies I projects locating within
the City of Chula Vista's High Tech / Biotech Zone will be negotiated as part of efforts to attract businesses that create
quafrty job opportunities for Chula Vista residents and add significantly to the City's property tax base.
Outcome Evaluation: The Chula Vista High Tech I Biotech Zone will be made a more affordable location forthe types of
businesses needed to continually improve the City's economy.
Budget
Funding SoUrce(I)
Please list each budget line Item and the source of the funding. Include all program expenses, parsonnel costs and any
program income. Attach additional sheets, if necessary.
I - I
BUDGET ITEI.í CHULA VISTA OTHER OTHER TOTAL
CDBG List Other List Other
Program Ex
Not yet
1. ~Tech I Biotech Zone Marketing StaffTUDò (in kind) known
Notye!
2. Direct Business Assis1ancc Staff TIIDO (in kiDd) known
3. TnmSporIaIion development impact fee
reductions $6,300,0001 $6,300,000
4. Other fee reductions $100,000 $100.000
5.
6. .
7.
P8I'IOnnel
8.
9.
10.
11.
P Income .
12.
13.
14.
Total Costs $100,000 $6,300,000 $6.400,000+
-
1 Funds kve"'8<d as pan of an Economic Incmliv. Agru....'" approved by Council In Nowmber 1999. which proWlesforopp1YJJdmDuly $6.3 million In
tott1l TrønsDIF credits, held by the EøstúJlre Company. to be applied to t¡IIlÙifying tkvelopme.t projects In EøstúJlre BosIM" Censer Phøs.ll,
TAB 16
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2OO3..Q4
Name of Organization:
PrograrWProject Name:
Address:
Southwestern College
Contracting Opportunities Center
900 OIay Lakes Road, Chula Vista
$12,901
$10,751
570.203[c]
Amount of 2003-04 Funding Requested:
Funding Received In 2002.()3:
CDBG Citation
The San Diego Contracting Opportunities Center (SDCOC) provides hands-on technical assistance to all small,
small disadvantaged, veteran owned, disabled veteran owned, woman owned and Historically Underutilized
Business (HUB) Zones business enterprises that desire to grow their businesses in the government market
sector.
Businesses that will be assisted by the SDCOC are all small. The majority of these small businesses are
expected to be in the micro-business category (employing one to five employees). Many federal, state and
local procurement and contracting opportunities are being created for properly certified businesses. Many
eligible businesses are not aware of the contracting preferences or other beneficial programs that are available
to thern.
The goal of the SDCOC is to assist the micro-businesses in obtaining government contracts through a omH>n-
one procurement and contract counseling which will be offered primarily in Chula Vista. A Procurement
Specialist will be available to meet with Chula Vista businesses wishing fo expand into the government and or
corporate marketing arena. The PS will evaluate the business to determine what level of expansion they are in
and if they are eligible for government/corporate counseling.
CDBG funds will be used to provide one Procurement Specialist, for an average of six hours per week.
Approximately 80 percent of the funds will be for procurement counseling and follow·up. The remaining hours
will be used for outreach and community awareness.
~{~
-'n-
~~~~
my OF
0-IUlA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATION FOR 2003-04
COVER SHEET
ProgramlProject Name: San Diego Contracting Opportunities Center (SDCOC)
Agency Name: Southwestern College
Agency Address: 900 Otay Lakes Road, Chula Vista, CA 91910-7299
Telephone Number: (619) 482-6303
Fax Number: (619) 482-6530
CEOlExecutlve Director: Serafín A. Zasueta, Ph.D., SuperintendentJPresident
Program Contact Person & Title: Mr. Gunnar Schalin, Project Manager
Telephone (If different than above):
(619) 285-7020 ext. 3005
E-Mail address:
gs-coc@pacbell.net
Please Include All of the Following:
181 Cover Sheet
181 Application
181 Work Plan
181· Budget
[g Complete list of all current revenue sources
[g Articles of Incorporation
[g Authorization to request funds and to sign binding contracts (Include a
copy of the minutes which the governing body's resolution, motion or
other official action Is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development DepartmentIHousing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@ci.chula-vista.ca.us
Instructions: Please complete the application in the space provided. DO NOT attach additional sheets other
than the required documentation (an exception Is made for the. budget portion of the application).
AppllCIIUons must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR IT WILL BE RETURNED. If you would like an electronic version contact the Housing
Division offices.
If your responses to the qu~lons are not Included on this application, It will be retumed - NO
ExcepUons.
1.
Amount of 2003-04 CDBG funding requested?
Amount of 2002-03 funding received for this same program?
Number of years your organization has received CDBG funding
from Chula Vista?
$12074
$10751
2.
3.
2 years
4.
Will your program be physically located In Chula Vista?
181 Yes 0 No
If not, where Is It located? Technical Services will be delivered In Chula Vista, with
project admlnstratlon being hosted In Mission Valley.
5. Please complete the following:
A. Total Clients served/estimated to be served in:
2oo2-G3
2003-04
450
500
Percent of Total Clients 100
Percent of Total Clients 100
B. Chula Vista residents served/estimated to be served in:
2002-G3
18
Percent of Total Clients 4
2003-04
25
Percent of Total Clients 5
C. Low Income clients served/estimated to be served in:
2002-G3 unk Percent of Total Clients unk
2003-04 unk Percent of Total Clients unk
Low Income Thresholds
Income
$49,150
Household Size
6. Of the three (3) national objectives for the CDBG program, please check the
national objective your organization meets.
t8:I Benefit at least 51% low and moderate Income households
t8:I Elimination of slums and/or blighted conditions
t8:I National disaster
7. Describe the services you provide to your clients:
The San Diego Contracting Opportunities Center (SDCOC) will provide three major
categories of services to Chula Vista emerging and small business owners. The services
are designed to move businesses from commercial contracting and sales Into government
markets. This will result In the economic growth and Job creation for the small business
and for the community. The first service, which will be delivered In Chula Vista at the
offices of the South County Career Center, Is onl~on-one counseling that focuses on
government procurement and contracting. Counseling will be performed by Mrs. Fran
Sedlacek, a Chula Vista resident with more than thirty years experience In government
procurement and contracting. The initial counseling session will address required and
recommended government registrations and certifications. Small businesses will be
directed to federal, state and local buying activities that match the product and service
profiles that the counselor develops with the client. Clients are assisted with technical
matters associated with the government procurement process Including solicitation
services, bidding requirements, contractual Issues, and post award services Including
payment Issues. As a second service, clients will be provided with access to electronic
bid matching or bid-pian room services administered by the SDCOC. This service notifies
the client when products or services similar to the ones that they provide are being
purchased by a government agency. The third type of service Is offered through a series
of workshops. These workshop opportunities provide information about government
marketing, concerning registrations or certifications, or they deal with technical
procurement and contracting subjects.
8. Please describe your organization's target population and why your program should
received CDBG funding:
Businesses that will be assisted by the San Diego Contracting Opportunities Center
(SDCOC) are all small, small disadvantaged, veteran owned, disabled veteran-owned,
woman-owned or HUBZone business enterprises participating In the Chula Vista business
community. The majority of these small businesses are expected to be In the micro-
business category, I.e., having very few employees. Many businesses In this category are
capable of becoming suppliers to the government but currently lack the knowledge of how
to successfully register, certify and qualify for federal, state and local procurement and
contracting opportunities. Additionally many eligible businesses are not aware that
different government agencies desire to outreach to small businesses and ttlat many
preferences are provided to various categories of small business. Historically
Underutlllzecl Business Zone (HUBZone) certification is an example that dlrectfy impacts
many Chula Vista businesses. Chula Vista micro-enterprise firms will gain access to
millions of dollars in government contract opportunities through the SDCOC program and
services. This will have an overall beneficial economic impact on the community through
business development and job creation.
9. Describe the specific program for which CDBG funds are being requested:
The funds requested will provide direct, on-site government procurement counseling to
small business owners In the Chula Vista community. Services will be delivered In Chula
Vista at the South County Career Center on a bl-monthly basis. Chula Vista small
businesses will be recruited to parUclpate In the program through participation In various
community organizations such as the Chula Vista Chamber of Commerce. Advertising will
be done through Southwestern College's Continuing Educational Bulletins. Community
Involvement will Include parUclpatlon and assistance in communltyeventa and programs
such as the First Friday Breakfasta or community outreach events. Services Will result In
micro-enterprise firms developing the cepablllty to become registered or certified to
compete for federal, state and local government awards. Subsequent contract awards and
job creation will follow.
10. Spaclflcally describe what the CDBG funds will be used for (salaries, wages, benefits,
etc.). What other. sources of funds does your organization use to leverage Chula
Vista's CDBG dollars?
Funding will ba used predominately to provide salary and benefits for our Senior
Procurement Specialists to deliver Individualized technical contracting assistance, for
approximately 17 hours par month. The majority of these hours will be used for direct, one-
on-one procurement counseling and client follow-up activities. The remaining hours will be
used for outreach and community awareness efforts. Funding will also provide three hours
per week for program planning, supervision, database management, off-site support, plan
room assistance, and electronic bid match management to be conducted by other SDCOC
staff. Electronic bid matching services for Chula Vista businesses will be charged at $600
(prorated based on 25 Chula Vista clients out of 350 bid matching clients at $8400 or $24 par
client per year). $525 per year for office space and related expenses will be also be allocated
as In previous years based on $20 par day used. $400 dollars Is allocated for community
outreach, advertising, networking event parUcipatlon and local travel expanses at $.365 per
mile. Included in the $400 miscellaneous office expenses and sUPPlies estimated at $200.
Additionally, Southwestern College charges 8% for Indirect expenses.
11. Has your organization met or exceeded the stated program objectives of the preceding
year? If, no, will the program be redesigned to make the objectives obtainable for the
new funding year? What methods will be used to track for Income levels, demographic
information and the evaluation of the program to measure success?
Yes. Services as defined In the Statement of Work have been performed in Chula Vista as
planned and have exceeded expectations. Services delivered Included one-on-one
government procurement and contracting assistance provided by Senior Procurement
Specialists. The principal Senior Procurement Specialist, a Chula Vista resident, provided
service to mlcl'CMtnterprise business owners and guided them through the steps necessary
to gain access to or expand opportunities In government markets. Business owners were
also offered training opportunities In subjects related to doing business with federal, state or
local government agencies and prime contractors. Additionally small businesses were given
opportunities to register with our electronic bid matching services. This service alerts to
owners to government bid opportunities from across the country.
Our database has the ability to hold Income level data. The software appllcetlon Is
produced by CMS, Inc.. There is also a field In each record that cen be used for Income level
tier tracking. Clients can be asked to select an Income level tier from 1 - 5 corresponding
with the table In the application form. The database can also track number of employees.
Clients having 5 or fewer employees can be classified as mlcl'CMtnterprlse clients.
Program outcomes have been reported quarterly in a comprehensive quarterly report.
The report Includes data on the number of clients, the number of awards that they won, and
the number of jobs creat8d or retained. Recently, one Chula Vista client reported Its second
and third government awards. The Defense logistics Agency credits these awards with
over 10 Chula Vista jobs. One Agecny gave the SDCOC its highest rating of "Outstanding."
12. If your application Is a collaborative proposal, please Identify the participating agencies
and the amount of funding requested by each agency. Also, describe the process of
allocating CDBG funds between each participating agency.
The South County Career Center (SCCC) In Chula Vista Is providing office space for
the Senior Procurement Specialist to use twice each month. This collaboration facilitates
the delivery of services within the Chula Vista city limits and Is a convenient location with
good 'parking. This collaboration has additional benefit In that small businesses visiting the
SCCC will be made aware of the economic development services offered there such as job
posting, job placement and other employment development services. Additionally Chula
Vista small business clients will be directed to the Small Business Development &
International Trade Center at Southwestern College for general business development
assistance as needed.
13. What types of fund raising activities, If any, does your organization undertake to
supplement your budget and how much was raised during the previous fiscal year?
No fund raising ev.ents have been conducted or are planned to be conducted. This
organization sustains itself through sponsorships and competltve grant opportunities
provided by local organizations and agencies. One such sponsor Is Otay Water District.
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this Impact your organization and Its ability to offer RrvIces.
If not funded through this funding source, we will be unable to provide value added services
in the City of Chula Vista.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
The San Diego Contracting Opportunities Center (SDCOC) will be providing all services
described above. The staff of the SDCOC has over 180 years of government, prime or small
business counseling experience. Their experience Is in the areas of government
procurement/contracting, contracts administration/management. Chula Vista small
business clients will have access to all SDCOC services and expertise which Includes
experience In construction, small purchases, registrations, certifications, payment disputes,
preparing requests for proposals, dealing with the U.S. General Services Administration,
marketing, etc. The primary Senior Procurement Specialist to be assigned to this project Is a
resident of Chula Vista. Mrs. Fran Sedlacek has over thirty years of experience in
government contracting and procurament responsibilities. She Is knowledgeable of
contracting and acquisition regulations and In counseling small businesses In government
contracting. On an as needed basis, Chula Vista businesses will also have access to other
Senior Procurement Specialist on staff If Mrs. Sedlacek Is unavailable. Mr. Gunnar Schalln
will be managing and supervising the delivery of services under this grant He has been with
this program for four years and holds a MSBA from San Diego State University with further
credentials in Entrepreneurship. Ms. Luz Velasco has been with the project for more than
four years. She will supervise the bid-plan center, manage all client data, contact clients
regarding bid opportunities and will generate quarterly report Information. Ms. Barbara
Diamond has over five years experience working with small businesses. She will schedule
all counseling appointments and workshop events with small businesses. She will keep
records and will create bid plan and solicitation synopses that will be used by small
businesses.
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might include: Promoting the project
and its activities to the target population; Coordinating project participants and networking wi1h
other organizations or individuals.
B. Describe the ProceSs evaluation. Describe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participation via sign-
in sheets, meeting minutes describing actions taken, files of news releases, letters
demonstrating addi1ional support for the project.
C. Describe the Outcome evaluation. Describe how each objective <not activities) will be
measured to determine if it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
The SDCOC will provide technical assistance to businesses that desire to pursue
government markets. Small businesses will improve their Ilklihood of wlnnlg government
awards. Contract awards will result In Job creation and retention opportunities, as well as
general economic development for Chula Vista. Objective: Increase small business
participation In Government contacts and subcontracts. Contract awards and Job creation
will be measured. Additionally the project will track Initial small business counseling
sessions, follow-up counseling sessions and workshop participations.
Objective:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Recruit Chula Vista Small Businesses for the program
on-going
Counsel Vista Small Businessses in the area of
ovemment contractin .
Network and partner with other small business service
providers to offer greater value of services provided to Chulá
Vista business owners.
Assist Small Businesses with registrations and certifications
that facilitate their submission of govemment bids or that
make their firms more desirable to the a en .
Assist in outreach and other Chula Vista r rams
desl ned to assist small businesses increase their
access to overnment contractin 0 rtunities.
Submit uarter1 status re orts.
Client Satisfaction Surve
on· oin
on-going
on-going
As needed
Quarter1
Annuall
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum of two six·hour training sessions (with 35 to 50 youth
attending each session) using the University of California's Project for Health curriculum.
Outcome Evaluation: 25 to 38 of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle for their family.
Process Evaluation:
Small Businesses will complete an application that is evaluated prior to counseling with the Senior
Procurement Specialist. The Procurement Specialist will meet with business owner and will make
recommendations concerning govemment registrations and certifications. The Procurement
Specialist will advise the business concerning government agencies or prime contractors that buy
their products or services. Referrals may also be made to business resources or networking
organizations that may provide additional assistance. The Procurement Specialist will provide
comprehensive technical assistance including the following as examples: the basics of govemment
contracting; contracting policies and procedures; marketing to government organizations;
identification of appropriate government procurement codes such as Product Service Code or
Federal Stock Group; assistance in Central Contractor Registration; identification of North American
Industrial Classification System codes; registration in the Small Business Administration's Pro-Net
database; guidance in bid preparation; introduction to subcontracting opportunities, pre-award and
or post award administration; assistance with certifications such as 8(a), SBA's HUBZone program;
SBA's SOB program; Caltrans' UCP program, Califomia DGS Disabled Veteran and Small Business
programs. Information will also be provided concerning preference programs for women-owned
businesses or American Indian-owned businesses, etc.
Outcome Evaluation:
Small Businesses becoming clients of the San Diego Contracting Opportunities Center (SDCOC) will
agree to complete a progress report each quarter. These reports will be used to gather contract
awards as well as job creation and retention performance. This information will be used to create
reports of overall program performance. Reports are issue 40 days after completion of the preceding
quarter. Up to this point, SDCOC clients have created or retained approximately one job for every
$1000 invested into the program.
BUDGET
Funding Source(s)
894 Indirect @ 8% 894
600 E-Bid Match for 600
25 Clients
3. 52ó Office Pro Rate 525
4. 400 Networking! 400
Travel & Mscl.
5.
6.
Personnel Ex nses:
1. 4992 Procurement 4992
Specialist @
208 Hours
2. 1694 Project Mgr. @ 1694
52 Hr.
3. 1019 Plan Room 1019
COOrd. @ 52 Hr
4. 770 Project Clerk @ 770
52 Hours
5. 1180 Frin e @ 14% 1180
Other Ex nses:
1. 0 0
2.
3.
4.
5.
TOTAL 12,074 12,074
San Diego Contracting Opportunities Center
Total CY 2003 Budeet Approved bv DLA
A. Personnel
B. Personnel
esandW
& Benefits
s
S
$
189,829
42,609
232 438
C. Travel
iAGMAS TrainiDl! Conference S 2,000
i>LA Training Conference $ 1,500
1>00 SBEA Relrional Conferences S 1,500
:.ocal. Travel & Expenses @ S.~65/mi S 2,000
~ubtotal $ 7,000
D. Equipment ~lan Room PC & Software Ds 1,000
$ 1,000
ubtotal
E. Supplies S 150
$ 1,515
$ 1665
F. Contractual
Bid Matching S 8,000
Copier Maintenance S 1,000
Phone & VM Maintenance $ 1,000
Office Rental S 21,500
Subtotal $ 31.500
H. Other
Mailing Expenses S 300
rommunication Expenses S 2,800
Expanded DSI1Internet S 300
iAGMAS Membership $ 775
Subtotal $ 4175
trotal $ 1:17.777
SWC Indirect Charges @8% 1$ 22,222
Grand Total $ 300,000
Attachment A
San Diego Contracting Opportunities Center
List of Revenue Sources
As of 1 January 2003
California Technology, Trade & Commerce Agency
City of Chula Vista (CDBG)
City of San Diego (Small Business Enhancement Program - SBEP)
City of Oceanside (CDBG)
Department of Defense (Defense Logistics Agency)
Metropolitan Transit Development Board
Otay Water District
Santee Chamber of Commerce
San Diego County Water Authority
TAB 17
Executive Summary
City of Chula Vista
Community Development Biock Grant Program
Fiscal Year 2003-04
Name of Organization:
ProgramIPro ect Name:
Address:
South Bay Community Services
Teen Center
1124 Bay Boulevard, Chula Vista
Amount of 2003..Q4 Funding Requested:
Funding Received In 2OO2.()3:
CDBG Citation
$27,560
$22,650
570.203[c]
The purpose of South Bay Community Services (SBCS) is to provide children, youth, and families with services
and programs which reinforce the family's role in the community and which assist individuals to aspire
realistically to lives of se~·fuKillment. SBCS provides support services and opportunities for children, youth,
and families.
The Teen Center targets all adolescents between the ages of 13 and 18, including their families, in the Chula
Vista area. There are few opportunities for teens to gather and receive supportive entrepreneurial and
economic development services. Cument activities underway in Chula Vista relating to youth employment
(KIDZBIZ) are becoming better coordinated since having a central location to explore all the opportunities
available, and the existence of a comprehensive center that targets these youth and provides them with a safe
site.
Funds are being requested to support the use of the Teen Center facility in which the KIDZBIZ program is
available. This program promotes youth development by teaching and providing entrepreneurial opportunities
for youth. The program promotes collaboration with young adults, other organizations, and the community at
large. Businesses as well as other community adults participate as partners and area schools have provided
course credit for youth.
100% of CDBG funds will be used toward a portion of the rental and telephone/utilities for the KIDZBIZ
program. The facility is located at 835 Third Avenue.
~(~
~~:
.~-=~~
- - --
OTY OF
CHUlA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATION FOR 2003-04
COVER SHEET
Program/Project Name: SBCS Teen Center
Agency Name: South Bay Community Services
Agency Address: 1124 Bay Blvd, Ste. D, 91911
Telephone Number: 619-420-3620
Fax Number: 619-420-8722
CEO/Executive Director: Kathryn Lembo
CFOlFlnancial Director: Elizabeth Iniguez
Program Contact Person & Title: Kathryn Lembo, Executive Direçtor
Telephone (if different than above): 619-420·5094 ext. 107
E·mall address: klembo@csbcs.org
Please include all of the following:
~ Cover Sheet
~ Application
[8J Work Plan
~ Budget
~ Complete list of all current revenue sources
[8J Articles of incorporation
~ Authorization to request funds and to sign binding contracts (include a copy ofthe
minutes which the govemlng body's resolution, motion or other official action Is recorded
APPLICATION DEADLINE IS DECEMBER 9,2002 at 5:00 p.m.
Community Development Department/Housing Division
430 Davidson Streèt, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail atjatwood@ci.chula-vista.ca.us
DO NOT REFORMAT THIS DOCUMENT OR iT WILL BE RETURNEDI
Community Development Bloc:k Grant Program
FY 2003-04 Funding Application
Page 2
APPLICATION
Instructions: Please complete the application in the space provided. Do Not attach additional sheets other than the
required documentation (an exception is made for the budget portion of the application). Applications must be computer
generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR COMPUTER OR IT WILL BE RETURNED. If
you would like an electronic version contact the Housing Division offices.
If your responses to the questions are not included on this application, It will be retumed - No Exceptions.
2.
Amount of 2002-03 funding received for this same program?
$ 27,560
$ 22.650
1.
Amount of 2003-04 CDBG funding requested?
3. Number of years has your organization has received CDBG funding from Chula Vista: 8· 5 for this
Droaram
4. Will this program be physically located in Chula Vista? If not, where Is It located? YES
5. Please complete the following:
A. Total Clients served and estimated to be served In:
»Number served Not aDDllcable since the reauest Is for use of facility «
2002·03
2003-04
B. Chula Vista residents served and estimated to be served In: (Not Including Web pages)
2002·03
2003-04
% ofTotal Clients 95%
% ofTotal Clients 95%
»Number served Not aDDllcable since the reauest Is for use of facilItY «
C. Low-Income clients served and estimated to be served In:
2002-03
% of Total Clients 75-95%
2003-04
% of Total Clients 75-95%
»Number served Not aDDlicable since the reauest Is for use of facilItY «
Low Income Thresholds
~
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 3
6. Of the three (3) national objectives for the CDBG program, please check the national objective your
organization meets.
¡g¡ Benefit at least 51 % low and moderate households
o Elimination of slums and/or blight
o National disaster
7. Describe the services you provide to your clients:
SBes is a private, 501 (C)(3) nonprofit organization whose mission is to provide children, youth, and families in the South
Bay area with services which reinforce the family's role in our community and assist individuals to aspire realistically to
lives of self-fulfillment. This is addressed through the provision of culturally competent bilingual (English/Spanish) services
aimed at the following general purposes:
I. To provide services, support, and opportunities for children, youth, and families.
Ii. To provide area career opportunities, exploration, and exposure.
III. To provide outreach and education in the community.
IV. To provide community development and social service activities.
South Bay Community Services' styfe is committed to providing respectful services based on community
strengths, needs and goals.
SBCS began in 1971 as a treatment center for drug abusing teens, and the scope of programming has grown to include
Individual, group, and family counseling; a continuum of housing, shelter and support services to assist homeless
families, youth, and domestic violence victims and their children in developing self-sufficient lifestyfes; transitional and
other affordable housing programs; youth employment training and assistance; drug & alcohol prevention, education, and
day treatment programs; domestic violence prevention and intervention services; community development services and
projects; juvenile delinquency prevention and diversion; gang intervention; altemative schooling; after school programs
for Middle School youth; literacylMoring; mentoring programs and health education.
8. Please describe the target population and why this program should receive CDBG funding:
The Teen Center targets all adolescents 13-18 (and especially at-risk youth) and their families in the Chula Visla area.
In the 5 years this facility has been funded it has provided a wide variety of services to youth and their families in a
drug/alcohol free environment. It has been one of the few places where there are opportunities for older teens to
gather and receive supportive entrepreneurial and economic development services (such as the KIDZBIZ
entrepreneurial program and opportunities to leam publishing through working on Infiniti Magazine) along with
recreational and educational opportunities. The Teen Center is a youth-friendly center that targets at-risk youth and
provides them a safe drug-free site at which they can receive a comprehensive array of educational, recreational and
therapeutic services to assist them in avoiding risky behaviors that might lead to involvement in the justice system.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 4
9. Describe the specific program for which CDBG funds are being requested:
We are requesting funds to support the use of the Teen Center facility, in which we provide a variety of programs such as:
KIDZBIZ: This program is a youth entrepreneurial program that promotes youth development by teaching and providing
entrepreneurial opportunities for youth. The program naturally promotes collaboration with young people, other
organizations and the community at large. Businesses as well as other community adults participate as partners; area
schools have provided course credit for youth. Youth leam entrepreneurial skills and then are able to practice them in
group businesses (Infiniti Magazine) or in their own individual venture, via micro loans from SBCS. The KIDZBIZ
approach builds competencies, encourages and gives youth the opportunity to develop and achieve personal goals,
improving self-esteem and fostering self-motivation. It pushes youth to contribute to their community and they see they
can master their own lives and their community in a productive and positive manner. They also !eam and are shown their
strengths. KIDZBIZ adult partners and the business experience helps young people understand life's challenges and
responsibilities and the need to develop skills to succeed.
The Teen Center also houses the Teen Recovery Center for youth who are recovering from alcohol and/or drug
abuse and are also dealing mental health issues. Their structured program includes attending the on-site Summit
School (if they are not already attending elsewhere), as well as group and individual counseling, and recreational
and personal growth opportunities. The on-site Summit School is also open to other youth in the community referred
by Probation or other appropriate referral sources.
10. Specifically describe whatthe CDBG funds will be used for (salaries, wages, benefits, etc). What other
sources of funds does your organization use to leverage Chula Vista's CCBG dollars?
All CDBG Funds will be used to pay a portion of the rental and telephone/utilities costs for the Teen Center program to
be located in mid-Chula Vista at 835 Third Avenue, Suite D. Teen Center services directly benefit Chula Vista youth and
their families.
Other funds used to leverage these funds are from a variety of other resources, including private donations, local and
state organizations. Please see the extensive list of revenue sources in the appendix that SBCS utilizes to leverage
CDBG funding.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 5
11. Has your organization met or exceeded the stated program objectives of the preceding year? If no, will
the program be redesigned to make the objectives obtainable for the new funding year? What methods
will be used to track or account for Income levels, other demographic Infonnation and the evaluation of
the program to measure success?
Our program Objectives will be met by the end of this project year. However, the discussion of objectives is not
necessarily relevant in this application, since the request is for funds to operate the Center as a whole.
Tracking methods on income levels and demographic information vary, depending on the specific program (e.g.,
Self-reports, pay stubs, welfare documentation, tax reports.) As part of their participation in SBCS programs and
activities, youth and families provide documentation of family income level that will include above-mentioned sources.
Records are kept by the KIDZBIZ Coordinator and other project coordinators.
12.' If your application Is a collaborative proposal, please Identify the participating agencies and the amount
of funding requested by each agency. Also, describe the process of allocating CDBG funds between
each participating organization.
NIA
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 6
13. What types of fund·raising activities, If any, does your organization undertake to supplement your
budget and how much was raised during your organization's fiscal year?
Funds raised for the KIDZBZ program each year need to total $50-60,000 to provide the program at the present level.
S8CS has an aggressive Special Activities Deparbnent that coordinates fund-raising activities and the Foundation
Committee regularly makes application to private Foundations and Col1JOrate donors for funds. SBes participates in a
number of fundraising activities during the year. SBCS' annual activities include the annual capital campaign, Liberty
Walk which is a fundraiser done in concert with other County Domestic Violence agencies, a Fashion Show utilizing
public officials such as law enforcement officers as the models (Domestic violence Prevention fundraiser), Harbor Days
w/South Bay Cruisers, activities at the annual Thunder Boats races in Mission Bay, Shop-With-a-Cop (Christmas
fundraiser with other agencies), Adopt-a-Family at Christmas, and Beta Sigma Phi who now gives something in-kind
every month (e.g., candy to moms in shelter on Mothe(s Day, food at Thanksgiving, stuffed animals for the children in
shetter, toys and candy at Halloween, Easter favors, etc.).
In cash during fiscal year 2001-2002 the agency raised $275,600, which is shared across the range of agency
programs. This amount is less than the previous year, because donors are not giving at the level they have
previously. In FY 2001-2002 private donors provided in-kind donations totaling $ 92,475, which doesn't include those
donated items on which no value was designated. So far in the FY 2002-2003, private donors have provided in-kind
donations (food, clothing, furniture, linens, and toys among them) worth more than $39,000.
14. In the event your organization does not receive the requested amount of CDBG funding, how will this
Impact your organization and Its ability to offer services?
If CDBG funds received are less than requested we would increase our requests from other sources (Foundations,
private donors). Actually we are doing this all the time, in order that no program wil need to be discontinued if funding
from one sources lapses. HoWever, in the interim we do not foresee being able to immediately increase the amount
raised from these sources sufficient to cover the rent costs and would perhaps have to decrease staff and therefore
have to decrease the number of youth served by the KIDZBIZ youth entrepreneurial program and other programs
conducted at the Center. If the amount is drastically reduced there is always the possibility we would have to give up
the Center and cease offering services at that site. We don~ foresee that eventuality, though, and are determined
that the Teen Center stay open.
15. Who will be providing the program services? Please describe the qualifications of key staff:
Since this is a request for facility support, resumés will not be included here.
However, Teen Center staff include professional and paraprofessional staff in the various programs that are conducted
there. The KIDZBIZ Coordinator is a trained entrepreneurial teaching professional. Some activities may be overseen or
supervised by volunteers. Volunteer mentors for the KIDZ81Z youth entrepreneurial program are Chula Vista business
owners and/or managers. Therefore, the mix of staff and volunteers includes those with High School educations, those
with undergraduate experience and those with graduate degrees.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 7
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates you plan to
accomplish the activities. Key activities might Include: Promoting the project and its activities to the target
population; Coordinating project participants and netwooong with other organizations or individuals.
B. Describe the process evaluation. Describe how the program will collect data and maintain records to track
program activities. Example: Documentation of program participation via sign-in sheets, meeting minutes
describing actions taken, files of news releases, letters demonstrating additional support for the project.
C. Describe the outcome evaluation. Describe how each objective (not activities) will be measured to determine
if it has been met. Example: interviews of key participants, policy or resource allocation changes, pre- and post-
tes! surveys of the target populations.
Goal Statement: The goal of the Teen Center is to maintain a site to provide a variety of activities for youth,
(among them the KIDZBIZ entrepreneurial program), to reduce high-risk behaviors.
Objective:
Increase ability of community to connect with and understand its youth, and increase youths ability to avoid
risky behaviors by providing a safe and drug-free setting in which youth can participate in entrepreneurial and
other activities.
KEY ACTIVITIES DATE
1. Facilitate provision of KIDZBIZ (youth entrepreneurial program)
Ongoing, Several times
per year
2. Publish Infiniti Magazine, youth-focused magazine written, produced, & published by Ongoing, each 2-4
youth. month period
3. House the South County Teen Recovery Program
Ongoing
4. House the WINGS program (Wooong to Insure and Nurture Gins' Success)
Ongoing
5. House the VAM program (Vision Achievement Mentoring)
Ongoing
6. Provide the site for Narcotics Anonymous meeting for youth
Ongoing
7. House the SD County Dept of Education Summ~ School for Chula Vista youth
Ongoing
"
Community Deveiopment Block Grant Program
FY 2003-D4 Funding Application
Page B
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 - 75 youth between the ages of 13 and 18 will be trained as tobacco education as tobacco
education leade1!1/mentors through a minimum of two six-hour training sessions (with 35-50 youth attending each
session) using the University of Califomia's Project for Health cu1riculum.
Outcome Evaluation: 25 - 38 of the youth mentors wl1l engage in a behavior or activity, in the community, at school or
home, to reduce exposure to tobacco, such as establishing a smoke-free home or vehicle for their family.
Objective: Increase ability of community to connect with and understand its youth, and increase youths'
ability to avoid risky behaviors by providing a safe and drug-free setting in which youth can participate in
entrepreneurial and other activities.
Since we are requesting funds to pay the rent for this facility, it is not generally applicable to create
service objectives, but we will be providing services to many youth.
Process Evaluation: The Teen Center will be open from 8:30 A.M. to 8:30 P.M. in order to facilitate the
provision of a variety of youth entrepreneurial, economic development, personal growth and enrichment
activities for youth, documented by sign-in sheets, utility bills to verify use of facility, and other documentation
to verify activities (e.g., actual publication of youth magazine Infiniti).
Outcome Evaluation: Youth will increase their ability to participate in youth economic developmental activities,
develop partnerships with adults and reduce high risk behaviors as a result of having a safe, drug-and alcohol·
free place to engage in entrepreneurial, educational, self-improvement and recreational activities.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 9
Budget
Funding Source(s)
Please list each budget line item and the source of the funding. Include all program expenses, personnel costs and any
program income. Attach additional sheets, if necessary.
- ~ ~~------~ --~-- --~ --
BUDGET ITE~l CHULA VISTA OTHER OTHER TOTAL
CDBG List Other List other
Proaram Exnenses
1. Insurance 5,441 5,441 I
2. Office & Proaram sUDDlies 10,964 10,964
3. Printina & Postaae 7,637 7,637
4. ReDair & Maintenance 5,518 5,518
5. Rent 19,200 19,200
6. TeleDhone & Utilities 8,360 880 9,240
7. Indirect 13,488 13,488
Personnel:
8. Salaries 27,926 27,926
9. 8enefits 2,406 2,406
10.
11.
12.
Program Income:
13.
14.
15.
Total Costs 27,560 74,260 101,820
South Bay.CommunityServices
CURRENT & FUTURE SOURCES OF REVENUE
2002·2003
Bank of America Foundation
California Endowment Foundation
City of Chula Vista CDBG
Cityof Chula Vista HOME
ChulaVista Police Department
. Chula Vista Elementary School District .
Client fees
Duke Energy
Ecumenical Council
Federal Emergency Shelter Grant
FEMA
Fieldstone Foundation
Food For All
Las Patronas
Las Primeras
Maximus
National City New Beginnings
Paradise Valley Hospital
Parker Foundation
San Diego City Schools Community Service Association (KIDZBIZ)
San Diego County Housing and Urban Development
San Diego County Department of Education
San Diego County, Dept. of Health Services, (Critical Hours Prog.;Teen Recovery Cntr)
San Diego County Mental Health Services
San Diego County Probation Department
San Diego Foundation
San Diego National Bank
Social Advocates for Youth, San Diego
South Bay Union School District
State of CalifomiaDepartment of Health Services (Maternal & Child Health)
State of California Office of Criminal Justice Planning
State of California Office of Family Planning
St. Germaine Auxiliary
Sweetwater Union High School District
Target Stores Foundation
United Way
US Dept. of Health and Human Services, Admin. for Children and Families (Youth shelter)
US Department of Housing & Urban Development
Walton Family Foundation .
Weingart Foundation
Wens Fargo
YMCA San Diego
. o:\admlnlnseMltiuslgrants-lrt process or funded\Cdbg apps +\cV Cdbg\cur & future sourœs of rev02-03.doc 12/0312002 11:06 AM
TAB 18
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2OO3..Q4
Name of Organization:
ProgramIProject Name:
Address:
Southwestem College
Small Business Development & IntemaUonal Trade Center
900 Otay Lakes Road, Chula Vista
Amount of 2003-04 Funding Requested:
Funding Received In 2002-03:
CDBG Citation
$10,000
$15,000
570.203[c]
The Small Business Development & International Trade Center [SBDITCj will provide Chula VISta Small Businesses
that have been identified as potential growth companies, with detailed research reports using GIS (Geographic
Information System) for the purpose of helping them grow their business through: a) identification of new rnarkets b)
data analysis of current and potential customers or vendors c) identification of competition d) identifICation of potential
sites for expansion or relocation e) GIS maps for visual analysis, mailing lists, and more. The nature of the research
provided will be based on the specific needs or requests from the business client and will be used in conjunction wnh
technical consulting assistance provided by the SBDITC. Although these services are currently being offered, they are
fee based and their GIS software is in need of an upgrade and more advanced technical data research programs.
The Southwestem College Small Business Development and Intemational Trade Center [SBDITCj is partially funded by
the U.S. Small Business Administration, the State of California Technology Trade and Commerce Agency, and CaJifomia
Community Colleges. The SBDITC has been operating for 11 years serving the San Diego Region and is one of 24
Small Business Development Centers in the state of California and provides business assistance at no cost to the client.
The CDBG funds will be used for contract consultants, student intems,GIS software upgrades, computer h8ldware and
memory, related supplies (toner cartridges, paper, offICI supplies), outreach (marketing/advertising), and subscription
services (data and printed products). In-kind contributions include staffing, equipmen~ software, facilities, technical
support, project management and general supplies. The Business Resource Center is staffed using salary and wage
budgets from other program sources (SBDITC) and utilization of student intems. Equipment upgrades are made
possible by using SBDITC and BRC program income accounts, targeted grants, and donations. Printed materials and
databases are updated as needed dictates using program income and donations. The U.S. SBA Office of Business
Initiatives periodically updates and upgrades the printed materials and computer. The California Technology, Trade and
Commerce Agency periodically provide special funds for special projects whan program augmentation dollars are
available.
~~~
:-.í!It ~
~-==~~.
OJY Of
mUlA VISfA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATION FOR 2003-04
COVER SHEET
ProgramIPro ect Name:
Small Business Development & Intemational Trade Center/Economic
Gardening
Agency Name:
Agency Address:
Telephone Number:
Community Development Department
276 Fourth Avenue Chula Vista, CA 91910
(619) 691-5047
Fax Number:
(619) 476-5310
CEO/Executive Director:
Laurie Madigan, Director
CFOIFlnancial Director:
Program Contact Person & Title: Barbara Voss/Ken M. Clark
Telephone (If different than above): (619) 482·6391/(619) 409-5888
E-mail address:bvoss@ci.chula-vista.ca.us and kmc@sbditc.org
Please Include all of the following:
o Cover Sheet
o Application
o Work Plan
o Budget
o Complete list of all current revenue sources
o Articles of incorporation (only If this Is a new funding request)
o Authorization to request funds and to sign binding contracts ~nclude a copy of the
minutes which the governing body's resolution, motion 01' other official action is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 at 5:00 p.m.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691·5036 or via e-mail atjatwood@ci.chula-vista.ca.us
Community Development Block Grant Program
FY 2003-04 Funding APPlication
Page 2
APPLICATION
Instructions: Please complete the application in the space provided. Do Not attach additional sheets other than the
required documentation (an exception is mede for the budget portion 01 the application). Appflcations must be computer
generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR COMPUTER OR rr WILL BE RETURNED. If
you would like an electronic version contact the Housing Division offices.
If your respon_ to the questions are not Included on this application, It will be returned - No exceptions.
1.
Amount of 2OO3-G4 CDBG funding requested?
$10.000.00
2.
Amount of 2002-03 funding received for this same progrem?
$15.000.00
3. Number of years has your organization has received CDBG funding from Chula Vista: one
4. Will this progrem be physically located In Chula Vista? If not, where Is It located? Yes
5. Please comPlete the following:
A. Total Clients served and estimated to be served In:
2002-03 Three Businesses
2003-D4 FIVe Businesses
B. Chula Vista realdents served and estimated to be served In: (Not Including Web pages)
2002-03 100 % of Total Clients
2Q03-D4 100 % of Total Clients
C. Low-Income clients served and estimated to be served In:
2002-03 100 % of Total Clients
2003-D4 100 % of Total Clients
Low Income Thresholds
~
Community Development Block Grant Program
FY 2003-G4 Funding Application
Page 3
6. Of the three (3) national objectives for the CDBG program, pfease check the national objective your
organization meets.
Benefit at leaat 51% low and moderate households
Elimination of slums and/or blight
National dleaater
7. Describe the services you provide to your clients: The Small Business Development & Intemational Trade
Center [SBDITC] will provide Chula Vista small businesses that have been identified as potential growth
companies, with detailed research reports using GIS (Geographic Inlormation System) for the purpose 01
helping them grow their business through: a) identification 01 new markets b) data analysis of current and
potential customers or vendors c) identiflCltion 01 competition d) identification 01 potential sites for expansion or
relocation e) GIS maps for visual analysis, meiling lists, end more. The nature 01 the research provided will be
based on the Specific needs or requests from the business client and will be used in conjunction with technical
consulting assistance provided by the SBDITC. Although these services are currenUy being offered, they are
fee based and the program would be enhanced by upgrades to the SBDITC's database and technical consulting
services geared toward business development and expansion.
8. Please describe the target population and why this program should receive CDBG funding: The program
will assist Chula Vista small or start-up businesses in their expansion and growth efforts. The majority of Chula
Vista businesses are small companies, many of which have an enormous capacity for growth in the global
economy. The purpose 01 this program is to take existing businesses and provide them with technical resources
that exceed what local jurisdictions and service providers are able to offer. This concept, known as "Economic
. Gardening,' was developed by Chris Gibbons, an economic development professional in LitUeton, Colorado and
is being practiced successfully in many jurisdictions in Califomia and nationally. The effort in Califomia is being
spearheaded by Marlene Best, Assistant City Manager 01 Lake Elsinore, Todd Hooks 01 San Bemardino,
Michael Beck 01 the University 01 Calilomia, Riverside, and Dr. Lee Hansen 01 Calilomia State University,
Riverside. Dr. Hansen relers to Economic Gardening as "Shifting govemment economic development efforts
lrom an emphasis on recruiting outside businesses to assisting local companies by creating a more supportive
environment for local start up and expansion.' Although we will not be implementing the entire program, we will
continue to incorporate the . technology" aspect of the program to demonstrate how effective this kind of support
can be lor emerging growth companies. The requested CDBG funding will enable us to expand our current
technical resources to help in this effort. Moreover, the funding provided to support this program will lead to job
creation, increased tax revenues and intemational trede opportunities and. will be an incentive lor both existing
and start-up companies to expand their business.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 4
9. DescrIbe the specific program for which CDBG funds are being requested: These funds will be used in
conjunction with The Southwestem College Small Business Development and Intemational Trade Center
[SBDITC). The SBDITC is partially funded by the U.S. Small Business Administration under Cooperative
Agreement 7777-93-mD0-43130, the State 01 Calnomia Technology Trade and Commerce Agency, and
Calilomia Community Colleges. The SBDITC has been operating for 13 years serving the San Diego Region
end is one 01 29 Small Business Development Centers in the state of Celifomia and provides business
assistance at no cost to the client.
The City 01 Chula Vista and Southwestem College have teamed up to implement this 'Economic Gardening'
Program by utilizing newly upgraded software and have geared their existing technical consulting services
toward business development and expansion for Chula Vista Small and emerging businesses. Future
upgrades to the SBDrrC's GIS database will offer further access to information useful to assist businesses in
their expansion efforts. The majority 01 this technical assistance is offered through the College's Business
Resource Center where business clients have access to GIS mapping date research in addition to a variety 01
other business resources designed to help businesses. The Business Resource Center hosts a variety 01
computer based resources such as software programs, interactive training tools, cIeta service subscriptions, as
well as a video tape end publication libraries; The program Itsell, will include a 4-sIep process from the moment
the client is releITed to or is selected by the City 01 Chula Vista or SBDITC staff:
1. Business client will sign up with the SBDITC's technical consulting program
a. Analysis of company, assets, marketing plan and business plan (W they have one)
b. Assess company readiness to provide quality date or inlormation lor the analysis
c. Assistance with business plan or marketing plan
d. Financial analysis - will they need funding to expand or grow?
e. Establish a clear plan 01 action - with attainable goals - that the SBDITC, City and business
can accomplish over a year with measurable results that can be documented
i. Increased annual sales volume
ii. Successful introduction 01 new product line
iii. Increased customer base
iv. Two or more new positions created
v. Introduction to new market (domestically or intemationally)
vi. Physical expansion 01 operation or lacility
vii. Expansion 01 market share
2. Recommendations on what research and demographic data would be needed or helpful
a. Demographic veriables can be analyzed to provide and accurate portrait of the environment
for Chula Vista area businesses.
b. Work with client to survey, collect, sample, profile cIeta variables used in anelysis
c. Access to Business Resource Center
3. II financial assistance is nesded, SBDrrC will wórk with CDC Small Businass Finance to help the
business appty for an SM Loen or micro-loen
4. Business is tracked for a 6-month period and is then re-visited to ensure they are working toward their
goals. The City and SBDrrC will provide whatever assistance they can (as appropriate and within our
means) to ensure the successful completion 01 their business or marketing plan. The program will
serve up to 5 adcfltional clients over the course 01 a year and W needed, the City shall have access to
research reports and demographical data lor business recruitment purposes. Ourfirst year experience
has given a better insight into the number 01 man-hours nesded to prapare the clients data for
analysis. We were overly ambitious in the first grant year in estimating the number 01 dients to be
served.
Community Development Block Grant Program
FY 2003-G4 Funding Application
Page 5
10. Describe what the CDBG funds will be used for (salaries, wages, bet Mlflts, atc). What other sources of
funds does your organization use to leverage Chula Vista's CDBG dollars? The CDBG funds will be used
for dats purchases specific to Economic Gardening neads. Data sets relating specifically to retail seles in
restaurants, general merchendise retailers, and service companies. Data will also include seles volumes,
market share, and competition. These primary data are compiled specifically and formatted for easy analysis,
and are sometimes expensive. Funds will also be used lor contract consultants, student intems, computer
related supplies (toner cartridges, paper, office supplies), outreach (marketinwadvertising), and subscription
services (data and printed products). In-kind contributions include staffing, equipment, software, lacilnies,
technical support, project management and general supplies. The Business Resource Center is staffed using
salary and wage budgets from other program sources (SBDITC) and utilization 01 student intems. Equipment
upgrades are made possible by using SBDITC and BRC program income accounts, targeted grents, and
donations. Printed materials and databases are updated as needed dictates using progrem income and
donations. The U.S. SBA Office of Business Inniatives periodically updates and upgrades the printed materials
and computer. The Califomia Technology, Trade and Commerce Agency periodically provide special funds lor
special projects when program augmentation dollars are available.
11. Has your organization met or exceeded the stated program objectives of the preceding year? If no, will
the program be redesigned to make the ob ectIves obtainable forthe new funding yesr? What methods
will be used to track or account for Income levels, other demographic Infonnatlon and the evaluation of
the program to measure success? Significant progress was made toward meeting many 01 the program
objectives such as: the purchase and installation 01 Business Analyst software on the GIS system at SBDrrC
Resource Center, training the nacessery staff, marketing the program to Chula V"1Sta businesses, and identifying
three businesses to participate in the program. However, all program objectives were not met this year. The
primary reason for this was a change in key personnel, specifically the program manager, at the City 01 Chula
Vista. This change was unexpected and temporarily delayed the progress 01 the program. A replacement lor
this posnion has been hired and is now working towards the program meeting ns Mure objectives. In addition,
since the program was initially only partially funded, there was some uncertainty in the program team as to
whether the lull grant amount would be available. Our current methods of tracking client progress include
monnoring changes to the inlormation collected initially with the intake questionnaire and a post survey after our
'economic gardening" project is completed. The SBDITC and the Business Resource Center both have
comprehensive client tracking and reporting systems. All clients are requested to fill-out basic contact
inlormation and statistical data germane to our funding sources including ethnicity, income, gender, and
authorization signature for the 'scope 01 service'. Once the client and the consulting entity agree on the
services to be provided they memorialize, indemnify and authorize services to be preformed. Client intake and
request for counseling forms are the major component 01 our MIS (Managemant Inlormation System) used to
!reck client activity and report program milestones. The system tracks financing, job creation-retention, profit
improvement, govemment contracting activity, and many other valid outcomes of our consulting services.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 6
12. II your application Is a collaborative proposal, pi_Identify the participating agencies and the amount
of funding requested by each agency. Also, describe the process of allocating CDBG funds between
each participating organization. This is a collaboration between Southweslem College and the City of Chula
Vista. The emount of CDBG funds requested is $10,000 to go to The City of Chula Vista, Community
Development Department. Both the Community Development Department and Southwestem College will be
making an in-kind contribution for staff time. The CDC Small Business Finance Corp. will be a secondary
partner and will provide financiaf services if SBA lending is needed or requested. This will be offered to qualified
clients only. The CDC Small Business Finance Corp. may also provide an in-kind contribution of staff time to
assist those businesses that request financial assistance and qualify for SBA funding. Southwestem College
will bill the City 01 Chula Vista on a monthly basis lor only those expenses that require monthly payments (i.e.
staff time hourly wages). All other programmatic expenses (i.e. data bases, software, etc.) will be billed to the
City as they are purchased and will be paid within 30 days 01 receipt. The City of Chula Vista will not be
responsible for reimbursement to the SBDITC if the objectives are not completed per the "Key Activities" table
included in this funding application.
13. What types of fund-raIsing activities, if any, does your organization undertake to supplement your
budget and how much was raised ~uring your organization's fiscal year? The SBDITC has secured an
additional $120,000 through their fund raising efforts for the next eighteen months. These lunds will be used to
support the SBDITC, however it is not known how much 01 thase funds will be available to support this
Èconomic Gardening program. Capacity building grants from Wells Fargo Bank Foundation, US Bank, and
Califomia Bank and Trust have been received. A significant portion ofthess dollars will be used to enhance the
resources and add staffing of the Business Resource Center. The lundraising plan was completed in lata 2001
as part 01 the Community Economic Development Certificata Program at SDSU.
14. In the event your organization d_ not receive the requested amount of CDBG funding, how will this
Impact your organization and Ita ability to offer services? If this application does not receive CDBG funding
the SBDITC clients will not be able to access the more sophisticated analysis made possible by the GIS
software. CDBG money would allow us to more fully utilize the power 01 the technology and programming
capabilities for more sophisticated reports and associated incrBBssd outcomes.
15. Who will be providing the program services? Please describe the qualifications of key staff:
Southwestem College's SBDITC staff will provide the ssrvices. The names and qualifications are as follows:
Ken M. Clark, Small Business Programs Coordinator, SWCISBDITC -Business A.nalyst and
Demographer/Statistician; Luis Rodriguez-Martinez, Business Information Specialist, SWC/BRC; Richard
Babcock, Principal, Profile Ressarch, GIS Specialist; Usa Carman, Principal, CarmanIFrance GIS Inlormation
Solutions; Casey Cook, Lecturer, SDSU/Mesa College, GIS Instruction and Training; Student intems from
SDSU/UCSD/USD, GIS proficient.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 7
WORKPLAN
A. PI_ specify the key activities which will serve to meet your objectives and the dates you plan to
accomplish the activities. Key activities might Include: Promoting the project and its activities to the target
population; Coordinating project participants and networking with other organizations or individuals.
B. Describe the process evaluation. Describe how the program will collect data and maintain records to !reck
program activities. ~Ie: Documentation 01 program participation via sign-in sheets, meeting minutes
describing actions taken, files 01 news releases, letters demonstrating additional support for the project.
C. Describe the outcome evaluation. Describe how each objective (not activities) will be measured to determine
if it has been met. Example: interviews of key participants, policy or resource allocation changes, pre- and post_
test surveys 01 the target populations.
Goal Statement: To provide technical resources, reports, and research data to Chula Vista Business via GIS technology
that will enable them to expand their business; increass market share, sales volume, employee or customer base; help
them enter into a new market or develop a new product line.
ObJective: Serve up to 5 additional Chula Vista small businesses over one year as a continuation 01 the 2002-03 pilot
program.
KEY ACTIVITIES DATE
1. Market the program to Chula Vista small businesses via verious lorms of media
(i.e. newsletters, websites, marketing flyers, etc.)
Ongoing
2. Identify at leas! five additional businesses and conduct site visits, assessing
readiness to start analytical phase.
August, 2003
3. Prepare Research Paper lor presentation at CAlED (Calif. Assoc. 01 local
Economic Dev.) Conlerence 2003 and/or the National Association 01 Small
Business Development Centers (ASBDC) in San Diego in 2003.
4. Complete services (as described in Appendix A, Economic Ga1dening -
Description of Serviœs and Reimbursement Schedule) lor first three businesses.
5. Complete services (as describ~ in Appendix A, Economic Gardening -
Description of Services and Reimbursement Schedule) for at least two additional .
businesses.
Fall, 2003
January, 2004
May, 2004
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 8
Examples of Process BIId Outcome Evaluation:
Process Evaluation: 50 - 75 youth between the ages of 13 BIId 18 will be trained as tobacco education as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35-50 youth attending each
session) using the University of Califomia's Project for Health curriculum.
Outcome Evaluation: 25 - 38 of the youth mentors will engage in a behavior or activity, in the community, at school or
home, to reduce exposure to tobacco, such as establishing a smoke-free home or vehiclø for their family.
Process Evaluation: Up to 10 small businesses will be intelViøwed and if eligible, will participate in the Economic
Gardening program at Southwestem College. Participants will go through a four-step program (length of time spent with
each client will vary) as noted in previous project description. They will be required to sign an informal agreement stating
that they will complete the process before they can receive the GIS technical assistance, which includes data research,
market studies, mailing lists, etc. Each business will be monitored over the course of a year BIId wi" be re-visited after six
months and again at the end of the year to measure results and outcomes.
Outcome Evaluation: 5 participants (small businesses) will receive technical consuftjng services, business and financial
assessments, market research, and any other technical data they may need to accomplish the goals they establish as
part of the Economic Gardening Program. Outcomes will be measured in terms ot
1. Number of jobs created
2. Percentage of sales volume increase
3. Percentage of customer base increase (i.e. new contracts, clientele)
4. Number of new vendors identified
5. Increase in size of physical facility or operation
6. Creation of new program, services or products
7. Number of jobs retained
8. Development of new trade relationship
9. Introduction of product into new market
10. Percentage of increased sales tax revenue
11. Percentage of increased market share
Documentation of achieved reeults will be used to determine program success BIId will determine whether or not to use
the City's GIS Technology to continue assisting small businesses.
Community Development Block Grant Program
FY 200341 Funding Application
Page 9
Budget
Funding Source(s)
. .. ram income. Attach additional sheets, n nlC8" . - -
I - --- - - -- - - I
I
BUDGET ITEi.1 CHULA VISTA OTHER OTHER TOTAL
CDBG List Other List Other
Program Expen_
1. Update ArcView program and purchase 9,500.00 Basic 9,500.00
Software Platform
updated Business Analyst module v 1.1a ArcView Ver.3.1
In-kind
2.GIS Supplies 1,000.00 1,000.00
3. Upgreded computer and mon~or to run 2,000.00 2,000.00
applications and increase speed 01
access to inlormation and repOrts.
4. Project GIS Consu"ants and support 3,000.00 1,000.00 SBDITC 4,000.00
Intems Consutlants In-kind
5. GIS Business Analyst data 4,000.00 4,000.00
meintenenœ and/or ·oIher related
business data
6. Facil~iestparking/custodial 2,500.00 in-kind 2,500.00
7.
Personnet:
8. Ken M. Clark SBDITC Staff 7700.00 in-kind 7 700.00
9. Luis Rodriauez-Martinez BRC Staff 3,000.00 in-kind 3,000.00
10. CDe Small Business Finance Staff 2,000.00 in-kind 2,000.00
11.
12.
Program Inccime:
13.
14.
Total Costa $10,000.00 $25,700.00 in-kind $35,700.00
CDBG Cash
and In-kind
Please list each budget line ~em end the source 01 the funding. Include all program expenses, personnel costs end any
PUBLIC SERVICES
Proaram
Tab Number
Chula Vista Youth Services Network........................................19
Sharp HealthCare Foundation............................................... ..20
South Bay Senior Collaborative............ ........... ..................... ...21
Lutheran Social Services
Community & Family Services Emergency Asslstance...............22
CV Family Violence Prevention & Intervention Coalition.............23
lrl11Jr!Sclêl1f!t ftftE!étl............~........................................................:!~
Therapeutic Services Collaborative......................................... .25
Chula Vista Literacy Team Center.............................................26
Dress for Success/Professional Women's Group................. .......27
INFORM Chula Vista... ..... ........... ........ ....... ...... ............. ...... .....28
Southwestern College
South County Career Center .............................................. .......29
Chula Vista Fire Department
Community Emergency Response Team (CERT).................. ......30
Chula Vista Veterans Home Support Fund........................... ......31
nnCIIIVII;JIIIIUII, G.IIU ~LI""'UI'IYO òKiil"~~.
TAB 19
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2~ .
Name of Organization:
ProgramIPro ect Name:
Address:
South Bay Community Services (Admin. Agent)
Chula Vista Youth Services Network
315 Fourth Avenue, Chula Vista
Amount of 2~ Funding Requested:
Funding Received In 2002.()3:
$149,931
$121,000
The mission 01 the Chula Vista Youth Services Network is to provide area youth w~h tlie services support, and
opportunities they need to lead healthy and productive lives. CVYSN's goal is to provide a bilingual, culturally appropriate
continuum 01 lamily-centered services to the children, youth, and families 01 the community to include prevention,
intervention, and supportive services.
CVYSN is comprised 01 South Bay Community Services (as the fiscal agent), Chula Vista Police Department Police
Activities League, South Bay Family YMCA, Boys & Girls Club 01 Chula Vista, Vista Square Healthy Start, Chula Vista
Cluster Coordinating Council, MAC Project, and Chula Vista Parks & Recreation Department.
Grant funds will be used lor the following:
South Bay Community Services:
Boys & Girls Club:
Stall support services lor Runaway & Homeless Youth Shelter
Camp scholarships, day camp supplies, staffing and activities lor Smart
Kids program
Chula Vista Cluster:
35 hourslwk of child care lor low income lamilies
Chula Vista Police (PAL):
Equipment and supplies to support youth sport activities, Patrol Camp, and
youth/adult mentor ships, supplies for Food and Toy drive
South Bay Family YMCA:
Staff support and operating costs for Youth Action Program; low cost child
care services; and day camp
OIay Recreation Canter:
Personnel and supplies for educational and enrichment ecIIvitIes for youth
at the OIay Center. Scholarships for 120 youth/leen participants in
YouthlTeen Fitness Team, unllolTRS, incentives, curriculum and
transportation.
. .
~fft-
~
~~§.;F"
cnv OF
CHULA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATION FOR 2003-04
COVER SHEET
Program/Project Name: Youth Services Network (SBCS as Fiscal Agent)
Agency Name: South Bay Community Services
Agency Address: 1124 Bay Blvd, Ste. D, 91911
Telephone Number: 619-420-3620
Fax Number: 619-420-8722
CEO/Executive Director: Kathryn Lembo
CFO/Financial Director: Elizabeth Iniguez
Program Contact Person & Title: Kathryn Lembo, Executive Director
Telephone (if different than above): 619-420-5094 ext. 107
E-mail address: klembo@csbcs.org
Please include all of the following:
~ Cover Sheet
~ Application
~ Work Plan
~ Budget
~ Complete list of all current revenue sources
~ Articles of incorporation
~ Authorization to request funds and to sign binding contracts (Include a copy of the
minutes which the govemlng body's resolution, motion or other official action is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 at 5:00 p.m.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Alwood at (619) 691-5036 or via e-mail atjalwood@ci.chula-vista.ca.us
".-... .. -
.. -
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 2
APPLICATION
Instructions: Please complete the application in the space provided. Do Not attach additional sheets other than the
required documentation (an exception is made for the budget portion of the application). Applications must be computer
generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR COMPUTER OR IT WILL BE RETURNED. If .
you would like an electronic version contact the Housing Division offices.
If your responses to the questions are not included on this application, It will be returned - No exceptions.
1. Amount of 2003·04 CDBG funding requested? $149.931
2. Amount of 2002·03 funding received for this same program? $121.000
3. Number of years has your organization has received CDBG funding from Chula Vista: 7
4. Will this program be physically located In Chula Vista? If not, where is it located? YES
5. Please complete the following:
A. Total Clients served and estimated to be served in:
2002·03 2625
2003·04 2965
B. Chula Vista residents served and estimated to be served in: (Not including Web pages)
2002·03 2152
2003·04 2431
% of Total Clients 82%
% ofTotal Clients 82%
C. Low·lncome clients served and estimated to be served in:
2002·03 1706
% ofTotal Clients 65%
2003·04 1927
% ofTotal Clients 65%
Low Income Thresholds
~
Community Development Block Grant Program
FY 2003.()4 Funding Application
Page 3
6. Of the three (3) national objectives for the CDBG program, please check the national objective your
organization meets.
~ Benefit at least 51% low and moderate households
Elimination of slums and/or blight
National disaster
7. Describe the services you provide to your clients:
SBCS is a private, 501 (C)(3) nonprofit organization whose mission is to provide children, youth, and families in the South
Bay area with services which reinforce the family's role in our community and assist individuals to aspire realistically to
lives of self-fulfillment. This is addressed through the provision of cuijurally competent bilingual (English/Spanish)
services aimed at the lollowing general purposes:
I. To provide services, support, and opportunities for children, youth, and lamilies.
II. To provide area career opportunities, exploration, and exposure.
III. To provide outreach and education in the community.
IV. To provide community development and social service activities.
South Bay Community Services' style is committed to providing respectful services based on community
strengths, needs and goals.
SBCS began in 1971 as a treatment center lor drug abusing teens, and the scope of programming has grown to include
Individual, group, and family counseling; a continuum of housing, shelter and support services to assist homeless
families, youth, and domestic violence victims and their children in developing self-sufficient lifestyles; transitional and
other affordable housing programs; youth employment training and assistance; drug & alcohol prevention, education, and
day treatment programs; domestic violence prevention and intervention services; community development services and
projects; juvenile delinquency prevention and diversion; gang intervention; alternative schooling; after school programs
for Middle School youth; literacyltutoring; mentoring programs and health education.
8. Please describe the target population and why this program should receive CDBG funding:
CDBG lunds will be utilized to serve children and youth all across the City of Chula Vista. While most 01 these services
target our community's youth, ages 6-18, they are designed to incorporate the participation of the youth's entire lamily to
help strengthen family relationships and parental involvement in the young person's life. The services also involve the
larger community in helping to create a caring community that assists in the development of its young people.
Last fiscal year there were more than 600 runaways relerred to SBCS' Diversion and Community Assessment Teams in
Chula Vista. 27% 01 the population is below the poverty line economically. There has been a resurgence 01 youth gang
activity within the City and all youth within our city are at risk through exposure to criminal activities and d rugs. Recent
surveys indicate the need lor more childcare and after school opportunities for area youth, some 01 which were put into
place in the lorm 01 Critical Hours after-school programs during Fall of 1997 and which continue to the present. The
members of the Chula Vista Youth Services Network comprise our city's primary response system lor meeting the needs
of children, youth, and families who are in need and are lacing great challenges. By working together, we ensure a
smoother continuum 01 services and increased access to resources and opportunities to assist our community's youth to
reach their fullest potential.
The collaborative system 01 youth services, support, and opportunities is pivotal to the healthy development of youth
& their smooth transition to adulthood. Thase activities clearly help reduce delinquency, substance abuse, and
school failure, while promoting youth development and the involvement of the community. The youth programs,
services, and activities provided by the YSN members in the past 7 years have reached large numbers of Chula Vista
children and their families, making services and resources more accessible and making it possible for more lamilies
to strive for self sufficiency. The Youth Services Network is an inclusive collaborative and will be working even more
actively in the coming year to identify youth-serving organizations that could be a part of this coordinated effort.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 4
9. Describe the specific program for which CDBG funds are being requested:
The mission of the Chula Vista Youth Services Networl< is to provide area youth with the services, support, and
opportunities they need to lead healthy and productive lives. Our goals are to provide a bilingual, culturally
appropriate continuum 01 family-centered services to the children, youth, and families of the community that includes
prevention, intervention, and supportive services. .
Specific services will include shelter for runaway & homeless youth; summer camps; child care; sports equipment
and activities and a Christmas toy drive; day camp; educational and enrichment activities; and fitness team activities.
Chula Vista benefits lrom this collaboration because the several agencies are able to coordinate services and not
overlap or duplicate, we are able to identify and fill gaps in service quickly, and all can offer a wide range of
supplementary services to clients, worl<ing lrom a wraparound platform, thereby leveraging already scarce resources.
Programs are located in Chula Vista and transportation is provided in some instances on an as-needed basis.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits, etc). What other
sources of funds does your organization use to leverage Chula Vista's CDBG dollars?
CDBG funds will support the following positions/components at each agency:
South Bay Community Services: Residential Staff providing counseling & supportive services lor Casa
Nuestra, (Runaway & Homeless Youth Shelter)
Camp scholarships/children in need (increased scholarships 400% over
the past year), Day Camp supplies
35 hrslwk. of child care for low income lamilies attending classes
Equipment and supplies to support youth sports activities, Patrol Camp, &
youth/adult mentorships; supplies lor Food & Toy Drive
Staff and operating costs for Youth Action Program; Low-cost child care
services; Day camp services to low income lamilies; Supplies &
. operating costs for Alter-School drop-in programs.
Personnel and supplies lor educational and enrichment activities for 80
youth at Otay Center and Montgomery Elementary School; and
Scholarships for 120 youthlteen participants in YouthlTeen Fitness
Team, uniforms, incentives, curriculum and transportation.
Boys & Girls Club of Chula Vista:
Chula Vista Cluster Coordinating Council:
Chula Vista Police Dept. PAL:
South Bay Family YMCA:
Olay Recreational Center:
For other funding sources see listing of other revenue resources. The other partners in the collaborative
have similarly wide ranges offunding sources, to mitigate the
destructive effect should a funding source cease.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 5
11. Has your organization met or exceeded the stated program objectives ofthe preceding year? If no, will
the program be redesigned to make the objectives obtainable for the new funding year? What methods
will be used to track or accountfor Income levels, other demographic Information and the evaluation of
the program to measure success?
Statistical info""ation is gathered from,participants upon entry into services and may include school records, client
sell-reports, membership applications, and tax records. The income level is dete""ined by the most current HUD
income limits for the San Diego SMSA. Additional info""ation is gathered from the United Way and SANDAG
reports.
Evaluation 01 the program to measure success: evaluation is an ongoing process that takes place from intake to
te""ination 01 client services, and relies upon several measures. These include a Family Well Being Assessment guide to
track progress toward goals set at the beginning 01 services, tracking completion of scheduled curricula and/or
attendance at group counseling sessions and camp sessions, and follow-ups 6 months after te""ination 01 services to
dete""ine long-Ie"" impact.
SBCS' and partners' programs maintain a variety of monthly reporting fo""s and methods, because of lairly
stringent rules under which we operate. Direct service staff are required to account for client contacts, content of the
contact, type 01 contact. We are required to account for how our funds are spent. From monthly report forms we keep
track of the numbers 01 children, youth, and families entering shelter, being provided with counseling, educational
presentations, clothing, job training, employment readiness skills, and all other types 01 services and support. These kinds
of measures support reporting whether the processes we say we are perfo""ing are, in lact, being performed. We also
keep records, through the Family Well Being Assessment, that allow us to measure the outcome of our intervention: the
impact on a person's life.
SBCS Family Development Associates and other agency's staff members are alerted to continually identify and
be aware of organizational and programmatic barriers that prevent the family from being able to make the movement into
positive outcomes. Staff are encouraged to bring these barriers identified by them or the lamily to the attention of their
Program Director in order for SBCS or partner agencies to continue to work on change and on eliminating as many
systemic barriers as possible. Process measures as well as Outcome measures are tallied at the end 01 each month for
each program and used to evaluate program effectiveness.
12. If your application Is a collaborative proposal, please Identify the participating agencies and the amount
of funding requested by each agency. Also, describe the process of allocating CDBG funds between
each participating organization.
South Bay Community Services:
Boys & Girls Club of Chula Vista:
Chula Vista Cluster Coordinating Council:
Chula Vista Police Dept. PAL:
Otay Rep Center Programs
South Bay Family YMCA:
33,771
24,000
7,750
19,500
16,345
48.565
$149,931
The process for allocating funds between the organizations involved is a participatory process. The organizations
decide what services they will be providing and develop a Scope 01 Work which details the activities and the costs.
The costs are totaled and that becomes the total request to the City for funds.
Community Development Block Grant Program
FY 2003·04 Funding Application
Page 6
13. What types of fund-raising activities, If any, does your organization undertake to supplement your
budget and how much was raised during your organization's fiscal year?
SBCS has an aggressive Special Activ~ies Department that coordinates fund-raising activities and the Foundation
Committee regularly makes application to private Foundations and Corporate donors lor funds. SBCS participates in a
number of fundraising activities during the year. SBCS' annual activities include the annual capital campaign, Liberty
Walk which is a fund raiser done in concert with other County Domestic Violence agencies, a Fashion Show utilizing
public officials such as law enlorcement officers as the models (Domestic violence Prevention fund raiser), Harbor Days
w/South Bay Cruisers, activities at the annual Thunder Boats races in Mission Bay, Shop-With-a-Cop (Christmas
fundraiser with other agencies), Adopt-a-Family at Christmas, and Beta Sigma Phi who now gives something in-kind
every month (e.g., candy to moms in shelter on Mothe~s Day, food at Thanksgiving, stuffed animals for the children in
shelter, toys and candy at Halloween, Easter favors, etc.).
In cash during fiscal year 2001-2002 the agency raised $275,600, which is shared across the range of agency
programs. This amount is less than the previous year, because donors are not giving at the level they have
previously. In FY 2001-2002 private donors provided in-kind donations totaling $92,475, which doesn't include those
donated items on which no value was designated. So lar in the FY 2002-2003, private donors have provided in-kind
donations (Iood, clothing, lumiture, linens, and toys among them) worth more than $39,000.
14. In the event your organization does not receive the requested amount of CDBG funding, how will this
impact your organization and Its ability to offer services?
SBCS' lundraising activities will continue as they always have, as will those of our Network members. Some 01
SBCS' activities are listed in #13. Since we are all community based agencies we have to depend on funds from a
variety 01 funders and donor sources, none 01 whom wish to be a sole donor, so this necessitates a constant search
lor new lunding sources. We will still be able to offer services, but at a reduced level until the funds for these services
are raised elsewhere. Provision 01 services will be prioritized to those most essential.
15. Who will be providing the program services? Please describe the qualifications of key staff:
SOUTH BAY COMMUNITY SERVICES
· Residential Counselor w~h a bachelo~s degree in Social Work, psychology, or related field and/or equivalent
experience. Residential Counselors have experience working with youth in a variety 01 settings and receive
ongoing supervision and training. The program has on-s~e supervision from the Shelter Coordinator who is in
turn supervised by the Program Director 01 the Youth in Transition Program.
· Some program services lor this grant will be provided by professional SBCS staff (sited at the CVPD) who have
graduate degrees in Social Work or Counseling (though CDBG funds do not support their salaries).
BOY'S AND GIRL'S CLUB OF CHULA VISTA
Day Camp Program
· Day Camp Coordinator with a BA in recreation or other related field or a minimum of 1 year experience working
with children in a camp setting with staff leadership, planning, and administrative responsibilities. Counselors
have one year experience working with children, ieading small groups in a variety of activities and are typically
college students majoring in recreation, child development, or related field, and culturally similar to the children
served. The program is overseen by the Club's Program Director at each operating site, supervision is provided
by a Youth Development prolessional with specific training and experience working with youth.
CHULA VISTA COORDINATING COUNCIUBEACON FAMILY RESOURCE CENTER
· Chula Vista Elementary School District, under the direction of the Chula Vista Cluster Coordinating Council, will
assume responsibility for the contracting of services for the purpose of providing child care services.
CHULA VISTA POLICE ACTIVITIES LEAGUE
· Volunteers from the community, the City 01 Chula Vista, and the Chula Vista Police Department, including Police
Officers. Level 01 education varies depending on the Individual volunteer.
SOUTH BAY FAMILY YMCA
YMCA Summer Day Camp
· Program Director must be at least 21 years old, have a college education, and a minimum 015 years child care
Community Development Block Grant Program
FY 2003·04 Funding Application
Page 7
experience. Counselors are at least 18 years old and must have CPR and First Aid certification.
Youth Action Program
· Site coordinators with Bachelor level education and experience working with youth and lamilies. In addition,
youth leaders are hired who also have previous experience working with youth and families.
Sunshine Company Child Care
· The YMCA's Child Care Program is directed by a full-time Program Director and Director Assistant. Each school
site is headed by a Site Supervisor who is assisted by several Teachers and Aides. Some site personnel also
serve as van drivers. The director has a degree in'Child Development and 15 years of child care supervisory
experience. The Site Supervisors must be at least 21 and have completed 12 college units in childhood
education, child development, or physical education or recreation. Site Supervisors are required to have taken a
college class in administration as well. All childcare staff meet State Community Child Care Licensing
requirements and are certified in First Aid and CPR.
· The High School Happenings Program is supervised at each site by a High School Teacher with a minimum of a
Bachelor's Degree. A Recreation Specialist provides coordination of all sites: a degree is desired in this position,
but is not required.
OIay Recreational Center
· Programs are planned, administered, organized, and directed by a Recreational Supervisor I & II. Between them
they have the direct and supervisorial experience to provide the direct youth instruction in the fitness team and
to provide the recreational activities after school, as well as make presentations to the community, organize
fundraising and other activities, and perform required documentation and tracking activities.
· Before and After school program conducted at two Otay Elementary Schools and one Middle School, for youth
kindergarten through 8~ grades. Staff are recreation leaders with at least a High School education, and some
with undergraduate degrees.
Community Development Block Grant Program
FY 2003·04 Funding Application
Page 8
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates you plan to
accomplish the activities
B. Describe the process evaluation. Describe how the program will collect data and maintain records to track
program activities
C. Describe the outcome evaluation. Describe how each objective (not activities) will be measured to determine
if it has been met.
Goal Statement: Our goals are to provide a bilingual, culturally appropriate continuum 01 family-centered services to the
children, youth, and families of the community that includes prevention, intervention, and supportive services.
'Objectlve 1 : Provide individual, group and/or family counseling to 30 youth in high risk situations. (SBCS)
'Objective 2: Provide shelter services to 40 runaway & homeless youth. (SBCS) .
'ObJective 3: Provide support services for 40 families of runaway & homeless youth. (SBCS)
'ObJective 4: Provide crisis intervention for 400 runaway & homeless youth through Casa Nuestra shelter and other
SBCS' Diversion and youth services programs. (SBCS)
'ObJective 5: Provide Independent Living Skills-building activities or classes for 30 youth. (SBCS)
'Objective 6: Provide KIDZBIZ workshops for 15 youth. (SBCS)
'ObJective 7: Provide Youth Action Program services to 150 Middle school youth, 52% of whom are lrom low income
lamilies. (YMCA)
'ObJective 8: Provide summer day camp services to 150 youth, 66% 01 whom will be low income. (YMCA)
'ObJective 9: Provide child care services to 180 children, 61% 01 whom are low income. (YMCA)
'Objective 10: Provide creative/developmental skill-building and fitness program services to 200 youth. (Otay
Recreational Center)
'ObJective 11: Provide a variety programs and activities (sports, Christmas Toy & Food Drive, Scholastic Achiever
Award, and School Patrol Camp) for 1500 youth, at least 75% of them CV residents and more than 80% low/moderate
income families. (PAL)
'Objective 12: Provide child care lor 60 children during the grant year. (CV Collab/BEACON Center)
'ObJective 13: Provide 170 youth with the Funshine Day Camp Program, 120 (71%) of whom will be from low income
families, receiving partial, half, or lull scholarships to ensure they can participate. (CV Boys & Girls Club)
KEY ACTIVITIES DATE
1. Risk-reduction education (re e.g., substance abuse, HIV/AIDS), personal skill Ongoing
development, counseling, and intervention services; mentoring;
2. Educational enhancement including tutoring/literacy, fine arts, and cultural enrichment; Ongoing
3. Recreation opportunities;
4. Independent Living Skills classes/activities; entrepreneurial activities
Ongoing
Ongoing
5. Services to youth and lamilies in crisis including family counseling, school-based Ongoing
services, shelter for runaways, 24-hour crisis Hotline, and street outreach;
6. Child care/day camp services; and
Ongoing
7. Leadership development activities for youth.
On oin
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 9
·Oblective 1: Provide individual. group and/or familv counsellna to 30 vouth in high risk situations. ISBCS)
Process Evaluation: 30 youth in high risk situations will receive individual, group and/or family counseling as
documented in case files.
·Outcome Evaluation: 30 high risk youth receiving individual, group and/or family counseling will evidence reduced risk
01 running away, as documented by case notes in confidential files.
·Oblective 2: Provide shelter services to 40 runawav & homeless vouth. ISBCS)
Process Evaluation: 40 youth will receive shelter services as documented in case files.
·Outcome Evaluation: At least 65% 01 youth served will not run away from home again.
·Obiective 3: Provide support services for 40 families of runawav & homeless vouth..ISBCS)
Process Evaluation: 40 youth will receive support services after a runway or threatened runaway situation.
Outcome Evaluation: At least 60% of sheKered youth will be reunified with parents or guardians and 60% of youth at risk
will not threaten again to run away as documented at termination 01 services.
·Oblective 4: Provide crisis intervention for 400 runawav & homeless vouth. ISBCSI
Process Evaluation: 400 runaway & homeless youth will receive crisis intervention services as documented jn case files
or phone logs.
Outcome Evaluation: 400 runaway & homeless youth will be more aware of their community resources, shelter options,
and other needs and will take advantage of relerrals in at least 50% 01 the cases, as documented in case files, phone
logs, and other methods of documenting client contacts.
'Obiective 5: Provide Independent LlvlnQ Skills·building activities or classes for 30 vouth. ISBCS)
Process Evaluation: 30 youth will receive ILS- building activities to increase self-sufficiency skills.
Outcome Evaluation: At least 75% 01 participants will increase their self-sufficiency skills as measured by different
modules in the ILS curriculums and activities.
·Obiective 6: Provide KIDZBIZ vouth entrepreneurial workshops for 15 vouth. ISBCS)
Process Evaluation: 15 youth will participate in KIDZBIZ youth entrepreneurial workshops.
Outcome Evaluation: At least 50% will finish the course and exhibit increased knowledge 01 starting a business.
·Obiectlve 7: Provide Youth Action Program services to 150 Middle school vouth. 52% of whom are from low
income families. /YMCA)
Process Evaluation: 150 Middle School youth will receive YAP services. at least 52% 01 them lrom low income families,
as documented by sign-in sheets, program files and/or other normal methods of client documentation.
Outcome Evaluation: At least 75% of youth participants will reduce their at-risk behaviors as the resuK of participating in
activities during critical after school hours and therelore not being involved in risky behaviors, as documented by program
files.
·Obiective 8: Provide summer dav camp services to 150 vouth, 66% of whom will be low Income. (YMCA)
Process Evaluation: 150 youth will receive summer day camp services as documented by sign-in sheets, payment
records or other normal program documentation.
Outcome Evaluation: At least 125 youth will increase their leadership skills and increase their knowledge 01 and
participation in healthy activities, as documented in case files and other normal case documentation.
·Oblectlve 9: Provide licensed chíldcare services to 180 children. 61% of whom are low Income. /YMCA)
Process Evaluation: 180 children will receive childcare services, as documented in sign-in sheets or other normal
attendance documentation.
Outcome Evaluation: 180 children will be spending after-school or all day care time in a safe situation instead of being
unsupervised as a result 01 the Licensed child care provided, as documented in sign-in/sign-out sheets, or attendance
records or other documentation used.
·Obiective 10: Provide creative/developmental skill-bulldina services to 80 vouth.IOtav Recreational Center)
Process Evaluation: 80 youth will be provided creative/skill-building activities, as documented in sign-in sheets or other
records kept 01 participants.
Outcome Evaluation: Youth will demonstrate increased confidence, increased artistic skills, an increased appreciation 01
alternative sports and recreational activities, as documented in agency case files and other records kept of participants'
activities.
·Obiectlve 11: Provide a variety programs and activities Isports, Christmas Tov & Food Drive. Scholastic
Achiever Award, and School Patrol Camp) for 1500 vouth, at least 75% ofthem CV residents and more than 80%
low/moderate income familles.IPAL)
Process Evaluation: 1500 youth will receive a variety of positive services, sports and activities as dscumented by
Community Development Block Grant Program
FY 2003·04 Funding Application
Page 10
anecdotal narratives of events and other documentation maintained.
Outcome Evaluation: 1500 youth will benefit in a variety of ways by receiving these services: children from more than
300 families will receive the benefit ofthe Toy & Food drive; CV Little Leaguers will receive uniforms; a sixth grader will
receive a scholastic achievement award; School Patrol youth will go to camp, & others: documented in a variety 01 ways:
sign-in sheets, attendance records, observations of adult supervisors, etc.
'Obiective 12: Provide childcare for 40 children Dlr semester. 20 durina summer session. 95% of whom are from
very low or low Income families. IBEACON Center)
Process Evaluation: Children from 37lamilies per semester will receive child care as documented by sign-in sheets or
other records kept.
Outcome Evaluation: Children lrom 37 families per semester will be spending time in a safe situation instead of being
unsupervised as a result of the drop-in cooperative child care provided, as documented in sign-in/sign-out sheets, or
attendance records or other documentation used.
'Oblective 13: Provide 140 vouth 6·12vears old with the 1·week Funshlne DavCamD Proaram.100% of whom will
be from low/moderate income families. ICV Bovs & Girls Club) 190 will receive scholarshlDsl
Process Evaluation: 140 youth 6-12 will participate in 1 week Funshine Day Camp program, as documented by camp
attendance records. 90 will receive scholarships.
Outcome Evaluation: At least 75% of youth will increase their knowiedge of altemate recreation, crafts, educational and
cultural activities, sports and field trips, and thus decrease at risk behaviors, as documented by case records.
Community Development Block Grant Program
FY 2003·04 Funding Application
Page 11
Budge!
Funding Source(s)
Please list each budget line item and the source ofthe funding. Inciude all program expenses, personnel costs and any
program income. Attach additional sheets, if necessary.
~----- ---- -~-~-- ---
BUDGET ITEM CHULA VISTA OTHER OTHER TOTAL
CDBG List Other List Other
Program Expenses
1. Program expense and Office 1,900 14,621 16.521
2. Subcontracts 116,160 116,160
3. Audit and consultants 1,000 1,100 2,100
4. Insurance, ReDair & Maintenance 1,918 16,860 18,778
5. Postaae & Printino 625 1,870 2,495
6. TeleDhone & Utilities 9,166 9,166
7. Misc. & Indirect 44,560 44,560
Personnel:
8. Salaries 25,850 151,310 177,160
9. Benefits 2.478 15,657 18,135
10.
11.
12.
Program Income:
13.
14.
15.
Total Costs 149,931 255,144 405,075
. .
TAB 20
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2003-D4
Name of Organization:
Program/ProJect Name:
Address:
Sharp HealthCare Foundation
The Spirit of Caring Mobile Health Care Clinic
8695 Spectrum Center Court, San Diego
Amount of 2003-D4 Funding Requested:
Funding Received in 2002-D3:
CDBG Citation
$25,000
$20,000
570.201
Sharp HealthCare Foundation is a non-profit comprehensive health care network with facilities in Chula Vista
and throughout San Diego county. The Sharp Chula Vista Medical Center is the facility that manages the Spirit
of Caring Mobile Health Care Clinic. Sharp HealthCare Foundation promotes philanthropic contributions that
advance the mission of Sharp HealthCare in meeting the heanh needs of the community. In 1998 and 1999,
the Foundation raised funds to purchase the mobile clinic vehicle.
The target population served by the Spirit of Caring Mobile Health Care Clinic are the medically under served
and uninsured students in the Chula Vista Elementary School District. Early in 1998, the Chula Vista Human
Services Council concluded that a mobile clinic would best serve the thousands of low-income household
children in the District whose parents cannot afford heanh insurance for their families and who do not have
funds to pay for medical treatment.
The Spirit of Caring Mobile Health Care Clinic rotates among seven schools with the highest rate of students
absent over 20 days per year. The goals of the program are to improve the health ot students, diminish
student absenteeism due to illness, establish permanent' medical homes' for under served children, and
reduce non-emergency pediatric use of hospital emergency rooms and better utilize heanh care resources
available to the community.
No other similar program exists for these schools. The project partners have committed to operating the
Mobile Clinic for five years. Based on a $300,000 annual operating budget, Scripps has agreed to provide up
to 50% of this amount for each of the first five years of operations. The Foundation is working to raise the
balance of the budget. The School District is pursuing Medi-Cal reimbursement for case management of
students visiting the Mobile Clinic.
CßY Of
CHUlA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATION FOR 2003-04
COVER SHEET
ProgramlProject Name: The Spirit of Caring Mobile Health Clinic
Agency Name: Sharp HealthCare Foundation
Agency Address: 8695 Spectrum Center Blvd., San Diego, CA 92123
Telephone Number: 858-499-4800
Fax Number: 858-499-4546
CEO/Executive Director: William Littlejohn, Chief Executive Officer
Program Contact Person & Title: Sylvia Salas, MPH, Senior Grants Officer
Telephone (if different than above):
858-499-4815
E-Mail address:
sylvia.salas@sharp.com
Please Include All of the Following:
xx Cover Sheet
XX Application
XX Work Plan
XX Budget
XX Complete list of all current revenue sources
D Articles of Incorporation
XX Authorization to request funds and to sign binding contracts (include a
copy of the minutes which the governing body's resolution, motion or
other official action Is recorded)
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@cLchula-vista.ca.us
Instructions: Please complete the application in the space provided. DO NOT attach addnional sheets other
than the required documentation (an exception is made lor the budget portion of the application).
Applications must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR rr WILL BE RETURNED. If you would like an electronic version contact the Housing
Division offices.
If your responses to the questions are not Included on this application, It will be returned - NO
Exceptions.
1.
Amount of 2003-04 CDBG funding requested?
$25,000
2.
Amount of 2002-03 funding received for this same program?
Number of years your organization has received CDBG funding
from Chula Vista?
$20,000
3.
4
4.
Will your program be physically located in Chula Vista?
XXYesDNo
If not, where is it located?
5. Please complete the following:
A. Total Clients servedlestlmated to be served In:
2002-03
2241
Percent of Total Clients
NIA
2003-04
2353
Percent of Total Clients
NIA
B, Chula Vista residents servedlestlmated to be served in:
2002-03
2241
Percent of Total Clients
100%
2003-04
2353
Percent of Total Clients
100%
C. Low income clients servedlestimated to be served in:
2002-03
1569
1647
Percent of Total Clients
70%
2003-04
Percent of Total Clients
70%
Low Income Thresholds
2002 Figures
Household SIz,
-
$31,850
$36,400
--
$40,950
$49,150
Income
6. Of the three (3) national objectives for the CDBG program, please check the
national objective your organization meets.
xx Benefit at least 51% low and moderate Income households
o Elimination of slums and/or blighted conditions
o National disaster
7. Describe the services you provide to your clients:
Sharp HealthCare Foundation is the non-profit philanthropic development and grants
management arm of Sharp HealthCare, a non-profit health provider network 01 hospitals,
outpatient treatment centers and other health facilities and services in San Diego County. The
Foundation raises funds and provides fiscal management for public health and prevention
programs such as the Spirit of Caring Mobile Health Care Clinic that benefit residents and
communities in the region.
Sharp Chula Vista Medical Center and Scripps Memorial Hospital - Chula Vista are the two
hospitals in the city that provide general and emergency health care to South Bay residents. The
Sharp facility manages the mobile clinic on behalf of the project's two other collaborative partners,
Scripps and the Chula Vista Elementary School District. The mobile clinic offers free medical
examinations, prescription drugs and referrals to disadvantaged and medically underserved
students in the school district.
In 2002, a new component was added to the services that the Mobile Clinic offers to students in
the Chula Vista Elementary School District, an Asthma/Lung education and treatment program.
With a grant lunded by the Robert Wood Johnson Foundation (RWJF), January- December 2002,
the Mobile Clinic developed the asthma program to increase access to care and knowledge about
asthma treatment options and health effects. Because the number one reason for school
absences, hospitalizations and emergency room visits in children is Asthma, a significant goal for
the program was to identify these cases and decrease the large number of school days missed
by Chula Vista elementary school students. Nearly 100 children have been screened for asthma
by providing the appropriate lung testing. These students were also given lung and anti-tobacco
education in the clinic and classroom setting.
This one year RWJF grant allowed the Mobile Clinic: 1) to begin to coordinate efforts of the
mobile clinic team with school nurses and teachers to identify children with both diagnosed and
undiagnosed asthma and monitor these children throughout the year; 2) to provide bilingual
educational services for the children and their parents regarding early recognition of symptoms,
physiologic components of an acute exacerbation, trigger recognition and the use of peak flow
measurements and medications; and 3) to deliver Iree asthma care to the at-risk children by
returning to the schools sites in the mobile clinic on a regular basis.
8. Please describe your organization's target population and why your program
should receive CDBG funding:
The Mobile Clinic targets elementary school children in the Chula Vista area that often miss
school due to untreated illnesses resulting from financial constraints at home, lack of health
insurance coverage, and/or deficiencies in the English language that create barriers to care.
Most often, these children receive essential and critical treatment only when their symptoms have
escalated.
The Chula Vista Elementary School Di¡¡trict is the largest non-unified elementary school district in
California. More than 23,000 children attend classes in the district's 39 schools. In 1998, when
the idea of a mobile clinic rotating between schools was first conceived, student absenteeism due
to illness was a major concem expressed by members of the Chula Vista Human Services
Council. Thousands of children in the South Bay were excessively absent from school, resulting
in diminished academic learning and achievement. Also of concern were the thousands of
children going to hospital emergency rooms rather than being seen and treated by primary care
physicians for treatable and preventable conditions/diseases. These non-emergency visits utilize
critical care resources that could otherwise be made available for true emergency cases or
conditions.
Due to the health need 01 these children, Sharp HealthCare Foundation, on behalf of the Mobile
Clinic, requests CDBG funding in order to continue to serve and assist the thousands of low
income and medically underserved families in Chula Vista who benefit from the free services
provided by the clinic. In addition to the children in the elementary schools, their siblings (up to
age 18) and parents also benefit from the program's efforts by gaining knowledge of health
resources, education and treatment. The free service, outreach and education provided by the
Mobile Clinic are supported by a collaborative partnership that includes Scripps Health, the Chula
Vista Elementary School District, and Sharp HealthCare.
9. Describe the specific program for which CDBG funds are being requested:
The specific program for which CDBG funds are requested is the Spirit of Caring Mobile Health
Care Clinic. The clinic rotates between schools with the highest number of children absent from
school more than 20 days each school year. In addition to providing care for students attending
the seven schools regularly visited by the clinic, children from other schools near the seven target
schools are relerred to the clinic. Nurses at the schools, working in conjunction with teachers,
attendance clerks, hospital and mobile clinic staff and volunteers work together to refer children to
the clinic and provide follow-up exams to ensure the children are healthy and in school, ready to
learn.
The School District coordinates maintenance of the Mobile Clinic vehicle with its fleet of school
buses, and also pays lor utilities used by the program at the schools. Because of the clinic's goal
that all children have a permanent medical home, staff in the mobile clinic reler children and their
families to the District's Family Resource Centers for assistance in applying for government
insurance programs and social services.
Scripps provides assistance in program evaluation and promotion, and helps to provide funding
for the outreach. Sharp Chula Vista Medical Center manages the staff and maintains
accreditation with the State of California Department of Health Services.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits,
etc.). What other sources of funds does your organization use to leverage Chula
Vista's CDBG dollars?
All CDBG funds will serve children in the Chula Vista Elementary School District. One hundred
percent (100%) of CDBG funds will pay for direct daily operational costs incurred by the program.
The monies will pay for salaries and supplies that support the free services offered by the Mobile
Clinic. No overhead or administrative costs will be paid for by CDBG funds.
Other funds that will leverage Chula Vista CDBG monies include gifts from individuals, corporations
and loundations, as well as lunding and in-kind contributions from the three program partners.
Examples of groups that have contributed gifts to the program include The Robert Wood Johnson
Foundation, Las Primeras, Ronald MacDonald House Charities 01 San Diego, Henry's Marketplace,
The Chula Vista Rotary Foundation, The Aetna Foundation, Inc. and the Billy Casper Youth
Foundation.
11. Has your organization met or exceeded the stated program objectives of the preceding
year? If, no, will the program be redesigned to make the objectives obtainable for the
new funding year? What methods will be used to track for income levels, demographic
Information and the evaluation of the program to measure success?
One of the primary goals of the Mobile Clinic is to increase the number of children assisted by the
program each year in order to decrease absenteeism. The clinic provided 993 patient visits in
partial year 99 - 00, more than 1,650 patient visits during 2000 - 01, and 2,284 patient visits in
2001-02. Since the Mobile Clinic was initially established, the clinic staff have discovered that not
only are they in a position to go beyond the original target population-students of Chula Vista
Elementary Schools, they have also assisted their siblings (up to age 18) and parents, and are able
to treat more acute complex conditions, provide more intensive services (I.e., asthma treatment)
and prevent escalation 01 the diseases/conditions that would otherwise require hospitalization
leading to absenteeism. This duplication of visits will be reflected in the number of new patient
visits. Duplication of individual visits will occur for those patients identified as needing recurrent
treatment for diagnosed diseases/conditions, such as acute asthma, which requires longer and
more frequent visits to manage symptoms.
The project partners meet monthly to review the progress of the program and to revise and update
the work plan. The plan includes a revised schedule for rotating the clinic between schools, moving
the vehicle to more visible locations on school grounds, increased interaction between clinic staff
and school staff, and a targeted publicity plan for each school. The clinic staff has also collaborated
with other organizations (I.e. American Lung Association) that serve the Chula Vista area, become
members of local coalitions (San Diego Asthma Coalition) and increased local partnerships (Wal-
Mart community events) when possible to provide broader outreach and education to the Chula
Vista elementary school students and their families.
The staff of the Mobile Clinic and School District work together to collect data on patient
demographics, disease types, patient volume, number and types of referrals, absenteeism rates,
insurance status, and knowledge 01 locally available health care resources. Staff and volunteers
store the information using hospital-patient computer software and hard copy paper trail systems.
Income levels for children's families are estimated using data Irom the Chula Vista School District's
free and reduced price lunch meals program. Evaluation of program implementation is achieved by
staff of the Sharp Chula Vista Medical Center's Quality Council, the Executive Committee of the
program partners, and an evaluation subcommittee.
12. If your application Is a collaborative proposal, please Identify the participating agencies
and the amount of funding requested by each agency. Also, describe the process of
allocating CDBG funds between each participating agency.
The Spirit of Caring Mobile Health Care Clinic is a unique program established and operated by a
collaboration of two non-profit hospital systems and a school district. Partners in the collaborative
are Scripps, Sharp HealthCare, and the Chula Vista Elementary School District.
On behalf of the collaborative, Sharp HealthCare Foundation requests a City of Chula Vista
Community Development Block Grant of $25,000. This grant will offset the operating costs of the
mobile clinic. Because the program does not charge for its services nor receives government
reimbursements, contributions from the City of Chula Vista and other individuals and organizations
are essential. The funds will not be allocated between or amongst the program partners. Instead
the grant funds will be directly applied to clinic costs incurred by Sharp and Scripps to offer the free
services to patients.
13. What types of fund raising activities, If any, does your organization undertake to
supplement your budget and how much was raised during the previous fiscal year?
Sharp HealthCare Foundation solicits donations from individuals, corporations, government
agencies, private foundations and community organizations. Because Sharp and Scripps are non-
profit organizations and govemment reimbursements lor other, non-mobile clinic operations do not
fully cover costs for patient treatment, outreach programs such as the mobile clinic must be paid for
by donations, grants and cooperative agreements.
To raise funds to purchase the mobile clinic vehicle and for the first years 01 operations costs, Sharp
Foundation submitted grant requests to dozens of foundations and local agencies and businesses.
The partners also requested gifts from their employees and concerned individuals in the South Bay.
Sharp Foundation also worked with Coors Amphitheater on a concert event to raise funds to benefit
the mobile clinic. These fund raising activities supplemented operation costs in 99 - 00 and 00 - 01
of $240,000 and $248,000 respectively.
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this impact your organization and Its ability to offer services.
The project partners continue to diligently collect data on the effectiveness of the Mobile Clinic in
improving the health of students. This data is used in grant requests and other funding solicitations
to demonstrate that the program is an effective expenditure of resources that should be supported
continuously by stakeholders in Chula Vista and the South Bay and the community at large.
In addition to seeking CDBG funds, the partners will continue to seek funds from organizational
donors and the collaboration's own employees. If the CDBG grant award is less than the amount
requested, the partners will continue to seek other funds and apply for other grants.
However, the project outreach will be directly impacted to the extent that further fundraising efforts
would require staff time, which would draws the mobile clinic staff away from providing care
services and other outreach efforts to expand the number 01 children served.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
Sharp HealthCare owns and operates the Mobile Clinic and manages the vehicle's bilingual
professional staff. Marianne Mc Kennett, M.D., a family practice physician, is the program's Medical
Director. Dr. Mc Kennett oversees the clinic's Nurse Practitioner and other staff, approves medical
protocols, and manages the medical aspects of examinations, the prescription drug program, and
referrals.
Sharon Rudnick is the Program Manager. Ms. Rudnick is a registered nurse with more than 20
years of experience, including emergency care and implementation of community health projects.
Sue Ressmeyer of Sharp HealthCare Foundation is CFO for the program. Ms. Ressmeyer has 15
years experience in managing financial databases, donor gifts, government grants and program
budgets in a health care foundation environment.
Evelyn McNitt Silk is the Nurse Practitioner providing most of the services at the clinic. Ms. Silk has
a Family Nurse Practitioner certification from UCLA and has lived in Latin America. She speaks
Spanish and Portuguese, which enhances her care to the patient population of the Mobile Clinic.
Ms. Silk speaks as an asthma allergy expert at local events and has more than 25 years experience
as a nurse practitioner.
Marguerite Nycum is a Pediatric Nurse Practitioner with over 20 years and works per diem at the
clinic.
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might Include: Promoting the project
and its activities to the target population; Coordinating project participants and networking with
other organizations or Individuals.
B. Describe the Process evaluation. Describe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participation via sign-
in sheets, meeting minutes describing actions taken, files of news releases, letters
demonstrating additional support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to determine il it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
The major goals of The Spirit of Caring Mobile Health Clinic are two-fold: to improve the health of
Chula Vista elementary school students, and to better utilize health care resources available to the
community.
Objective:
Objectives for the program include lowered absenteeism at target schools and throughout the
District; establishment 01 permanent "medical homes' for children outside of the mobile clinic; a
greater awareness of locally available insurance and health care resources; and reduced non-
emergency pediatric use 01 hospital emergency rooms.
Meet with representatives from Sharp HealthCare, Scripps
Health and the School District to monitor/manage program
ro ress and concerns to im rove services and outcomes.
2. Provide health services and education for parents and Ongoing
children bilin ual services/materials where a licable
3. Participate in local and community collaborations/coalitions to Ongoing
highlight the medical needs of the Chula Vista Elementary
School students
4. Provide lung function screenings to diagnosed and Ongoing
undia nosed asthma atients
5. Collaborate with the local American Lung Association Chapter Ongoing
to review respiratory concerns in the South Bay and ways to
identi areas and atients at risk
6. Provide Asthma Action plans and Lung Function Testing Ongoing
trainin to local h sicians and school nurses
7. Collaborate with the Chula Vista Elementary School's Asthma Ongoing
and 0 en airwa s ro ram to tar et hi h risk asthmatics
8. To increase outreach, education and visibility, display the Ongoing
Mobile Clinic at communi health fairs and other events
9. Provide tours of the Mobile Clinic to otential donors On oin
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50 youth
attending each session) using the University of Calilornia's Project for Health curriculum.
Outcome Evaluation: 25 to 38 01 the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle lor their family.
Process Evaluation:
Mobile Clinic staff will utilize computerized patient records and paper trail systems to track the
number of students seen at the clinic, the number and types of referrals, disease types, medications
dispensed and numerous other medical, demographic and operational data. Sharp staff collects
letters from parents, copies of newspaper articles about the program, and information lrom school
nurses and administrators about how the program has impacted student health and absenteeism at
schools.
Regular clinic staff meetings are held, as well as monthly meetings between Sharp, Scripps, and
School District officials. At monthly meetings, program marketing efforts, issues raised by school
nurses, fundraising goals and data collection processes are discussed. Minutes 01 the meetings are
documented. The staff meets with school nurses regularly to enhance care and to improve the
referrals and documentation process. In addition, Sharp HealthCare Foundation staff meets regularly
with the Mobile Clinic and Sharp Chula Vista Medical Center program managers to discuss reporting
requirements, fund raising efforts and the status of lunding for operations costs.
Outcome Evaluation:
Target school and District absenteeism rates are measured and reported to the School District
Program Coordinator. New enrollments in the California Healthy Families Insurance program are
tracked by School District and Mobile Clinic staff.
Parents whose children have used the Mobile Clinic are surveyed to assess knowledge of health
resources, including pre- and post-clinic parental knowledge of available insurance, cost-
reimbursement, social service, and other assistance programs. Program and Sharp HealthCare staff
interviews patients and school nurses on a continuous basis to monitor the outcomes and quality of
care provided by the Mobile Clinic. Feedback cards are distributed to Chula Vista pediatric asthmatic
patients who are seen in the emergency room. Sharp HealthCare and Scripps Health staff collect
data to measure reductions in hospital emergency room use by children with non-emergency
conditions. Because quality care that is easily accessible to patients in Chula Vista is a primary goal
of the clinic, hospital administrators (Sharp HealthCare/Scripps Health), the Sharp Chuta Vista
Medical Center Quality Council, and the Mobile Clinic Medical Director evaluate the medical
outcomes of the program on an ongoing basis.
Program Objectives for 03 - 04 are a 2% reduction in non-emergency pediatric emergency room
visits, and a 2% reduction in student absenteeism at target schools.
Spirit of Caring Mobile Health Clinic
BUDGET, FY 03-04
Funding Source(s)
17 ,500 40,830 58,330
5,000 10,812 15,812
108,588 108,588
12,686 12,686
20,380 20,380
272,330 272,330
16,508 16,508
2,000 8,712 10,712
Purchased Services
Medical Services 500 500 1,000
Other Services 5,298 5,298
Re airs and Utilities
Re airs/Maintenance/Utilities 1,133 50,557 51,690
T ele hone 1,602 1,602
Other Ex nses:
School District Overhead 16,144 16,144
Printin Du licatin 1,937 1,937
Licenses and taxes 2,902 2,902
Dues/Subscri tions 248 248
Outside trainin 480 480
Travel 1,604 1,604
Advertisin Media 7,500 7,500
Other unassi ned costs 374 374
TOTAL $25,000 $242,094 $339,031 $606,125
A IT ACHMENT
List of Revenue Sources
I. Chula Vista Elementary School District
In kind contribution of staff resources, utilities and vehicle maintenance $339,031.00
II. Scripps
Operating costs
$25,000.00
III. Sharp HealthCare Foundation
Charitable gifts received
Sharp contribution to offset operating costs
$217,094.00
TAB 21
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2D03-04
Name of Organization:
Program/Project Name:
Address:
Lutheran Social Services (Fiscal Agent)
South Bay Senior Collaborative
2254 San Diego Avenue, San Diego
Amount of 2003-D4 Funding Requested:
Funding Received In 2002-03:
CDBG Citation
$83,100
$52,766
570.201
The South Bay Senior Collaborative is a cooperative partnership committed to the needs 01 seniors in Chula Vista. The
original members are all non-profit agencies and include - Lutheran Social Services Shared Housing; SI. Chartes
Nutrition; South Bay Aduft Day Care Center; and Meals-on-Wheels.
New members to the collaborative include - Progressive Social Services T echnology, Inc. dba Elder Law & A-åiocJJc¡; the
City of Chula Vista Recreation Department Senior Services; and the Salvation Arrrrf. Through their efforts, sase is able
to provide horne-delivered meals, shared housing, senior day care and transportation lor many needs seniors in Chula
Vista. Additional services provided include Project Care and Leisure Connection, legal services and transportation to and
lrom the nutrition program for seniors in Chula Vista.
CDBG funds will be used for the lollowing programs:
Lutheran Social Services: Chula Vista Shared Housing Program
51. Charles Nutrition: Lunå1es in the dining room located at t 67t Albany Avenue, Chula Vista
Adult Protective ServIces: Transportation lor senior and disabled Chula Vista residen1s to the Soulh Bay Aduft Day Health Center
Meals-on-Wheels: Home delivered meals lor Chula Vista residen1s
Elder Lav "Advocacv: Free legal services to seniors m years and older
CItv of Chula Villa Recreation Deœrlment: Project Care, a safety net program including the "Are You OK?" program providing a
daily phone call to individuals who wish to be called daily and the Vial 01 Life program that assis1s seniors in lœeplng theirmedicalions
in order and helpS emergency professionals give appropriate medical attention to seniors. Leisure Connection provides homebound
individuals an opportunity to be a part 01 the community by participating in teleconfel8l1Cing, educational, and social and social service
programs.
The Salvation Annv: Providing transportation to and from the Senior Nutrition program.
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATION FOR 2003-04
COVER SHEET
ProgramlProject Name: South Bay Senior Collaborative
Agency Name: Lutheran Social Services of Southém Celifomia
Agency Address: 3101 4th Ave, San Diego, CA 92103
Telephone Number: (619) 291-8722
Fax Number: (619) 291-8724
CEO/Executlve Director: John Clawson. CEOlPresldent
Program Contact Person & Title: Andrea Muir, Area Director San Diego County
Telephone (If different than above): nla
E-Mail address:
andreamuir@attglobal.net
Please Include All of the Following:
181 Cover Sheet
181 Application
i:8J Work Plan
181 Budget
181 Complete list of AI! current revenue sources
181 Articles of Incorporation
181 Authorization to request funds and to sign binding contracts (Include a
copy of the minutes which the governing body's resolution, motion or
other official action Is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@ci.chula-vista.ca.us
Instructtons: Please complete the application in the space provided. DO NOT attach additional sheets other
than the required documentation (an exception is made for the budget portion of the application).
Applications must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR IT WILL BE RETURNED. If you would like an electronic veralon contact the Housing
Division offices.
If your responses to the questions are not Included on this application, It will be returned - NO
exceptions.
1.
Amount of 2003-04 CDBG funding requested?
$83,100
2.
Amount of 2002-03 funding received for this same program?
$ 52,000
3.
Number of years your organization has received CDBG funding
from Chula Vista?
2 as SBSC
4.
Will your program be physically located In Chula Vista?
181 Yes 0 No
If not, where Is It located?
5. Please complete the following:
A. Total Clients served/estimated to be served In:
2002-03
2003-04
3986
Percent of Total Clients 100%
4100
Percent of Total Clients 100%
B. Chula Vista residents sarved/estlmated to be served in:
2002-03
2740
Percent of Total Clients 41%
2003-04
3305
Percent of Total Clients 51%
C. Low Income clients served/estimated to be served In:
2002-03
3676
4121
Percent of Total Clients 95%
2003-04
Percent of Total Clients 95%
Low Income Thresholds
2002 Figures
Income
Household Size
6. Of the three (3) national objectives for the CDBG program, please check the
national objective your organization meets.
181 Benefit at least 51 % low and moderate Income households
o Elimination of slums and/or blighted conditions
o National disaster
7. Describe the services you provide to your clients:
The South Bay Senior Collaborative (SBSC) is a cooperative partnership between
Lutheran Social Services, St. Charles Nutrition Center, The South Bay Adult Day Care
Center, Meals-on-Wheels Greater San Diego, Elder Law & Advocacy, the City of Chula
Vista Recreation Department Senior Services, and the Salvation Army. All six partners
are committed to serving the Seniors of Chula Vista.
Through our efforts, the South Bay Senior Collaborative is able to provide a multitude of
services for The City of Chula Vista. Working together, our collaborative is able to
provide: a door to door outreach program for at risk seniors, home-delivered and
congregate meals, access to shared housing, senior adult day care, free legal services,
Project Care, a safety net service designed to keep seniors independent longer.
8. Please describe your organization's target population and why your program should
receive CDBG funding:
The target populations for our programs are residents of the City of Chula Vista who are low-
income, 60 years of age and older, or disabled adults. This population is frail and often
homebound. A simple needs assessment determines income level, health conditions, ability to
shop, and if transportation is available.
The South Bay Senior Collaborative (SBSC) is comprised of a group of Senior Service agencies.
The members of the Collaborative provide essential services including, home delivered and
congregate meals, shared housing and transportation to South Bay Adult Day Health Center,
Project Care and door to door outreach services. The members of the SBSC have also formed a
coalition to refer clients to services available to them and their families. By working together we
ensure a smooth continuum of services and increased access to resourcès making it possible for
more seniors to remain independent in their own homes.
According to the 2000 U.S. Census, the senior population in the City of Chula Vista increased by
25% in the last ten years. Seniors make up 15% of the total population of residents in Chula Vista.
The average age of Chula Vista seniors is somewhere between 70 and 74 years of age. As the
population in Chula Vista becomes older, access to our programs becomes vital. CDBG funds are
a vital component in our overall service provision to the seniors across the City of Chula Vista.
9. Describe the specific program for which CDBG funds are being requested:
The mission of the South Bay Senior Collaborative is to provide elderly and disabled Chula
Vista residents with the support and services they need to remain independent in their own
homes and not be forced to seek institutionalization.
The strength of our program comes from the cooperative spirit of all the members.
Programs are located in Chula Vista and the transportation component is provided through
the South Bay Adult Day Health Center. The ProJect Care Program provides daily phone
calls throughout the Are You OK program and medications management with the Vial of
Life Program. Door to Door OutreachJo at risk seniors, while supervised by the Norman
Park Senior Center, will provide valuable information on the services available through our
collaborative. The Shared Housing Component works to keep low-income seniors in their
own homes, by placing other low-income individuals in the home.
Community involvement includes many Chula Vista residents who volunteer and deliver
meals through the Meals-on-Wheels program, home visits through Lutheran Social
Services, and the outreach teams at the Norman Park Senior Center not to mention
prepare and serve meals at the various nutrition sites.
10. Specifically describe what the CDBG funds will be usec:t for (salaries, wages, benefits,
etc.). What other sources of funds does your organization use to leverage Chula
Vista's CDBG doilars?
100% will be devoted to the provision of services to Chula Vista residents.
CDBG funds will support the following components for Chula Vista residents:
Free leaal services: Provided by.Elder Law & Advocacy to seniors 60 years and older.
KeeDlna Seniors Connected: Project Care (a safety net program including "Are you OK?"
program providing a daily phone call to individuals who wish to be checked on and the Vial
of Life program assisting seniors in keeping their medications in order and helping loved
ones regarding medical issues.) Door to Door Outreach Teams to connect homebound
seniors and disabled persons to the program and services offered by the South Bay Senior
Collaborative. Both are programs of the City Of Chula Vista Recreation Department Senior
Services.
Senior Nutrition Proarams: Over 30,000 meals to be provided both in dining room
facilities and home delivery through the St. Chartes Nutrition Center and the Salvation Army
and Meals on Wheels-Greater San Diego.
Shared Houslna: Program's cost for the City of Chula Vista offered through Lutheran
Social Services of Southern California.
TransDOrtatlon: For Senior and disabled Chula Vista residents to the South Bay Adult
Day Health Center through Adult Protective Services, IncJSouth Bay Adult Day Health
Center.
Other sources of funding include: client fees, County of San Diego, donations by individuals
groups and corporations, private grants, Medi-Cal and Veterans Administration. All of the
partner agencies utilize volunteers in the provision services.
11. Has your organization met or exceeded the stated program objectives of the precectlng
year? U, no, will the program be redesigned to make the objectives obtainable for the
new funding year? What methocts will be used to track for Income levels, demographic
information and the evaluation of the program to measure success?
Yes, all the members have met or exceeded stated program objectives last year.
Counselors assess clients when service is started and every six months thereafter to
determine their needs. The methods used to track or account for income levels, other
demographic information and other data elements for evaluation purposes begin with the
initial intake/assessment form which collects the following: age, gender, ethnicity, number
of persons in household, female head of household, income level, disability, home
ownership status, zip· code, address and referral source. The information collected is
maintained in a database for use in analysis, evaluation, and for the preparation of reports.
Evaluation is an ongoing process and includes regular client surveys for satisfaction. Each
member of the SBSC has evaluation and reporting systems in place, which ensure that
processes are working
12. If your application Is a collaborative proposal, please Identify the participating agencies
and the amount of funding requested by each agency. Also, describe the process of
allocating CDBG funds between each participating agency.
The South Bay Senior Collaborative (SBSC) is made up of the following members:
Lutheran Social Services: Chula Vista Shared Housing Program's cost. ($6,500)
St. Charles Nutrition Center: Lunches in the dining room located at 1671 Albany Ave.,
Chula Vista. ($7,200)
Adult Protective Services. Inc./South Bav Adult Dav Health Center: . Transportation for
senior and disabled Chula Vista residents to the South Bay Adult Day Health Center.
($19,000)
Meals-on-Wheels Greater San Dieao. Inc: Home-delivered meals for Chula Vista
residents. In 2003 Meals-on-Wheels will be partnering with a new meal provider. This
development will necessitate some changes in our meal preparation process, which will
re uire the urchase of new e ui ment this ear in addition to our 0 erational costs.
($15,000)
Elder Law & Advocacv: One attomey at 11 hours per week. ($12,100)
City of Chula Vista Recreation Deoartment Senior Services: one .48FTE Recreation
Specialist and outreach team plus required 3.75% for PARS.($18, tOO)
The Salvation Armv: Cost for meals provided by the Senior Nutrition program.($5,2oo)
The South Bay Senior Collaborative is currently in its second year of cooperation.
Allocation of funds this year was based on the recommendations of the Ad Hoc Committee.
For fiscal year 2003-2004, the distribution process will be determined by the Collaborative,
but will be based on a oercentaae of the overall CDBG reward.
Each organization in the collaborative conducts various fund-raising activities. In 2002
Lutheran Social Services raised over $80,000 in support of South County programs through
direct mail, community outreach, written grant proposals and special events. Volunteers at
the Norman Park Senior Center contributed over $4,391 of in-kind service to Chula Vista
Seniors. In addition, contributions and fund raising in the amount of $5,770 help to offset
expenses at the Salvation Army Senior Nutrition Program.
The network members are all community-based agencies that depend on funds from a
variety of funding and donor sources.
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this 1m act our or anlzatlon and Its ablll to offer services.
We will continue to seek donations and contributions from individuals, corporate sponsors,
churches and civic groups. Fund raising activities include those listed in Item 13 (above).
We are currently seeking grants from other foundations and governmental sources. A
reduction in the funding level would have a negative impact on services in Chula Vista if
offsetting funding could not be found. Clients would suffer because of inevitable fee
increases, reduction or elimination of services.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application).
Ann Perry is the Shared Housing Coordinator; she has worked for Lutheran Social Services
for the past eight years. She has an A.A. degree and works well with the diversity of clients
the program serves. Part time senior aides (through the Older Americans Act) provide for
screening and evaluation of participants and housing offered to insure a good matching of
need with resources.
Mary Anne Wagoner is the Program Manager of the South Bay Adult Day Health Care
Center in Chula Vista. She has a Master's Degree in Social Work and has spent many
years working in the aging arena.
Sue Hathaway has been the Program Manager at the St. Charles Nutrition Center for 11
years. She has an A.A. degree and is a certified professional food service manager. A
registered dietician certifies all meals to meet the special needs of seniors. Trish Tripes is
the assistant manager and has an A.A. degree and has worked for the program for 1 year.
Marian Mann is the South County Division Manager of the Meals-on-Wheels program in
Chula Vista. She has a Bachelor's degree and has worked for Meals-on-Wheels for three
and a half years and has seven and a half years experience working with the senior
population
Elder Law & Advocacy's staff attorney, currently based at the Norman Park Senior Center,
has been practicing law for 20 years and has the skills and expertise required of an elder
law attorney in a high-volume legal services practice.
Karen Harvell is the Senior Center Director and will supervise the staff providing direct
service to the community. She has 13 years experience working with the public in a
municipal government setting, experience developing and participating in collaboratives,
active membership in the National Council on Aging, experience in volunteer management
and the administration of programs.
Roberta Richards manages the Chula Vista site of the Salvation Army Senior Nutrition
Center. She has a BA and has work experience in nursing homes, food-handling and
cooking. She has been in her current position for six years.
Other Staff that provide services include: dieticians, program manager, social workers,
nurses, activity director, van drivers and volunteers.
WORKPLAN
A. Please specify the key activities which will serve to meet your obJectives and the dates
you plan to accomplish the activities. Key activities might Include: Promoting the project
and its activities to the target population; Coordinating project participants and networking with
other organizations or individuals.
B. Describe the Process evaluation. Describe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participation via sign-
in sheets, meeting minutes describing actions taken, files of news releases, letters
demonstrating additional support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to detennine if it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
To help senior citizens and disabled Chula Vista residents to remain independent in their
own homes.
. Objective:
Objective (1): To provide alternative low-cost housing options for seniors, disabled and
others who are seeking a housing alternative. To assist in meeting the varied needs of
clients; save on housing costs; provide security and lessen the fear of living alone; be a
companion/provide support to clients. 51 matches for Chula Vista residents with 100
assessments. (Lutheran Social Services)
ObJective (2): To provide 14,000 lunch meals at the St. Charles dining room in Chula Vista
for seniors over the age of 60. A take home breakfast for the next day is also available for
those needing this additional service. (St. Charles Nutrition Program)
ObJective (3): To provide access for Chula Vista residents to services through Adult
Protective Services, Inc. at the South Bay Adult Day Health Care Center by providing
transportation to and from the Center. (Adult Protective Services, IncJSouth Bay Adult Day
Health Care Center)
Objective (4): To provide home-delivered regular, diabetic, low-sodium, low-fat and bland
meals to homebound seniors in Chula Vista; have next day service available and serve two
meals every day of the week. (Meals-on-Wheels)
ObJective (5): To provide legal services to an additional 17 clients per month. (Elder Law
. and Advocacy)
ObJective (6): To provide the community with information and or the services of Project
Care and create increased community awareness of the benefits of the South Bay Senior
Collaborative by coordinating a minimum of 12 outreach presentations and biweekly door to
door outreach to at risk seniors. (City of Chula Vista Recreation Department Senior
Services)
ObJective (7): To provide 14,000 meals for seniors and disabled persons (Salvation Army)
2.
Evaluate offered housing and meal programs for
a r riateness.
Evaluate individuals both seeking and offering housing
for compatibility/matching appropriateness. Conduct
assessments of clients requiring meal service to include
health, financial, homemaker and social service needs.
Make presentations to civic, businesses and churches
On-going
3.
On-going
4.
On- oin
On- oin
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50 youth
attending each session) using the University of Califomia's Project for Health curriculum.
Outcome Evaluation: 25 to 38 of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle for their family.
Process Evaluation:
Client intake evaluations collect data that provides information regarding risk factors, for both
health and emotional wellness. The initial intake interview gathers the following data items:
age, gender, ethnicity, number of persons in household, female head of household,
homeownership status, disability, income, address, zip code and referral source. Referrals
are made to other services as needed by the client.
This information is reviewed and evaluated to determine the type and appropriateness of
service required. Before a match between a home-seeker and a homeowner is made a
reference check is done and a through discussion of expectations, agreements and other
issues is undertaken. Various sample rental agreements and interview questions are offered
to participants as well as weekend duration "trial matches' to ensure a good match.
BUDGET
Funding Source(s)
Program Expenses
1. Lutheran Social Services
Shared Housing Program
$6,500
2. St. Charles Nutrition Center
Dining Room Lunches
$7,200
3. Adult Protective Servlcesl
South Bay Adult Day Health
Center,
Transportation for seniors
and disabled residents
4. Meals-on-Wheels Greater
San Diego
Home-delivered meals
$19,000
$15,000
5. Elder Law & Advocacy
One attorney at 10 hours/week
$12,100
6. City of Chula Vista
Recreation
One .48FTE Recreation
S ecialist and outreach team
7. The Salvation Army
Dining Room Lunches
$18,100
$5,200
TOTAL
$83,100.00
TAB 22
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2003-04
Name of Organization:
Program/Project Name:
Address:
Lutheran Social Services
Community & Family Services Emergency Assistance of Chula Vista
3101 Fourth Avenue, San Diego
Amount of 2003-D4 Funding Requested:
Funding Received In 2002-03:
CDBG Citation
$15,100
$9,000
570.201
Lutheran Social Services of Southem Califomia operates quality social service programs for individuals and
families in need. LSS responds to the needs of people regardless of race, religion, gender or creed through
the development and maintenance of a range of services that improve the quality of like for people with limned
options; promote mental, physical and spiritual healing; encourage human growth and development; and
provide a continuum of care for those in need.
Project Hand is a Career Assistance Center that provides clients with job search assistance, emergency food,
clothing, transportation, medication, utility assistance, and referrals to shelters. The mission of the program is
, to guide clients to be able to provide those basic necessities themselves, progressing toward the goal of self-
sufficiency.
Grant funds will be applied toward the coordinator's salary and benefns.
DIY OF
CHUIA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATION FOR 2003-04
COVER SHEET
Program/Project Name: Community and Family Services
Emergency Assistance of Chula Vista
Agency Name: Lutheran Social Services of Southern California
Agency Address: 3101 4th Ave, San Diego CA 92103
Telephone Number: (619) 291-8722
Fax Number: (619) 291-8724
CEO/Executive Director: John Clawson, President / CEO
Program Contact Person & Title: Andrea Muir, Area Director San Diego County
Telephone (if different than above):
Same as above
E-Mail address:
andreamulr@attglobal.net
Please include All of the Following:
i:8J Cover Sheet
i:8J Application
i:8J Work Plan
i:8J Budget
i:8J Complete list of all current revenue sources
i:8J Articles of Incorporation
i:8J Authorization to request funds and to sign binding contracts (Include a
copy of the minutes which the governing body's resolution, motion or
other official action is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
¡atwood@ci.chula-vista.ca.us
Instructions: Please complete the application in the space provided. DO NOT attach additional sheets other
than the required documentation (an exception is made for the budget portion 01 the application).
Applications must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR IT WILL BE RETURNED. If you would like an electronic version contact the Housing
Division offices.
If your responses to the questions are not Included on this application, It will be returned - NO
Exceptions.
1.
Amount of 2003-04 CDBG funding requested?
$15,100
2.
Amount of 2002-03 funding received for this same program?
Number of years your organization has received CDBG funding
from Chula Vista?
$ 9,000
3.
8
4.
Will your program be physically located in Chula Vista?
181 Yes 0 No
If not, where Is it located?
5. Please complete the following:
A. Total Clients served/estimated to be served In:
2002-03
3759
Percent of Total Clients
100%
2004-05
5467
Percent of Total Clients
100%
B. Chula Vista residents served/estimated to be served in:
2002-03
3759
Percent of Total Clients
100%
2004-05
4100
Percent of Total Clients
75%
C. Low Income clients served/estimated to be served in:
2002-03
3195
Percent of Total Clients
85%
2003-04
3690
Percent of Total Clients
90%
Low Income Thresholds
Income
$31,850
$36,400
$40,950
$45,500
Household Size
6. Of the three (3) national objectives for the CDBG program, please check the
national objective your organization meets.
I8J Benefit at least 51% low and moderate income households
D Elimination of slums and/or blighted conditions
D National disaster
7. Describe the services you provide to your clients:
Lutheran Social Services of Southern California (LSS/SC) is a private, non-profit agency
that has served as the social welfare arm of the Lutheran Churches since its 1946
incorporation. In addition, LSS/SC is affiliated with Lutheran Services of America, a
network of over 3000 local organizations nationwide.
Within the San Diego region, LSS provides Community and Family Services and career
development/job placement services through our two Emergency Assistance programs.
The Senior Companion Program offered through the Corporation for National Service
pays a small stipend to low-income seniors to act as companions to the frail elderly and
disabled.
Our Shared Housing program matches homeowners with persons seeking a shared living
situation; and we provide individual/family counseling services and workshops through
our LSS Counseling Services.
Our Caring Neighbors Program operates in nine cities in San Diego County (EI Cajon, La
Mesa, Santee, Escondido, San Marcos, San Diego, Chula Vista, Lemon Grove and
Oceanside) and for the County of San Diego in the unincorporated County areas of
Fallbrook, Ramona, Spring Valley, Lakeside and Lincoln Acres. It provides safety-related
minor home repair services for low-income senior homeowners. In some locations
Caring Neighbors provides seniors with transportation to medical appointments,
household chore services and information and referral services.
We also operate a volunteer-run Thrift Shop which raises funds to support our programs
and services. Almost all of the services are offered to very low-income persons and
families; most are offered free of charge, with counseling offered on a fee for service
basis.
8. Please describe your organization's target population and why your program
should received CDBG funding:
The target population for our Chula Vista Emergency Assistance Program consists of
individuals and families who are experiencing an emergency and are in need. Our
program serves the continuum from families with young children to seniors (with our
USDA commodities program); homeless; near- homeless and people of every ethnicity.
The population we serve is as diverse as the population of Chula Vista.
According to the 2000 US Census, the median income in the City of Chula Vista is
$44,000.00. However, 20% of the residents of Chula Vista report they are receiving no
income at all. In addition, only 3% of these individuals report receiving some level of
governmental assistance. The census also reports that over 11 % of Chula Vista
residents are living at or below the poverty level and that 26% of these same individuals
are under 12 years of age. The goal of our program is to help to alleviate some of the
effects poverty has on this population.
In the past two years requests for assistance from our emergency assistance program
have continued to grow. We have expanded our hours and increased access to the food
pantry to meet this need. Since July 1,2002 our EA program is averaging over 400
individuals each month with the average assistance per family of $50.00.
9. Describe the specific program for which CDBG funds are being requested:
The Emergency Assistance Program of Lutheran Social Services operates two sites in
San Diego County. Both programs provide emergency services in the form of food,
clothing, transportation and prescription vouchers to those in need.
The overall mission of our Chula Vista program is to assist individuals with thepr0C9ss of
moving from poverty towards self-sufficiency. We accomplish this goal by:
· Assessing an individual's needs and providing resources to meet those needs.
· Developing community collaboration to better serve individuals within the community
through information and referral.
· Providing an employment assistance program to assist individuals in their move
towards self-sufficiency.
In addition to funding via the CDBG process, the Emergency Assistance program
receives financial support with donations from over 70 Lutheran churches located
throughout the county. We are a recipient of food donations from the Hands and Cans
Across San Diego Food Drive, the Senior Gleaners, and many individuals, organizations
and churches. Financial donations come from a multiplicity of organizations and
individuals, including Chula Vista Cares, the County Employees Charitable Organization
(CECO), and Las Primeras. We also receive volunteer help from the St. Mark's Lutheran
Church youth group, and other Chula Vista residents.
10. Specifically describe what the CDBG funds will be used for (salaries, wages,
benefits, etc.). What other sources of funds does your organization use to
ieverage Chula Vista's CDBG dollars?
These funds will be applied toward the salary for the Manager of Emergency Assistance
plus benefits. Community and Family Services will also use these funds for other operating
costs such as postage, office supplies, telephone, utilities, printing and advertising plus
costs associated with the provision of Emergency Assistance such as FEMA groceries,
paper bags and emergency grants.
Funds from the City of Chula Vista will be used for the provision of direct service. 100% of
the requested amount will be devoted to providing Emergency Assistance to the residents
of Chula Vista.
Additional services are provided through the use of volunteers, donations of food and
supplies, financial contributions and fundraisers. In addition, we participate as part of a
FOCUS grant with South Bay Community Services, which provides additional revenue for
this program. Office space and food storage are donated by S1. Mark's Lutheran Church in
Chula Vista.
11. Has your organization met or exceeded the stated program obJectives of the
preceding year? If, no, will the program be redesigned to make the objectives
obtainable for the new funding year? What methods will be used to track for
income levels, demographic information and the evaluation of the program to
measure success?
LSS/SC Emergency Assistance program exceeded the projection for the 2001-2002 fiscal
Year by 52% (1700 residents were projected to be served, we have actually served 3759
Chula Vista residents.)
Everyone entering our emergency assistance program must complete an intake form which
is used to track the following demographic information:
· Name, Address, City, Zip and Phone
· Date of birth and age
· Social Security Number
· Marital status
· Others in household, including date of birth, age and gender
· Living arrangements
· Ethnicity
· Source of income, including income level
· What types of assistance they are seeking from LSS/SC
We have an ongoing evaluation process that includes examining monthly reports to assess
number of participants and what services were provided. We also keep track of resources
provided by donations and grants (assets) in comparison to services provided (liabilities).
12. If your application is a collaborative proposal, please identify the participating
agencies and the amount of funding requested by each agency. Also, describe
the process of allocating CDBG funds between each participating agency.
Our Emergency Assistance Program is currently not part of a collaborative as the services
provided are varied and include many different categories of service. As of this date there
is not a collaborative which fits this program. However, we do collaborate with many
agencies and organizations for the provision of service to include Chula Vista Cares, the
South Bay Providers, South Bay Community Services and the Lutheran Community.
13. What types of fund raising activities, if any, does your organization undertake to
supplement your budget and how much was raised during the previous fiscal
year?
Lutheran Social Services conducts fundraising activities with a Winter and Summer
Phon-a-thon reaching more than 3000 households; a Year-End-Appeal to 10,000 Lutheran
Church members; our Spring 'Walkathon" is supported by Lutheran Churches throughout
the county, and regular development appeals, through personal visits, newsletters and
direct mail campaigns; and in-kind donations in the form of food and hygiene kits.
Additionally, we operate the "Seek N' Find Thrift Shop" in Clairemont Mesa to support our
Emergency Assistance programs. We also receive designated gifts through United Way.
Overall income raised from fund raising for San Diego County programs in Fiscal 2001 is
approximately $50,000 (gifts/donations NOT contracts or CDBG funds).
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this impact your organization and Its ability to offer se",,!ices.
We will continue to seek donations and contributions from individuals, corporate sponsors,
churches and civic groups. Fund raising activities include those listed in Item 13 (above).
We are currently seeking grants from other foundations and governmental sources. A
reduction in the funding level will have a negative impact on services provided for Chula
Vista residents, if offsetting funding cannot be obtained. Clients will suffer because of
inevitable fee increases or the reduction of service provision.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
Andrea Muir, San Diego County Area Director, Lutheran Social Services; 15 years
experience managing health and human services programs.
Christy Yoder, Director of Community and Family Services, five years experience in
human service programs and training in non-profit organization leadership. Christy is
bilingual in English/Spanish.
Raquel Pedersen, Manager of Emergency Assistance. She is bilingual in English/Spanish.
She has five years of experience working with our target population, doing community
outreach, and coordinating job development programs for persons with disabilities and
welfare to work clients
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might include: Promoting the project
and its activities to the target population; Coordinating project participants and networking with
other organizations or individuals.
B. Describe the Process evaluation. Describe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participation via sign-
in sheets, meeting minutes describing actions taken, files 01 news releases, letters
demonstrating additional support for the project. .
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to determine if it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
LSS/SC will network with community agencies and groups in order to effectively and
efficiently serve the emergency needs of the target population. We will increase our scope
of services in response to the growing needs in Chula Vista and San Diego County.
Objective:
To serve 5467 individuals in need through outreach to churches and community groups; to
decrease the future needs of our clients through effective case management and to expand
the scope of services through alternate funding sources to include rental assistance and
utility assistance.
1.
2.
3.
4.
5.
6.
Networkin with Other Or anlzations or Individuals
7. Continue to ex and resource collaborations
8. Attend communi resource meetin s
9. Attend ublic Ci Council meetin s
10. Activel artici ate in existin collaborations/consortiums
11. Send out newsletter to supporting agencies/individuals
Food Distribution
12. Distribute meal packages to 4100 unduplicated Chula Ongoing
Vista residents (1,192 cases/families). Each meal
package contains supplies for three days: 9 meals per
erson, for a total of 15,300 meals.
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as
tobacco education leaders/mentors through a minimum of two six-hour training sessions
(with 35 to 50 youth attending each session) using the University of California's Project for
Health curriculum.
Outcome Evaluation: 25 to 38 of the youth mentors will engage in a behavior or activity, in
the community, at school or home, to reduce exposure to tobacco, such as establishing a
smoke-free home or vehicle for their family.
Process Evaluation:
Intake data is obtained on each case unit applying for services. This data provides an
accurate account of each service provided to our client along with appropriate
demographic information. The data is then recorded on a spreadsheet and tabulated
monthly into an Activity Report. Monthly activity reports are compiled into an Annual
Report which provides the Director of Community and Family Services with an
accurate account of services provided through our Emergency Assistance Program.
Donations and other in-kind giving is recorded daily and monitored. Bi-Monthly
newsletters are sent to over 3,000 donors and individuals. The focus is on services
offered and special interest stories on individuals whose lives we have impacted. In
addition, articles are sent to United Way and local and regional newspapers for
publication.
5467 residents of the County of San Diego will be served with emergency assistance
such as food, clothing, and transportation assistance. LSS/SC will track duplicated
clients and unduplicated clients in order to further assist the duplicated clients with
case management so that they may improve their quality of living and eventually
become self-sufficient. Over the course of the fiscal year, we will track the
percentage of clients who are duplicated and unduplicated.
Outcome Evaluation:
Data is analyzed and appropriate adjustments in services are made. For example,
we continue to experience a greater demand for personal hygiene items than in
previous years. To meet this continuing demand donors are contacted and requested
to provide the specific items needed.
Consumers are surveyed annually and data is complied to measure the effectiveness
of services provided. Referring agencies are also interviewed annually to obtain
feedback on the effectiveness of the referral process, and to determine if any
changes in the process are necessary.
The staff from Community and Family Services meet monthly with collaborating
agencies to plan future efforts and evaluate the effectiveness of shared programs.
Changes are made as necessary.
The goal is for a fewer percentage of clients to be duplicated, so we will evaluate on a
quarterly basis this percentage.
BUDGET
Funding Source(s)
Grants 540.00 4560.00 5,100.00
2. Groceries 270.00 270.00
3. Office su lies 800.00 800.00
4. Printin 450.00 0 450.00
5. Posta e 450.00 450.00
6. Tele hone 600.00 0 600.00
7. Rent 5400.00 5400.00
8. Utilities 1200.00 1200.00
Personnel Expenses:
1. Salaries 12,000.00 16,144.00 28,144.00
2. Benefits 7,637.00 7,637.00
Other Ex nses:
1. Administration 11,116.00 11,116.00
TOTAL 15,110.00 46,057.00 61,167.00
TAB 23
.. Executive Summary
City of Chula Vista
Community Development Block Grant Program
. Fiscal Year 20034\
Name of Organization:
ProgramlPro ect Name:
Address:
South Bay Community Services (Admin. Agent)
Chula Vista Family Violenca Prevention
315 Fourth Avenue, Chula Vista
Amount of 20034\ Funding Requested:
Funding Received in 2002-03:
CDBG Citation
$44,900
$36,522
570.201
The mission of the Chula Vista Family Violence Prevention & Intervention Coalition is to eliminate family
violence including child sexual abuse in the Chula Vista community. CVFVPIC's goal is to provide a bilingual,
cutturally appropriate continuum of services to the children, youth, and famUies of the community to include
prevention, intervention, residential services and supports, and aftercare.
CVFVPIC will offer a comprehensive continuum of domestic violence prevention and intervention services and
activities that will continue to make services more accessible for Chula Vista residents and their ch ildren. The
members of the coalition with South Bay Community Services - Chula Vista Police Intervention Team are
Center of Community Solutions, YMCA Family Stress Counseling Services, and YWCA Domestic Violence
Services.
Grant funds will be used for the following:
South Bay Community Services:
Center for Community Solutions:
Chula Vista Intervention Team member housed in Chula
Vista Police Department
Staff support for a Shelter Intake Worker
YWCA Domestic Violence:
Facilitators for 2 Family VIOlence Perpetrators' Groups and
2 Victim's Support Group
YMCA Family Stress Counseling:
Safe Path Group Facilitators
CDBG funds will be used to serve children and families who are experiencing family violence incl uding child
sexual abuse. Children and families from all across Chula Vista will be served.
~{f?
:Idt ~
'~~5~
01Y OF
CHUlA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATION FOR 2003-04
COVER SHEET
Program/Project Name: CV Family Violence Prevention & Intervention Coalition
Agency Name: South Bay Community Services
Agency Address: 1124 Bay Blvd, Ste. D, 91911
Telephone Number; 619-420-3620
Fax Number: 619-420-8722
CEO/Executive Director: Kathryn Lembo
CFO/Financial Director: Elizabeth Iniguez
Program Contact Person & Title: Kathryn Lembo, executive Director
Telephone (if different than above): 619-420-5094 ext. 107
E-mail address: klembo@csbcs.org
Please include all of the following:
~ Cover Sheet
~ Application
~ Work Plan
~ Budget
~ Complete list of all current revenue sources
~ Articles of incorporation
~ Authorization to request funds and to sign binding contracts (Include a copy of the
minutes which the governing body's resolution, motion or other official action is recorded
APPLICATION DEADLINE IS DECEMBER 9,2002 at 5:00 p.m.
Community Development Department/Housing Division
430 Davidson Street. Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail atjatwood@cLchula-vista.ca.us
Community Development Block Grant Program
FY 2003·04 Funding Application
Page 2
APPLICATION
Instructions: Please complete the application in the space provided. Do Not attach additional sheets other than the
required documentation (an exception is made for the budget portion of the application). Applications must be computer
generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR COMPUTER OR IT WILL BE RETURNED. If
you would like an electronic version contact the Housing Division offices.
If your responses to the questions are not included on this application, It will be retumed - No Exceptions.
1.
Amount of 2003-04 CDBG funding requested?
$ 44.900
2.
Amount of 2002-03 funding received for this same program?
$ 36.522
3. Number of years has your organization has received CDBG funding from Chula Vista: $ 6 vears
4. Will this program be physically located In Chula Vista? If not, where is it located? YES
5. Please complete the following:
A. Total Clients served and estimated to be served in:
2002-03 1089
2003-04 1089
B. Chula Vista residents served and estimated to be served in: (Not including Web pages)
2002-03 708
% of Total Clients 65%
2003-04 708
% ofT otal Clients 65%
C. Low-Income clients served and estimated to be served in:
2002-03 ·816
% ofTotal Clients 75%
2003..04 816
% ofTotal Clients 75%
Low Income Thresholds
~
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 3
6. Of the three (3) national objectives for the CDBG program, please check the national objective your
organization meets.
o Benefit at least 51% low and moderate households
Elimination of slums and/or blight
National disaster
7. Describe the services you provide to your clients:
SBCS and collaborative partners of the Chula Vista Family Violence Prevention and
Intervention Coalition (CVFVPIC) provide a variety of domestic violence services and supports
designed to assist domestic violence victims and perpetrators in preventing further violence and
dealing with the effects of the violence
The mission of the CVFVPIC is to eliminate family violence including child sexual abuse
in the Chula Vista Community. Our goals are to provide a bilingual, culturally appropriate
continuum of services to the children, youth, and families of the community that includes DV
prevention, intervention, residential, and non-residential services and supports, and aftercare.
The CVFVPIC benefits the community by providing a continuum of services by a
coalition of agencies so services will not overiap or be duplicated, and leverages the resources
of 4 agencies for the benefit of CV residents. All 4 agencies continually seek out other funding
sources to augment the programs described here, so no program relies on one funding source,
thus increasing sustainability. The members of the CVFVPIC comprise our city's primary
response system for meeting the needs of individuals and families coping with violence and
sexual abuse. Some transportation services are provided on an as-needed basis, such as
transportation to Casas Seguras (SBCS) & Project Safehouse (CCS), for confidential
emergency shelter.
Evaluation is an ongoing process that takes place from intake to termination of client
services, and relies upon several measures. These include a Family Well Being Assessment
guide to track progress toward goals set at the beginning of services, tracking completion of
scheduled curricula and/or attendance at group counseling sessions, and follow-ups after
termination of services to determine long-term impact.
8. Please describe the target population and why this program should receive CDBG funding:
The target population consists of the adult and child victims of family violence and sexual
abuse, and perpetrators of family violence. They are of all ages, both genders and all incomes,
but the majority are low income Chula Vista residents. In the 2001-02 fiscal year, 1,162 women
and 1,864 children were referred to SBCS Domestic Violence programs. In addition, SBCS has
more than 200 perpetrators of Domestic Violence attending year-long groups by Court order.
SBCS and other Coalition partners have been providing family violence prevention and
treatment services as well as sexual· abuse treatment services for more than 31 years in the
South Bay. Part of the programming is funded by grants from the County and other funding
sources, but many services have no funding support and there is a gap in necessary funding to
keep these programs operating. As members of the CVFVPIC and the CV Domestic Violence
Committee, Coalition members' staff are active participants in reviewing community needs and
working on direct service solutions with the overall goal of breaking the cycle of violence and
promoting the physical, mental, social, and economic health of families. None of the 4 agencies
have experienced a decrease in the demand for services over the past 6 years of this coalition.
By working together, we ensure a smoother continuum of non-duplicated services and ensure
families' increased access to community resources.
Community Development Block Grant Program
FY 2003·04 Funding Application
Page 4
9. Describe the specific program for which CDBG funds are being requested:
South Bav Community Services/CVPD will be providing a variety of services to victims and
perpetrators of domestic violence (including perpetrator groups, counseling; victim support groups;
and 24 hour immediate response services to DV victims, in concert with Chula Vista Police
Department Officers).
Center for Community Solutions: will be providing intakes into their shelter, provided by the Shelter
Intake Worker.
YWCA Domestic Violence Services will be providing Facilitators for 2 of their Family Violence
Perpetrators' Groups.
YMCA Familv Stress Counselina Services will be providing Safe Path Groups for child abuse
victims.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits, etc). What other
sources of funds does your organization use to leverage Chula Vista's CDBG dollars?
South Bay Community Services: Salary and supplies for Family Violence
Support Services staff providing perpetrator groups, 24-hour response to victims, and shelter to
victims.
Center for Community Solutions:
Shelter Intake Worker salary
YWCA Domestic Violence Services:
Perpetrators' Grps
Facilitators' salaries for 2 Family Violence
YMCA Family Stress Counseling Services:
Salaries Safe Path Group Facilitators
All of the partner organizations utilize a variety of resources (State, County, and City government
grants as well as private Foundations and donations) to fund programs and services, and thus
leverage Chula Vista's CDBG dollars.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 5
11. Has your organization met or exceeded the stated program objectives of the preceding year? If no, will
the program be redesigned to make the objectives obtainable for the new funding year? What methods
will be used to track or account for Income levels, other demographic information and the evaluation of
the program to measure success?
Objectives will have been met by the end of this project year.
Statistical information is collected from all participants upon entry into services which can include
name, address, zip code, gender, date of birth, income level, ethnicity, referral source, and more.
Additionally, clients present documents such as pay stubs, income tax retums, welfare
documentation or other documents to verify income level. The income level is determined by the
most current HUD income limits for the San Diego SMSA. Because of the emergency nature of
some of the services, some information is solely self-report.
Evaluation of the program to measure success: evaluation is an ongoing process that takes
place from intake to termination of client services, and relies upon several measures. These
include a Family Well Being Assessment guide to track progress toward goals set at the
beginning of services, tracking completion of scheduled curricula and/or attendance at group
counseling sessions, and follow-ups 6 months after termination of services to determine long-
term impact. SBCS' & other members' programs maintain a variety of monthly reporting forms
and methods, because of fairly stringent rules under which we operate.
12. If your application is a collaborative proposal, please Identify the participating agencies and the amount
of funding requested by each agency. Also, describe the process of allocating CDBG funds between
each participating organization.
South Bay Community Services/CVPD: $16,778
Center for Community Solutions: 7,000
YWCA Domestic Violence Services: 6,500
YMCA Family Stress Counseling Services 14.622
TOTAL 44,900
Process for allocating funds: The members of the group submit budgets which they believe are
reasonable for the services being offered. If the funds allocated are less than requested, the
decrease is equilaterally shared across the programs.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 6
13. What types of fund-raising activities, If any, does your organization undertake to supplement your
budge! and how much was raised during your organization's fiscal year?
SBCS has an aggressive Special Activities Department that coordinates fund-raising activities and the Foundation
Committee regularly makes application to private Foundations and Corporate donors for funds. SBCS participates in a
number 01 fundraising activities during the year. SBCS' annual activities include the annual capital campaign, Liberty
Walk which is a fundraiser done in concert with other County Domestic Violence agencies, a Fashion Show utilizing
public officials such as law enforcement officers as the models (Domestic violence Prevention fundraiser), Harbor Days
w/South Bay Cruisers, activities at the annual Thunder Boats races in Mission Bay, Shop-With-a-Cop (Christmas
fund raiser with other agencies), Adopt-a-Family at Christmas, and Beta Sigma Phi who now gives something in-kind
every month (e.g., candy to moms in shelter on Mother's Day, food at Thanksgiving, stuffed animals for the children in
shelter, toys and candy at Halloween, Easter favors, etc.).
In cash during fiscal year 2001-2002 the agency raised $275,600, which is shared across the range 01 agency
programs. This amount is less than the previous year, because donors are not giving at the level they have
previously. In FY 2001-2002 private donors provided in-kind donations totaling $92,475, which doesn't include those
donated ~ems on which no value was designated. So far in the FY 2002-2003, private donors have provided in-kind
donations (food, clothing, fumiture, linens, and toys among them) worth more than $39,000.
14. In the event your organization does not receive the requested amount of CDBG funding, how will this
impact your organization and Its ability to offer services?
SBCS' fundraising activities will continue as they always have, as will those 01 our coalition members. SBCS'
activities are listed in #13. Since we are community based agencies we have to depend on funds from a variety of
funders and donor sources, none of whom wish to be a sole donor, so this necessitates a constant search for new
funding sources. We will still be able to offer services, but at a reduced level until the funds for these services are
raised elsewhere. We may have to reduce the number of hours we respond to calls with the CVPD, (e.g. only do it 4
of the 7 nights each week), or reduce the numbers of perpetrators we serve or support groups offered. These types
01 decisions are mirrored by our partners in the Coalition. Since funding will be used to support staff who provide
direct services to people, a decrease in funding will necessitate a decrease in services unless other resources are
found to fill the gaps.
15. Who wll1 be providing the program services? Please describe the qualifications of key staff:
SBCS: Bilingual staff who are high school, college or graduate level (depending on the particular job and requirements)
trained in recognizing domestic violence, providing crisis intervention, and assessing lor child abuse. Staff receive special
training in lamily violence situations and crisis intervention (State-mandated 40-hour Domestic Violence Advocate
training); program staff are supervised by SBCS licensed Clinical staff.
CCS: The Domestic Violence Services Manager has a Bachelor's in Behavioral Science and 13 years 01 experience. The
case manager has a Bachelor's degree in Social Work, is bilingual and has and 5 years 01 experience. The two bilingual
Intake Workers are bilingual and have 4 and 5 years experience respectively.. The Executive Director of CCS has 25
years 01 experience in Program Management and Administration.
YMCAlFAMIL Y STRESS: Family Stress Counseling Services is co-directed by licensed staff. Together they have
over 25 years providing mental health services for San Diego County residents. There are two program directors
licensed as Therapists. Other staff are licensed, bilingual and bicultural. Central to the provision of services are
graduate intems who are trained and closely supervised by qualified licensed staff. Mental health professionals also
volunteer to facilitate treatment groups in exchange for training in the treatment of child sexual abuse.
YWCA: Support groups are facil~ated by a Master's level counselor. Treatment groups are lacilitated by bilingual
Bachelor's and Master's level counselors. All staff receive specific domestic violence training and programmatic and
clinical supervision from YWCA Clinical Staff.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 7
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates you plan to
accomplish the activities. Key activities might include: Promoting the project and its activities to the target
population; Coordinating project participants and networking with other organizations or individuals.
B. Describe the process evaluation. Describe how the program will collect data and maintain records to track
program activities. Example: Documentation of program participation via sign-in sheets, meeting minutes
describing actions taken, files of news releases, letters demonstrating additional support for the project.
C. Describe the outcome evaluation. Describe how each objective (not activities) will be measured to determine
il it has been met. Example: interviews of key participants, policy or resource allocation changes, pre- and post-
test surveys of the target populations.
Goal Statement:. Our goals are to provide a bilingual, cutturally appropriate continuum 01 services to the children,
youth, and lamilies 01 the community that includes prevention, intervention, residential, and non-residential services and
supports, and aftercare, in order to reduce or eliminate lamily violence including child sexual abuse in the Chula Vista
Community.
Objective 1: Provide 600 victims and perpetrators wtth services as appropriate (crisis intervention, child abuse
assessment, community education, outreach, safe shelter and support services, case management, individual, family, or
group counseling, legal advocacy and restraining order assistance), of whom 75% will be low income persons.(SBCS)
Objective 2: Shetter .1Q..Chula Vista residents who are victims of domestic violence. (CCS)
Objective 3: Provide hotline services to 100 Chula Vista residents who are victims 01 domestic violence. (CCS)
Objective 4: Provide legal services to 75 Chula Vista residents who were victims of domestic violence. (CCS)
Objective 5: Provide domestic violence training to 25. (CCS)
Objective 6: Provide individual and group counseling 10.Q Chula Vista residents. (CCS)
Objective 7: Provide counseling lor 24 perpetrators of domestic violence in a Court-mandated 52-week counseling
session lormat, 01 whom 14 will be Chula Vista residents and 10 non-residents. (YWCA)
Ob'ectlve 8: Provide services to a minimum 01250 Chula Vista children and famil members. MCAlFamil Stress
KEY ACTIVITIES DATE
1. to provide community education and outreach; Ongoing
2. to provide 24-hour Hotline services and immediate response to individuals and Ongoing
lamilies coping with domestic violence
3. to provide safe shelter and supportive services to domestic violence victims and Ongoing
their children
4. to provide case management, individual, lamily, and group counseling and Ongoing
psychotherapy for victims, perpetrators, and children coping with violence and sexual
abuse; and
5. to provide legal advocacy and assist in obtaining Temporary Restraining Orders lor Ongoing
victims
6.
7.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 8
Process and Outcome Evaluations by Objective:
Objective 1: Provide 600 victims and perpetrators with services as appropriate (community education, outreach,
safe shelter and support services, case management, IndMduai, family, orgroup counseling, legal advocacy and
restraining order assistance) (of whom 85% will be low Income).(SBCS)
Process Evaluation: 600 victims and perpetrators will be provided with DV services as appropriate and will be tracked
by sign-in sheets, payment records, case file documentation, records ofTROs, records of shelter bed nights, phone logs,
etc.
Outcome Evaluation: Based on above record-keeping, at least 50% will reduce or eliminate violence in their lives by
either leaving the violent relationship, entering shetter, entering therapeutic services (individual, family or group),
obtaining restraining orders, or increased awareness.
Objective 2: Shelter 19. Chula VIsta residents who are victims of domestic violence. (CCS)
Process Evaluation: 10 ev residents will be provided shelter, as documented by case fiies.
Outcome Evaluation: 10 residents 01 ev who are victims 01 domestic violence will reduce/eliminate the violence in their
relationships by seeking shelter.
Objective 3: Provide hotllne services to 100 Chula VIsta residents who are victims of domestic violence.(CCS)
Process Evaluation: 100 ev residents who are victims of domestic violence will receive hotline services as tracked by
·telephone logs.
Outcome Evaluation: 100 ev residents who are victims of domestic violence will become more aware 01 available
domestic violence services & resources and have the tools to reduce violence in their relationships.
Objective 4: Provide legal services to 75 Chula VIsta residents who were victims of domestic violence.(CCS)
Process Evaluation: 75 ev residents who are DV victims will receive assistance with TRO services as documented
(eeS)by TRO clinic records.
Outcome Evaluation: 75 ev residents who are DV victims will reduce/eliminate the violence in their relationships by
obtaining Temporary Restraining Orders against their partners.
Objective 5: Provide domestic violence training to 25. (CCS)
Process Evaluation: 25 persons will be trained to provide crisis services to domestic violence victims and their families.
Outcome Evaluation: 25 persons will increase their ability to handle crisis domestic violence situations and provide
services to domestic violence victims, who will thus be more likely to receive the services they need eanier and be more
likely to acquire the skills they need to avoid further violence.
Objective 6: Provide individual and group counseling to § ChulaVlsta residents. (CCS)
Process Evaluation: 5 ev residents who are victims of domestic violence will receive individual or group counseiing as
evidenced by case file documentation. (eeS) .
Outcome Evaluation: 5 ev residents who are victims of domestic violence will reduce/eliminate violence in the
relationship or leam to cope better with its effects by participating in therapeutic services.
Objective 7: Provide counseling for 24 perpetrators of domestic violence in a Court·mandated 52-week
counseling session format, of whom 14 will be Chula VIsta residents and 10 non·resldents. (YWCA)
Process Evaluation: 24 perpetrators of domestic violence will receive Court-mandated 52 week group counseling
sessions, as evidenced by sign-in sheels and payment records. 01 these, 14 will be ev residents.
Outcome Evaluation: 24 perpetrators of domestic violence will reduce or eliminate their violence in their relationships by
participating in group therapy sessions, leaming techniques to manage their anger, take responsibility for their actions,
and make reparation to the victims for the violence they have done. .
Objective 8: Provide child abuse prevention and treatment services to a minimum of 250 Chula VIsta children'
and family members. (YMCA Family Stress Counseling Services) .
Process Evaluation: 250 ev children and lamily members will receive domestic violence services as evide nced by sign-
in sheets payment records, case file documentation, or other tracking method.
Outcome Evaluation: 250 ev children and family members will be better able to cope with the effects 01 th e violence in
their relationships as the result of receiving DV services.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 9
Budget
Funding Source{s)
Please list each budget line item and the source 01 the funding. Include all program expenses, personnel costs and any
program income. Attach additional sheets, if necessary.
-~ ------ ----- ---
BUDGET ITEM CHULA VISTA OTHER OTHER TOTAL
COSG List Other List Other
Proaram ExDt!nses
1. Subcontracts 28,122 151,864 179,986
2. Audit and contracted 1,200 6,438 7,638
3. Office and Proaram SUDDlies 2,200 157,982 . 160,182
4. Insurance, Postaae & Printino 750 12,007 12,757
5. Travel & Trainino 5,893 5,893
6. TeleDhone & Utilities 480 13,320 13,800
7. Misc. and Indirect 87,359 87,359
Personnel:
8. Salaries 10,563 351,585 362,148
9. Benefits 1,585 40,612 42,197
10.
11.
12.
Program Income:
13.
14.
15.
Total Costs 44,900 827,060 871,960
TAB 24
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2003-04
Name of Organization:
ProgramlPro ect Name:
Address:
South Bay Community Services (Admin. Agent)
Thursday's Meal
1124 Bay Boulevard, Ste. D
$8,000
$6,800
570.201
Amount of 2003-04 Funding Requested:
Funding Received In 2002-03:
CDBG Cltetlon
The objective of Thursday's Meal is to feed homeless and needy families hot and nourishing meals in order to
concentrate more on developing self-sufficiency lifestyles without having to struggle for their daily food.
Thursday's Meal prepares and serves hot nourishing meals on a weekly basis for needy and homeless families
at two different sites (Lauderbach School and a Church site). The Church site rotates among several in the
community. Periodically, in severe cases some non-perishable foods are provided to those without cooking
facilities.
Grant funds will be used to purchase food, drinks, paper goods, and storage facilities.
The program is needed in Chula Vista due to an increase of homeless and needy families that don't have
access to adequate food resources. Homeless and low income families need to supplement their scarce
resources, and often don't have the facilities to provide balanced nourishing meals for their families.
·
~{ft-
iíiiLI1iii;
~5§~
- - --
01Y OF
CHUlA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATION FOR 2003·04
COVER SHEET
Program/Project Name: Thursday's Meal
Agency Name: South Bay Community Services as Fiscal Agent
Agency Address: 1124 Bay Blvd, Ste. D, 91911
Telephone Number: 619-420-3620
Fax Number: 619-420-8722
CEO/Executive Director: Kathryn Lembo
CFO/Financial Director: Elizabeth Iniguez
Program Contact Person & Title: Donald Lynn, Coordinator of Thursday's Meal
Telephone (if different than above): 619-421·1064
E-mail address:dlvnn@swc.cc.ca.us or dchavez@csbcs.ora
Please include all of the following:
~ Cover Sheet
~ Application
~ Work Plan
~ Budget
~ Complete list of all current revenue sources
~ Articles of Incorporation
~ Authorization to request funds and to sign binding contracts (include a copy of the
minutes which the governing body's resolution, motion or other official action is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 at 5:00 p.m.
Community Development DepartmenVHousing Division
430 Davidson Street, Suite B
Chula Vista, CA 9191 0
For questions contact Judith Atwood at (619) 691-5036 or via e-mail atjatwood@ci.chula-vista.ca.us
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 2
APPLICATION
Instructions: Please complete the application in the space provided. Do Not attach additional sheets other than the
required documentation (an exception is made for the budget portion of the application). Applications must be computer
generated or typed. DO NOT REFORMATTHIS DOCUMENT ON YOUR COMPUTER OR IT WILL BE RETURNED. If
you would like an electronic version contact the Housing Division offices.
If your responses to the questions are not included on this application, it will be retumed - No Exceptions.
1. Amount of 2003-04 CDBG funding requested? $8.000
2. Amount of 2002·03 funding received for this same program? $6.800
3. Number of years has your organization has received CDBG funding from Chula Vista: 5vr
4. Will this program be physically located In Chula Vista? If not, where Is It located? YES
5. Please complete the following:
A. Total Clients served and estimated to be served in:
2002-03 18.200
2003-04 18.200
B. Chula Vista residents served and estimated to be served in: (Not Including Web pages)
2002.03 18.200
2003·04 18.200
% ofT otal Clients 100 %
% ofTotal Clients 100 %
C. Low·income clients served and estimated to be served In:
2002-03 18.200
% ofT otal Clients 100 %
2003·04 18.200
% ofTotal Clients 100 %
Low Income Thresholds
-
. .
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 3
6. Of the three (3) national objectives for the CDBG program, please check the national objective your
organization meets.
IZI Benefit at least 51 % low and moderate households
Elimination of slums and/or blight
National disaster
7. Describe the services you provide to your clients:
This program provides homeless and needy families with hot and nourishing meals, to
help homeless and/or low Income families stretch their food resources, so they may
concentrate more on developing self-sufficient lifestyles without having to struggle so
hard for their dally food.
8. Please describe the target population and why this program should receive CDBG funding:
The target population is homeless and needy families within Chula Vista, ail genders, ages
and ethnicities.
There are many homeless and needy families In Chula Vista and not enough food
resources. Homeless and low income families need to supplement their scarce
resources, and often don't have the facilities to provide balanced nourishing meals for
their families. Need is demonstrated by the numbers of families that continue to appear
for the hot meals at ail locations. The program Is also in contact with local homeless
shelters and their networks who also refer many needy families for hot meals.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 4
9. Describe the specific program for which CDBG funds are being requested:
Thursday's Meal's goal Is to prepare and serve hot nourishing meals on a weekly basis
for needy and homeless families to alleviate hunger and provide proper nutrition for
families who would otherWise not be able to obtain It. This is done at four different sites
(Lauderbach School at 390 Palomar, Most Precious Blood Church at 1245 Fourth
Avenue, the Church of God on 456 Fifth Avenue between F and G Streets, and the
International Christian Center at 1236 Third Avenue.) Periodically, In severe cases some
non-perishable foods are provided to those who have no cooking facilities. The
community Is very involved through volunteers and the fact that several Churches
provide supplies. There are also some other transient programs providing food (some
folks who cook the food at their homes and then take It to parks or parking lots and hand
it out), but not enough to fill the need. No transportation Is provided to the sites.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits, etc). What other
sources of funds does your organization use to leverage Chula Vista's CDBG dollars?
All of the funds are used for direct services (to purchase food, drinks, paper goods,
supplies and rent for storage facilities, and electricity for freezers to store food). We have
moved the storage facility to a less costly site so such a large portion of the funds will not
have to go for those costs. None of the funds are used for staff services, since the staff are
all volunteers from the Churches where the meals are provided. All of the Churches, who
are members of the Ecumenical Council, raise funds and in-kind donations Independently to
assist in the expenses of providing food at the various sites (and the expense to the
churches has risen). One of the site!> has been providing a large part of Its own supplies and
hence has been a small drain on these funds, but now will be participating more because of
need.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 5
11. Has your organization met or exceeded the stated program objectives of the preceding year? If no, will
the program be redesigned to make the objectives obtainable for the new funding year? What methods
will be used to track or account for income levels, other demographic Information and the evaluation of
the program to measure success?
Objectives will have been met by the end of this project year, though they are not as high as
projected. The program coordination has changed due to a recent death. In the process of
reorganizing, a closer survey has been made of attendees at the various meal sites, and
while the numbers do not appear to be as high as they had been previously, the cost of the
food has remained constant because of Increasing costs. One of the sites, In fact, has
requested very little from the funding stream for this program. The Ecumenical Council,
whose members coordinate this program, Is meeting regularly to ensure the program is
overseen properly and costs kept within reasonable limits.
Methods to track or account for Income levels: Self report and Information from referring
agencies. People sign-In when entering the sites and the sign-In sheets are kept at the
coordinator's site. No case files are kept because people utilizing the program come off
the street, eat, and depart. Few feel comfortable giving their full names or Information
about themselves. As a consequence, ethnic demographics are done by visual survey,
so there is a small margin for error. We are in the process of changing our sign In sheets
so people can check off their general Income levels and their ethnicity. Success Is
measured by the ability to feed the families that request food.
12. If your application Is a collaborative proposal, please Identify the participating agencies and the amount
of funding requested by each agency. Also, describe the process of allocating CDBG funds between
each participating organization.
South Bay Community Services is the administering agency for fiscal matters. sacs' Fiscal
Department maintains the monies In a separate fund and allocates the monies on a
reimbursement basis upon presentation of receipts for funds disbursed.
Also, In November 2002 Thursday's meal cooperated with the Salvation Army on
Thanksgiving Day, which was on Thursday, one of our regular meal days. Since our regular
school site Is closed on that date we joined forces In the form of volunteers and food
resources to feed more than 300 persons at the Salvation Armay that day.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 6
13. What types of fund-raising activities, If any, does your organization undertake to supplement your
budget and how much was raised during your organization's fiscal year?
The program receives sporadic donations of non-perishable foods, canned goods and
paper goods from various community sources. Additionally, the organization receives
small donations of money from a variety of community organizations (e.g. a donation of
approximately $100 at Christmas time or some Churches will donate a few extra dollars
when they have It). The Ecumenical Council has committed to raising at least $1,000 per
year for Thursday's Meal, and If the fundralsing activity does not reach that level, the
Council makes up for any deficit. This year the Council had a very effective fundraiser
and raised a little more than the $1,000 goal.
14. In the event your organization does not receive the requested amount of CDBG funding, how will this
impact your organization and Its ability to offer services?
Thursday's Meal's volunteers will continue to solicit Churches and private Individuals for
funds and In-kind donations to continue the program. The Ecumenical Council has
fundraislng activities during the year (such as a Soup Supper) and at the end of the year
the Council donates these funds to various community organizations (one of which is
the Thursday's Meal program). If the funds from CDBG decrease, Thursday's Meal will
eventually have to decrease the numbers of people that can be fed. If funds continue at
this level, Thursday's Meal will continue to be able to feed the current homeless and
needy families that come to the program.
15. Who will be providing the program services? Please describe the qualifications of key staff:
Members of the Ecumenical Council representing many churches In Chula Vista, all of
whom åre volunteers, with varying educational levels. The volunteers change, so no
resumés are available.
Community Development Block Grant Program
FY 2003.04 Funding Application
Page 7
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates you plan to
accomplish the activities. Key activities might include: Promoting the project and its activities to the target
population; Coordinating project participants and networking with other organizations or individuals.
B. Describe the process evaluation. Describe how the program will collect data and maintain records to track
program activities. Example: Documentation 01 program participation via sign-in sheets, meeting minutes
describing actions taken, files of news releases, letters demonstrating additional support for the project.
C. Describe the outcome evaluation. Describe how each objective (not activities) will be measured to determine
if it has been met. Example: intelViews of key participants, policy or resource allocation changes, pre- and post-
test sUlVeys of the target populations.
Goal Statement: Thursday's Meal's goal Is to prepare and serve hot nourishing meals on a
weekly basis for needy and homeless families to alleviate hunger and provide proper
nutrition for families who would otherwise not be able to obtain It.
Objective: Prepare and serve hot meals at four different sites (once a week each) to an
overall total of approximately 18,200 homeless and needy people over the course of a
year. (Currently we are averaging 350 meals per week)
KEY ACTIVITIES DATE
1. Gather paper goods and foodstuffs and transport to food-serving
sites.
Ongoing
2. Prepare and serve meals at Lauderbach School. Most Precious
Blood Church, the Church of God, and International Christian Center
Once a week at
each of 4 sites
3. Inform community about program through Church bulletins and word- Ongoing
of-mouth
4.
5.
6.
7.
Community Development Block Grant Program
FY 2003-04 Funding Application
Page 8
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 - 75 youth between the ages of 13 and 18 will be trained as tobacco education as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35-50 youth attending each
session) using the University of California's Project for Health cuniculum.
Outcome Evaluation: 25 - 38 of the youth mentors will engage in a behavior or activity, in the community, at school or
home, to reduce exposure to tobacco, such as establishing a smoke-free home or vehicle for their family.
Pròcess Evaluation:
Prepare and serve up to a total of 350 hot nourishing meals per week to homeless
and needy people (at each of four sites: Lauderbach School on Monday, 4:00-5:00
P.M., Most Precious Blood Church on Friday, 4:00-5:00 P.M., the Church of God on
Friday from 11:30 -1:00 P.M., and International Christian Center on Sunday, 5:00-
6:00 P.M.) on a once a week basis, as documented by sign-in sheets and/or visual
survey.
Outcome Evaluation:
Up to 18,200 people will experience improved nutrition and alleviate their h unger by
receiving at least one hot meal at a Thursday's Meal site, as documented by sign-in
sheets and/or visual survey. (Many people do not wish to sign their names, so the
visual survey is the most accurate, though doucmentation procedlJres are
undergoing revision).
Community Development Block Grant Program
FY 2003·04 Funding Application
Page 9
Budge!
Funding Source(s)
Please list each budget line item and the source 01 the funding. Include all program expenses, personnel costs and any
program income. Attach additional sheets, if necessary.
~-------~--- --- -- ---- --
BUDGET ITHl CHULA VISTA OTHER OTHER TOTAL
CDBG List Other List Other
Proaram ExDenses
1. Rent and utilities 2,600 2,600
2. Equipment, Supplies & $5,400 $5,400
Food $5,400
3.
4.
5.
6.
7
Personnel:
8.
9.
10.
11.
12.
Program Income:
13. Fundraising & inkind $1,000+ $1,000+
donations $1,000+
14.
15.
Total Costs $8,000 $1,000+ 9,000
TAB 25
Executive Summary
City of Chula Vista
Community Development Block Grant Program
FIscal Year 2002-G3
Name of Organization:
Chula Vista Recreation Department
Charles I. Cheneweth Foundation
ProgramIProject Name:
Address:
therapeutic Servlc:8s Collaborative
270 F Street, Chula Vista
Amount of 2003-04 Funding Requested:
Funding Received In 2002-03:
CDBG Citation
$77,006
New Collaborative Request
570.201
The Therapeutics Program serves children and adults with mental and physical challenges. It is designed to
serve the needs of the City of Chula Vista, however, the activities are open to anyone from any area. Non-
resident participants are charged an additional fee for their therapeutic membership fee. Currently, 82% of
program participants are City residents.
This year, the Therapeutics Section will partner in a very special collaboration with the CoMMUNITY ACCESS
PROGRAM - a unique recreational project that not only targets individuals who are challenged by severe and
profound disabilities but provides as well the specialized accommodations they require in order to participate in
a leisure/recreational activity. The CoMMUNITY ACCESS PROGRAM provides one-to-one supervision, hands-on
cara, and door-to-door, wheelchair accessible transportation, to make it possible for indMduals with
severe disabilities to have the same opportunities as everyone else to leave their homes and enjoy a
leisure/recreational activity alongside their neighbors. For three years the CoMMUNITY ACCESS PROGRAM has
opened doors, removed barriers, and has enriched the lives of many Chula Vista residents with severe
disabilities and, to date, has made available over 3,000 specialized recreational opportunities throughout San
Diego County - free of chargel
Together, the Chula Vista Recreation Departmenfs Therapeutics Section and the Cheneweth Foundation's
CoMMUNITY ACCESS PROGRAM will collaborate to enhance the leisure/recreational opportunities for individuals
with disabilities who reside in the city of Chula Vista. Three times monthly the CoMMUNITY ACCESS PROGRAM
will provide supervision and care as well as door-to-door, wheelchair accessible transportation for Chula Vista
residents attending a Therapeutics Program's recreational activity. This partnership will provide a service that
will ensure the participation and inclusion of individuals with severe disabilities in leisure/recreational activities
provided by the Chula Vista Recreation Departmenfs Therapeutics Program.
~{~
-'.-
.~~~~
aJY OF
0iU1A VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPUCATlONFOR 2003-04
COVER SHEET
ProgramIProject Name: Therapeutics Services Collaborative
Agency Name: City Of Chula Vista Recreation Department and
Charles I. Cheneweth Foundation
Agency Address: 270 F Street, Chula Vista, CA 91910
Telephone Number: (619) 409-5800
Fax Number: (619) 476-8167
CEOJExecutive Director: Buck Martin, Recreation Director
Program Contact Person & Title: Carmel Wilson, C.T.R.S., Recreation Supervisor II
Telephone (If different than above):
E-Mail address:
cwilson@cí.chula-vista.ca.us
Please Include All of the Following:
x Cover Sheet
x Application
x Work Plan
x Budget
x Complete list of !!! current revenue sources
x ArtIcles of Incorporation
x Authorization to request funds and to sign binding contracts (Include a
copy of the minutes which the governing body's resolution, motion or
other official action Is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@ci.chula-vista.ca.us
Instructions: Please complete the application in the space provided. DO NOT attach additional sheets other
than the required documentation (an exception is made for the budget portion of the application).
Applications must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR IT WILL BE RETURNED. If you would like en electronic version contact the Housing
Division offices.
If your responses to the questions are not Included on this application, It will be returned - NO
Exceptions.
1.
Amount of 2003-04 CDBG funding requested?
$77,006
2. Amount of 2002-03 funding received for this same program?
. None as a collaborative. Chula Vista received $14,000.
3. Number of years your organization has received CDBG funding
from Chula Vista?
None as a collaborative. Chula Vista has received funding for 13 years.
4.
Will your program be physically located In Chuta Vista?
x Yes No
If not, where is it located? The office of one of the collaboratives is in National City.
5. Please complete the following:
A. Total Clients served/estimated to be served in:
2002-03 4,144
2003-04 5,297
B. Chula Vista residents served/estimated to be served in:
2002-03 360* % of Total Clients 33%
2003-04 540* % of Total Clients 33%
2002-03 2,512** % of Total Clients 82%
2003-04 3,015** % of Total Clients 82%
"Community Access Program -City Of Chula VIsta Thsrapeutlcs SectIon
C. Low income clients served/estimated to be served in:
2002-03
360*
% of Total Clients
100%
2003-04 540* % of Total Clients 100%
* AccMs Center statistics, this Is not a requirement of Chula Vista', Tharapeutics partlclpents.
Low Income Thresholds
$49,150
6. Of the three (3) national ob ecUves for the CDBG program, pluse check the
national ob ectlve your organization meets.
X Benefit at lust 51 % low and moderate Income households
o Elimination of slums andlor blighted conditions
o National disaster
7. Describe the services you provide to your clients:
The Therapeutics Section provides all persons, regardless of disability, the opportunity to participate in recreation
programs that are specifically designed for persons who are developmentally or physicaHy disabled. Programs and
activities are publicized on a monthly basis to participants, schools, community organizations and advocates,
rehabilitation hospitals and group homes. Programs are designed for ages 6 years through adutt and occur on a weekly
basis. These programs include sports and games, creative arts, dance, summer day camps, wheelchair sports, social
events, aqua exercise, cooking and fieldtrips in a fun and ~ setting. Benefits of programs designed for persons
with similar disabilities include increased self-esteem and a sense of belonging to a group. Other benefits include the
development of self-reliance, physical fitness, learning new things and meeting new friands in addition to the specialized
group experiences for persons with developmental and physical disabilities listed above.
The Recreation Department, through the Therapeutics Section, serves the needs of everyone in the community through
Inclusion for all programs. Inclusion allows everyone the opportunity to ~te in any City recreation programs
regardless of ability. The Therapeutics Section assists with assessments 01 need, adaptation 01 equipment and provides
staff to assist participants to ensure a positive Inclusive experience in all programs.
This year, the Therapeutics Section will partner in a very special collaboration with the CoMMUNrrY ACCESS PROGRAM - a
unique recreational project that not only tar¡¡ets individuals who are challenged by sevelll and profound dsabilities but
provides as well the specialized accommodslions they require in order to participate in a leisure/recreational activity. The
CoMMUNrrY ACCESS PROGRAM provides one-to-one supervision, han~ care, and door·to-door, wheelchair
accessible transportation, to make it possible for individuals with severe disabilities to have the same opportunities as
everyone else to leave their homes and enjoy a leisure/recreational activity alongside their neighbors. For three years the
COMMUNrrY ACCESS PROGRAM has opened doors, removed barriers, and has enriched the Jives' 01 many Chula Vista
residents with severe disabilities and, to data, has made available over 3,000 specialized recreational opportunities
throughout San Diego County - free of chargel
Together, the Chula Vista Recreation Departmenfs Therapeutics Section and the ChenBWeth Foundation's CoMMUNrrY
AccESS PROGRAM will collaborate to enhance the leisure/recreational opportunities for individuals with disabilities who
reside in the city 01 Chula Vista. Three times monthly the CoMMUNrrY ACCESS PROGRAM will provide supervision and care
as well as door-to-door, wheelchair accessible transportation for Chula Vista residents attending a Therapeutics
Program's recreational activity. This partnership will provide a service that will ensure the participation and inclusion of
individuals with severe disabilities in leisure/recreational activities provided by the Chula Vista Recreation Department's
Therapeutics Program.
8. Please describe your organization's target population and why your program should
receive CDBG funding:
The Therapeutic Section provides programs targeting children, adolescents and aduns with developmental and
physical disabilities to improve the quality of life for participants and their families. Programs are designed to serve the
needs of the City of Chuta Vista's disabled population; however, programs are open to everyone from any community.
This is the only Therapeutic recreation program, unduplicated in the City of Chula Vista, which offers programs
specifically designed for persons with disabilities. Our specially trained staff adapts actiVities and equipment to ensure
that the highest quality 01 recreation programming is provided to the general population.
In addition, our Recreation Department demonstrates its dedication to serving the needs of everyone in the community
by embracing an Inclusive philosophy. Persons with special needs are encouraged to participate in any City recreetion
program, activity or camp. The benefits of an Inclusive experience allow participants the opportunity to participate in a
wide variety 01 recreation programs and team sports with their peers. Inclusion also ensures compliance with the
Americans with Disabilities At;t (ADA).
The COMMUNITY ACCESS PROGRAM was designed to fill a serious gap that exists for individuals whose disabilities are in
the severe and profound range. Many indIviduals, who make Chula Vista their home, do not have the freedom to
experience and enjoy their community and the leisure/recreational opportunities iI affords. What we so often take for
granted is all but a dream for some, because their physical and/or cognitive circumstances prevent them from being
independent. To simply take in a Friday night movie, eat out at a restaurant, or even attend a Padres game, is difficun
or impossible for someone challenged by a severe or prolound disability. Indeed, many of Chuta Vista's dear citizens
are isolated and immobilized because they do not have the necessary assistance they need to leave their homes,
access their communilies, and pursue their interestsl
In a very real sense, many indIviduals with severe disabilities are trapped. They spend most of their hours indoors
where they rIVe. They seldom have the opportunity to experience life outside of their immediate surroundings, and are
almost never given the opportunity to go on an outing or field trip that is specifically designed around their special
needs. Although there are various recreational programs lor IndIviduals with disabHilies, no programs exist, outside the
COMMUNITY ACCESS PROGRAM, for the many indIviduals whose disabilities are in the severe and profound range.
Traditional recreational programs lor the disabled do not have the necessary resources to assist the severely disabled
with the specialized accommodations they require in order to participate. One-to-one supervision, hands-on care,
and adaptable transportation are all needed to completely address the issue of community inclusion for individuals
with severe and prolound disabilities.
Although "accessing one's community" is the locus of the COMMUNITY ACCESS PRoGRAM, the benefits 01 this
exceptional project are more than meets the eye. It is not at all uncommon to find individuals who are challenged by
severe disabilities isolated, lonely, frequenUy depressed, and sometimes even gIving up on life itself! As lor all 01 us,
recreation, socialization, and ius! havina fun are directly linked to our physical, mental, and emotional well-being. In
this respect, the CoMMUNITY AccESS PROGRAM serves a multi-faceted purposel Freedom, dignity, self-worth, and
mental health - poweriul key words for ALL persons. Should anyone be excluded? .
Both the Therapeutics Program and the COMMUNITY ACCESS PROGRAM !!!m1 indIviduals with disabUities. With CDBG
funding support from the city 01 Chula Vista, !!!Q!! indIviduals with disabilities wiD have leisure/recreational
opportunities and those inölviduals whose disabilities lall within the severe and Drofound range, will be gW!lrenteed the
supervision and care 01 a personal assistant and door-to-door, adaptable transportation. This collaboration addresses
the participation of everyone, regardlass 01 the severity 01 their disability and the size 01 their accommodations!
9. Describe the specific program for which CDSG funds are being requested:
The Therapeutics Section 01 the Chula IfISta Recreation Department has been operating since1969. Programming is
available for individuafs ages 6 years to aOOR with developmental disabilities and physical disabilitias. Programs
inctude jazz dance, two sessions of summer day camp, special events, aqua exercise, dances, cooking classes,
. bowling, weeknight and weekend recreation and wheeIy sports. The Therapeutics Section is the only agenty in the
Chula Vista area thet provides recreational programming specifically for persons with disabilities. The Recreation
Department is also dedicated to serving the needs of everyone in the community through inclusive programming. We
continue to support an Inclusive philosophy and will provide opportunities for people with and without disabiities to
experience recreation together with the assistance 01 support staff to help with a successful experience of the
participant.
The Therapeutics Section plans to expand the wheelchair sports program lor youth with physical disabilities. This
sports program, the only one 01 it's kind in the South Bay aree, will provide wheelchair sports year round with
toumament play and R will include basketball, bocce ball, soccer, tennis, flag looIball, over-the-line and rugby. By
promoting thase sports, the Therapeutics Section hopes to form a competitive junior sports team to compete against
other San Diego County teams and in special events.
In addition, the Therapeutics Section plans to develop a drama program for youth with developmental disabilities. This
program will provide an introduction to the dramatic arts that will incorporate beginning acting, movements. vocals,
makeup and costume. This program will allow participants to conduct performances of work completed.
In September 1999, the Cheneweth Foundation launched the COMMUNITY Access PROGRAM - a pioneering project in
San Diego County for individuals with severe and profound disabilities. Community Access Program's philosophy was
straightforward... That all persons, regardless of their me challenges, should have the opportunities to have fun and
pursue their interestsl Its concept was unique. .. To offer supportive leisure activities specifically for those individuals
who are typically excluded from recreational opportunRies because of their specialized support needs. And its promise
was sincere... We will do whatever it takes to make certain that individuals with severe disabilities have the same
opportunities as everyone to leave their homes and be included as mainstream community participants - including
Chula Vista residentsl
For three years, the CoMMUNITY Access PROGRAM has provided a service that is invaluable and heartieR and has
bridged a most serious gap that existed for individuals with severe and profound disabilities. Every weekend, Saturday
and Sunday, and some weeknights too, Community Access Program staff, volunteers, and vehicles embark from the
program's National City sRe and travel t~ the various regions of San Diego County, inctuding the City 01 Chula Vista, to
provide leisure/recreational excursions and activities that are fun, meaningful, and safel Activities range from a simple
evening out to dinner to an all day excursion to Disneyland or Wild Animal P8I1d Sports events, performing arts, and
hllbor excursions are all part of what the COMMUNITY AccEss PROGRAM has to oller. Pa~ants receive
transportation, supervision, and professional care, as well as socialization, companionship, and a sense 01 seW-worth
and belonging. Over 1 ,000 recreational opportunities are offered to COMMUNITY AccEss PROGRAM participants a year-
free of chargel
Community Access Program's hallmark is its speciaHzed suppotl. A personal companion is essential to assist
someone with wheelchair mobility, meals, or personal needs and hygiene. These specialized assistants provide the
hands-on care someone might need throughout the activity, and are trained in CPR and First Aid should any medical
emergencies occur. Trensportatlon, another critical accommodation required by this special group 01 foI lis, is always
auaranteed. ADMara and public transportation systems are not an option for individuals with severe disabilRies as
they are time consuming, complicated, and unreliable - and for someone who requires total assistance, unrealistic.
The COMMUNITY ACCESS PROGRAM provides a complete transportation service that includes wheelchair accessible,
door-to-cloor, pickup and retum.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits,
etc.). What other sources of funds does your organization use to leverage Chula
Vista's CDBG dollars?
The CDBG funds will be used by the Therapeutics Section 01 the Recreation Department for direct service delivery to the
community as well as staff trainings and operating expenses such as printing, recreation supplies and equipment. The
Therapeutics Section also uses volunteers to help with various programs and day camps. According to the National
Center of Charitable Statistics, our volunteers contributed $2,335.00 to support staff with administrative assistance,
programs, special events and day camps.
The Charles I. Cheneweth Foundation will utilize its CDBG lunds to directly support the 'basic expenses" 01 COMMUNITY
ACCESS PROGRAM recreational outings that are provided lor Chula Vista residents. The basic expenses
cover the wages of the staff (outing supervisor, drivers, and recreational assistants), vehicle fuel, and entertainment
costslfees, if applicable. Please see the attached Outing "Basic Expense" Breakdown. All other program and overhead
costs necessery to maintain such a program are provided lor within the COMMUNITY AccESS PROGRAM 2003 annual
budget. Please see the attached 2003 Proposed Budget. The CoMMuNITY ACCESS PROGRAM will provide three
recreational outings a month for Chula 'Vista residents in collaboration with the Therapeutics Program.
11. Has your organization met or exceeded the stated program objectives of the preceding
year? If, no, will the program be redesigned to make the objectives obtainable for the
new funding year? What methods will be used to track for Income levels, demographic
Information and the evaluation of the program to measure success? .
This year the Therapeutics Section met the program objectives. The success 01 meeting these objectives is measured by
the number 01 programs offered, increased community awareness through participation in collaborations and the number
of staff trained for working with persons with disabilities. Bi-monthly networking committee meetings, surveys and c0-
sponsored community eventsltoumaments assist with assessing community needs and new program development.
Quarterty surveys of all participants and families measure the success of the program. Income levels are not tracked.
2003 - 2004 WIll be the first year for the Charles I. Cheneweth Foundation to request CDBG funding and to collaborate
with the Chule Vista Therapeutics Program. We believe the upcoming 2004 - 2005 application will reveal that our
program outcomes and objectives were met 100%1
12. If your application Is a collaborative proposal, please Identify the participating agencies
and the amount of funding requested by each agency. Also, describe the process of
allocating CDBG funds between each participating agency.
The City 01 Chula 'Vista Recreation Department I Therapeutics Program: $60,734
The Charles I. Cheneweth Foundation I COMMUNITY AccESS PROGRAM: $16,272
IF FULL FUNDING IS NOT GRANTED, FUNDS WILL BE DlSTIlIBlITED ON A PERCENTAGE BASED ON AMOUNTS REQUESlED.
13. What types of fund raising acttvltles, If any, does your organization undertake to
supplement your budget and how much was raised during the previous fiscal year?
To supplement the budget, the Therapeutics Section oilers an annual membership option to our participants, collection 01
minimal progrem fees and community donations. This past year a Medi·CaI grant in collaboration with Greg Rogers
Elementary School was awarded from the Chula VISta Elementary School District. In addition, community partners
donated equipment needed for adaptive sports and volunteer hours.
Medi·CaI Grant
$30 City Resident
$40 Non-Resident
Total: $840
$700
$4,98Q
Therapeutic Membership:
Community Donations:
In Kind Services
$6,335 (Volunteers and borrowed equipment)
The COMMUNITY ACCESS PRoGRAM is an ongoing project that is dependent on philanthropic funding and govemmental
grants. Our request from the City of Chula Vista is lor funds that will allow us to continue to offer Ieisurelrecre8tional
opportunities to individuals with severe disabilities in Chula Vista. Monies raised and earmarked for the COMMUNITY
ACCESS PROGRAM during 2001 - 2002 totaled $209,000. The COMMUNITY AccEss PROGRAM also received
entertainmentJlicket and equipment donations totaling approximately $4,500.
San Diego Regional Center for the Developmentally Disabled:
Department of Transportation and Caltrans:
Las Patronas:
Union Bank of CalWomia:
Grossmont Healthcare District:
Various Private Community Donors:
EntertainmentllicketJequipment donations:
$75,000
$90,000
$ 9,000
$ 5,000
$25,000
$ 5,000
$ 4,500
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this Impact your organization and Its ability to offer services.
Any loss 01 funds will reduce the direct service to persons with disabilities in the community. The Therapeutics Section
would reduce programs and staffing. The majority of the budget is employee services necessary to maintain a safe staff
to participant ratio. Funding to operate this program would be requested from the City of Chula VISta throug, the General
Fund.
The Charles I. Cheneweth Foundation is a non-profit 501(c)(3) charitable organization and the COMMJNITY ACCESS
I'ROGRAM, for which we are requesting funding is solely dependent upon fund raising for its continuation. Because of the
COMMUNITY ACCESS PROGRAM'S extraordinary services, extraordinary support from its community is needed to ensure that
individuals with severe and profound disabilities are not forgotten and left behind. Without CDBG funding from the City of
Chula Vista, program services would most likely be influenced - the lrequency 01 opportunities provided and the numbers
of Chula Vista residents served would be reduced. In essence, the support of the City of Chula Vista will nnake It possible
for the COMMUNI1Y AccESS PROGRAM and the Chula Vista Recreation Departmenfs Therapeutics SectioI1 to collaborate.
greatly enhancing the leisurelrecreational opportunities and services lor individuals with disabirllies in Chula Vista.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
Recreation Supervisor II
Bachelors Degree in Recreation Administration with emphasis in Recreation
Therapy, National Therapeutic Recœation Certification, 10 years experience in
Clinical and Community Therapeutic Recreation.
Recreation Specialist
Bachelors Degree in Therapeutic Recreation, 18 years experience in Community
Therapeutic Recreation.
The COMMUNI1Y Access PROGRAM, for which we are applying funds, is overseen by a Program Director, Pam Brunson.
Pam's qualifications are both personal and prolessional. As a perent herseW of two children with cerebral palsy, she
knows all too well the need that exists for social, leisure, and recreational opportunities for these special folks. Her
personal commitment ensures that CO""'UNI1Y ACCESS PROGRAM services are provided with professionalism, quality, and
sincerity. Prolessionally, Pam has worked five years in the capacity of directing social services programs and before that,
worked as a consultant for Special Education students and their lamilies. Pam's educational background is in Business
and Communications. Please see attached resume.
The Program Director has the overall responsibility lor the management of the program and reports directly to the
Executive Committee 01 the Foundation and to the Board 01 Directors. The Program Director coordinates and implements
the policies and procedures required to run the program effectively, and assures compliance with all applicable state and
federal regulations. The Program Director will always be available to discuss any matter with the City 01 Chula Vista and
to present, when requested, progress discussion.
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might include: Promoting the project
and its activities to the target population; Coordinating project participants and networking with
other organizations or individuals.
B. Describe the Process evaluation. Describe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participation via sign-
in sheets, meeting minu1es describing actions taken, files of news releases, letters
demonstrating additional support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to determine If it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
To provide soocialized leisure/recreational opportunities for individuals with severe or profound physical and/or
cognitive disabilities who·reside in the city 01 Chula Vista. .
ObJective:
1. To plan, coordinate, and impfement three leisure/recreational outings a month lor Chula Vista residents
who are chaUenged by severe and profound disabilities in collaboration with the Chula Vista Recreation
Departmenfs Therapeutics Program.
2. To provide the soecializød accommodalions a Chula Vista resident might require in order to participate in a
Therapeutic Program activity - such as one-to-one personal assistance and care, and door-to-door,
wheelchair accessible transportation.
3. To provide suooortive leisure/recreational outings in collaboration with the Chula Vista Recreation
Deparlmenfs Therapeutics Program to approximately 30 Chula Vista residents a month.
4. To provide "program awareness' to agencies and programs in Chula Vista whose goals are to enhance
circumstances for individuals with disabilities.
5. To provide a calendar of activnies each month to potential Chula Vista participants.
6. To provide a quarterty Newsletter to Chula Vista participants.
7 . To provide Chula Vista participants and their lamilies an opportunity to improve program services via a
'Participant and Family Survey."
1.
2.
3.
4.
5.
6.
7.
8.
9.
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50 youth
attending each session) using the University of Califomia's Project for Health curriculum.
Outcome Evaluation: 25 to 38 of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle for their family.
Process Evaluation:
The COMMUNITY ACCESS PROGRAM will document registration of Chula Vista participants with the initial completion of a
Participant Registration Questionnaire. This questionnaire will provide the necessary information the program and ns staff
will need to ensure that participants specialized accommodations are met. The participanfs information will also be
entered into a database that will document frequency 01 participation and description 01 activity. A monthly roster
representing each outing and its participants is also maintained for future reference. The Therapeutics Section will
document program participation through sign-in sheets, program registrations, meeting minutes, and calendar and Ilyer
distribution.
Outcome Evaluation: The Therapeutics Section will survey key participants and parents/guardians regarding benefits and
record attendance at prograins and document staff trainings.
The CoMMUNI1Y ACCESS PRooRAM will enlist the opinions 01 its participants, their families, and their collaborative partner by:
1. Proving participants and their families a vehicle for feedback through a confidential "Participant and Family Survey."
2. Meeting with the Therapeutic Program on a quarterly basis, or more frequently if needed, to discuss progress, address
questions or concems, and to ensure their collaborative efforts are successful.
BUDGET
Community Access Program Funding Source(s)
P ram Ex nS8S
1. Trans rtation - vehicle fuel costs
2. Enterteinment - ticket/event costs
3.
4.
5.
6.
Personnel Ex nses:
1. Weekend Su rvisor
2. Drivers
3. Assistants
4. FederaVState taxes
5.
Other Ex nses:
1.
2.
3.
TOTAL
$1440
$2,160
$3,159
$4,347
$1,881
$3,285
$16,272
· The above annual budget projections are the basic line nem costs to provide thres suoDOrtive leisure/recreational
outinas a month. Please see the attached Outing "Basic Expense" Breakdown for detailed line nem expenses.
· All other program and overhead costs necessary to maintain such a project are provided lor within the attached
CoMMUNI1Y ACCESS PROGRAM annual budget.
· The Charles I. Cheneweth Foundation is requesting CDBG funding from the City of Chula Vista for $16,272.00-
to sponsor the basic expenses of thres CoMMUNI1Y ACCESS PRoGRAM outings a month for one year. TIIøse_
wflgt8llIy_theBvøsat_ wllhdlsa_ ShoeJdCll/ysmelerlrnlsbem-.,........-fhis Jloject/orsuchlllrlOlmls. .
Budget
City of Chula Vista Therepeutic Section, RecreatIon Department
Funding Source(s)
Please list each budget line item and the source of the funding. Include all program expenses, personnel costs and any
program income. Attach additional sheets, n necessary.
- --- - ----
, BUDGET ITELl CHULA VISTA OTHER OTHER TOTAL
,
, CDSG List Other List Other
Proarem Exoen_
1. Recreation Supplies $2,787
2. Printina, Postace $5,750
3. Transoortation Allowance $292
4. Wearino ADDarel $700
5. Trainino $325
6. Fleldtrips, Specialized $4,750
InstructOlS
7 AdaDtive Eauipment $210
Personnel:
8. Part-time $45,920
EmDloveeslBenefits
9.
10.
11.
12.
Program Income:
13.
14.
15.
Total Costa $60,734
TAB 26
Executive Summary
City of Chula Vista
Community Developmant Block Grant Program
Fiscal Year ~
Name of Organization:
ProgramlProject Name:
Address:
Chula Vista Public Ubrary
Chula Vista Literacy Team Center
389 Orange Avenue, Chula Vista
Amount of 2~ Funding Requested:
Funding Received In 2002-G3:
CDBG Citation
$9,000
$9,000
570.201
Chula Vista literacy Team's overall goal since 1987 has been to assess the literacy-related needs of adults in the
community, provide them with an individualized plan of instruction to increase their literacy levels in order that they may:
Function more effectively iti their homes, lor example in reading of mail, paying bills
Read to their children and help them with their hom8WOl1<
Break the Intergenerational cycle of illiteracy
Become computer literate
Find and retain better employment
Become more productive members of the community
In 2003-04 we are applying lor CDBG funds In collaboration with the local affiliate of the Laubach literacy Council, known as
tha Chula Vista literacy Center. This volunteer program trains tutors to teach English to loreign-bom aduR learners, so they
can lunction In their English-speaking community. Our goal is to assist them in promoting and offering English as a Second
Language tutoring. The need lor ESl tutoring in Chula Vista is so high that adult schools and community colleges alone can~
meet it. The Chula Vista literacy Center (Laubach) provides small group volunteer tutoring forthose who cannot succeed in a
large classroom environment.
CDBG funds will enable the Chula Vista literacy Team Center to leverage additional dollars through the Calnornia State
Ubrary's literacy Matchino Funds program. $9,000 from CDBG will be pooled with $5,250 in State Ubrary Matching Funds to
support a contract position lor a Bilingual Computer lab Assistant, who will supervise and maintain our Computer learning
lab during peak USlQl! hours. This individual will increase the capacity of our Center to:
· Introduce and provide individualized computer-aided instruction to 65 aduR leamers
· Customize software programs to meet the needs of 25 English-as-a-Second-L.anguage leamers
· Serve 20 aduR leamers via small group instruction in Intemet usage and setting up e-mail accounts
· Assist 20 volunteer tutors to meet their learners' needs
· Introduce 15 adultlESlleamers to besic workplace and computer literacy skills
· Extand our services to additional community residents who wish to improve their English-language skills
~M~
~
01Y Of
CHUIA VISfA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLlCATlONFOR 2003-04
COVER SHEET
ProgramlProject Name: Chula Vista Literacy Team Center
Agency Name: Chula Vista Public Library
Agency Address: 389 Orange Ave., Chula Vista, CA 91911-4116
Telephone Number: (619) 585-5773
Fax Number: (619) 420-1328
CEO/Executive Director: David Palmer
Program Contact Person & Title: Patrice O'Halloran, Literacy Coordinator
Telephone (If different than above):
(619) 585-5773
E-Mail address:
pohallor@chulavlsta.llb. ca.us
Please Include All of the Following:
o Cover Sheet
o Application
o Work Plan
o Budget
o Complete list of !!! current revenue sources
o ArtIcles of Incorporation
o Authorization to request funds and to sign binding contracts (Include a
copy of the minutes which the governing body's resolution, motion or
other official action Is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development DepartmentIHousing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@ci.chula-vista.ca.us
tnstructlons: Please complete the application in the space provided. DO NOT attach additional
sheets other than the required documentation (an exception is made for the budget portion of the
application). Applications must be computer generated or typed. DO NOT REFORMAT
THIS DOCUMENT ON YOUR COMPUTER OR rr WILL BE RETURNED. If you would like an
electronic version contact the Housing Division offices.
If your respon_ to the questions are not Included on this application, It will be returned
- NO Exceptions.
1.
Amount of 2003-04 CDBG funding requested?
$9,000.
2. . Amount of 2002-03 funding received for this same program? $9,000.
3.
Number of years your organIzation has received CDBG fundIng
from Chula Vista?
10
4. Will your program be physically located In Chula Vista? 181 Yes 0 No
If not, where Is It located?
5. Please complete the following:
A. Total Clients sarved/estlmated to be served In:
2002-03
225+85
Percent of Total Clients 100%
2003-04
225+85
Percent of Total Clients 100%
B. Chula Vista residents served/estimated to be served In:
2002-03
200+60
Percent of Total Clients 84%
2003-04
200+65
Percent of Total Clients 85%
C. Low Income clients served/estimated to be served In:
2002-03
205+85
Percent of Total Clients 87%
2003-04
210+65
Percent of Total Clients 89%
Low Income Thresholds
$49,150
6. Of the three (3) national objectives for the CDBG program, please check the national
objective your organization meets.
~ Benefit at least 51% low and moderate Income households
o Elimination of slums and/or blighted conditions
o National disaster
7. Describe the services you provide to your clients:
The Chula Vista literacy Team Center Is located In the South Branch of the Chula Vista Public
Library. Since 1987, In partnership with Altrusa International of Chula Vista and the Chula Vista
Adult School, the Chula Vista Literacy Team (CVL T) has trained hundreds of volunteer tutors to
work 1:1 with adults who need help with their reading and wrttlng sktlls. In 1991, with a grant
from the California State Library, we expanded our services to Include family literacy
programming, and In 2000, with a start-up grant from Qualcomm, Inc., opened an after school
tutoring program for children In Grades 3-6 who were struggling with reading In school. All of
our services are provided at no cost to our clients.
We are requesting CDBG funds to supplement our adult literacy services. Many of the adults
who enroll In our program would not succeed In a large classroom environment. Often, a crisis
such as the loss of a job, has lead to their enrollment. Adults come to us with a variety of
special needs and goals. Some of these goals Include learning to fill out job applications or
other important documents, reading to their chlldran and helping with homework, writing
memos, notes or personal checks, Improving communication sktlls, or using a computer, to
name a few. We hetp them meet this "real-time" crisis and address their basic literacy needs.
Upon enrollment In our program, learners meet 1:1 with a staff member for an Intake Interview.
Through this process we ara able to evaluate the student's goals and literacy levels and develop
an Individualized curriculum plan. All students are given an orientation to our Computer
learning Lab at the complatlon of the Initial Interview. We encourage them to make an
appointment with the Computer Lab Assistant so they can begin to Improve their skills while
waiting to be matched with a volunteer tutor. Students may attend small group classes In
eddltlon to receiving tutoring and using our Computer learning Lab. Some students with short-
term goals meet 1:1 with a staff member on a temporary basis. Students are re-assessed after
100 hours of Instruction and meet with the Literacy Coordinator to review their progress and
establish new goals.
8. Please describe your organlzatton's target populetlon and why your program should
received CDBG funding:
We target Chula Vista residents who are educationally disadvantaged. These individuals lack the
literacy skills necessary to function effecUvely on the Job, In the family and In society. There Is a
strong link between low literacy skills and poverty.
Studies Indicate that over 50% of the adults who are native speakers of English enrolled In adult
programs have a serious learning disability. The Chula Vista Uteracy Team Is the only local
program which addressess the leamlng disabilities which, for so many, led to Illiteracy In the first
place.
The National Adult Survey (NALS) rated five levels of literacy competence with Level 5 being the
highest. In Chula Vista It Is estimated that 47"10 of the poplulatlon Is rated at the two lowest levels
of the NALS rating system. Almost all adults In Level 1 can read a Itttte, but not well enough to fill
out an application, read a food label, or read a simple story to a child. Adults In Level 2 can
usually perform more complex tasks, but generally not higher-level reading and problem-solving
skills required to function successfully In our society.
The Literacy Team Center provides a safe leamlng environment for adults who may not succeed
In a traditional classroom setting.
9. Describe the specific program for which CDBG funds are being requested:
CDBG funds will be used to maintain our Computer learning Leb In 2003-04. The Leb is an
Intagral part of our program, as It allows us to serve students who are not matched with a tutor.
Recruitment of volunteer tutors Is a limiting factor In the number of students that we can serve.
Without access to the Leb, students would have to walt to be matched with a tutor before they
could begin to work on Improving their skills and becoming more producttve In their dally lives.
The Literacy Center's Computer learning Lab Is equipped with educational software In subjects
that range from phonics Instruction to grammar and writing skills. We have the ability to
customize spelling and vocabulary programs to meet Individual needs. In addition to educational
programs, students can learn to use the Internet or other multl~medla resources such as video
and audio tapes.
Students have access to the Leb during the Uteracy Center's operating hours. The open Lab
gives us the flexibility to serve additional students who do not have consistent schedulea, at time
that are convenient to them. A key component of the Lab Is the personalized service we provide
by stationing staff In the Lab during peak usage houra. We recognize that our state-of-the-art
Computer learning Lab Is an effecUve learning tool only If we can dedicate a staffmem.ber to
design Individualized Instructional plans with the students and monitor their progress.
By combining the latest technology with personal assistance, the Chula Vista Literacy Team has
the capacity to bring literacy services to members of the community who otherwise would not
have the resources to pursue their literacy goals.
10. Speclficatly describe what the CDBG funds will be used for (salaries, wages,
benefits, etc.). What other sources of funds does your organization use to .
leverage Chula Vista's CDBG dollars?
CDBG funds will enable the Chula Vista Literacy Team Center to leverage
additional dollars through the California State Library's Literacy Matching Funds
program. $8,500 from CDBG will be pooled with State Library Matching Funds to
support a .43 FTE contract position for a Computer Lab Assistant, who will
supervise and maintain our Computer learning Lab during peak usage hours.
This Individual will increase the cepaclty of our Center to:
· Introduce and provide Individualized computer-aided Instruction to a
minimum of 65 adult learners
· Serve 20 adult learners via small group Instruction In Internet usage and
setting up e-mail accounts
. Assist volunteer tutors to meet their learners' needs
· Introduce 15 adultJESL learners to basic workplace and computer literacy
skills
$SOD of this CDBG grant request will be used to purchase Instructional
materials and supplies to support the work of the Chula Vista Literacy Center
(Laubach). They will purchase Instructional videos and corresponding
workbooks for training volunteer ESL tutors, and to replace their collection of
consumable student materials.
11. Has your organization met or exceeded the stated program objectives of the
preceding year? If, no, will the program be redesigned to make the objectives
obtainable for the new funding year? What methods will be used to track for
income levels, demographic Information and the evaluation of the program to
measure success? .
One hundred eighteen (118) adult learners and flfty-elght (58) children have been
active In our program In the first half of this fiscal year. We expect to meet our
stated goals of this fiscal year (2002-03) though we are limited by the number of
volunteer tutors. This year we have Increased the number and variety of small
group classes we offer and continually evaluate our Computer learning Lab In an
effort to serve as many learners as possible.
Demographic Information Is collected In the Initial assessment Interview. In
addition, we ask tearners to Indicate their yearly Income and number of
dependents using the income chart provided In the CDBG application. This
information Is entered Into our database for reporting purposes.
The Laubach Program collects similar data from their students upon Intake.
12. If your application is a collaborative proposal, please Identify the participating agencies and
the amount of funding requested by each agency. Also, describe the process of allocating
CDBG funds between each participating agency.
We have applied for 2003-04 CDBG funds.ln collaboration with the local affiliate of the Laubach
Literacy Council, known as the Chula Vista Literacy Center.
Chula Vista Literacy Team Is requesting $8,500 to leverage the cost for a Computer Lab Assistant.
The Chula Vista Literacy Center (Laubach) Is requesting $500 to purchase workbooks and tutoring
materials. Invoices for Laubach material purchases are forwarded to the Chula Vista Literacy
Team for payment.
13. What types of fund raising activities, If any, does your organization undertake to
supplement your budget and how much was raised during the previous fiscal year?
Chula Vista Literacy Team applies for grants and solicits donations to supplement the budget. In
this fiscal year we have applied for and received supplemental funds from the California State
Library's Matching Funds Program. Families For Literacy Program and English Language Literacy
Intensive Program (ELLI - this grant supports our afterschool tutoring progrem), the California
Department of Education's Workforce Investment Act 231 Grant Program, CDBG Program, as well
as donations from Altrusa International of Chula Vista, the Friends of the Chula Vista Library and
private donations totalling: $170,423. to date. We actively pursue new sources of grant funds
and/or grant donations throughout the year.
14. In the event your organization does not receive the requested amount of CDBG funding, how
will this Impact your organization and Its ability to offer services.
Due to the current budget crisis facing the State of California, It is even more critical that we
receive CDBG funding for Fiscal Year 2003-04. In Fiscal Year 2002-03, forty-four percen1 (44%) of
our total budget Is from California State Library granta.
Staffing for the Llter~cy Center's Computer learning Lab Is key to maximizing effective use of this
powerful resource. Without this experienced person, we would be significantly restricted In our
ability to offer specialized assistance to learners and tutors who are unfamiliar with the use of
computer technology and In our ability to reach out to Chula Vista residents looking for avenues
to Improve their English skills. In addition, the time period for new learners to be a.se.sed and
started In the program would be delayed. We are committed to finding the resources to cover the
coat. We would continue to sesrch for grants to subsidize this contract position. As a last resort,
we would have to seriously restrict the hours the lab Is open or close It altogether. The loss of
this position wouid impede our effectiveness as a literacy provider.
15. Who will be providing the progra.,.. servIces? Please briefly descrtbe the qualifications of key
staff (Attach a copy of their resume to the application)
The Computer Lab Assistant will be required to be familiar with computer operating systems and
educational software programs. This Individual will have experience working with adult learners
as well as conducting intake interviews and assessments.
The Coordinator of the Chula Vista Literacy Team Center has been with the program since 1994 as
both a volunteer tutor and the Computer Lab Coordinator In addition to her current position as the
Llteray Program Coordinator. She Is tratned In both the Wilson Reading System and the
Lindamood Systems of reading Instruction.
The Director of Laubach's Chula Vista literacy Team Center, Vic Arballo, has taught ESL students
and trained volunteer tutors for over eleven years.
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might Include: Promoting the project
Goal Statement:
Chula Vista Literacy Team will help reduce illiteracy in the community by providing adult literacy
1. Public speaking at local service clubs, community events, throughout the year
schools and Head Start Centers to recruit tutors and leamers.
2. Provide instruction to small groups in class sessions and throughout the year
individuals in the Computer Leaming Lab, including Even
Start Grant and Chula Vista Adult School participants.
3. Collaborate with the Chula Vista Literacy Center (Laubach) throughout the year
on inco oratin use of our Com uter Leamin Lab.
4. Conduct pre- and post-testing assessments and record the throughout the year
results.
5. Evaluate instructional materials and software collection
6.
7.
8.
9.
10.
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evatuatlon: 50 to 75 youth between the ages of 13 and 1 B will be trained as tobacco education
leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50 youth attending each
session) using the University of California's Project for Health curriculum.
Outcome Evaluation: 25 to 3B of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free home
or vehicle for their family.
Process Evaluation:
The Chula Vista Literacy Team maintains an extensive database tracking learner and tutor
information. Detailed records are kept of all tutor and learner activities, including all tutoring
sessions, group classes and computer lab useage. Leamer achievements, including gains on
standardized test scores, new employment, promotions, recognitions, community activities and
personal goal attainment are also entered into our database. Information is gathered from
monthly tutor reports, ongoing communication with the learners and through the assistance of
interviewers in 100 hour evaluations (post-tests).
Outcome Evaluation: .
At the completion of the initial intake, each leamer's assessment and personal information is
entered into our database. Daily attendance records, monthly Mor reports, 100 hour post-tests
and interviews provide the data for tracking the number of learners and Mors active in the
program. Monthlv and semi-annual reoorts are generated, summarizing:
. the addition of new learners and tutors
· learners who have met their goals and "graduated"
· leamers who have left the program for other reasons
· tutors who have completed their six month commitment
· tutors who have left for other reasons, including the leamer attaining his or her goals.
BUDGET
Funding Source(s)
Pro ram Ex nses
1 . Professional Services $8,500. $5,000. $13,500.
2. Instructional Resources 500. 1,000. 1,500.
3.
4.
5.
6.
Personnel Ex ses:
1.
2.
3.
4.
5.
Other Ex nses:
1.
2.
3.
4.
5.
TOTAL $9 000. $6,000. $15,000.
TAB 27
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2003-04
Name of Organization:
ProgramIPro ect Name:
Address:
Dress for Success
Professional Women's Group
642 Third Avenue, Suite C, Chula Vista
Amount of 2003-04 Funding Requested:
Funding Received In 2002-0-3:
CDBG Citation
$15,000
$9,000
570.201
Dress lor Success (DFS) is a non-profit agency that services very low to low-income women throughout San Diego
County and unincorporated areas. The program is designed to assist all economically disadvantaged San Diego women
move lrom weffare to work. DFS San Diego has community partnerships with sixty-seven member-referring agencies
throughout San Diego County that serve the needs 01 low-income San Diego women. Dress for Success has initiated
the Prolessional Women's Group (PWG) program to provide training designed for women new to the worldorce to
enhance skills and facilitate career advancement. The Professional Women's Group is the first and only national
networking association 01 its kind. Unemployment is not an isolated problem but a larger; community issue whose
resolution requires the efforts 01 all concemed citizens. This collective effort helps woman to make the transition from
Welfare-ta-Work.
The Professional Women's Group is designed as a networking association for low-income women entering the workforce
to help them turn jobs into careers. PWG promotas career development by offering new Information that will help women
unlamiliar with workplace continue to develop their skills and transition into the economic mainstream. The services
offered by DFS San Diego includes outreaph, education, and employability all of which are key components to job search,
job readiness assistance end job retention.
The PWG program is a culmination 01 a trainee's preparation to sustain and succeed in the workforce, through monthly
educational seminars on a core set 01 topics, the "A Hend Up" one-to-one Career Coaching program, and a Mentoring
program.
Dress lor Success' Professional Women's Group program is a pilot job-retention program that provides ongoing support
and career development guidance to employed Dress for Success clients. PWG offers new infonnation to t1elp women,
unfamiliar with the workplace, OOntinue to develop skills and self-esteem necessary for transition into the economic
mainstream. PWG provides an opportunity for clients to meet established professionals and other women who have
racently entered the workforce.
Dress lor Success and the Prolessional Women's Group will continue to provide Chula Vista's low-income residents with
Prolessionallmage Service and employment Retention Training. Funds will cover stipend, consulting services, supplies.
insurance, rent, and miscellaneous expenses. Other sources of funds used by Dress for Success includes in-kind
donations, cash contributions, Union Bank, San Diego Credit Union, and Air Touch Cellular.
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPUCATIONFOR 2003-04
COVER SHEET
ProgramlProject Name: Professional Women's Group (PWG)
Agency Name: Dress for Success San Diego
Agency Address: 642 Third Avenue, Suite C, Chula Vista, CA
Telephone Number: (619) 420-1488
Fax Number: (619) 420-4553
CEO/Executive Director: Sylvia McKinney
Program Contact Person & Title: Sylvia McKinney
Telephone (If different than above):
E-Mail address:
sultsyou@home.com
Please Include All of the Following:
181 Cover Sheet
181 Application
181 Work Plan
181 Budget
181 Complete list of!!! current revenue sources
181 Articles of Incorporation
181 Authorization to request funds and to sign binding contracts (Include a
copy of the minutes which the governing body's resolution, motion or
other omclat action Is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@ci.chula-vista.ca.us
Instructions: Please complete the application in the space provided. DO NOT attach additional sheets other
than the required documentation (an exception is made for the budget portion 01 the application).
Applications must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR rr WILL BE RETURNED. "you would like an etectronlc version contact the Housing
Division offices.
If .your responses to the questions are not Included on this application, It will be retumed - NO
exceptions.
1.
Amount of 2003-04 CDBG funding requested?
$15,000
2.
Amount of 2002-03 funding received for this same program?
Number of years your organization has received CDBG funding
from Chula Vista?
$ 9,000
3.
2
4.
Will your program be physically located In Chula VIsta?
181 Yea 0 No
if not, where Is It located?
5. Piease complete the following:
A. Total Clients servedlestlmated to be served In:
2002-03
500
Percent of Total Clients 40%+
2003-04
600+
Percent of Total Clients 50%+
B. Chula Vista residents served/estimated to be served in:
2002-03
2003-04
500+
600+
Percent of Total Clients 50%
Percent of Total Clients 50%
C. Low Income clients served/estimated to be served In:
2002-03
2003-04
1000-1200 Percent of Total Clients 100%
1100-1500 Percent ofTotal Clients 100%
Low Income Thresholds
2002 FIgures
Income
$40,950
Household SIze
6. Of the three (3) national objecttves for the CDBG program, please check the
national objective your organization meets.
181 Benefit at least 51% low and moderate Income househotds
o Elimination of slums and/or blighted conditions
o National disaster
7. Describe the services you provide to your clients:
Dress for Success San Diego is designed to provide Employment Retention and related
servtces to economically disadvantaged San Diego women who are making the transition
from government subsidy to economic Independence and are actively employed and/or
seeking employment.
Dress for Success San Diego Is a 50103 non-profit agency that services very low-Income
to low-Income individuals throughout the San Diego area. All clients are referred to Dress
for Success from other agencies who are Involved with programs that assist clients to
make the transition from government subsidy to gainful employment. The services Dress
for Success offers Including: outreach, education, employability, mentorlng, career
coaching, and financial literacy. These elements are all key components to job search, job
readiness, and job retention.
Dress for Success does not duplicate any resources available In San Diego County.
Furthermore the program Itself Is an additional resource to benefit participating agencies
and organizations and Its presence will only enhance the existing assets of the
community. .
Dress for Success objectives are to assist Individuals to Jump from some form of
government subsidy to economic independence. Social service and governmental
agencies must refer all Dress for Success clients. These agencies Include: Wetfare-to-
work programs, community colleges, domestic violence shetters, charitable organizations
of all religious affiliations, agencies working with homeless men and women, the
Incarcerated, and Individuals with developmental and psychological disabilities
throughout San Diego County.
8. Please describe your organization's target population and why your program should
received CDBG funding:
Dress for Success San Diego provides assistance to any IndMdual making the transition
from government dependence to work regardless of their ability to pay, sex, sexual
preference, race, ethnlclty, national origin, color, religion, age or physical handicap. The
client must be from San Diego County.
To attain self-sufficiency unemployed Individuals need a support system between Job
training and gainful employmenL Unemployment Is not an Isolated probtem, but a
community dilemma that requires the efforts of all concerned citizens. Dress for Success
and the Professional Women's Group (PWG) Is a collective effort of Chula Vista's
community to help men and women overcome the probtems encountered when trying to
make the transition from welfare to work.
The end of government help Is fast approaching for more than 100,000 Impoverished
California families who will exhaust their lifetime allowance of welfare benefits. On
January 1, 2003, California will launch the second and harsher phase of Its new wetfare
systems as those who have received five years of cumulative benefits will be moved
permanently beyond government charity.
The wetfare time limit was Intended as a threatening hammer to motivate recipients Into
the workforce. Currently there are roughly 500,000 families now on California's welfare
roll, many of these residing In San Diego County. Although many of these families have
found Jobs, these low paying Jobs to earn a "IIvlng-wage". The PWG targets the 100,000+
San Diego County households attempting to transition from government subsidy Into the
workforce and those Individuals focusing on transltlonlng from minimum wage to at
"living-wage". CDBG funding will assist the countless number of Individuals who have
began the transition from government subsidy to sustalnablllty.
9. Describe the specific program for which CDBG funds are being requested:
Dress for Success Is requesting funding to support the Professional Women's Group.
Traditional welfare to work programs has met with limited long-term success because
assistance Is geared toward a short-term solution of entering the work force. The
challenges associated with keeping a Job are often too formidable. Women who have
never worked, or have been absent from the workforce for a slgnlflcent time, may lack the
Important skills associated with balancing family life, I.e. child raising, family
responsibilities, In addition to keeping up with employer requirements.
The workplace represents a completely foreign territory of etiquette, protocol, and
responsibility. Obtaining the Job Is a victory worth celebrating; but then come further
challenges such as understanding and adapting to corporate cultures, nurturing
Interpersonal and business communications skills, and managing personal finances.
Dress for Success Instills the long-term vision that stiu1s the women down the peth of
success and guiding them· through the maze of challenges that await them. The
Professional Women's Group (PWG) was launched by Dress for Success so support our
clients during the critical and fragile transition time. The program provides women new to
the workplace with training that will enhance their skills and facilitate career advancement.
The PWG provides a comfortable atmosphere for members to share, grow, and network
with other women who have recently make the transition Into the workforce. Each PWG
meeting consists of two key elements: an expert speaker and a networking period.
Monthly meetings cover a variety of topics that promote professional development. Such
topics Include communications skills, the "unwritten" rules of the workplace, chllcl-care
issues, financial planning, st~ss management, and Juggling responsibilities.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits,
etc.). What other sources of funds does your organization use to leverage Chula
Vista's CDBG dollars?
Dress for Success Is requesting funding to support direct expenses related the Professional
Women's Group program. These expenses Include a portion of the Executive Director's
salary, a pert-time Program Coordinator, rent, utilities, supplies, Insurance, phone, and other
direct expenses.
Additional funding from other sources will be utilized to leverage Chula Vista CDBG dollars.
This includes but not Is limited to: other CDBG ted 10: at her a:a¡ funding, CoLl1onal
grants, private donors, and donations.
11. Has your organization met or exceeded the stated program objectives of the preceding
year? If, no, will the program be redesigned to make the objectives obtainable for the
new funding year? What methode will be used to track for Income levels, demographic
Information and the evaluation of the program to measure success?
Dress for Success has exceeded the stated program goals In the present and previous
years. 100"10 of clients served by Dress For Success are low-income. Intake of the clients Is
based on referral from other Social Service agencies. The referring Social Service agencies
verify and maintain Income levels statistics.
A clients measurable outcomes from the PWG are based on a variety of factors Include: 90-
120 day Job retention, Increase In salary within one year, career enhancement, enhanced Job
skills, and learning other life skills such as flnanclallltaracy, and budgeting.
12. If your application Is a collaborative proposal, please Identify the participating agencies
and the amount of funding requested by each agency. Also, describe the process of
allocating CDBG funds between each participating agency.
Dress For Success' Professional Women's Group is not a collaborative program, but rather
utilizes referring agencies as the main source for access and Information for new clients.
The referring agencies Include: Catholic Charities (CALWORK'S), Children's Hospital Family
Violence Program, Consensus Organizing Institute-labor Council, County Department of
Health and Human Services (CALWORK'S), Crash Golden HIli House, Employment
Development Department (EDD), I-Kan, MACC Project-National City, Maxlmus, Reach Out to
Families (ROTF), Red Cross, SaIWork's (Salvation Army), San Diego Community College
District, San Diego Housing Commission, South Bay Career Center, Strive, and Sweetwater
Union Adult School.
In addition, Dress For Success also disseminates Information about the PWG program
through Radio, TV, Newsletters, Direct Mail, and United Way Interline Webslte.
13. What types of fund raising activities, If any, does your organization undertake to
supplement your budget and how much was raised during the previous fiscal year?
Dress for Success teams up with local corporate sponsors during "Clean Your Closer'
month. Each corporate sponsor facilitates the donation of In-kind donations utilized for the
program in eddltlon to cash donations. These seml-annual fundralsers contribute
approximately $5,000-$35,000 per event.
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this Impect your organization and Its ability to offer services.
If the proposed funding Is not received, Dress For Success will not be able to meet their goal
of serving over 500+ clients. The number of clients served would be adjusted to reflect the
amount of funding received.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
The key staff who will be providing direct program services Is Sylvia Evans-McKinney.
Please refer to the attached blo.
WORKPLAN
A. Please specify the key activities which will serve to meet your obJectives and the dates
you plan to accomplish the ectIvftles. Key actlvfUes might Include: Promoting the project
and its activities to the target population; Coordinating project participants and networking with
other organizations or individuals.
B. Describe the Process evaluation. Describe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participation via sign-
in sheets, meeting minutes describing actions taken, files of news releases, letters
demonstrating additional support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to determine if it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
The goal for Dress For Success and The Professional Women's Group Is to help bridge the
gap of unemployed women In their attempt to become self-sufficient. The program provides
a support system between Job seeking, gainful employment, and substainabililty.
ObJecUve:
Increase Job Retention, Improve Career Enhancement, increase wages, enhance Job skills,
and enhancement of other life skllis such as financial literacy, and budgeting.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Jul -Au us! 2003
Ju 2ooa;June 2004
Au s! 2oo3-June 2004
Au us! 2oo3-June 2004
Se tember 2003
October 2003
November 2003
November 2003
Janua 2004
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50 youth
. attending each session) using the University of Califomia's Project for Health curriculum.
Outcome Evatuatlon: 25 to 38 of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle for their family.
Process Evaluation:
Monthly PWG meeting will be held. The meetings consist of two key elements: an expert speaker
and a networking period. The two-three hour monthly meetings cover a variety of topics that
promote professional development. Such topics include communication skills, the unwritten rules of
the workplace, child-care issues, financial planning, financial literacy, stress management, and
juggling responsibilities.
Outcome Evaluation:
75% of clients served will reach the 90-day job retention period.
70% of clients served will reach the 12O-day retention period.
75% of clients served will learn seven or more life skills.
70% of clients served will attend financial literacy classes.
65% of clients who completed the financial literacy classes will open and manage checking and/or
savings accounts.
75% of clients served will team up with a career coach.
50% of clients served will improve their wages over a one-year period.
BUDGET
Funding Source(s)
P ram Ex nses --~~--
1. Suoolies 400 4,600 30,000 35,000
2. Rent 6.600 6600 13,200
3. Insurance 500 500 1,000
4. Professional Services 2000 2,000 3,000 7000
5. TeleohoneJUtilities 1,000 1,000 2,000
6. Printina-INKlND 1,000 1,000
Personnel Exoenses:
1. Salaries 6,000 6000 6,000 12,000
2. Volunteers-INKIND 35,000 35.000
3.
4.
5.
Other Exoenses: .
1.
2.
3.
4.
5. .
TOTAL 16,500 20,700 75,000 112,200
TAB 28
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2003-04
Name of Organization:
ProgramIPro ect Name:
Address:
Chula Vista Recreation Department & INFORM San Diego
INFORM Chula Vista
276 Fourth Avenue, Chula Vista
Amount of 2003-04 Funding Requested:
Funding Received In 2002..Q3:
CDBG Citation
$23,057
$14,162
570.201
The purpose of INFORM Chula Vista is to provide comprehensive, uncomplicated, and readily available health
and human service Information to the residents of Chula Vista. Many of the referrals are preventative in nature
and can empower individuals and families to function at their highest level without the need for government
intervention.
Collaborative partners include INFO LINE that has a thirty year history of providing information and referral to
all residents of the County of San Diego. With a continuously updated database of more than 2,000 County
health and human services as its foundation, INFO LINE is the entry point into human care services. The other
partner is the Norman Park Senior Center that provides local, accessible, in-person assistance, particularty for
older persons.
Recognizing that people seeking help do so in different ways, the collaborative offers six avenues for
connecting with community resources: [1] Drop-in basis; [2] By appointment; [3] Over the phone; [4] In
response to written requests; [5] Via the intemet; and [6] Through a print directory and other hand outs.
Listed below are some of the specific goals of INFORM Chula Vista:
· Provide prompt, caring response and individualized infonnation and referral to meet the clients needs
· Make the detabase available 24 hours a day through the website
· Utilize a call tracking system where basic demographic infonnation is gathered on each contact
· Select appropriate resources and make available to staff and voluntesrs
· Conduct follow-up review to determine status 01 the person served
· Maintain a resource library
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLlCATlONFOR 2003-04
COVER SHEET
ProgramIPro ect Name: INFORM Chula Vista
Agency Name: City of Chula Vista Recreation Department
Agency Address: 270 F Street, Chula Vista, CA
Telephone Number: (619) 691-5086
Fax Number: (619) 476-8167
CEOJExecutlve Director: Buck Martin, Recreation Director
Sara Matta, Executive Director, INFO LINE
Program COntact Person & TItle: Karan Harvel, Recreation Supervisor III
Telephone (If dlfferant than above):
E-Mail address:
kharvell@cl.chula-vlsta.ca.us
Please Include All of the Following:
181 COver Sheet
181 Application
181 Work Plan
181 Budget
181 COmplete list of all current revenue sources
181 ArtIcles of Incorporation
181 Authorization to request funds and to sign binding contracts (Include a
copy of the minutes which the governing body's resolution, motion or
other official action Is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@ci.chula-vista.ca.us
Instructions: Please complete the application in the space provided. DO NOT attach additional sheets other
than the required documentation (an exception is made for the budget portion of the application).
Applications must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR IT WILL BE RETURNED. If you would like an electronic version contact the Housing
Division offices.
If your responses to the questions are not Included on this application, It will be returned - NO
Exceptions.
1.
Amount of 2003-04 CDBG funding requested?
Amount of 2002-03 funding received for this same program?
Number of years your organization has received CDBG funding
from Chula Vista?
$23,057
$14,162
2.
3.
1
4.
Will your program be physically located In Chula Vista?
I:?3J Yes 0 No
5. Please complete the following:
A. Total Clients served/estimated to be served In:
2002-03
2003-04
69,000
Percent of Total Clients 100%
84,000
Percent of Total Clients 100%
B. Chula Vista residents served/estimated to be served In:
2002-03
18,250
Percent of Total Clients 26%
2003-04
22,260
Percent of Total Clients 26%
C. Low Income clients served/estimated to be served In:
2002-03 49,500 Percent of Total Clients 90%
2003-04 59,400 Percent of Total Clients 90%
Low Income Thresholds
2002 Rgures
Household Size
Income $36,400 $49,150
6. Of the three (3) national objectives for the CDBG program, please check the
national objective your organization meets.
~ Benefit at least 51% low and moderate Income households
o Elimination of slums and/or blighted conditions
o National disaster
7. Describe the services you provide to your clients:
The purpose 01 Inform Chula Vista (Information and Referral Collaborative) is to provide
comprehensive, uncomplicated, and readily available health, human, community service and special
interest Information to the residents of Chula Vista. Residents will benefit from information on local as
well as countywide resources and the majority of the citizens served are low income and among those
most in need of linkage to resources. Many of our referrals are preventative in nature and can
empower individuals and families to function at their highest level without the need for govemment
intervention. The entire service system Is more efficient by having a reliable source of up-l<HIate
information on available services.
One coliaborative partner is INFO LINE, which has a thirty-one year history of providing Inlormation
and referral to all residents of the County of San Diego. With a continuously updated database of
more than 2,000 county health and human services as its foundation, INFO LINE Is the entry point into
human care services. The other partner is the Norman Park Senior Center, which provides local,
accessible, in-person assistance, particularfy for older persons and additionally, this year, Norman
Park has developed the ute Options Program for the newly retired person. ute Options Is a resource
for leaming and channeling skills and talents into significant community service. Recognizing that
people seeking help do so in different ways, the coliaborative offers six avenues for connecting with .
community resources: 1) Drop-in basis; 2) By appointment; 3) Over the phone; 4) In response to
written requests; 5) Via intemet at www.informsandiego.org and www.lifeoptionssouthbay.com; and
6) Through a print directory and other specialized brochures. .
Through three local numbers and a toll-Iree 800 option, INFO LINE representatives are available five
days a week, lor ten hours per day with some limited weekend phone coverage. In addition to
providing information about community resources, these trained representatives offer a confidential
assessment matching callers' individual needs with the most appropriate services. The Information
and Referral specialist at the Norman Park Senior Center trains and supervises competent volunteers
to assist with most aspects of service delivery to include the new Llle Options website and amex.
The services provided by the two partners include those listed below and any additional requests
made by the public that fall within service guidelines. Services include, but are not limited to, the
following: ..
Provide prompt, caring response and individualized information and referral to meet the clienfs needs.
Utilize a cali tracking system where basic demographic information is gathered on each
contact.
Maintain a comprehensive, up-to-date database of all health and human resources in the
County and meaningful retirement opportunities in South Bay.
Make the database available 24 hours a day through the webslte: informsandiego.com.
Make the database available through the print directory, Directions.
Offer customized brochures 01 South County resources.
Provide current lists of Chula Vista housing options, transportation, home health, etc.
Maintain a resóurce library.
Solicit the assistance 01 agencies or individuals in providing needed services.
Conduct follow up review to determine status of the person served.
Communicate positively and effectively with individuals of all ages and diverse socioeconomic
backgrounds.
Maintain a centralized Information and Referral Program for the citizens of Chula Vista.
Design programs to assist individuals in translating and/or completing state, federal and
county lorms.
8. Please describe your organization's target population and why your program should
received CDBG funding:
The target population is all community members, regardless of age, income, gender or ethniclty. This
includes those residing In Chula Vista and neighboring communities. The Norman Park Senior Center
focuses on Issues of concem to persons 50 and older through the Information and Referral (I&R) and
Life Options programs. I&R provides inlormation on health and human services issues and the Ufe
Options program targets the baby boomers offering them a variety of opportunities to make the latter
third of their lite productive, satisfying and rewarding. The majority of people helped by INFO LINE are
those in need of basic assistance such as emergency food, utility assistance, housing, health, shelter,
case management etc. and are low Income. Staffs of both partner organizations are equipped to
assist Spanish-speaking callers.
Funding for this program is critical, as the relationships developed between INFO LINE, the City of
Chula Vista Recreation Department and other City staff that participate, will lay the groundwork for an
effective, coordinated system of information and referral providers that will become the future 2-1-1
system (the universal, three digit access code for linkage to community services). More and more,
because of economic conditions and decreased funding for services, there is need for efficient linkage
to existing resources. This collaborative will ensure that the citizens of Chula Vista will be served well,
by trained staff, with well identified and defined services and through an efficient and easy to use
system for finding help.
INFO LINE is already using this model of coordinated I&R with the City of San Diego and their
Community Service Centers.
Based on demographics and comparisons to other large metropolitan areas, there is a need lor
information and referral services to increase capacity. A 2001 county study by the Fromm Group
reveals that calls for human services average 8% 01 the population in major metropolitan areas like
ours. In addition, this program should receive funding because the senior population Is growing, as
are senior issues. As baby boomers reach 50, there is an increased need lor information and referral.
According to SANDAG, by 2010, the 50 - 65 age group will increase 128% in the Chula Vista zip code
areas from the total recorded in 2000. This age group benefits from information for their aging-parents
and themselves regarding retirement, housing, job training, volunteer opportunities, transportation and
other services available in the community. In addition to the many senior rental apartments and
mobile home parks currently located in Chula Vista, one senior affordable residence with 91 units is
currently under construction and a 4O-unit project is in plan review.
Currently we are at capacity. Without funding, services would be jeopardized.
9. Describe the specific program for which CDBG funds are being requested:
The goal of Inform Chula Vista is to provide comprehensive Information and referral services for the
residents of Chula Vista. By working collaboratively, citizens benefit from easy access to services
through the Internet, phone, print and in-person appointments. The collaborative will be sharing
resources, databases and staff. training with the gOal of providing an even more efficient, effective
service. INFO LINE is currenUy in contract negotiations with The County Health and Human Service
Agency's Aging and Independence Services to maintain that program's resource database for senior
services. By working closely in this collaborative, local resources for Chula Vista residents will be easily
identified and readily maintained.
In-person services at the Norman Park Senior Center will be enhanced by staff access to the INFO
LINE database and by access to the new Life Options website and trained volunteer counselors for the
Life Options program. In addition, INFO LINE staff, who are certified by the National Professional
Organization, Alliance of Information and Referral Systems (AIRS), will provide training to Norman Park
Senior Center staff with the goal of Increasing their level of expertise. Other City departments will be
informed of this resource and be Invited to attend trainings as well. Training may Include a refresher
course on Basic Problem Assessment (for newer staff) or a more advanced version of that for
experienced staff as well as basic or advanced training on the use of the website informsandiego.org.
INFO LINE is also equipped to train on . Dealing with Difficult Clients" or on providing I&R to specific
populations (such as seniors). Training topics will be determined by staff participant need. Other specific
services provided by the collaborative are listed in # 7.
Current information and referral services must continue and coordination is needed to build capacity to
meet future needs. The Norman Park Senior Center, in addition to requesting funding for continuation
of Information and Referral services, is requesting funds to continue the development of the "Life
Options Center" lor Baby Boomers. It is anticipated that Baby Boomers will live longer and want
meaningful engagement in later years. This presents a new concept lor information and referral that will
require Increased coordination with community agencies and services and, at the same time, a
continuance 01 current services to the older citizens of our community.
Building on the work done this year we propose to expand our coordination efforts in Chula Vista, laying
the foundation for the introduction of 2c1-1, an abbreviated dialing code for community information and
referral. This easy-to-remember number, set aside by the FCC In 2000 for Community Information and
Referral, will greatly improve access to appropriate service. Currently 15% of the population of the USA
has this service and it should be implemented in Calilomia in the next couple 01 years. For this to
happen, current information and referral services must continue and coordination is needed to build
capacity to meet future needs in a much more efficient way.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits,
etc.). What other sources of funds does your organization use to leverage Chula
Vista's CDBG dollars?
c
Community Development Block Grant funds will be used to:
Pay for the salary and part-time benefits lor a 20-hour per week Information and Referral
Specialist position located at Norman Park Senior Center. This staff member will provide direct
services and supervise volunteers to provide assistance to community members.
Pay for the salary for a part time web manager and volunteer coordinator for the Life Options
program who will coordinate volunteer efforts and enable the program to grow.
Support a very small percentage of the core phone service and the costs of training by INFO
LINE staff.
Additional funding will be requested from the City of Chula Vista General Fund to cover the
remaining costs of the program components located at the Norman Park Senior Center. II
funding III not received, services will have to be cut. Volunteers greaUy enhance the value 01 any
funding received. According to the National Center of Charitable Statistics, volunteers assisting
with the programs requesting funding in this proposal contribute over $4,655 in
service. INFO LINE's costs are leveraged by funding from the County 01 San Diego, United
Way, foundation, corporate, and individual support.
11. Has your organization met or exceeded the stated program objectives of the preceding
year? If, no, will the program be redesigned to make the objectives obtainable for the
new funding year? Whet methods will be used to track for Income tevels, demographic
Information and the evaluation of the program to measure success?
Together, the two partners of Inlorm Chula Vista have exceeded their stated objectives from the
preceding year. In 2002-2003 the estimated Chula Vista residents to be served with information and
referrals is 18,250.
A call system tracks calls daily. Monthly call system reports are issued. Intake forms are utilized to
gather pertinent information. Collaborative members regulariy perform case review and service
observing lor quality assurance. The quality review's purpose Is to determine compteteness and
accuracy of problem assessment and referral. When a client has a complex need, the I&R specialist
performs a follow up with the client or referral agency to assure that appropriate services were received.
The number of clients served measures the program's success. Emphasis this year will be placed on
further training of staff and volunteers to increase their level of expertise and to include other City of
Chula Vista Departments through invitation.
12. If your application Is a collaborative proposal, please Identify the participating agencies
and the amount of funding requested by each agency. Also, describe the process of
allocating CDBG funds between each participating agency.
Collaborative partners are INFO LINE and City of Chula Vista Recreation Department. The Recreation
Department requests $17,446 and INFO LINE requests $5,625. Funds will be allocated proportionally
based on amount requested and amount actually received.
13. What types of fund raising activities, If any, does your organization undertake to
supplement your budget and how much was raised during the pravious fiscal year?
Currently, the Recreation Department does not participate in fundraising activities however, volunteers
contributed over $4,855 in in-kind services to these projects in the past year and It is anticipated that
volunteer service will continue to grow.
INFO LINE receives funding from the County of San Diego, United Way, other cities, loundations, local
corporations, and individual donors. As a free, county- wide service, available to all, it is imperative that
this critical, core social service be fully funded. A part-time fundraising contractor helps add to and
diversify funding streams with the ultimate goal of increasing the capacity of the service. In additon, the
estimated annual in-kind contribution of volunteer and subsidized staff to the overall INFO LINE
operation totals about $22,000.
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this Impact your organization and Its ability to offer services.
At the Norman Park Senior Center, funding would be requested through the City's General Fund. If the
program is not funded, services will not be provided.
INFO LINE will continue to operate but clients will experience long wait times (in excess of four minutes)
while waiting to speak with an Information & Relerral Specialist. Long wait times create undue
. frustration lor citizens who are already experiencing difficulties.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
The Information and Referral Specialist is currently supervised by a Recreation Supervisor II whose
qualifications include 10 years 01 experience as a Certified Therapeutic Recreation Specialist. Oversight
of these programs is provided by a Recreation Supervisor ill whose qualifications that relate to this grant
include 13 years experience working with the public in a municipal govemment setting, experience
developing and participating in collaboratives, active membership in the National Council on Aging,
experience in volunteer management and the administration of programs. Both the Supervisor II and
Supervisor III are Involved In the community and network regularly with service providers that are
integral parts of the Information and Referral Program.
The Information and Referral Specialist at Norman Park Senior Center has training in information and
referral services. In addition, this specialist has seven years of experience.
INFO LINE staff consists of 6.5 full time equivalents to handle Incoming calls. Three of these staff
members are certified by the national professional organization, Alliance of Information & Referral
Systems (AIRS), while the equivalent 01 3.5 staff are bilingual in English and Spanish.
The supervisor has been with INFO LINE for seven years. He currently serves as the Associate Director
of INFO LINE, with oversight of telephone information and referral services, training coordination, staff
supervision, reporting, contract compliance, and quality control. He has served with local community
based organizations including Logan Heights Family Health Center, YMCA Family Stress Center, and
Palomar Medical Center. He is a licensed Marriage and Family Therapist and Certified Information &
Relerral Specialist. He is currently a board member of the Callfomla I & R professional organization
(CAIRS). He has a MA lrom Intemational College and is bi-lingual (Spanish).
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates you
plan to accomplish the activities. Key activities might Include: Promoting the project and its
activities to the target population; Coordinating project participants and networking with other
organizations or individuals.
B. Descrtbe the Process evaluation. Describe how the program will collect data and maintain records
to track program activities. Example: Documentation of program participation via sign-in sheets,
meeting minutes describing actions taken, files of news releases, letters demonstrating additional
support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be measured to
determine il it has been met. Example: Interviews of key participants, policy or resource allocation
changes, pre-and-post test surveys of the target populations.
Goal Statement:
Inform Chula Vista's goal Is to provide comprehensive Information and referral services to all
Chula Vista residents who need help In finding services. This Includes anticipating requests for
Information, responding accurately and promptly, and providing appropriate referrals for the
citizens of Chula Vista.
Objective:
Objective 1: Provide eighteen thousand two hundred and fifty (18,250) Chula Vista community
members with Information and Referral and Life Options services.
Objective 2: Provide comprehensive Information and referral services within a reasonable call
walt time of 2.5 minutes or less.
Objective 3: Provide ongoing training and development for volunteers to provide assistance to
clients In complatlng forms as determined necessary, to conduct outreach and to maintain
reference materials.
Objective 4: Maintain a current resource library and database with approprtate referral materials
such as housing lists, support groups, care facilities and services.
7.
Provide infonnation and referral 10 community through the phone, internel,
walk-in or on a written basis
When necessary, provide trained volunteers to help individuals in accessing
resources
Kee accurate records of clients served
Update referral and resource infonnation database and maintain resource
libra
Train staff and volunteers to increase their level of expertise according to
national rformance standards
Train volunteers to help clients complete county, state and lederal forms
related to housin erne n assistance and health care
Identify appropriate agencies and refer clients for housing, emergency
assistance and health care
Anal ze re or! resuns
Su rvise the on oin devel ment of the Ufe lions Cenler
Ongoing
1.
2.
Ongoing
5.
6.
On oin
Ongoing
August 200310 January 2004
Ongoing
3.
4.
Ongoing
8.
9.
On oin
On in
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 1B will be trained as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50
youth attending each session) using the University of California's Project for Health curriculum.
Outcome Evaluation: 25 to 3B of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle for their family.
Process Evaluation:
The Norman Park Senior Center's Information and Referral Specialist will facilitate training for 6-12
adult volunteers to provide services in Information and Relerral. Documentation of program
participation will be compiled in the following ways: sign up sheet for programs, phone tallies lor
incoming and outgoing calls, files of news releases, copies of publicity flyers. The Information and
Relerral Specialist will create and update inlormation to be given to clients and Senior Center staff for
reference. INFO LINE supervisors regularly perform case review and service observing for quality
assurance. The percentage of cases reviewed varies according to the staff person's level of experience
and the .results of past case reviews. A supervisor will review between 5% and 100% of the cases
depending on the employee's experience level. The quality review's purpose is to determine
completeness and accuracy of problem assessment and referral.
Outcome Evaluation: The Therapeutics Section will survey key participants and parents/guardians regarding bene
record attendance at programs and document stafl trainings. .
At the Norman Park Senior Center, random calls will be made to 100 participants to determine
satisfaction. The expected outcome is that seniors in the community will receive personal, timely, up to
date inlormation and referral materials and be assisted by trained volunteers in completing local state
and federal forms. This will assist citizens in their ability to maintain independence and a good quality
of life. When a client with a complex referral need such as emergency food contacts INFO LINE, the
I&R Specialists will perform a lollowup call with the referral agency to assure that the client received
services.
Community Development Block Grant Program-Funding Application
Personnel Detail Norman Park Senior Center
HOURS HOURLY WAGE PARS MEDICARE TOTAL
RATE TOTAL (3.75%) (1.45%)
Recreation
Soecialist 500 $12.25 $6,125 $230 $89 $ 6,444
Recreation
SDecialist 4BO $12.50 $6,000 $225 $87 $ 6,312
I Program I
Manager 200
I $22.29 I $4,458 I $167
1$65
I $4,690
Sub-Total: $17,446
INFO LINE
Estimated Cost per Call Actual cost Total
calls Irorn
Chula Vista
Residents
I&R Calls 5,652 $12.00 $67,824 $5,000 (less than
10% of actual
costs)
Hours Cost cer hour Sub total
I & R Traininc 5 $125 $625 $625
Sub-Total:
$5,625
Personnel Total: $23,071
Budget
City of Chula Vista Therapeutic Section, Recreation Department
Funding Source(s)
Please list each budget line item and the source of the funding. Include all program expenses, personnel costs and any
program income. Attach additional sheets, n necessary.
-
- - --- - -- - --- -- -~--- - - - - - - ---- - I
BUDGET ITEr.l CHULA VISTA OTHER OTHER TOTAL
CDBG List Other List Other
_ 'roaram Exllllnses
---<. Recreation Sunnlies $2,787
.:.. Printinc, postaæ $5,750
i. TransDortation Allowance $292
4. Wearin" A-Mrel $700
--i. Traininc $325
6. AeldtriDs. SDecialized Instructors $4,750
-
, AdaDtive EauiOment $210
Personnel:
I. Part·time EmnloveeslBenefits $45,920
9.
10.
_11.
12.
- Program Income:
13.
-
14.
-
15.
Total Costs $60,734
TAB 29
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2003-04
Amount of 2003-04 Funding Requested:
Funding Recalved in 2001-02:
CDBG Citation
Southwestern College
South County Career Cantar
1111 Bay Boulevard, Chula Vista
$18,244
$12,100
570.201
Name of Organization:
ProgramIProJect Name:
Address:
The South County Career Center is one 01 six centers in the San Diego Career Center Network, developed and
coordinated by the San Diego Workforce Partnership, Inc. The six centers are linked Iogetherlorming a network of one-
stop access points to information and services related to career planning, training, education, and job sean:h assistance
through San Diego County. The South County Career Center represents a 20 pertner-agency collabOrative that
addresses the varied workforce needs of the communities in South County.
The South County Career Center, now in its sixth year of operation, serves all unemployed and underemployed workers
and employers in the South County region. The ctients 01 the Career Center represent the highly diverse populations 01
the local communities and present unique sets of challenges in locating viable employment Approximately 40% of the
clients using the Center are Chula Vista residents.
The goal 01 the South County Career Center is to provide job development services to 300 clients with emphasis on
serving Chula Vista job seekers and, whenever possible, matching those job seekers with Chula Vista employers.
The requested CDBG lunding will be used to fund a full·time Job Devaloper to provide job sean:h and placement
assistance primarily to Chula Vista residents and employers. The Job Developer will work collaboratively with other
Center staff to contact employers, secure viable job leads, and reler qualified job seekers from the Center for interviews
with employers. The Job Developer will also work individually with clients to evaluate their job search efforts, provide
advica on howthey can enhance their readiness for interviews, critique their resumes, and make appropriate referrals for
other resources/services that they might need.
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPUCATlONFOR 2003-04
COVER SHEET
ProgramlProject Name: SoU1h County Career Center/CDBG Job Developer
Agency Name: SoU1hwestem College
Agency Address: 1111 Bay Boulevard., Chula Vista, CA 91910
Telephone Number: 619-424-1112
Fax Number: 619-424-1144
CEOlExecutlve Director: Serafín A. Zasueta, Ph.D., SuperlntendentJPresldent
Program Contact Person & Title: DlaneEdwards-LlPera, Counseling Coordinator
Telephone (If different than above):
E-Mail address:
dlanee@workforce.org
Pleese Include All of the Following:
~ Cover Sheet
~ Application
~ Work Plan
~ Budget
~ Complete list of all current revenue sourcas
~ ArtIcles of Incorporation
~ Authorization to request funds and to sign binding contracts (Include a
copy of the minutes which the governing body's resolution, motion or
other official action Is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@ci.chula-vista.ca.us
Instructions: Please complete the application in the space provided. DO NOT attach additional sheets other
than the required documentation (an exception is made for the budget portion of the application).
Applications must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR rr WILL BE RETURNED. If you would like III electronic version contac:t the Housing
Division offices.
If your responses to the questions are not Included on this application, It will be returned - NO
exceptions.
1.
Amount of 2003-04 CDBG funding requested?
Amount of 2002-D3 funding recelvec:l for this same program?
Number of years your organization has received CDBG funding
from Chula Vista?
$18,244
$12,100
2.
3.
6 years
4.
Will your program be physically located In Chula Vista?
If not, where is It located?
5. Please complete the following:
181 Yes 0 No
A. Total Clients servedlestlmated to be served In:
2002-03
2003-04
110
150
Percent of Total Clients 100%
Percent of Total Clients 100%
B. Chula Vista residents served/estimated to be served In:
2002-03
2003-04
83+
Percent of Total Clients 75+%
150
Percent of Total Clients 100"10
C. Low income clients served/estimated to be serveclln:
2oo2-D3 56+ Percent of Total Clients 51+%
2003-04 77+ Percent of Total Clients 51+%
Low Income Thresholds
2002 Figures
Household Size
Income $31,850
6. Of the three (3) national objectives for the CDBG program, please check the
national objective your organization meets.
181 Benefit at least 51% low and moderate Income households
o Elimination of slums anctlor blighted conditions
o National disaster
7. Describe the services you provide to your clients:
The South County Career Center Is one of six "one-stop" centers in the San Diego Career
Center Network, deveioped and coordinated by the San Diego Workforce Partnership, Inc.
The six centers are linked together forming a network of one-stop access points to
information and services related to career planning, training, education, and job search
assistance throughout San Diego County. The South County Career Center represents a
20 partner-agency collaborative that addresses the varied workforce needs of the
communities In South County. Key on-site partners include: Able-Disabled Advocacy, City
of Chula Vista, Comprehensive Training Systems, Department of Rehabilitation,
Employment Development Department, Labors Community Service Agency, San Diego
Workforce Partnership, Southwestern College, Sweetwater Union High School DIstrict, TTI
America, and Vietnam Veterans of San Diego. The mission of the South County Career
Center Is to provide a one-stop center for career assessment, job training and placement
services for South County residents. The Employer Services division assists local
businesses facing layoffs, recruiting for new hires, and determining future workforce
needs.
8. Please describe your organization's target population and why your program should
receive CDBG funding:
The South County Career Center, now In Its ninth year of operation In Chula Vista, serves
all unemployed and underemployed workers and employers In the South County region.
The cuStomers of the South County Career Center represent the highly diverse
populations of the local communities and present unique sets of challenges In locating
viable employment. Approximately 40% of the clients using the center are Chula Vista
residents. Universal access to resources and Information Is provided to all customers.
Individualized services are provided to participants who qualify for specific, targeted
programs. Chula Vista employers seeking qualified workers have access to a county-wlde
pool of applicants with first priority given to local residents. They also have access to
varied employer programs and services edmlnlstered by local agencies. Consecutive
funding cuts at the federal level has reduced the level of Indlvlualized and subsidized
services that can be offereed to local job-seekers. The need for such services, however,
has not been reduced. The CDBG grant funding serves to bridge an important part of the
service gap for Chula Vista residents who need Individualized assistance, but who do not
qualify or cannot access subsidized services under the Workforce Investment Act (WIA) or
related workforce developmem programs.
9. Describe the specific program for which CDBG funds are being requested:
The goal of the proposed program Is to provide job development services to 150 Chula
Vista residents who are job-ready and actively seeking employment, but who do not
qualify for other funded job placement assistance programs (I.e. Workforce Investment Act
(WIA), Welfare-to-Work (WtW». Whenever possible, the job seekers will be matched with
Chula Vista employers. Efforts will be directed at assisting this group to formulate
realistic employmem goals and career plans, to locate appropriate training programs and
supportive services where needed, and to find work to support themselves and their
families. The job developer will work directly with clients, tailoring available services and
resources to enhance their employability and hone their job _rch skills. HelShe will
work Individually with Identified clients to evaluate their job _rch efforts, provide advice
on how they can enhance their readiness for Interviews, critique their resumes, provide
job leads, and make appropriate referrals for other resources/services that they might
need. The CDBG Job Developer will network and collaborate with other job developers In
the South County to ensure the best possible return on empioyer contacts, to reduce
unnecessary duplication of services, and to broaden the pool of possible mstches
between active job seekers and those employers with viable openings. The Job Developer
will also work collaboratlvelywlth other SCCCo staff to contact employers, secure viable
Job leads, and refer qualified job' seekers for Interviews.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits,
etc.). What other sources of funds does your organization use to leverage Chula
Vista's CDBG dollars?
The requested CDBG funding will be used to hire a part-time job developer to provide job
search and placement assistance to Chula Vista residents and employers. The CDBG Job
Developer will work collaboratlvely with other SCCC staff to contact employers, secure
viable job leads, and refer qualified job seekers for Interviews with employers. Funds will be
used for salaries, supplies and mileage reimbursement. Southwestern College, as the fiscal
agent, charges 8% as an administrative fee.. The majority of the programs offered through
the South County Career Center are funded through the Workforce Investment Act (WIA).
Additional sources Include We/fare-to-Work, state apportionment monies (ADA/FTES),
Wagner Peyser, and other government funding streams.
11. Has your organization met or exceeded the stated program objectives of the preceding
year? U, no, will the program be redesigned to make the objectives obtainable for the
new funding year? What methods will be used to track for Income levels, demographic
Information and the evaluation of the program to measure success?
In each prior year of CDBG funding, the Job Developer has conslstenly met or exceeded the
established work plan objectives. The current year Is expected to follow this same pattern of
success. For fiscal year 2002-2003, the Impact of Workforce Investment Act (WIA) budget
cuts meant that fewer South Bay clients will receive Individualized services or subsidized
training assistance than actually need it. The CDBG Job Developer remains In high demand
as one of few resources for Chula Vista residents who need job-search assistance. Each
year the program has undergone a design evaluation to ensure that the services provided
are relevant, accessible, and delivered In a manner that addresses the needs of Its Chula
Vista clients. The Job Developer will utilize the Career Center Network database system
(CISRS) and a standalone Access database developed specifically to capture the data
elements required for the CDBG program. These databases Increase access to placement
Information and enable the job developer to run a variety of reports with prognm-tallored
queries. All required CDBG data will be gathered and additional Information will also be
available. Case notes regarding types of assistance provided and client progress will also be
maintained In Individual harck:opy client flies. Program success will be measured by the
placement rate of the clients served. For this program, the placement goal Is a minimum of
70% of the clients served. This Is comparable to other workforce development program
standards.
12. tf your appllcatton Is a collaborative proposal, please Identify the participating agencies
and the amount of funding requested by each agency. Also, describe the process of
allocating CDBG funds betwee.n each participating agency.
Not Applicable
13. What types of fund raising activities, If any, does your organization undertake to
supplement your budget and how much was raised during the previous fiscal year?
The partners of the South County Career Center are primarily funded by Workforce
Investment Act (WIA) funds. Additional funding sources Include Welfare-ta-Work, state
apportionment (ADAlFTES), Wagner Peyser, and other government funding streams. In the
past year, there has been no local fund raising effort. .
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this Impact your organization and Its ability to offer services.
Without the CDBG funds, the SCCC will not be able to provide the City of Chula Vista with
this Intensive economic development effort. While the Canter would lose this funding, the
City of Chula Vista could lose millions of dollars annually In lost wages to Chula Vista
residents. The SCCC would continue to provide routine, federally funded programs but
would be negatively Impacted by losing Its ability to enhance these program efforts and fill
the gap for those clients who do not meet eligibility criteria for WIA and other targeted
funding streams. In light of legislative changes at the federal and state levels, the CDGB Job
Developer position continues to be In line with the "work-first" philosophy and offers an
important ceveat to services available through the SCCC.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
The CDBG Job Developer position requires an individual with a minimum of two years
experience In Job development and placement, as well as knowledge of the Chula Vista
business community. The Canter will continue to employ a highly experienced and skilled
Job Developer. This Individual will be dedicated to the needs of Chula Vista residents and
employers. Mary Wylie, Dean of Economic Development and Customized Training at
Southwestern College, will oversee the administration of the grant The CDBG Job
Developer will receive direction and supervision of the dally operations of the grant from
Maggie Collins, the South County Career Canter Manager and Diane Edwards-U Pera, the
Counselor Coordlnstor and SIte Supervisor for Southwestern College staff at the South
County Career Center.
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might Include: Promoting the project
and its activities to the target population; Coordinating project participants and networking with
other organizations or individuals.
B. Describe the Process evaluation. Describe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participation via sign-
in sheets, meeting minutes describing actions taken, files 01 news releases, lètters
demonstrating additional support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to determine if it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
The mission of the South County Career Center Is to provide Integrated career direction,
training and placement assistance to South County residents as well as to provide
comprehensive recruitment, workforce development and business assistance services to
area employers.
ObJective:
This program will provide re-employrnent services to 150 Chula Vlste residents with a
minimum Job placement rate of 70 % (105 placements).
ObJective: see above
3.
Devel and sustain inter-a en relationshi s.
Establish collaborative service links with the Center partner
a encies.
Inform local employers of services available through the
SCCC.
Provide direct lacement services to 'ob seekers.
.Collect .required data and maintain electronic and hard-copy
records of CDBG client atici ation.
Continuous
4.
5.
6.
7.
8.
9.
10.
Continuous
Continuous
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50 youth
attending each session) using the University of Califomia's Project for Health curriculum.
Outcome Evaluation: 25 to 3B of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle for their family.
Process Evaluation:
The CDBG Job Developer will utilize the electronic databases to track CDBG client information and
progress. The Job Developer and the client will meet regularly to review the progress made,
evaluate the effectiveness of the job search strategies being used, make any necessary changes,
and continue with follow-up contacts. The Job Developer will participate in a variety of activities
related to developing and maintaining relationships with Chula Vista and county-wide employers.
These activities could include direct contacts, attendance at Chamber of Commerce and related
functions, and coordinating/participating in job fairs. This process will be routinely monitored by the
Operations Supervisor and the Career Center Manager.
Outcome Evaluation:
This program will serve 150 participants throughout the program year. This assistance will include
an evaluation of the clienfs job history, transferable skills and current job readiness, a resume
critique, coaching on job search strategies and interviewing skills development, referrals for
interviews, and referrals for supportive services and training as needed. Success of this program will
be determined by one factor: employment. The established minimum placement rate is 70% (105
participants).
BUDGET
Funding Source(s)
Indirect @ 8"10 $1,351
$1 351
2. Supplies 400
$400
3. Mileage 600
$600
4.
5.
6.
Personnel Ex nses:
1. Job Developmer $14,570
Salary
$14570
2. Job Developer $1,323
Benefits
$1,323
3.
4.
5.
Other Ex nses:
1.
2.
3.
4.
5.
TOTAL $1B,244 18,244
SOUTHWESTERN COMMUNITY COLLEGE DISTRICT
GENERAL FUND EXPENDITURES
2OO2-03.ADOPI'ED BUDGET
EXPENDITURES:
AMOUNT PERCENT
Certificated Salaries $32,154,270 42.7%
23.4%
Classified Salaries $17,607,344
1.2%
Student Salaries $926,152
12.3%
EmDlovees Benefits $9,236,083
TOTAL EMPLOYEE COSTS $59.923.848 79.6%
3.3%
SUDDlies $2,438,319
12.1%
Oœrating Costs $9,100,667
3.5%
Capital Outlay $2,665,864
1.5%
Nonoœrating Costs $1,127,456
,
TOTAL EXPENDITURES $72,256.154 100.0%
Articles of Incorporation .
Not applicable
TAB 30
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year ~
Amount of 2003-04 Funding Requested:
Funding Received In 2oo2..()3:
CDBG Citation
Chula Vista Fire Department
Community Emergency Response Team (CERT)
447 F Street, Chula VIsta
$80,000
New Request
570.201
Name of Organization:
ProgramIPro ect Name:
Address:
The Community Emergency Response Team concept was developed and implemented by the Los Angeles
City Fire Department in 1985. The Whittier Narrows earthquake in 1987 underscored the area-wide threat of a
major disaster in CalITomia. Further, it confirmed the need for training civilians to meet their immediate needs.
As a result, the LAFD created the Disaster Preparedness Division with the purpose of training citizens and
private and govemmental employees.
The CERT course will benefit any citizen who takes it. This individual will be better prepared to respond to and
cope with the aftermath of a disaster. Additionally, if a community wants to supplement its response capability
after a disaster, civilians can be recruited and trained as neighborhood, business, and govemment teams that,
in essence, will be auxiliary responders. These groups can provide immediate assistance to victims in their
area, organize spontaneous volunteers who have not had the training, and collect disaster intelligence that will
assist professional responders with prioritization and allocation of resources following a disaster. Since 1993
when this training was made available nationally by FEMA, communities in 28 states and Puerto Rico have
conducted CERT training. The funds will be used to purchase needed supplies for CERT team members to
use during an emergency.
~.ft-
..
OIY OF
0IlIA'VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLICATlONFOR 2003-04
COVER SHEET
ProgramIProject Name: Community Emergency Response Team
Agency Name: City of Chula Vista Fire Department
Agency Address: 447 F Street, Chula Vista, Callfomla
Telephone Number: 619476.2303
Fax Number: 619-691-5057
ce01Executlve Director: Chief Doug Perry
Program Contact Person & TItle: Cartos C. Bejar, Emergency Services Manager
Telephone (If different than above):
e-Mail address:
Cbejar@cl.chula-vlsta.ca.us
Please Incfude Atf of the Following:
o Cover Sheet
o Application
o Wort( Plan
o Budget
o Complete list of all eul'l'8ftt l'8Y8flue seun:es
o Articles of Incorporation
o ·AuthorizatIon -to -request-funds -and -to ·slgn -binding -contraGts -(Include _a
copy of the minutes which the govemlng body's resolution, motion or
other official acrtlon Is recorded
-AP-PLICA-TION-DEADUNE-IS-DECEMBER.9, 2002-A-T ~:OO-P.M.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@ci.chula-Yista.ca.us
Instruc:tlona: Please complete the appIlc8tion In the space provided. DO NOT attach adcfltional sheets other
than the required documentation (an exception is made for the budget portion d the application).
Applications rmat be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR IT WILL BE RETURNED. If you would like an electronic verwlon contact the Housing
Dtvlelon offlce8.
If your ....pon... to the questions are not Included on thl. application, It will be returned - NO
exception..
1.
2.
3.
Amount of 2oo3-Ð4 CDBG funding requested?
Amount of 2002..03 funding received for this same program?
Number of years your organization has received CDBG funding
from Chula Vista?
$80,000
$0
New Request
4.
Will your program be physically located in Chula Vista?
If not, where Is It located?
[8 Yes 0 No
5. Please complete the following:
A. Total Clients served/estimated to be served In:
2002..03
2OO3-Ð4
450
450
Percent ofTotal Clients 1000/.
Percent of Total Clients 100%
B. Chula Vista residents served/estimated to be served In:
2002..03
2003..Q4
Percent ofTotal Clients
Percent of Total Clients
C. Low Income clients served/estimated to be served In:
2002..03
2OO3..Q4
Percent of Total Clients
Percent of Total Cfients
Low Income Thresholds
. 2002 Figures
'. .--." ".:,..
>~:J:·:I'n:·:co;-'·:·'meè,,>:~:t·,:
..... . . ""n'
$45,500
.:....., :." ..".,:~" :r/:,.:~',:'·_, .:.:"::,;'~~
{'HoiìS8tíôìëfSIz8'{;;:
6. Of the three (3) national objectives for the CDBG program, please check the
national objective your organization meets.
181 Benefit at "ast 61% low and moderate Income households
o Elimination of slums and/or blighted conditions
o National Cllsaster
7. Describe theservlcas you provide to your clients:
This project will provide community awareness opportunities, Citizen Emergency
Responder training, and CERT team equipment.
The Community Emergency Response Team concept was dev.loped and Implemented by
the Los Ang.las City Fire Department (LAFD) In 1985. The Whittier Narrows earthquake In
1987 underscored the area-wlde threat of a major disaster In Callfomla. Further, It
confirmed the need for training civilians to meet th.lr Immediate needs. As a result, the
LAFD created the Disaster Preparedness Division with the purpose of training citizens and
private and gov.mment .mploy....
The training program that LAFD Inltlatød makes good s.nse and furthers the process of
citizens understanding their responsibility In preparing for disaster. It also Increases their
ability to safely h.lp themsefves, their family and th.lr neighbors. The Fed.ral Emergency
Management Agency (FEMA) recognizes the Importance of praparlng citizens. The
Emergency Manag.ment Institute (EMI) and the National Fire Academy adopted and
expanded the CERT materials believing them applicable to all hazards.
Coronado has a CERT program their population Is close to 20,000 and th.lr budget per
year for this Is $17,000. They .have two trailers with equipment caches that can be sent to
places most needed. CERT teams have been trained and can be activated In case of a
major disaster
8. Please describe your organization's target pOpulation and why your program should
received CDBG funding:
The CERT cours. will ben.fIt any citizen who takes It. This Individual will be better
ø...,.Nd tel NI Sðnd tel Ind CðØO with tho Iftlnnath of I dlulflr. Addltlonllly, If I
community wants to supplement Its response capability after a disaster, civilians
can be recnaltecl and trained as neighborhood, busln..., and gov.mment teams
that, in ....nc., will be auxiliary responders. These groups can provide immediate
assistance to victims In th.lr area, organize spontaneous volunteers who have not
had the training, and collect disaster Intelligence that will assist professional
responders with prlorttizatlon and allocation of resources following a disaster.
Since 1993 wh.n this training was made available nationally by FEMA, communities
In 28 States and Puerto Rico have conducted CERT training. .
At first th.re will be th.... groups targeted for this training: colleg. and und.r
students age 14 and older, working adults and retired persons.
By providing an alternatlv. to young populations and teaching th.m basic
.m.rgency response skills they will gain the ability to be self sufllcl.nt In case of a
major disaster, be able to h.lp oth.rs In need and It will keep them out of the
streets with a very viable altBmatlv. that build self esteem and motivates peopl.
Into the public service and medical fields. That would help In building respect of
first respond.rs and public servants.
WIth the CERT program senior citizens and veterans can be glv.n responsibilities
that will make th.m feel useful and productlv. again. It will also help them bridge
the ,generation gap between them with the .xperl.nce and the strangth of youth.
Th. funds provided by this grant will allow us to purchase needed supplies for
CERT team m.mbers to use during an emerg.ncy. The City of Chula VIsta can be
divided Into two basic parts the west side and the east side. The west sid. goes
from freeway 805 to the San Diego Harbor and the East from freeway 805 to the
Otay lakes and the mountains. At first sight the older parts of Chula Vista are In the
west side. This Is wh.re we have the oldest buildings, the most population density
and the lowest Income.
In case of a major eerthquake, flooding or stonn the west side Is more likely to be
the worst affected. This Is why the CERT teams and people need to be trained and
be ready to be self-sufllclent. West side residents would be glv.n an unfair
challenge If made to purchase their own emargency supplies for the CERT teams.
9. Describe the specific program for which CDBG funds are being requested:
Following a major disaster, first responders who provide fire and medical services
will not be able to meet the demand for these services. Factors as number of
victims, communication failures, and road blockages will prevent people from
accessing emergency services they have come to expect at a moment's notice
through 911. People will have to raly on each other for help In order to meet their
Immediate life saving and . life sustaining needs.
One also expects that under these kinds of conditions, family members, fallow
employees, and neighbors will spontaneously try to help each other. This was the
case following the Mexico City earthquake where untrained, spontaneous
volunteers saved 800 people. However, 100 people lost their lives while attempting
to save others. This Is a high price to pay and Is preventable through training.
If we can predict that emergency services will not meat Immediate needs following a
major disaster, especially If there Is no waming as in an earthquake, and people will
spontaneously volunteer, what can govemment do to prepare citizens for this
eventuality?
First, present citizens the facts about what to expect following a major disaster In
tenns of Immediate services. Second, give the message about their responsibility
for mitigation and preparedn.... Third, train them In needed life saving skills with
emphasis on decision making skills, rescuer safety, and doing the greatest good for
the greatest number. Fourth, organize teams so that they are an extension of first
responder services offering immediate help to victims until professional services
arrive.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits,
etc.). What other sources of funds does your organization use to levenge Chula
Vista's CDBG dollars?
To Implement the program CVFD will Initially dedicate Y. staff per year and will need
to recruit specialty Instructors. By the 5" year It will be necessary to have on full time
staff posltlori. Each team will be made up of twelve community members. The training
consists of 7 classes with 2.5 hours In duration each. Twice a year all trained teams
will meet to conduct exercises. The first year of operation 10 teams will be trained.
The second year 10 more + the maintenance of the original 10, and so on.
Funds from this grant will be used for appropriate staffing and much needed
volunteer equipment. At this time there is no other source of funding Identified for
this project. It Is possible that local businesses may want to provide equipment as
n~ed after the teams are organized and the project It underway.
11. Has your organization met or exc:eedecl the .tated program objec:tlvas of the preceding
year? If, no, will the program be redesigned to make the objectives obtainable for the
new funding year? What methods will be used to track for Income levels, demographic
Infonnatlon and the evaluation of the program to measure succeas?
This Is a new program. No previous data Is available
12. If your application Is a collaborative proposal, please identify the participating agencies
and the amount of funding requested by each agency. Also, describe the process of
allocating CDBG funds between each participating agency.
We Intend to work with the American Red Cross and the Volunteer Corps. However, no
funding Is currently available to neither group. Applications are being made for Federal
Funds by those agencies to assist In their expenses. The County of San Dlago will have a
regional approach to training. The Red Cross will be the provider for some of the training,
but local Fire Departments will provide most of the hands on activities. At this time all funds
requested will be used and administered by the Chula Vista Fire Department for stafllng and
necessary equipment. Others will volunteer their time.
13. What types of fund raising activities, If any, does your organization undertake to
supplement your budget and how much was raised during the previous fiscal year?
This Is a new program. Fire staff has been seeking grant support to fund the program.
However, no funds have been received to date and no other fund raising activities have
been undertaken. The Fire Department will request general fund assistance during the
upcoming fiscal year. Currently, the Emergency Services Manager and related disaster
preparedness services and supplies are funded from the general fund. The CDBG funds
would help us expand the program to the community.
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this Impact your organization and Its ability to offer services.
If no funding is provided the project will be put on hold. Under current budget constraints it
Is unknown If any money from the general fund will be provided for this project for the next
two fiscal years. If the program receives partial funding it Is posslbie that the program would
be restructured to begin the Implementation
15. Who will be providing the program services? P..... briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
Emergency Services Menager will be the person who will coordinate the CERT Team
activities. The peraon occupying this posliion has over 23 years experience In public
administration. He has partk:lpated with the EPA In emergency response training activities
for fire fighters and volunteer groups In Mexico. He fonnerly worked with the County of San
Diego Department of Environmental Health where for 10 years he managed various training
and equipment grants.
Battalion Chief Mike Reeves has over 20 years experience. He will be a certified Instructor
for the program and will provide the cia.... requiring hands on experience. He Is a member
of the US Search and Rescue Teams.
The Red Cross will provide additional Instructors as needed to be able to complete the
training of the Initial teams. Eventually there will be a train other trainer classes In San
Diego where we Intend to certify additional people Including volunteers so all can provide
the training for future programs. .
. .
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might Include: Promoting the project
and its activities to the target population; Coordinating project participants and networking with
other organizations or individuals.
B. Descrtbethe Process evaluation. Descñbe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participation via sign-
in sheets, meeting minutes describing actions taken, files of news releases, letters
demonstrating additional support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to detennine if it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-ancl-post test surveys of the target populations.
Goal Statement
The Goal of this project Is to prepare 10 Community Emergency Response Teams per year,
community volunteers that In case of a major disaster can be utilized to protect life,
environment and property.
Objective:
1. Provide community outreach opportunities to promote se f-sustenance and
preparedness for major catastrophic events.
2. Purchase equipment and supplies for each official Certified Community emergency
Response Team
3. Train volunteers to be able to provide emergency services for catastrophic events.
Prepare ten twelve-member teams per year.
4. Provide two annuall'fH:ertlficatlon programs and drills
1.
2.
3.
.4.
5.
6.
7.
8.
9.
10.
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum of two six-hour training sessions (with 35 to 50 youth
attending each session) using the University of Califomia's Project for Health curriculum.
Outcome Evaluation: 25 to 38 of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposura to tobacco, such as establishing a smoke-free
home or vehicle for their family.
Process Evaluation:
120 People will be trained and certified as Community Emergency response Team Members
each year. 40 members of high school age; 40 members of working adult age and 40 more
retired or seml-retlred persons. Training materials will be Fed.rsl Emergency Managem.nt
Agency Approved. Training will be provided In English and In Spenlsh as needed. Future
additional languag.. cen be Impl.mented Including Tagalong and Vietnam....
Ten CERT kits will be purch..ed each project year. One small covered trall.r will be
purchased for each th.... teams to be able to move èqulpment to areas wh.re It will be
needed. Trall.rs will be parked strategically throughout the City.
Outcome Evaiuatlon:
Ev.ry participant is expected to function during major .m.rg.ncies and must participate In
training opportunltl.s provld.d. All 120 trained CERT members will be available to the
community for .m.rg.nci.s. Each year 120 more will be added to the pool of trained people.
By the year 2020 the City of Chula Vista Is expected to have more than 200 thousand
residents. To be able to provld. emerg.ncy services to the community for a large seal.
em.rg.ncy or a catastrophic .vent Citizens must be prepared to pull their own weight.
Earthquak.., large storms, flood damag., windstorms and oth.r activities will happen It Is
not a question of If th.y will happen as much as It Is a qu.stlon of wh.n th.y will happen.
Having a w.lI-trained community enhances the ability of the City to retum to nonnalcy· and
restore ord.r.
BUDGET
Funding Source(s)
Program Expenses CV Fire
De rtment
1. E ui ment for 10 teamsJ ear $37310 $37310
2. Equipment Trailers; 1 per 3 $22,500 $22,500
teams
3.
4.
5.
6.
Personnel Ex nses:
1. Staffin instrudors $21 000 $21 000
2. Staffing AdministrationlMgmt $50,000 $50,000
Yo sition
3.
4.
5.
Other Ex nses:
1.
2.
3.
4.
5.
TOTAL $80810 $50 000 $130810
TAB 31
Executive Summary
City of Chula Vista
Community Development Block Grant Program
Fiscal Year 2003..Q4
Amount of 2003..Q4 Funding Requested:
Funding Received in 2002.()3:
CDBG Citation
Chula Vista Veterans Home Support Foundation
Chula Vista Veterans Home Support Foundation
700 East Naples Court, Chula Vista
$2,500
$3,500
570.201
Name of Organization:
ProgramlPro ect Name:
Address:
The Chula Vista Veterans Home Support Foundation is a non-profit public benefit corporation that is sponsored
by the City of Chula Vista to raise money in support of the Chula Vista Veterans Home and its veteran
residents. The objective of the Foundation is to fund quality of living items for the Veterans Home residents
that cannot be funded by the State of Calnomia's Department of Veterans Affairs and the State's General
Fund.
The target population is solely senior citizen military veterans in the publicly funded residence and congregate
care facility known as the Chula Vista Veterans Home. Many of the veteran residents are disabled, and all of
the Foundation's clients are lull-time residents.
The requested CDSG funds will be used for direct services to the Chula Vista residents living in the Veterans
Home. None of the CDSG funds or other donations are used for staff services.
01Y OF
CHUIA VISTA
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING APPLlCATIONFOR 2003-04
COVER SHEET
Program/Project Name: Chula Vista Veterans Home Support Foundation
Agency Name: Veterans Home of California, Chula Vista
Agency Address: 700 E. Naples Court, Chula Vista CA 91911
Telephone Number: 619-482-6010
Fax Number: 619-205-1903
CEO/Executive Director: Tom Arnold, Administrator
Program Contact Person & Title: Robert D. White, President
Telephone (If different than above):
619-482-1397
E-Mail address:
Rdwhlte17@aol.com
Please Include All of the Following:
D Cover Sheet
D Application
D Work Plan
D Budget
D Complete list of all current revenue sources
D Articles of Incorporation
D Authorization to request funds and to sign binding contracts (Include a
copy of the minutes which the governing body's resolution, motion or
other official action is recorded
APPLICATION DEADLINE IS DECEMBER 9, 2002 AT 5:00 P.M.
Community Development Department/Housing Division
430 Davidson Street, Suite B
Chula Vista, CA 91910
For questions contact Judith Atwood at (619) 691-5036 or via e-mail at
iatwood@ci.chula-vista.ca.us
Instructions: Please complete the application in the space provided. DO NOT attach addRional sheets other
than the required documentation (an exception is made lor the budget portion of the application).
Applications must be computer generated or typed. DO NOT REFORMAT THIS DOCUMENT ON YOUR
COMPUTER OR IT WILL BE RETURNED. If you would like an electronic version contact the Housing
Division offices.
If your responses to the questions are not Included on this application, it will be returned - NO
exceptions.
1.
Amount of 2003-D4 CDBG funding requested?
$2,500
2.
Amount of 2002-03 funding received for this same program?
$3,500
3.
Number of years your organization has received CDBG funding
from Chula Vista?
2 Years
4.
Will your program be physically located in Chula Vista?
~Yes 0 No
If not, where is It located?
5. Please complete the following:
A. Total Clients served/estimated to be served in:
2002-03
300
Percent of Totai Clients
100"10
2003-D4
400
Percent of Total Clients
100"10
B. Chula Vista residents served/estimated to be served in:
2002-03
300
Percent of Total Clients
100"10
2oo3-D4
400
Percent of Total Clients
100"10
C. Low Income clients served/estimated to be served in:
2002-03
240
Percent of Total Clients 80"10
2003-04
320
Percent of Total Clients 80"10
Low Income Thresholds
2002 Figures
. Household Size
Income
-----
-
$31,850
$36,400
$40,950
$49,150
6. Of the three (3) national objectives for the CDBG program, please check the
national objective your organization meets.
D Benefit at least 51 % low and moderate income households
D Elimination of slums and/or blighted conditions
D National disaster
7. Describe the services you provide to your clients:
The Veterans Home of California - Chula Vista provides the following services to the
residents:
Housing, Food, Medical, Activities, Entertainment, PhysicaVPsychologlcal Therapy,
Counseling, V A Benefits, Transportation, as well as Banking, and various stages of
Personal Care
8. Please describe your organization's target population and why your program should
receive CDBG funding:
The Veterans Home provides continuing care to the elderly and disabled veterans of the
state of California. The target population Is 400 residents, and a high proportion of that
number will be in the skilled nursing facility, an area requiring continuous care for the
elderly.
The average age of a resident is 78, and most residents live below the poverty level. The
state of California funding Is very austere, and most amenities must come from donations,
or grants from the community.
The City of Chula Vista, as well as the surrounding communities should not neglect our
states military veterans.
9. Describe the specific program for which CDBG funds are being requested:
The specific program would be for social and community activities. Attached are three
calendars of activities, depending on where the resident lives on the campus of the
Veterans Home ranging from Skilled Nursing area10 a domiciliary.
In addition, also attached Is a "Wish List" of ongoing expenses associated with the
residents, and their three levels of care.
It should be emphasized that 100% of all activities funding comes from outside sources,
such as CDBG funding.
10. Specifically describe what the CDBG funds will be used for (salaries, wages, benefits,
etc.). What other sources of funds does your organization use to leverage Chula
Vista's CDBG dollars?
No CDBG funds will be used for salaries, wages or other overhead expenses. 100% of all
Veteran Home Support Foundation board members serve without payor any form of
compensation.
Other sources of funds are two fundralsers this year, a golf tournament, and a walk-a-thon.
In addition, Veterans Service Organizations, such as the Veterans of Foreign Wars, American
Legion, Fleet Reserve, and Disabled American Veterans provides funds on an "a periodic"
basis.
This year, the Foundation hopes to receive some funding via the United Way.
11. Has your organization met or exceeded the stated program objectives of the preceding
year? If, no; will the program be redesigned to make the objectives obtainable for the
new funding year? What methods will be used to track for Income levels, demographic
information and the evaluation of the program to measure success?
Yes - exceeded.
Every resident is Interviewed and various demographic statistics are maintained and
updated quarterly at the Veterans Home. Such demographics as ethnicity, sex, service, age,
Income, war service, medical condition are maintained and tracked.
12. If your application is a collaborative proposal, please Identify the participating agencies
and the amount of funding requested by each agency. Also, describe the process of
allocating CDBG funds between each participating agency.
Not Applicable
13. What types of fund raising activities, if any, does your organization undertake to
supplement your bùdget and how much was raised during the previous fiscal year?
Second Annual Golf Tournament In Chula Vista
First Annual VFW sponsored Walk-a-Thon (4 miles) within the city of Chula Vista
Quarterly rummage sales at the Veterans Home.
Other occasional Veterans Service Organization fundraisers within the counties of Orange,
LA, riverside and San Diego
14. In the event your organization does not receive the requested amount of CDBG funding,
how will this Impact your organization and Its ability to offer services.
This will negatively impact on the ability to maintain the quality of care desired by the board
members of the Foundation.
15. Who will be providing the program services? Please briefly describe the qualifications
of key staff (Attach a copy of their resume to the application)
Tom Arnold Is the administrator at the Veterans Home. All employees must be qualified by
the state for fulfill their obligated duties.
These key staff personnel are selected by state agencies.
The "Foundation" board members are comprised of the mayor of the city of Chula Vista, the
County Supervisor for District One of the county of San Diego, two members of the Chula
Vista Veterans Advisory Board, and various businessmen in the community. Their primary
purpose is to oversee the administration of "Foundation" funds toward applicable and
needed areas at the Veterans Home.
The Veterans Home administrator reviews the needs of the home, and submits a "Wish List"
of funding expenditures to the board for approval.
A copy of the current "Wish List" is attached.
WORKPLAN
A. Please specify the key activities which will serve to meet your objectives and the dates
you plan to accomplish the activities. Key activities might Include: Promoting the project
and its activities to the target population; Coordinating project participants and networking with
other organizations or individuals.
B. Describe the Process evaluation. Describe how the program will collect data and maintain
records to track program activities. Example: Documentation of program participation via sign-
in sheets, meeting minutes describing actions taken, files 01 news releases, letters
demonstrating additional support for the project.
C. Describe the Outcome evaluation. Describe how each objective (not activities) will be
measured to determine if it has been met. Example: Interviews of key participants, policy or
resource allocation changes, pre-and-post test surveys of the target populations.
Goal Statement:
Mission: To provide the highest level of quality care possible to the residents at the Veterans
Home.
Objective:
See Above
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Process and Outcome Evaluation
Examples of Process and Outcome Evaluation:
Process Evaluation: 50 to 75 youth between the ages of 13 and 18 will be trained as tobacco
education leaders/mentors through a minimum 01 two six-hour training sessions (with 35 to 50 youth
attending each session) using the University of California's Project for Health curriculum.
Outcome Evaluation: 25 to 3B of the youth mentors will engage in a behavior or activity, in the
community, at school or home, to reduce exposure to tobacco, such as establishing a smoke-free
home or vehicle for their lamily.
Process Evaluation:
See handout on the Wish List as well as the activities calendars. These Items are reviewed
and pass scrutiny at the Foundation level, as well as the key staff level. The senior
administrator, Tom Arnold, approves the funds earmarked for specific Issues.
The "Wish List" Items are brought up via the organizational flow chart by the residents to the
staff at the Veterans Home.
Outcome Evaluation:
BUDGET
Funding Source(s)
Pro
1.
2.
3.
4.
5.
6.
Personnel Ex nses:
1.
2.
3.
4.
5.
Other Ex enses:
1.
2.
3.
4.
5.
TOTAL
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CITY COUNCIL AGENDA STATEMENT
Item 5
Meeting Date: 4/01/03
ITEM TITLED: Public Heating: PCM-03-20; Consideration of amendments to the San
Miguel Ranch Sectional Planning Area (SPA) and Planned Community
(PC) District Regulations to change the Land Use Designation for
Planning Area "G" from SF4 to SF3.
Ordinance of the City Council of Chula Vista approving
amendments to the San Miguel Ranch Planned Community (PC) District
Regulations.
SUBMITTED BY: Director of Planning and Buildingy~_/
REVIEWED BY: City Manager v a(v (4/Sths Vote: Yes No X)
On January 10, 2003, Trimark Pacific Homes, L.P. ("Applicant") filed a SPA amendment
application to change Planning Area G from the SF4 to the SF3 Land Use District. Planning
Area "G", which is approximately 16.15 acres in size, is located on the north side of Calle La
Marina, about 1,500 feet west of the intersection of Mount Miguel Road and Calle La Marina
(see attached locator map).
The San Miguel Ranch SPA plan was approved on October 19, 1999, and the San Miguel Ranch
Tentative Map was approved on February 29, 2000. Plarming Area "G" was approved for
minimum 5,000 square foot lots, but was designated SF4/Single Family Detached, which
requires minimum lot sizes of 4,500 square feet, and property development standards designed
for smaller lots. Amending the land use district to SF3/Single Family Detached will increase the
minimum lot size to 5,000 square feet, and apply other SF3 development regulations more
appropriate for 5,000 square foot lots.
On October 19, 1999, the City Council considered and certified Final Subsequent Environmental
Impact Report (FSEIR) 97-02, Third Tier EIR, for the San Miguel Ranch SPA and PC District
Regulations. The Environmental Review Coordinator has reviewed the proposed project for
compliance with the California Environmental Quality Act (CEQA), and has determined that the
proposed project was adequately covered in FSEIR 97-02. Thus, no further environmental
review or documentation is necessary.
RECOMMENDATION:
Adopt the City Council Ordinance approving the amendments to the San Miguel Ranch SPA and
Planned Community (PC) District Regulations in accordance with the necessary findings.
Page 2, Item ~
Meeting Date: 4/01/03
BOARDS AND COMMISSION RECOMMENDATION:
On March 12, 2003, the Planning Commission voted 5-0-1 to recommend that the City Council
approve the project subject to the findings contained in the attached draft ordinance.
DISCUSSION:
Background:
The San Mignel Ranch Sectional Planning Area (SPA) Plan and Planned Community District
Regulations established the land use distribution and pattern, density and character of
development, development goals and objectives, and development standards to guide thc future
planning and construction of the San Miguel Ranch project. Ordinance 2799, which adopted the
Plarmed Community District Regulations, was approved by the City Council on October 19,
1999. Ordinance 2837, which approved amendments and additions to the Planned Community
District Regulations, was approved by the City Council on June 12, 2001. The Project site has
also been the subject matter of a third-tier Final Subsequent Environmental Impact Report 97-
02 (FSEIR 97-02) for thc San Miguel Ranch SPA, which was previously certified by City
Council on October 19, 1999.
At thc time that the San Miguel Ranch Tentative Map was approved, Planning Area "G" was
designated SF4, which permitted minimum lot sizes of 4,500 square feet. However, Planning
Area G on the Tentative Map was designed to accommodate 5,000 square foot lots. The
developer has requested thc subject amendment in order to benefit from thc development
standards of thc SF3 designation, which allows the opportunity for larger homes on larger lots.
Analysis:
Staff analyzed the lot sizes proposed for Planning Area G, and compared them with other
Planning Areas which are designated SF3. The average lot size of Planning Area G is 7,542
square feet, which is comparable with lot sizes in Planning Area F which have an average of
7,264 square feet, and larger than Planning Area H, with an average lot size of 6,521 square feet.
Both of these areas are designated SF3. By comparison, the average lot size of Planning Area E,
which is designated SF4, is much smaller at 5,894 square feet. Therefore, staff has determined
that Planning Area G is consistent, in terms of average lot sizes, with other planning areas
designated SF3.
Staffalso analyzed the maximum building area development regulation for the SF3 and SF4 land
use districts. The maximum building area is calculated by multiplying the Floor Area Regulation
times the lot size, then comparing that number to the corresponding maximum building area
value in Table 2-3(B), and whichever is the lesser number is the maximum allowable building
area. The change from SF4 to the SF3 Land Use District would permit an increase in the
maximum building area from 3,500 to 4,000 square feet, which is consistent with other areas
designated for 5,000 square foot lots. The increase of maximum building area would have the
additional benefit of allowing future owners the flexibility of adding room additions and other
improvements subject to the FAR requirements.
Page 3, Item ~
Meeting Date: 4/01/03
Summary of Proposed Changes
1. The project proposes an amendment of the SPA Site Utilization Plan Land Use Table
(SPA Vol. 1, Figure 1-4, page 27) to change the Land Use District for Planning Area G
from SF4 to SF3 (see Draft Ordinance, Exhibit 2A, SPA Chapter 2--'Development
Concept", Page 27).
2. The project also proposes to amend the following sections of SPA Vol. 2, PC District
Regulations:
a. Chapter I -"General Provisions", Figure 2-1, Page 3, "Land Use District Plan",
to change the label of the Land Use District for Neighborhood G to SF3.
b. Chapter I -"General Provisions", Table 2-1, Page 5, "Chart of SPA Land Use
Districts", to delete "G" in the "SPA Planning Area" column in the SF4 row, and
add "G" to the same column in the SF3 row.
c. Chapter II-"Residential Districts", Table 2-3B, Page 14B, "Maximum Building
Area", to delete the reference to the 3500 square foot maximum building area for
Neighborhood G, in the SF4 row.
Conclusion:
Staff recommends that the City Council approve of the proposed SPA and PC District
Regulations amendment, in accordance with the findings contained in the ordinance.
FISCAL IMPACT:
The cost of processing this amendment has been paid by the applicant, Trimark Pacific Homes,
L.P.
Attachment:
A. Locator
Planning Commission Resolution and Minutes
C. Ownership Disclosure Form
PROJECT
BELROSA
SAN MIGUEL
RANCH
~ ALICANTE
~LEMENTA~y MANTILLA
INFORMATION
ESTAN~
NP
EASTLAKE
I
CHULA VISTA PLANNING AND BUILDING DEPARTMENT
[
LOCATOR I PROJ£CT PRO Jr:CT DESCRIPTION:
N~='uc, vrr:TRIMARK PACIFIC HOMES MISCELLANEOUS W/INITIAL STUDY
PROJECT SAN MIGUEL RANCH
ADDRESS: PLANNING AREA "G" Request: Proposal for Land Use Designation and Planned
Community District Amendment reclassification of Neighborhood
SCALE: ' FILE NUMBER: "(~" from SF-4 to SF-3.
NORTH No Scale PCM-03-20 Related Case(s): IS*.03-023
j:\home\planning\cherrylc\locators\pcm0320.cdr 01.15.03 ATTACHMENT A
RESOLUTION PCM-03-20
RESOLUTION OF THE PLANNING COMMISSION OFTHE CITY OF CHULA VISTA
RECOMMENDING CITY COUNCIL ADOPTION OF THE APPROVAL OF
AMENDMENTS TO THE SAN MIGUEL RANCH PLANNED COMMUNITY DISTRICT
REGULATIONS -TRIMARK PACIFIC HOMES.
WHEREAS, on January 10,2003, a duly verified application requesting amendments to the
San Miguel Ranch Planned Community District Regulations, to change the Land Use District for
Planning Area "G" ITom SF4 to SF3, was filed by the Trimark Pacific Homes ("Developer"); and,
WHEREAS, the area of land which is the subject matter of this resolution is
diagrammatically represented in Exhibit A and commonly known as San Miguel Ranch Planning
Area "G", consists of 16.15 acres located on the north side of Calle La Marina, approximately 1 ,500
feet west of the intersection of Mount Miguel Road and Calle La Marina ("Project Site"); and,
WHEREAS, on October 19, 1999 the City Council has previously certified a Third-tier,
Final Subsequent Environmental Impact Report (FSEIR) EIR-97-02, Findings of Fact, Statement of
Overriding Considerations, and a Mitigation Monitoring and Reporting Program to address
environmental impacts associated with implementation of the Project; and
WHEREAS, this Third-tier FSEIR 97-02 incorporates by reference two prior EIRs: the
original Rancho San Miguel General Development Plan FEIR-90-02, certified by the City Council
on March 23, 1993; and the San Miguel Ranch General Plan Amendment / General Development
Plan Amendment FSEIR-95-04, certified by the City Council on December 17, 1996; as well as their
associated Findings of Fact, and Mitigation Monitoring and Reporting Programs; and,
WHEREAS, The Environmental Review Coordinator has reviewed the proposed project for
compliance with the California Environmental Quality Act (CEQA), and has determined that the
proposed project was adequately covered in the San Miguel Ranch Final Subsequent Environmental
Impact Report (FSEIR) EIR-97-02. Thus, no further environmental review or documentation is
necessary; and,
WHEREAS, the Planning Director set the time and place for a hearing on the amendments to
the San Miguel Ranch Planned Community District Regulations, and notice of said hearing, together
with its purpose, was given by publication in a newspaper of general circulation in the City, and its
mailing to property owners and tenants within 500 feet of the exterior boundaries ofthe property, at
least 10 days prior to the hearing; and,
WHEREAS, the hearing was held at the time and place as advertised, namely 6:00 pm,
March 12, 2003, in the Council Chambers, 276 Fourth Avenue, Chula Vista, before the Planning
Commission; and,
5-5
WHEREAS, the Planning Commission received, heard and considered evidence on March
12, 2003, set forth in the record of its proceedings herein by reference as is set forth in full, made
certain findings, as set forth in their recommending Resolution PCM 03-20 herein, and
recommended that the City Council approve the Project based on certain terms and conditions; and
NOW THEREFORE BE IT RESOLVED THAT THE PLANNING COMMISSION
recommends that the City Council adopt the attached draft City Council Ordinance approving the
amendments to the San Miguel Ranch SPA and PC District Regulations in accordance with the
findings contained therein.
BE IT FURTHER RESOLVED that a copy of this Resolution be transmitted to the City
Council.
PASSED AND APPROVED BY THE PLANNING COMMISSION OF CHULA VISTA,
CALIFORNIA this 12th day of March, 2003 by the following vote, to wit:
AYES: Madrid, Cortes, Hall, Castaneda, Hom
NOES:
ABSTAIN:
ABSENT: 0' Nei 11
Russ Hal
Chair
ATTEST:
Diana Verges
Secretary
Planning Commission Minutes - 3 - March 12, 2003
2. PUBLIC HEARING: PCM 03-20; Consideration of amendments to the San
Miguel Ranch Sectional Planning Area (SPA) and Planned
Community (PC) District Regulations to change the Land
Use Designation for Planning Area "G" from SF4 to SF3.
Trimark Pacific Homes.
Background: Richard Zumwalt, Associate Planner, reported that the project proposes an
amendment to the SPA Site Utilization Plan to change the Land Use District for Planning
Area G from SF 4 to SF 3. The project also proposes to amend sections of the PC District
Regulations. The change in the Land Use District would permit an increase in the
maximum building area from 3,500 to 4,000. The increase of building area would have
the additional benefit of allowing future owners the flexibility of adding room additions
and other improvements subject to the FAR requirements.
Staff Recommendation: That the Planning Commission recommend approval of the SPA
and PC District Regulations amendment in accordance with the findings contained in the
Council resolution.
Public Hearing opened and closed 6:30.
MSC (Castaneda/Madrid) (5-0-1) that the Planning Commission recommend approval of
the SPA and PC District Regulations amendment in accordance with the findings
contained in the Council resolution. Motion carried.
02/17/2003 ~ON 17:06 FAX [~]002
Appendix B
THE CITY OF CHULA VISTA DISCLOSURE STATFMENT
You ere required to file a Statement of Disclosure of certain ownership or financial interests, payments,
or campaign contributions, on all matters which will require discretionary action on the part of the City
Council, Planning Commission, and all other official bodies. The following information must be disclosed:
1. List the names of all persons having financial interest in the property which is the subject of the
application or the contract, e.g,, owner applicant, contractor, subcontractor, material supplier.
2. If any person* identified pursuant to (1) above is a corporation or partnership, list the names of all
individuals owning more than 10% of the shares in the corporation or owning any partnership interest
in the_ partnership.
3. If any person* identified pursuant to (1) above is non-profit organization or a 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. Have you had more than $250 worth of business transacted with any member of the City staff,
Boards, Commissions, Committees, and Council within the past twelve months? Yes No
If yes, please indicate person(s):
5. Please identify each and every person, including any agents, employees, consultants, or
have assigned to represeMvou before the C. ity i.n this matter.
6. Have you and/or your officers or agents, in the aggregate, contributed more than $1,000 to a
'Councilmember in the current or preceding election period? Yes __ No. If yes, state which
Councilmember(s):
(NOTE: ATTACH ADDITIONAL PAGES AS NECESSARY)
Date: ~ ~nt
· - Print or type name of con tar/applicant
* Person i.~ clej~ned a~: ".4ny inalivldua[,'J~rm, co-partne~sflip, joint venture, a~oc~ation, ~oci~I club, freaternal organLTatlorc corporatio~
estate, trust, receiver, syndicate, this and any other county, city and co~ntry, city municipality, district, or other political s~thcltvislon, or any
ATTACHMENT C
ORDINANCE NO.
ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CHULA
VISTA APPROVING AMENDMENTS TO THE SAN MIGUEL RANCH
PLANNED COMMUNITY (PC) DISTRICT REGULATIONS.
I. RECITALS
A. Project Site
WHEREAS, the areas of land which are the subject of this Ordinance are diagrammatically
represented in Exhibit 1 attached hereto, and for the purpose of general description consists of
16.15 acres located on the north side of Calle La Marina, approximately 1,500 feet west of the
intersection of Mount Miguel Road and Calle La Marina, commonly known as San Mi§uel Ranch
Planning Area G ("Project Site"); and
B. Project; Application for Discretionary Approval
WHEREAS, on January 10, 2003, Trimark Pacific Homes, L.P. ("Applicant") filed an
application requesting approval of amendments to the Planned Community (PC) District
Regulations of the Sectional Planning Area (SPA) Plan for the San Miguel Ranch Project Site
("Project") to change the Land Use District for Planning Area G from SF4 to SF3, hereto
incorporated as Exhibit 2; and,
C. Prior Discretionary Approvals
WHEREAS, the Project site has been the subject matter of a Sectional Planning Area
(SPA) previously approved by City Council Resolution No. 19631 on October 19, 1999; and
WHEREAS, the Project site has been the subject matter of City Council Ordinance 2799
adopting Planned Community District Regulations, approved on October 19, 1999; and
WHEREAS, the Project site has been the subject matter of City Council Ordinance 2837
amending Ordinance 2799, and approving amendments and additions to the Planned Community
District Regulations, approved on June 12, 2001; and
WHEREAS, the Project site has been the subject matter of a third-tier Final Subsequent
Environmental Impact Report 97-02 (FSEIR 97-02) for the above SPA previously certified by City
Council Resolution No. 19630 on October 19, 1999; and
D. Planning Commission Record on Applications
WHEREAS, the Planning Commission held an advertised public hearing on said project on
March 12, 2003, and voted 5-0-1 to recommend that the City Council approve the amendments to
the San Miguel Ranch Planned Community District Regulations text in accordance with the
findings listed below.
Ordinance No.
Page 2
The proceedings and all evidence introduced before the Planning Commission at their
public hearing on this Project held on March 12, 2003, and the minutes and resolutions resulting
therefrom, are hereby incorporated into the record of this proceeding.
E. City Council Record on Applications
WHEREAS, a duly called and noticed public hearing was held before the City Council of
the City of Chula Vista on April 1, 2003 on the Project, and to receive the recommendations of the
Planning Commission, and to hear public testimony with regard to same; and,
II NOW, THEREFORE, the City of Chula Vista does hereby find, determine and ordain as
follows:
A. CERTIFICATION OF COMPLIANCE WITH CEQA
The Environmental Review Coordinator has reviewed the proposed project for compliance
with the California Environmental Quality Act (CEQA), and has determined that the proposed
project was adequately covered in FSEIR 97-02. Thus, no further environmental review or
documentation is necessary.
B. INDEPENDENT JUDGEMENT OF CITY COUNCIL
The City Council has exercised their independent review and judgement and concurs with
the Environmental Review Coordinator's determination that the proposed project was adequately
covered in FSEIR 97-02, and that said document was prepared in accordance with requirements
of the California Environmental Quality Act (CEQA), the State CEQA Guidelines and the
Environmental Review Procedures of the City of Chula Vista.
C. FINDINGS FOR P-C PLANNED COMMUNITY ZONE AMENDMENTS
The City Council hereby finds that the findings and determinations set forth in Ordinances
2799 and 2837 continue to be true and correct, and the proposed amendments to the San Miguel
Ranch Planned Community District Regulations are consistent with the City of Chula Vista
General Plan, and public necessity, convenience, the general welfare and good zoning practice
support the proposed documents.
D. APPROVAL OF ZONING REGULATIONS
The City Council does hereby approve the amendments to the San Miguel Ranch SPA and
Planned Community District Regulations which to change the Land Use District for Planning Area
G from SF4 to SF3, as represented in Exhibit 2.
Ordinance No.
Page 3
III. INVALIDITY; AUTOMATIC REVOCATION
It is the intention of the City Council that its adoption of this Ordinance is dependent upon
the enforceability of each and every term, provision and condition herein stated; and that in the
event that any one or more terms, provisions or conditions are determined by a Court of competent
jurisdiction to be invalid, illegal or unenforceable, this resolution shall be deemed to be
automatically revoked and of no further force and effect ab initio.
IV. EFFECTIVE DATE
This ordinance shall take effect and be in full force on the thirtieth day from and after its
adoption.
Presented by Approved as to form by
Robert A. Leiter Ann Moore
Director of Planning City Attorney
PASSED, APPROVED, and ADOPTED by the City Council of the City of ChulaVista,
California, this 1st day of April, 2003, by the following vote:
AYES:
NAYS:
ABSENT:
ABSTAIN:
Steve Padilla, Mayor
ATTEST:
Susan Bigelow, City Clerk
PROJECT
BELROSA
SAN MIGUEL
RANCH LORETO
ALICANTE
FUTURE
ELEMENTARy MANTILLA
SCHOOL
INFOP*MA~ON
N P sc.oo~
I
CHULA VISTA PLANNING AND BUILDING DEPARTMENT
LOCATOR PROJECT PROJECT DESCRIPTION:
APPUCANT:TRIMARK PACIFIC HOMES MISCELLANEOUS W/INITIAL STUDY
PROJECT SAN MIGUELRANCH
ADDRESS: PLANNING AREA "G" Request: Proposal for Land Use Designation and Planned
Community District Amendment reclassification of Neighborhood
SCALE: FILE NUMBER: 'G' from SF-4 to SF-3.
· NORTH No Scale PCM-03-20 Related Case(s): IS-03-023
j:\home\planning\cherrylc\locators\pcm0320.cdr 01.15.03 EXHIBIT 1
CHAPTER 2
DEVELOPMENT CONCEPT
2.1 Design Influences
The design for San Miguel Ranch has been influenced by many local and regional
elements. These design influences include the surrounding natural features as well
as the existing and planned development of the regional and local .communities that
encompass the Eastern Territories.
Many factors incorporated into the design of San Mignel Ranch were identified in the
approved GDP. These were determined by analysis of the on site conditions and
characteristics which include landforms, view potential, drainage patterns, biological
resources, utility corridors, public facility requirements, regional and local
transportation needs, and surrounding land use relationships.
2.1.1 Site Characteristics and Visual Context
The project site and its vicinity consist of undeveloped land generally comprised of
moderately steep topography with many finger canyons. The Horseshoe Bend and
Gobbler's Knob landforms are located in the western portion of the property, and the
eastern portion of the property includes significant rock outcroppings. There is some
major elevation change on the property which provides for good views to the west
and south, and Mother Miguel and San Miguel Mountains provide an attractive
visual backdrop. Views to the SDG&E substation to the north are somewhat
screened by a small ridge.
Two SDG&E easements cross the project site, and are developed with transmission
facilities on both steel lattice towers and wood poles. The proposed Horseshoe Bend
alignment for SR 125 divides the South parcel into two separate development areas,
with approximately one-third of the property on the west side of SR 125 and two-
thirds on the east of SR 125.
Biological resources on the property include a number of sensitive species, the
majority of which occur in the eastern section of the site. Otay Tarplant is found
throughout the site, with large populations in the southwest.
2.1.2 Surrounding Land Uses
The land uses around the project influenced the designated uses for San Miguel
Ranch. Development to the south and east, includes single-family and multi-family
residential developments within Salt Creek Ranch and Rolling Hills Ranch, planned
communities which also include sites for parks, a fire station, two elementary schools
and commercial uses.
San Miguel Ranch SPA Plan Volume I - SPA Plan
Trimark Pacific San Miguel LLC Page 23 October 19, 1999
~-~/~ EXHIBIT 2
Chapter H Development Concept
Land uses east of the project area are within the County of San Diego. All land east
of the project area between the Sweetwater River and Proctor Valley Road is
currently undeveloped with the exception of two parcels of land owned by the Otay
Water District, which contain water treatment ponds.
Land to the north and west of the project site lies within the County of San Diego
with large estate-size lots in Bonita. Land uses along Proctor Valley Road include
residential uses, a kennel facility and the vacant Bonita Meadows property.
Immediately adjacent to the north of SMR is the Vista Mother Miguel property which
is currently proposed for annexation to the City of Chula Vista and development of
43 residential lots.
2.1.3 Community Character
The community character for San Miguel Ranch centers on the enormous open space
surrounding the project. The use of trails to connect this open space to the
Community Park, neighborhood park, elementary school, and residential districts will
be a defining feature for San Miguel Ranch.
Mt. Miguel Road is also a key element in establishing the community character. Mt.
Miguel Road will be a central spine that ties the residential districts together and sets
the theme for the community. This will be accomplished by providing an expanded
and enhanced landscaped parkway from East H Street to the westerly terminus at
Proctor Valley Road. An enhanced landscaped median is also proposed for portions
of Mt. Miguel Road to be located at both the eastern and western primary entries.
San Miguel Ranch is intended to be a pedestrian friendly community that allows
access from the many residential districts to the surrounding open spaces and to the
numerous community features.
2.2 Land Use Patterns
The Land Use Plan for San Miguel Ranch provides for logical and efficient land use
patterns. Significant thought has been given to the locations of the various land uses
relative to each other, to the proposed SR 125 alignment, and to their surroundings.
For example, the Mt. Miguel Road alignment was carefully selected to minimize
grading and visual impacts by incorporating landform-grading techniques that will
enhance the character of the development and maximize views from the road. A
parkway will be placed on each side of Mt. Miguel Road that will contain trails and
pathways. The Community Park in the eastern half of the South Parcel will be located
adjacent to this parkway and linked to the City's greenbelt system. This will allow
a direct trail linkage from the park to the proposed regional trails.
The Amended Horseshoe Bend GDP provides for a range of residential uses from
large single family lots of approximately one half-acre in size to multi-family
housing. The SPA land use pattern features varied sizes of residential lots, with the
San MigueI Ranch SPA Plan Volume I - SPA Plan
Trimark Pacific San Miguel LLC Page 24 October 19, 1999
Chapter H Development Concept
preservation of significant land areas in open space. This design assures a wide
variety of housing types that are located in accordance with sound planning
principles.
The internal design of the project will establish a residential community with an
identifiable character and distinct neighborhoods. This community character will be
defined, in part, by the extensive areas devoted to the permanent preservation of
lands and natural resources under the City's draft Subarea Plan and the draft
MSCP/NCCP Program.
Due to the need for a wider range of housing types in the region and to provide
compatible densities adjacent to the existing higher densities found in Eastlake and
Salt Creek I, the land use plan provides higher densities in the eastern portions of the
site. The highest density housing will be located adjacent to East H ~treet and the
commemial area to facilitate employment and access to mass transit, and adjacent to
SR 125 in the eastern area. The project area west of SR-125 will have lower density
development, reflecting both the landform characteristics and neighboring land use
patterns. The Bonita area, a low-density community, lies to the northwest of the site.
Therefore, the lowest density portions of San Miguel Ranch will be located in its
northwestern area adjacent to the Bonita area.
Community and commercial facilities are sited to serve the surrounding
communities, with a location central to the developing residential communities in
this portion of the Eastern Territories, at the intersection of Mount Mignel Road and
Proctor Valley Road/East H Street.
Figure 1-4 illustrates the general land use pattern for San Miguel Ranch. The project
is characterized by its sensitivity to the natural environment and respect for the
existing landforms. Only the most developable portions of the 738 acre "South
Pamel" will be used to develop San Miguel Ranch while retaining over 200 acres of
natural open space. The 1852 acre "North Parcel" has already been set aside for the
preservation of sensitive lands and natural resources in a manner that is consistent
with the City's draft Subarea Plan and the draft MSCP/NCCP Program. Retaining
these unique features will strengthen the identity of the individual projects in the
South Parcel.
2.2.1 Statistical Summary - Land Use Table
The SPA Plan provides guidance for future development at the subdivision and
improvement plan level, and is the basic reference for determining permitted land
uses, densities, total unit, and required public facilities. These are illustrated in the
Site Utilization Plan, Figure 1-4. A statistical summary of the San Miguel Ranch
SPA Plan Land Uses is included on Table 1-2, and is based on the Site Utilization
Plan. As a result of refinements in street alignments, open space limits and grading
requirements, there are minor changes in the acreages of the various planning areas
between the GDP and the SPA Plan. A comparison between the GDP and the SPA
San Miguel Ranch SPA Plan Volume I - SPA Plan
Trlmark Pacific San Miguel LLC Page 25 October 19, 1999
Chapter H Development Concept
Plan is shown on Table 1-1 in the previous Chapter. The acreage shown in these
statistical summaries is to the nearest one-tenth acre.
The development pattern and interior circulation arrangement indicated on the Site
Utilization Plan is based on preliminary design. Minor modifications may result
from technical refinements in the tentative maps, and these shall not require an
amendment to this SPA Plan as long as the plans and maps are generally consistent
with the overall intent of this SPA Plan. Minor modifications to these configurations
that have been approved by the director of Planning and Building may occur as a part
of the tentative tract map approval process. If minor modifications to the SPA Plan
exhibits and text are needed to reflect adjustments based on an approved tentative
tract map, these can be accomplished without a formal SPA amendment.
2.3 Density Transfer
The density distribution within the SPA Districts is based on anticipated product
type, design characteristics and preliminary grading plans and, as shown in Tables
1-1 and 1-2, totals a maximum of 1,394 dwelling units. Flexibility is allowed in the
SPA Plan by provision of a density transfer program which permits the redistribution
of residential units from one residential area category to another.
Such density redistribution is permitted up to the total of ton percent (10%) of the
aggregate number of units permitted by the SPA Plan, provided the total number of
units in any district must not exceed the maximum density for the GDP land use
category or, more than 10% of the number of units in the receiving SPA District,
whichever is less. Additional units may be added within any particular area at the
Tentative Map stage, provided all design criteria contained herein and in the
Community Design Guidelines are met as determined by the Director of Planning and
Building. In addition to these restrictions, increases in the number of dwelling units
in one area shall be accompanied by co~responding decreases in another area.
The Planning Director may approve density transfers through an administrative
approval. Proposed changes outside the scope of these provisions may be allowed,
subject to a SPA Plan amendment. An exhibit showing the locations of the density
changes shall accompany such requests as the Planning Director might deem
necessary.
San Miguel Ranch SPA Plan Volume I - SPA Plan
Trlmark Pacific San Miguel LLC Page 26 October 19, 1999
Table 1-2
Land Use Summary Table
San Mi~-uel Ranch SPA Plan
GDP SPA PRODUCT GROSS DU'S/AC
PROPOSED USE DESIGNATION DISTRICT TYPE ACRES DU'S
:Residential - Low (0-3 du/ac)
L-a L SFD 62.2 73 1.~
L-b K SFD 60.5 84 1.4
Subtotal 122.7 157 1.3
Residential - Low-Medium 0-6 dm/ac)
LM-1 J SFD 50.5 162 3.2
LM-2 H SFD 33.2 131 3.~
LM-2 I SFD 31.7 107 3.4
LM-3 C SFA/SFD 13.1' 110 8.4
LM-3 D SFA/SFD 22.9 116 5.1
LM-4 F SFD 12.7 46 3.6
Subtotal 164.1 672 4.1
Residential - Medium (6-11 dst/ac)
M B SFAfMF 11.4 219 19 ?
M E SFD 29.~ 144 4.8
M G SFD 21.8 73 3.3
Subtotal 62.9 436 6.9
Residential- Medium-High (11-18 du/ac)
MH I A IMF 7.2 129 17.9
__ Subtotal 7.2 129 17.9
RESIDENTIAL TOTAL 356.9 1394 3.~
SOMMERCIAL USES* RC N 14.3 ....
INSTITUTIONAL USES ES S 13.7 ....
[NSTI'I~3TIONAL USES CS M 4.6*** - -
~)PEN SPACE USES OS (South) OS 1-8 244.3 -~ -
]DG&E EASEMENTS E E-1 6.3 - --
ZOMMUNITY PARK CP CP 21 .6**** -- -
NEIGHBORHOOD PARK M NP 3.5 -- -
SIRCULATION USES 125 ROW SR-125 49.6 -- --
2IRCULATION USES Major Streets** -- 28.3 -- -
YON-RESIDENTIAL TOTAL* 386.2 -- --
Grand Total** 743.1 ....
Includes Pacific Bay Homes Parcel (4.35 acres)
** Streets include Mount Miguel Road, Proctor Valley Road and the extension of East H Street as Proctor Valley Road.
*** This site shall provide between 3.0 and 3,5 net usable acres. Any changes necessm3r in the gross acreage envelope
of Planning Area "M"would be taken from the adjacent open space and will be identified at the Tentative Map level.
**** A portion of the project's required net usable acres for community purpose facilities will be provided within an
expanded net usable community park site. Thc provision of this additional park acreage may require some area from
Planning Areas H and/or I, which will be identified at the Tentative Map level.
San Migud Ranch SPA Plan Volume 1 - SPA Plan
Trimark Pacific San Miguel LLC Page 29 As Amended June 19, 2002
Chapter H Development Concept
2.4 Housing Programs
The current Housing Element of the City of Chula Vista General Plan establishes
programs and policies that are intended to provide adequate and suitable housing
opportunities for ail economic segments of the community. The predominant land
use in San Miguel Ranch is residentiai, intended to provide housing in response to
locai market demands. This SPA permits a variety of housing types in responding
to these demands, ranging from attached apartment or condominium projects to
housing on lots exceeding one-haif acre. The SPA Plan designates the types of
housing allowed within the residential categories, with a variety permitted to ailow
response to changing market conditions.
The City of Chula Vista has an affordable housing policy which requires a minimum
of 10% of the totai housing development to be affordable to low and low moderate-
income households with at least one-half of those units (5% of the project totai units)
being designated for low-income households and the remaining 5% for moderate
income households.
In order to guarantee the provision of affordable housing opportunities, the City
requires that a specific Affordable Housing Program (AHP) and implementing
agreement, consistent with the Housing Element, be prepared and signed by the
Developer. The AHP delineates how, when and where affordable housing units are
to be provided, intended subsidies, income and/or rent restrictions, and methods to
verify compliance. These programs and policies shall be applied to the San Miguel
Ranch SPA development, as detailed in the Affordable Housing Program included
as Volume 6 of the San Miguel Ranch SPA Plan Package. The implementation of
this program will be a condition of Tentative Map approval, to be entered into
between the applicant and the City prior to Final Map recordation.
San Miguel Ranch SPA Plan Volume 1 - SPA Plan
Trlmark Pacific San Miguel LLC Page $0 October 19, 1999
CHAPTER I
GENERAL PROVISIONS
1.1 Purpose and Scope
This Volume of the SPA Plan contains the Planned Community (PC) District
Regulations, which establish the Development Standards for San Miguel Ranch.
These PC District Regulations are adopted pursuant to Title 19, Zoning, of the Chula
Vista Municipal Code and are intended to:
· Ensure that the development within San Miguel Ranch is consistent with and
implements the approved GDP.
· Implement the City's General Plan for the Eastern Territories.
· Promote the orderly planning and long-term sequential development of San
Miguel Ranch to the benefit of the surrounding community.
· Provide standards for the compatibility of land uses within the project and to
the surrounding areas.
These regulations are established for the purpose of promoting and protecting the
public health, safety and welfare for the people of the City of Chula Vista; to
safeguard and enhance the appearance and quality of development of San Miguel
Ranch; and to provide the social, physical and economic advantages resulting from
comprehensive and orderly planned use of land resources.
1.2 Private Agreements
The provisions of these PC District Regulations are not intended to abrogate any
easements, covenants, or other existing agreements which are more restrictive than
the provisions contained within these PC District Regulations.
1.3 Repeal of Conflicting Ordinances
Whenever the provisions of these PC District Regulations impose more, or less,
restrictive regulations upon construction or use of buildings and structures, or the use
of lands/premises than are imposed or required by other ordinances previously
adopted, the provisions of these PC District Regulations or regulations promulgated
hereunder shall apply.
1.4 Establishment of Land Use Districts
The San Miguel Ranch SPA hereby establishes the Land Use Districts as shown in
Table 2-1 in order to classify, regulate, restrict and separate the use of land, buildings
and structures; to regulate and limit the type, height and bulk of buildings and
San Miguel Ranch SPA Plan Volume 2 - PC District Regulations
Tt~mark Pacific San Miguel LLC Page I October 19, 1999
£
Chapter I General Provisions
in the various districts; to establish the areas of yards and other open space
structures
areas abutting and between buildings and structures; and to regulate the density of
population.
San Miguel Ranch has been divided into Planning Areas for the general purpose of
establishing land uses, identifying potential phasing areas, allocating incremental
costs and responding to significant physical separations and may be used as the basis
for describing possible future phasing plans.
For purposes of development standards regulations, each Planning Area is located
within one of the Land Use Districts, as shown on Figure 2-1 and the development
regulations for that neighborhood shall be based on the standards for the designated
district. Table 2-1 provides a summary of the district designation for each Planning
Area.
Adoption of Land Use Districts / Maps
Land Use Districts and boundaries of said districts are hereby established and
adopted as shown in Figure 2-1, delineated and designated on the San Miguel Ranch
SPA Land Use District Map of the City of Chula Vista. These maps, together with
all notations, references, data, district boundaries and other information thereon, are
made a part of the San Miguel Ranch SPA Plan and are adopted concurrently.
The original San Mignel Ranch SPA Plan Land Use District Map shall be kept on file
With the City Clerk and shall constitute the original record. A copy of said map shall
also be filed with the City Planning Department.
Changes to the SPA Land Use District Map
Changes to the boundaries of the land use districts shall be made by Ordinance and
shall be reflected on the San Miguel Ranch SPA Land Use District Map. Minor
changes in Land Use District boundaries may be made to the Land Use District Map
as an administrative matter subject to the discretion of the Director of Planning and
Building, where such revisions are based on approval of a Tentative or Final Map.
Area Measurements
The individual acreage areas indicated in the Land Use Summary Table (Table 1-2
in Volume 1) may be subject to minor modifications resulting from technical
refinements such as land surveys performed during the development permit and
subdivision process. Such minor modifications will not require an amendment to
this document, providing that the spirit and intent of the original is maintained as
determined by the Director of Planning and Building.
San Miguel Ranch SPA Plan Volume 2 - PC District Regulations
Trimark Pacific San Miguel LLC Page 2 October 19, 1999
-zf
~ o
o~D~oo
@
Table 2-1
Chart of SPA Land Use Districts
Single-Family Detached Homes on large lots.
Standard minimum lot size is 20,000 sf, except
SFE Single Family Estate L, K that up to 25% of the total number of lots, may
be a minimum of 15,000 sf, if an average Itt size
of 20,000 sf is maintained.
SFI Single Family One j Single-Family Detached Homes with minimum
lot size of 7,000 sf
SF2 Single Family Two I Single-Family Detached Homes with minimum
lot size of 6,000 sf
SF3 Single Family Three F, G,H Single-Family Detached Homes with minimum
Itt size of 5,000 sf
SF4 Single Family Four E,-tS Single-Family Detached Homes with minimum
lot size of 4,500 sf
Single-Family Detached Homes with minimum
SF5 Single FamilyFive D lot size of 4,000 sf, attached homes or
tovmhomes.
B Single Family attached units such as
townhomes or condominiums.
Single Family attached units such as
SFA Single Family Attached townhomes and condominiums or high density
C single-family detached units such as patio
homes, zero-lot-line, courtyard, or cluster units,
or detached condominiums.
Multi-family housing dwelling units for sale or
MF Multi-Family A rent with a density not to exceed t8 units per
gxoss acre.
Retail shopping center for uses serving the
CR Retail Commercial N
community and neighborhood
CPF Community Purpose M, CP* Community purpose facilities*
Facility
ES Elementary School S Elementary school
CP Community Park CP Community park facilities, Community purpose
facilities*
NP Neighborhood Park NP Private neighborhood park facilities
OS-PR Open Space - Habitat Natural open space areas - habitat preserves
Preserve OS- 1, OS-6
OS-TR Open Space- Trails and OS-2 to OS-5 . Natural and improved open space areas with
Recreation OS-7 to OS-9 trails or other recreational uses
* That portion of the required Community Purpose Facility acreage not provided at SPA Planning Area "M'
will be provided through additional net usable acreage in conjunction with the community park site.
San Miguel Ranch SPA Plan Volume 2 - PC District Regulations
Trimark Pacific San Miguel L£C Page 5 Redline Revision - February 27, 2003
3'- -23
Chapter I General Provisions
1.5 Clarification of Ambiguity
If ambiguity arises concerning the proper classification of a particular land use within
the meaning and intent of these PC District Regulations, or if ambiguity exists with
respect to height, yard requirements, area requirements or land use district boundaries
as set forth herein, it shall be the duty of the Director of Planning and Building to
ascertain all pertinent facts concerning such ambiguity and forward said findings and
recommendations to the Planning Commission, or on appeal, to the City Council.
If approved by the Commission, or on appeal, by the City Council, the established
interpretation shall govern thereafter.
Should any provision of these regulations conflict with the regulations of the
Municipal Code, the requirements herein shall apply.
1.6 Effects of Regulations
The provisions of these PC District Regulations governing the use of land, buildings,
structures, the size of yards abutting buildings and structures, the height and bulk of
buildings, the density of population, the number of dwelling units per acre, standards
of performance, and other provisions are hereby declared to be in effect upon all
lands included within the boundaries of each and every land use district established
.for San Miguel Ranch by these PC District Regulations.
1.7 Enforcement
1.7.1 Enforcement by City Officials
The City Council, City Attorney, City Manager, City Engineer, Director of Public
Works, Director of Public Safety Director of Planning and Building, City Clerk and
all officials charged with the issuance of licenses or permits shall enforce the
provisions of these PC District Regulations. Any permit, certificate, or license issued
in conflict with the provisions of these PC District Regulations shall be void.
1.7.2 Actions Deemed a Nuisance
Any building or structure erected hereafter, or any use of property contrary to the
provision of a duly-approved Design Review, Site Plan, Variance, Conditional Use
Permit, or Administrative Review and/or these PC District Regulations shall be
declared to be unlawful and a public nuisance per se and subject to abatement in
accordance with local Ordinance.
1.7.3 Remedies
All remedies concerning these PC District Regulations shall be cumulative and non-
exclusive. The conviction and punishment of any person hereunder shall not relieve
such persons from the responsibility of correcting prohibited conditions or removing
prohibited buildings, structures, signs improvements, and shall not prevent the
enforced correction or removal thereof.
San Miguel Ranch SPA Plan Volume 2 - PC District Regulations
Trimark Pacific San Miguel LLC Page 6 October 19, 1999
Chapter I General Provisions
1.7.4 Penalties
Any person, partnership, organization, firm or co~poration, whether as principal,
agent, employee or otherwise, violating any provisions of these PC District
Regulations or violating or falling to comply with any order or regulation made
hereunder, shall be guilty of an infraction and, upon conviction thereof, shall be
punishable as provided by local Ordinance.
1.8 Definitions
For the purposes of these PC District Regulations, certain words, phrases and terms
used herein shall have the meaning assigned to them by Title 19 of the City of Chula
Vista Municipal Code.
When not inconsistent with the context, words used in the present tense include the
future; words in the singular number include the plural; and those in the plural
number include the singular. The word "shall" is mandatory; the words "may" and
"should" are permissive.
For any aspect of land use regulation within the San Miguel Ranch SPA not covered
by these district regulations, subsequent plan approvals shall be regulated by the
applicable section of the Chula Vista Municipal Code (CVMC).
San Miguel Ranch SPA Plan Volume 2 - PC Distrlct Regulations
Tr~mark Pacific P~an Miguci LLC Page 7 October 19, 1999
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San Miguel Ranch SPA Plan Volume 2 -PC District Regulations
Trimark Pacific San Miguel LLC Page 8 October 19, 1999
Chapter !I Residential Districts
CHAPTER II
R SIDENTIAL DISTRICTS
2.1 Purpose
In addition to those objectives outlined in the GDP, the San Miguel Ranch residential
districts are included in these SPA District Regulations to achieve the following
purposes.
· Implement the residential goals and objectives of the San iVliguel Ranch
GDP.
· Reserve appropriately located areas for family living at a broad range of
dwelling unit densities consistent with the San Miguel Ranch General
Development Plan.
· Provide sound standards of public health, safety and welfare.
· Ensure adequate light, air, privacy and open space for each dwelling unit.
· Minimize the effects of traffic congestion and to avoid the overloading of
public services and utilities by phasing construction of buildings in relation
to the land area around them and available infrastructure.
· Protect residential properties from noise, illumination, unsightliness, odors,
smoke and other objectionable influences.
· Facilitate the provision of utility services and other public facilities
commensurate with anticipated population, dwelling unit densities and
service requirements.
2.2 Permitted and Conditional Uses
The land use regulations for each of the Residential Land Use Districts is shown on
Table 2-2. The following uses shall be permitted where the symbol "P' appears. A
Conditional Use Permit shall be required for uses where the symbol "C" appears.
Uses where the symbol "A" appears shall be permitted, subject to an Administrative
Review and/or Zoning Administrator Permit. Where the Symbol "N" appears, said
use is not permitted.
San Miguel Ranch SPA Plan
Volume 2 - PC District Regulations
Trirnark Pacific San Miguel LLC Page 9 October 19, 1999
Table 2-2
Permitted Use Matrix
Residential Districts
DISTRICTS
Single-family detached dwellings p p p P P P N N
Single-family atlached dwellings N N N N N P P N
Duplex dwellings (Paired homes) N N N N N P P N
Townhouse dwellings N N N N N P P N
Multiple dwellings ( 3 units and N N N N N N P P
above)
Group residences or residential N N N N N lq C C
dwellings, operated by an
organization, association or
individual with a paid
professional staff; uses may
include, but are not limited to
boarding or rooming homes,
dormitories and retirement
homes.
All types of horticulture. P P P P P P P P
Agriculture crops. A A A A A A A N
Keeping of animals subject to P P P P P P P P
CVMC Chapters 6.02, 6.04, and
6.08
Public and Semi. Public uses.~ :
Family daycare homes - large (9~ A A A A A A A N
14 children) (subject to CVMC
Secfon 19.58.147).
Family daycare homes - small p P P P P P A N
(up to 8 children).
Day nurseries, daycare schools N N N N N N C C
and nursery schools.
Essential public services, C C C C C C C C
including but not limited to:
libraries, museums, parks, public
works facilities and other civic
uses.
Public safety facilities such as C C C C C C C C
police or fire stations.
Public utility and public service C C C C C C C C
sub-stations, reservoirs, pumping
plants, telecommunication
facilities and similar installations.
Key:
P - Permitted Use
A - Administrative Review and/or Zoning Administrator Permit
C - Conditional Use Permit Required
N - Not Permitted (Prohibited Use)
San Miguel Ranch SPA Plan Volume 2. PC District Regulations
Trimark Pacific San Miguel LLC Page 10 October 19, 1999
Table 2-2
Permitted Use Matrix
Residential Districts
DISTRICTS
LAND USE SFE SF1 SF2 SF3 SF4 SF5 SFA MFI
Recreational courts, including but i A A A A A A A A
not limited to: tennis, basketball
and similar uses.
Home occupations subject to the A A A A A A A A
provisions of Section 19.14.490
of the CVMC.
Guesthouses. A A A N lq N N N
Other accessory uses and A A A A A A A A
accessory buildings customarily
appurtenant to a permitted use,
subject to the provisions of
Section 19.$8.020 of the CVMC.
Temporary tract offices and tract A A A A A A A ' A
signs, subject to the provisions of
Section 19.58.320 and Section
19.60.470 of the CVMC.
Model homes a A A A A A A A A
Key:
· P - Permitted Use
A - Administrative Review and/or Zoning Administrator Permit
C - Conditional Use Permit Required
N - Not Permitted (Prohibited Use)
a. Model homes, their garages and private recreation facilities may be used as offices for the fa, st sale of
homes within a recorded tract and subsequent similar h-acts utilizing the same architectural designs, subject
to the regulations of the City of Chula Vista governing said uses and activities.
San Miguel Ranch SPA Plan Volume 2 - PC District Regulations
Trlmark Pacific San Miguel LLC Page 11 October 19, 1999
Chapter H Residential Districts
2.3 Residential Development and Site Planning Standards
The following Property Development Standards shall apply to all land and buildings,
other than accessory buildings, permitted in their respective residential land use
district. Each of the Residential Land Use Districts is shown on Figure 2-1, and the
Development Standards for each District are on Table 2-3. The use of the symbol
"SP" indicates that the standard is established by the approval of a Site Plan. Site
Plan review is required for any Planning Area proposed for development with a
multiple family product, an attached product or a detached product with lot sizes less
than 5,000 square feet. This may occur in the SF4, SF5, SFA and MFI Districts.
Dimensions and standards are minimums. Minor variations maybe permitted subject
to site plan or tract map approval, providing that the minimums specified herein are
maintained. Figures 2-2 and 2-3 serve as references for the measurement of
minimum lot area, dimensions and setbacks.
San Mignel Ranch SPA Plan Volume 2 - PC District Regulations
Trimark Pacific San Miguel LLC Page 12 October 19, 1999
Table 2-3A
Development Standards
Residential Districts
I SFE SF! SF2 I SF3 SF4 SF5 SFA MFI
Min. Lot Area (square feet) 20,000/ 7,000 6,000 b 5,000 b 4,500 b 4,000 b SP N/A
15,000 a
Min. Lot Width (feet) c
Measured 100~d 6~00 55 e 50 e 50 e SP SP N/A
Knuckle or cul-de-sac 40 35 35 35 35 SP SP N/A
frontage
Flag lot frontage 20 20 20 20 20 SP SP N/A
Min. Lot Depth (feet) e 120 100 90 90 80 SP SP N/A
Maximum lot coverage (percent) [ 35 45 45 50 55 SP SP SP
Floor Area Ratio p · .45 _ ~50 ' .55 ] .60 .60 SP SP SP
Front Yard Minimum Setback f
To__house 20 15 15 15 SP SP SP
To direct entry garage 25 ! 20 g 20 g 20 g ~ 20 g SP SP SP
To side entry garage 25 20 15 15 15 SP SP SP
To porch 20 17 17 17 15 I SP SP SP
Side Yard Minimum Setbacks (feet) f' h
To adjacent residential lot 15/10 i 10/5 ~ 10/5 ~ 5/5 5/5 SP SP SP
To adjacent street 20 10 l 0 10 10 SP SP SP
(exterior si. de yard) J
Rear Yard Minimum Setback (feet) f' h
To house J __ 25 k 20 15 15 15 I SP SP SP
To garage with minimum 30- 25 j 15 5 5 5 SP SP SP
foot driveway
Building Height Maximum 28 ft I/ 28 ft I/ ~
28fll/ ! 28fll/ 28fil/ 28fil/ 28f11/ 45feetJ
(feet/# stories) 2stories i 2stories., 2 StO~fie~s~ 2 stories_ 2stories~2 stories 2stories 3stories
Parking Required (Off-Street 2 garage 2 garage 2 garage ] 2 garagl~ 2 garag~ 2 garag~ 2 ] 1.5-tBR
spaces per Unit) m spaces spaces ! spaces i spaces spaces spaces t assigned [ 2.0-2BR
I ! J ~ spaces 2.5-3BR+
I , rain 1 i Guest-
[ . I covered i 0.33/unit
~ I ! I [ i Guest- I o
I I ~ : 0.33/
San Miguel Ranch SP~ Plan
olum e 2 - PC District Regulations
Trirnarl~ Pacific San Miguel LLC Page 13 /is/ImendedJune 5, 2001
Table 2-3A
Development Standards
Residential Districts
(Continued)
Notes:
a. Within the SFE Districts, including Planning Areas K and L, the standard minimum lot size is 20,000 square feet, however,
up to 25% of the lots may be a minimum of 15,000 square feet, provided that the overall average lot size within Planning
Areas K and L is not less than 20,000 square feet.
b. Minimum lot area applies to the graded pad area of the lot (exclusive of slopes) in the SF3, SF4 and SF5 Districts.
Minimum pad area within the SF2 District shall be 5500 square feet.
c. Lot widths and depths are typical minimums but may vary slightly with irregularly shaped lots and site specific
conditions. Such variations are subject to approval ora variance, except where the variance requirements can be fulfilled
by site plan review required by other provisions of these regulations. Minimums such as lot width and depth may not
be used in tandem where they would result in lot area which does not meet the minimum lot area requirement.
d. The minimum lot width in SFE areas may be reduced to 90 feet for lots which are less than 20,000 square feet as allowed
by Note "a" above.
e. For lots with minimum widths of 55 feet or less, the minimum width standard shall apply to the level pad area (exclusive
of any side slope within the lot) and for purposes of this provision, the minimum width may be measured at the building
line at the front yard setback.
f. Architectural features, such as eaves, awnings, chimneys, niches up to 12 feet in length, balconies, steps, stairways, or
bay windows may project not more than four feet into any required front or rear yard area, and not more than two feet
into any required side yard.
g. May be reduced to 18 feet with use of roll-up garage door, except that in no case shall the distance to the nearest edge
of sidewalk be less than 20 feet.
h Building setbacks shall be measured per Figure 2-3, which includes the following provisions:
The minimum level area w~thin any side yard shall be 5 feet to top or toe of slope or base of wall for lots with
internal slopes.
· The maximum height of a retaining wall in a side yard is 3 feet.
· The maximum height of a retaining wall in a rear yard is 5 feet, and where a retaining wall is greater than 3 feet
high, a minimum 4-foot horizontal separation is required between the retaining wall and a freestanding fence
or wall.
· The rear yard setback shall be based on the level pad area, measured from the top or toe of slopes for lots with
internal slopes.
i. Where there are slopes within the side yard of a lot, building setbacks shall be measured per Figure 2-4.
j. In situations where the lot configuration has irregular angles, or otherwise results in an odd-shaped lot or building pad,
these minimums may be reduced subject to approval by the Director of Planning and Building.
k. The minimum rear yard setback is increased to 50 feet for all lots in Planning Area L whose property line(s) abut the SPA
boundary of San Miguel Ranch.
1. Building Height may be increased to 35 feet with Site Plan approval.
m. Parking standards for Senior Citizen or "affordable" residential development may be reduced from those specified in the
District in which it will be located. Such a reduction shall be at the discretion of the City Council through the Conditional
Use Permit procedure (CVMC 19.14.080), and subject to a parking study prepared by a registered traffic engineer to
ensure adequate parking will be provided.
n. Guest parking is encouraged to be provided for single family products, in addition to onsite driveway spaces, either on
the street where width allows, or in designated parking bays.
o. Required guest parking spaces shall be marked and clearly identified as guest parking. The guest parking spaces shall
not be permitted to be assigned to individual dwelling units.
p. The allowable building area for construction of dwellings, or any remodeling or additions to dwellings for each lot shall
be as determined in Table 2-3B below. The maximum building area for single family detached and attached products,
garages, and other accessory structures shall be the square footage listed or that permitted by the percentage of lot area,
whichever is less. Homeowner additions shall be allowed only where consistent with these standards. A 300-square
foot open patio (covered but open on three sides) shall be permitted on each residential lot and shall be exempt from
inclusion in this calculation. All residential development proposals are subject to review for consistency with the San
Miguel Ranch Design Guidelines, Residential Design Guidelines Section 4.5 (Single Family) or Section 4.6 (Multi-Family).
San Miguel Ranch SPA Plan Volume 2 - PC District Regulations
Trimarl~ Pacific San Miguel LLC Page 14,4 ,4s Amended June 5, 2001
Table 2-3B
Development Standards
Residential Districts
Maximum
San Mignel Ranch Floor Area Ratio Building Area
District (F.A.R.) (Sq. Ft.)
SFE .45 N/A*
SF1 .50 4500
SF2 .55** 4300
SF3 .60** 4000
SF4 .60** 3100 (E)***
SF5 SP SP
SFA SP SP
MF SP SP
Table Notes:
* Maximum allowable building area will be regulated by coverage and setback regulations in the
SFE Land Use District.
** The maximum allowable F.A.R.'s in the SF2, SF3 and SF4 Districts are as follows. Lot numbers
are as shown on Chula Vista Tract 99-04, approved 2/29/00 (Tentative Map PCS-99-04):
SF2:.60 for lots 1-21,38-40, and 43-51 in Neighborhood I.
SF3:.65 for lots 6-8, 11-15, and 37-41 in Neighborhood H.
SF4:.65 for lots 109-119 in Neighborhood E.
*** In the SF4 District, the maximum allowable building area shall by 3100 square feet in
Neighborhood E ai~d 3500 ou .... fcct ii, N,.~hb,,A~6c, d G.
SP - Standards to be determined concurrently with Site Plan and Architectural approval.
San Miguel Ranch SP.4 Plan Volume 2 - PC District Regulations
Trimark Pacific San Miguel LLC Page 14B Redline Revision - February 27, 2005
MEASURING LOCATIONS
FOR BUILDING SETBACKS
NO TE:
h'L~$AKER ALL SETBACKS TO BE MEASURED FROM THE
&ASSOCIATES PROPERTY LINE, EXCEPT.WHERE FIGURES 2-,7
=,,. ~,.,,,~. ..,. ANO 2-4 APPLY.
~ ~ ~ Figure 2-2
San Miguel
Ranch ~.o~, Vol2 Page 15
MEASUREMENTS FOR MINIMUM
LOT AREA AND SETBACKS FOR
LOTS WITH INTERNAL SLOPES
TOP OF PROPERTY LINE
PROPERTY LINE
NOTE: ~THIN THE REAR YARD ~IHERE A RETAINING
I WALL IS GREATER THAN $' HIGH, A MINIMUM
NUNSA](~ 4 FOOT HORIZON[AL 5EPARAI?ON IS REOUIRED
&ASSOCIATES TO A FREE STANDING FENCE OR WALL.
~ ~ ~ (SEE ALSO TABLE 2-~ NOTE "H") Figure 2-3
San Miguel
Ranch .o.o Vol2 Page 16
MEASUREMENT OF SPLIT
SIDE YARD REQUIREMENTS
, 10' ~1~.
fOOT MIN. 5 fOOT I~IN. ///
LARGER S~DE Y~D ~ U~ILL ~DE ~ LOT
R£TA;N~C IqALL
LARCER SIDE yARO ON DO~4VHILL SIDE OF' LOT
HUNSAKER
& ASSOCIATES
~ ~ ~ Figure 2-4
San Migue]
Ranch ~,~ Vol2 Page 17
Chapter H Residential Districts
2.4 Residential District Performance Standards
In the Residential Districts, the following performance standards shall apply;
A. Required front and exterior side yards shall be landscaped and shall consist
predominantly of trees, plant materials, ground cover and decorative rocks,
except for necessmy walks, drives and fences. All required landscaping shall
be permanently maintained in a healthy and thriving condition, free from
weeds, trash and debris. I.zmdscaping requirements may be met by either
installation by the builder or developer, or for single family developments by
requiring through CC&R's that individual homeowners install their front yard
landscaping within one year of occupancy.
B. All exterior mechanical equipment i.e. air conditioners, antennas, ham radio
antennas, solar panels, heating, cooling, ventilating equipment, lighting or
electrical devices, and any other telecommunication equipment, shall be
operated and located so that they do not disturb the peace, quiet, and comfort
of neighboring residents and shall be screened, shielded and/or sound
buffered from surrounding properties and streets. All equipment shall be
installed and operated in accordance with all other applicable Ordinances.
Heights of said equipment shall not exceed the required height of the zone in
which they are located. Private, individual satellite dish antennas greater than
3 feet in diameter are subject to a Conditional Use Permit. Community or
association operated satellite dish antennas may be allowed subject to a
Conditional Use Permit.
C. All utility connections shall be designed to coordinate with the architectural
elements of the site so as not to be exposed except where required by utility
provider. Pad-mounted transformers and/or meter box locations shall be
included in the site plan with any appropriate screening treatment. Power
lines and cables shall be installed underground.
D. The City of Chula Vista's noise control ordinance provisions shall apply
within San Miguel Ranch, as contained in CVMC Chapter 19.68.
E. Buildings shall be located on the site to provide adjacent buildings adequate
sunlight for solar access when practical. Buildings should be designed to
minimize energy consumption requirements, including but not necessarily
limited to considerations such as window placement, eave coverage, dual
glazing, and insulation.
San Miguel Ranch SPA Plan Volume 2 - PC District Regulations
Trimark Pacific San Miguet LLC Page 18 October 19, 1999
Chapter H Residential Districts
2.5 Residential District AccessorY Structures
Accessory buildings and structures, attached or detached, used either wholly or in
part for living purposes, shall meet all of the requirements for location of the main
structure as constructed or required by the District whichever is less restrictive,
except as herein provided.
A. Enclosed accessory buildings or structures that are attached to the main
building shall not be allowed to encroach into the required rear yard setback.
B. A detached accessory structure shall meet the setback requirements of the
main building for the front and exterior side yard areas.
C. A detached accessory structure may be located within the interior side yard
or rear yard; provided, that such structure is located no closer than five feet
to an interior side or rear lot line and is at least six feet form the main
structure, and does not exceed one story in height.
D. Open structures may be allowed to encroach into the rear yard setback subject
to the approval of the Director of Planning and Building. The permitted
design and type of open structures will be as determined by the Director of
Planning and Building.
E. Attached and detached accessory buildings and open structures are permitted
pursuant to the site plan and architectural review requirements specified in
Chapter X, Section 10.4 of these regulations.
2.6 Walls and Fences
In any required front or side yard adjacent to a street, a wall, fence or hedge shall not
exceed forty-two (42) inches in height, except as provided herein.
A. A freestanding wall, fence or hedge not more than six (6) feet in height may
be maintained along the side or rear lot line, provided that such wall, fence
or hedge does not extend into a required front yard adjacent to a street, except
for noise attenuation as required by the City and as provided herein.
B. A wall, fence or hedge adjacent to a driveway or street providing vehicular
access to an abutting lot or street shall not exceed forty-two (42) inches in
height within the front or exterior side yard setback area of the lot. Comer
cut-offs may be required to maintain a reduced height in special
circumstances for safety and visibility.
C. The combined height of a retaining wall and freestanding side yard fence or
wall shall not exceed nine (9) feet in height.
San Migttel Ranch SPA Plan Volume 2 - PC District Regulations
Trimark Pacific San Miguel LLC Page 19 October 19, 1999
Chapter Il Resldent~l Districts
D.Fiberglass or bamboo sheeting or other similar temporary material shall not
be permitted as a fencing material on street frontages.
E. Where the elevation of a side or rear lot line exceeds the height of the
roofline of a residence or primary su'ucture, the fence shall be located so that
the top of the fence shall not exceed the height of-the roof of the residence or
Primary structure on the lot. Exceptions to this requirement can be
authorized by the Director of Planning and Building Department.
2.7 Residential District Signs
No sign or outdoor advertising structure shall be permitted in any residential district
except as provided in Chapter VIII.
San Miguel Ranch SPA Plan Volume 2 - PC District Regulations
Trimark Pacific San Miguel LLC Page 20 October 19, 1999
COUNCIL INFORMATION MEMORANDUM
DATE: April 1, 2003
TO: The Honorable Mayor and City Council
VIA: David D. Rowlands Jr., City Manager ~e*~
FROM: Robert A. Leiter, AICP, Director of Planning and Buildin
SUBJECT: Freeway Commercial SPA Plan and CEQA Findings of Fact
This memorandum serves to update the City Council concerning the Agenda Statement for the
Otay Ranch Freeway Commercial SPA Plan. The discussion under SPA Plan a. Land Use has
been expanded to discuss staff concerns with the alternative concept plan. The expanded land use
description and analysis starts on page 5 of the Agenda Statement and continues through page 8.
The two concept plans are attached to the Agenda Statement in Attachments 6 and 7.
Attached to this memorandum is expanded and clarified language for a portion of the Findings of
Fact to be adopted by the Council (pursuant to the California Environmental Quality Act) in
certifying the Freeway Commercial Environmental Impact Report. Language on Page 101 of the
Findings of Fact has been modified to more fully explain why the reduced intensity alternative
(Alternative 1) identified in the project EIR is infeasible and not consistent with the goals and
objectives of the Otay Ranch General Development Plan.
circulation, and access but would not completely avoid impacts. In this respect, Alternative 1 is
environmentally superior to the proposed project. However, it is not a feasible alternative and
does not meet the basic project objectives as explained below.
Alternative 1, the reduced intensity alternative, would be infeasible since the project would not
be consistent with the Otay Ranch General Development Plan (GDP) concerning the intensity of
commercial development anticipated. The Otay Ranch GDP anticipates an intensity of
commercial development that will generate sufficient sales tax revenue to off-set the costs
associated with residential services. The Otay Ranch GDP contains an analysis of revenues
generated and cost of services provided within the Otay Ranch Service/Revenue Plan. It is an
objective of the Otay Ranch GDP to maintain a balance between the cost of services provided
and revenues generated.
In order to generate sufficient revenues to cover the cost of City services provided to residents
within Ota¥ Ranch, commercial development must be of a high enough intensity to generate
adequate sales tax revenues. The economic modeling performed for the Service/Revenue Plan
portion of the Otay Ranch General Development Plan assumes a floor area ratio of 25 percent for
the Freeway Commercial project. The reduced intensity alternative (20 percent FAR), would not
be consistent with the economic modeling performed for the Otay Ranch project in its entirety,
and could result in an imbalance between revenues generated and the costs of services provided.
The reduced intensity alternative could result in a long term negative economic impact to the
City Of Chula Vista.
For these reasons, the City Council concludes that Alternative 1 is not feasible (see City of Del
Mar, supra, 133 Cal.App3d at 417; Sequoyah Hills, supa, 23 Cai. App.4th at 715).
C. ALTERNATIVE 2 - OFFICE WITH FREEWAY COMMERCIAL ALTERNATIVE
The Office with Freeway Commercial Alternative (Alternative 2) would divide the property into
five lots, with three lots used for FC purposes at a reduced intensity of development, and two lots
used for professional and administrative offices. Alternative 2 would consist of a total of
1,135,000 square feet of retail commercial space and professional administrative offices, versus
the 1,215,000 square feet of retail commercial space under the proposed project. Alternative 2
would allow 490,000 square feet of retail commercial uses and 645,000 square feet of
professional administrative office space for the remainder of the site. All uses would have a
floor area ratio of 0.25 under this alternative. It is assumed that commercial development and
professional office space would be of similar character to the FC site proposal under Alternative
2.
CITY COUNCIL AGENDA STATEMENT & tt~
Item No.: -.J'4~.
Meeting Date: 3/18/03
ITEM TITLE: Public Heating: Consideration of the Final Second Tier Environmental
Impact Report (EIR 02-04) for the Otay Ranch Planning Area 12 Freeway
Commercial (SPA) Plan and Conceptual Tentative Map (TM).
Resolution No. of the City Council of the City Of Chula Vista
certifying the Final Second Tier Environmental Impact Report (EIR-02-
04) for the Otay Ranch Planning Area 12 Freeway Commercial Sectional
Planning Area (SPA) Plan and Conceptual Tentative Map; making certain
Findings of Fact; adopting a Statement of Overriding Considerations; and
adopting a Mitigation Monitoring and Reporting Program (MMRP)
pursuant to the California Environmental Quality Act.
SUBMITTED BY: Director of Planning and Building//¢
REVIEWED BY: City Manager ~ ~ (4/5thsVOte: Yes No X )
In accordance with the requirements of the California Environmental Quality Act, a Final Second
Tier E1R has been prepared to analyze the environmental impacts of the proposed Otay Ranch
Planning Area 12 Freeway Commercial SPA Plan and Conceptual Tentative Map. This staff
report discusses the general content of the Final EIR. CEQA Findings of Fact, and a Mitigation
Monitoring and Reporting Program (MMRP), have been prepared that reflect the conclusions of
the Final EIR. The Final EiR also contains comments and responses to the comments received
during the public review period.
RECOMMENDATION:
That the City Council adopt:
· Resolution certifying that the Final Second Tier Environmental Impact Report (EIR 02-
04) has been prepared in accordance with the California Environmental Quality Act
(CEQA), the State CEQA Guidelines and the Environmental Review Procedures of the
City of Chula Vista; making certain findings of fact; adopting a Statement of Overriding
Considerations; and adopting a Mitigation Monitoring and Reporting Program.
BOARDS/COMMISSIONS RECOMMENDATION:
The Resource Conservation Commission (RCC) reviewed the Draft EIR on December 2, 2002.
After reviewing and discussing the document, the RCC voted 5-0-1-0 (Commissioner Chavez
abstained) to recommend the certification of the Final EIR by the City Council. The RCC did not
raise any issues concerning the adequacy of the docmnent and found the Final EIR to be in
compliance with the California Environmental Quality Act (CEQA). The public comment period
Page 3, Item No.:
Meeting Date: 3/18/03
The letters and responses are included in the Final EIR 02-04 (Attachment 2). It is important to
note that the only substantive comments received during the public comment period were from
the Cotmty of San Diego regarding traffic impacts to County roadways associated with the
Freeway Commercial project. As discussed in the Final EIR and responses to comments,
potential impacts to County roads were considered and found not to be significant (see comment
and response No. 5 on Page 11 of the EIR). All comments received concerning EIR-02-04 have
been fully addressed within the Final EIR.
Additional Revisions to Draft EIR
Revisions to the Final EIR made as a result of public comment have been summarized on Page 1
of the Final EIR. Minor typographical corrections have been made to information contained in
the Draft EIR; the Final EIR reflects the corrected information. None of the corrections made to
the document have resulted in modifications to conclusions regarding the significance of
impacts.
Findings of the Final EIR 02~04
The Final E1R identified a number of direct and indirect significant environmental effects (or
"impacts") that would result from the proposed SPA Plan and TM. Some of these significant
effects can be fully avoided through the adoption of feasible mitigation measures. Other impacts
cannot be avoided by the adoption of feasible mitigation measures or feasible environmentally
superior alternatives. In order to approve the proposed project, a Statement of Overriding
Considerations must be adopted. The Statement of Overriding Considerations is included as a
part of the proposed "Findings of Fact." Implementation of the proposed project will result in
significant unmitigated impacts, which are listed below and further described in the attached
Findings of Fact and Statement of Overriding Considerations (Exhibit "A" to resolution of
approval of EIR-02-04).
Summary of Environmental Impacts
The following discussion contains a summary of the impact conclusions for the Final E1R.
Project level and cumulative impacts are identified and divided into three categories: significant
and unmitigated, significant and mitigated to less than significant, and less than significant.
Significant and Unmitigated Impacts
The significant, unmitigable impacts identified in the Final EIR are either cumulative or regional
in nature. Cumulative impacts are significant when the project is combined with other projects in
the subregion, whereas an impact that is regional in nature is beyond the sole control of thc City
of Chula Vista, All of the significant cumulative impacts identified for the FC project that are
discussed below were identified in the Otay Ranch Final Program GDP EIR (for which a
Statement of OvenSding Considerations was adopted) as significant and unmitigable. The
conclusions remain the same and the reasons for the determination of significant and unmitigable
are discussed below:
Page 5, Item No.:
Meeting Date: 3/18/03
· Paleontological Resources
· Agricultural Resources
· Noise
· Water Resources and Water Quality
· Transportation, Circulation and Access Noise (project and cumulative)
· Air Quality
· Water Supply and Facilities
· Sewer Service
· Integrated Waste Management
· Law Enforcement
· Fire Protection
Less than Significant Impacts
Less than significant impacts were identified in the following environmental issue areas:
· Land Use, Planning and Zoning
· Noise
· Agriculture
· Cultural Resources
· Geology and Soils
· Gas/Electric Service
Conclusions:
At the time the Program EIR (90-01) was certified and adopted in October 1993, the City
Council and the County Board of Supervisors jointly determined that substantial social,
environmental and economic benefits of the Otay Ranch project outweighed the significant and
unmitigable impacts associated with the project and a Statement of Overriding Considerations
for the Otay Ranch project was approved. The proposed Planning Area 12/Freeway Commercial
SPA/TM implements the same vision of the Otay Ranch GDP, which was comprehensively and
carefully considered at that time.
All feasible mitigation measures with respect to project impacts for the Planning Area 12
Freeway Commercial SPA/TM have been included in the Final E1R (see Mitigation Monitoring
and Reporting Program in Exhibit "B" to resolution of approval of E1R-02-04). As described
above, the Planning Area 12 project will result in unmitigable impacts that would remain
significant after the application of these measures; therefore in order to approve the project, the
City Council must adopt a Statement of Overriding Considerations pursuant to CEQA Guidelines
Sections 15043 and 15093 (see Section XII the CEQA Findings)·
The City has examined a reasonable range of alternatives to the proposed project, other than the
proposed project described in the Final EII~. Based on this examination, the City has determined
that neither of the alternatives meets the project objectives, or is environmentally superior to the
project (see Section XI of the CEQA Findings)·
EASTLAKE
HIGH
SCHOOL
OTAY RANCH GREENS
VILLAGE
FIVE
EASTLAKE
LAND
SWAP
OTAY RANCH
VILLAGE
SIX
OTAY RANCH
VII~LAGE
ELEVEN
~.PCM-99-08: The proposed project consists of a
Sectional Planning Area (SPA), which addresses
EASTERN land uses, intensity and development standards,
URBAN public facilities, design criteria, circulation,
CENTER and open space within the SPA.
CHULA VISTA PLANNING AND BUILDING DEPARTMENT
LOCATOR PROJECT PROJECT DESCRIPTION:
APPLICANT: McMILLIN COMPANIES Proposal for a Sectional Planning Area (SPA) Plan
Norlh of Birch Rd, East of future SR-125,
PROJECT South of Olympic Pkwy, West of Easflake
ADDRESS: Pkwy. Freeway Commerical, Otay Ranch
SCALE: FILE NUMBER:
NORTH No Scale PCM-99-08
J:\home\planning\cherrTIc\locators\pcm 9908.cdr 02.04.03
Mitigation Monitoring and Reporting Program adopted concurrently with these Findings
of Fact and will be effectuated through the process of implementing the Project.
NOW, THEREFORE, BE IT RESOLVED THAT TIlE PLANNING
COMMISSION of the City of Chula Vista does hereby recommend that the City
Council of the City of Chula Vista find, determine, resolve and order as follows:
I. PLANNING COMMISSION RECORD
The proceedings and all evidence introduced before the Planning Commission at
their public hearing on Draft EIR 02-04 held on January 8, 2003 and the minutes
and resolutions resulting therefi-om, are hereby incorporated into the record of this
proceeding. These documents, along with any documents submitted to the
decision-makers, including documents specified in Public Resources Code
Section 21167.6, subdivision(s), shall comprise the entire record of proceedings
for any clalms~mder the California Environmental Quality Act ("CEQA") (Public
Resources Code §21000 et seq.).
II. FEIR 02-04 CONTENTS
That the FEIR 02-04 consists of the following:
1. Second Tier EIR for the Village Twelve Freeway Commercial SPA Plan
(including technical appendices); and
2. Comments and Responses.
(All hereafter collectively referred to as "FEIR 02-04")
III.ACCOMPANYING DOCUMENTS TO FEIR 02-04
1. Mitigation Monitoring and Reporting Program; and
2. Findings of Fact and Statement of Overriding Considerations
IV. CERTIFICATION OF COMPIANCE WITH cALIFoRNIA
ENVIRONMENTAL QUALITY ACT
That the Planning Commission does hereby find that FEIR 02-04, the Findings of
Fact and the Statement of Overriding Considerations (Exhibit "A" to this
Resolution, a copy which is on file with the office of the City Clerk), and the
Mitigation Monitoring and Reporting Program (Exhibit "B" to this Resolution, a
copy which is on file with the office of the City Clerk) are prepared in accordance
with the requirement of CEQA (Pub. Resources Code, §21000 et seq.), the CEQA
Guidelines (California Code Regs. Title 14 §15000 et seq.), and the
Environmental Review Procedures of the City of Chula Vista.
Commission hereby finds pursuant to Public Resources Code Section
21081 and CEQA Guidelines Section 15091 that alternatives to the
project, which were identified in FEIR-02-04, were not found to reduce
impacts to a less than significant level or meet the project objectives.
E. Adoption of Mitigation Monitoring and Reporting Program
As required by the Public Resources Code Section 21081.6, the Planning
Commission hereby adopts the Mitigation Monitoring and Reporting
Program set forth in Exhibit "B" of this Resolution, a copy of which is on
file in the office of the City Clerk. The Planning Commission further
fmds that the Program is designed to ensure that, during project
implementation, the permittee/project applicant and any other responsible
parties implement the project components and comply with the mitigation
measures identified in the Findings of Fact and the Mitigation Monitoring
and Roporting Program.
VII. NOTICE OF DETERMINATION
That the Environmental Review Coordinator of the City of Chula Vista is directed
after City Council approval of this Project to ensure that a Notice of
Determination is filed with the County Clerk of the County of San Diego. These
documents, along with any documents submitted to the decision-makers,
including documents specified in Public Resources Code Section 21167.6,
subdivision(s), shall comprise the entire record of proceedings for any claims
under the Califomia Environmental Quality Act ("CEQA") (Public Resources
Code §21000 et seq.).
BE IT FURTHER RESOLVED THAT the Planning Commission of the City of
Chula Vista recommends to the City Council that FEIR-02-04, the Findings of Fact and
Statement of Overriding Considerations (Exhibit "A" to this Resolution, a copy which is
on file with the office of the City Clerk), and the Mitigation Monitoring and Reporting
. Program (Exhibit -B,, to this Resolution, a copy which is on file with the office of the
City Clerk) have been prepared in accordance with the requirement of CEQA (Pub.
Resources Code, §21000 et seq.), CEQA Guidelines (Ca!ifomia Code Regs. Title 14
§15000 et seq.), and the Environmental Review Procedures of the City of Chula Vista
and therefore, should be certified.
BE IT FURTHER RESOLVED THAT a copy of this resolution be transmitted
to the City Council.
PASSED AND APPROVED BY THE PLANNING COMMISSION OF TIlE
CITY OF CHULA VISTA, CALIFORNIA, this February 12, 2003, by the following
vote, to-wit:
RCC Minutes ~ 4 - ~ ' I~r~ber ~,'200:~
MSC (Ch~vez/Reid) to approve staffs' recommendation. Vote: (5-0-1-0) with Diaz
abstaining because he resides within 500 feet of the project.
MSC (Bensoussan/Ch~vez) to recommend to the DRC that in considering the design
of the project they be aware that the site is a gateway to the historic core of the City
and; therefore, landscaping should be heavily used to buffer the "big box" design.
Vote: (5-0-1-0) with Diaz abstaining because he resides within 500 feet of the
project.
3. EIR-02-04- Otay Ranch Freeway Commercial
Commissioner Ch~vez recused himself from this item because of his
employment and conflict of interest.
Ms. Danielle Putnam (RBF Consulting, 9755 Clairemont Mesa Blvd., Suite 100, San Diego,
CA 92124) reported that this project consists of approximately 133 acres. It is designated in
the Otay Ranch General Development Plan as an auto-oriented freeway commercial that
does include big boxes. It is planned for approximately 1.2 million square feet of retail use.
The development will occur in four phases over a maximum of 5 years. The property does
have two different landowners: McMillin (the project applicant) and Otay Ranch Company.
There are two internal streets that serve the project. There are supposed to be two transit
lines serving the project area. Staff has been working very closely with MTDB. Ms. Putnam
described the site plan for the Freeway Commercial.
Mr. Steve Power (Environmental Projects Manager) gave a PowerPoint presentation on the
: ', Otay Ranch Freeway Commercial Environmental Impact Report (EIR). The project site
consists primarily of agricultural .fields that are highly disturbed. There is nothing of
significant biological value. The EIR looked at 13 issues. Of those issues, nine are
significant and require mitigation. The primary issue is traffic, the impact of which would be
mitigated to below a level of significance.
Chair Thomas voiced concerns regarding geology, water and solid waste. Mr. AI-Agha and
Ms. Ponseggi responded to her concerns. They also referred Chair Thomas to specific
pages in the EIR that dealt with the issues of her concerns.
MSC (Diaz/Reid) that the EIR has been found adequate and to recommend
certification by the appropriate decision making bodies. Vote: (5-0-1-0) with Ch~vez
abstaining.
Commissioner Ch~vez returned to the meeting.
4. MSCP Subarea Plan
Ms. Mary Ladiana (Environmental Projects Manager) presented a brief report on the City's
Multiple Species Conservation Program (MSCP) Subarea Plan and Supplemental EIR/
Environmental Assessment (EIR/EA). Due to the length o[ time that had passed since the
RCC last saw the MSCP, Ms. Ladiana gave a brief background of the draft MSCP.
Additional documents were prepared such as an implementing agreement, implementing
ordinances and General Plan Amendment. The MSCP is a comprehensive long-term habitat
, conservation program that addresses the habitat needs of sensitive plant and animal
~-¢ Attachment 4
RCC Minutes - 4 - - ' 0~-~ber L~,'200;f
MSC (Ch~vez/Reid) to approve staffs' recommendation. Vote: (5-0-1-0) with Diaz
, :~,. abstaining because he resides within 500 feet of the project.
MSC (Bensoussan/Ch~vez) to recommend to the DRC that in considering the design
of the project they be aware that the site is a gateway to the historic core of the City
and; therefore, landscaping should be heavily used to buffer the "big box" design.
Vote: (5-0-1-0) with Diaz abstaining because he resides within 500 feet of the
project.
3. EIR-02-04- Otay Ranch Freeway Commercial
Commissioner Ch~vez recused himself from this item because of his
employment and conflict of interest.
Ms. Danielle Putnam (RBF Consulting, 9755 Clairemont Mesa Blvd., Suite 100, San Diego,
CA 92124) reported that this project consists of approximately 133 acres. It is designated in
the Otay Ranch General Development Plan as an auto-oriented freeway commercial that
does include big boxes. It is planned for approximately 1.2 million square feet of retail use.
The development will occur in four phases over a maximum of 5 years. The property does
have two different landowners: McMillin (the project applicant) and Otay Ranch Company.
There are two internal streets that serve the project. There are supposed to be two transit
lines serving the project area. Staff has been working very closely with MTDB. Ms. Putnam
described the site plan for the Freeway Commercial.
Mr. Steve Power (Environmental Projects Manager) gave a PowerPoint presentation on the
Otay Ranch Freeway Commercial Environmental Impact Report (EIR). The project site
consists primarily of agricultural .fields that are highly disturbed. There is nothing of
significant biological value. The EIR looked at 13 issues. Of those issues, nine are
significant and require mitigation. The primary issue is traffic, the impact of which would be
mitigated to below a level of significance.
Chair Thomas voiced concerns regarding geology, water and solid waste. Mr. AI-Agha and
Ms. Ponseggi responded to her concerns. They also referred Chair Thomas to specific
pages in the EIR that dealt with the issues of her concerns.
MSC (Diaz/Reid) that the EIR has been bund adequate and to recommend
certification by the appropriate decision making bodies. Vote: (5-0-1-0) with Ch~vez
abstaining.
Commissioner Ch~vez returned to the meeting.
4. MSCP Subarea Plan
Ms. Mary Ladiana (Environmental Projects Manager) presented a brief report on the City's
Multiple Species Conservation Program (MSCP) Subarea Plan and Supplemental EIR/
Environmental Assessment (EIPJEA). Due to the length of time that had passed since the
RCC last saw the MSCP, Ms. Ladiana gave a brief background of the draft MSCP.
Additional documents were prepared such as an implementing agreement, implementing
ordinances and General Plan Amendment. The MSCP is a comprehensive long-term habitat
conservation program that addresses the habitat needs of sensitive plant and animal
/
modified, superseded or withdrawn, the City of Chula Vista hereby binds itself and the
Applicant and its successors in interest, to implement those measures. These findings are
not merely information or advisory, but constitute a binding set of obligations that will
come into effect when the City adopts the resolution approving the project. The adopted
mitigation measures contained within the Mitigation Monitoring and Reporting Program,
Exhibit "B" of this Resolution, a copy of which is on file in the office of the City Clerk,
are expressed as conditions of approval. Other requirements are referenced in the
Mitigation Monitoring and Reporting Program adopted concurrently with these Findings
of Fact and will be effectuated through the process of implementing the Project.
NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL of
the City of Chula Vista does hereby find, determine, resolve and order as follows:
I. PLANNING COMMISSION RECORD
The proceedings and all evidence introduced before the Planning Commission at
their public hearings on EIR 02-04 held on January 8, 2003, and February 12,
2003, and the minutes and resolutions resulting therefrom, are hereby
incorporated into the record of this proceeding. These documents, along with any
documents submitted to the decision-makers, including documents specified in
Public Resources Code Section 21167.6, subdivision(s), shall comprise the entire
record of proceedings for any claims under the California Environmental Quality
t ( CEQA ) (Pubhc Resources Code {}21000 et seq.).
II. FEIR 02-04 CONTENTS
That the EIR 02-04 consists of the following:
1. Second Tier EIR for the Village Twelve Freeway Commercial SPA Plan
(including technical appendices); and
2. Comments and Responses
(All hereafter collectively referred to as "FEIR 02-04")
III.ACCOMPANYING DOCUMENTS TO FEIR 02-04
1. Mitigation Monitoring and Reporting Program; and
2. Findings of Fact and Statement of Overriding Considerations
IV. CERTIFICATION OF COMPIANCE WITH CALIFORNIA
ENVIRONMENTAL QUALITY ACT
That the City Council does hereby find that FEIR 02-04, the Findings of Fact and
the Statement of Overriding Considerations (Exhibit "A" to this Resolution, a
D. Infeasibility of Altematives
As more fully identified and set forth in FEIR 02-04 and in the FLndings of
Fact, Section XII, for this project, which is Exhibit "A" to this Resolution,
a copy of which is on file in the office of the City Clerk, the City Council
hereby finds pursuant to Public Resources Code Section 21081 and CEQA
Guidelines Section 15091 that alternatives to the project, which were
identified in FEIR-02-04, were not found to reduce impacts to a less than
significant level or meet the project objectives.
E. Adoption of Mitigation Monitoring and Reporting Program
As required by the Public Resources Code Section 21081.6, the City
Council hereby adopts the Mitigation Monitoring and Reporting Program
set forth in Exhibit "B" of this Resolution, a copy of which is on file in the
office of the City Clerk. The City Council further finds that the Program
is designed to ensure that, during project implementation, the
permittee/project applicant and any other responsible parties implement
the project components and comply with the mitigation measures
identified in the Findings of Fact and the Mitigation Monitoring and
Reptarting Program.
VII. NOTICE OF DETERMINATION
That the Environmental Review Coordinator of the City of Chula Vista is directed
after City Council approval of this Project to ensure that a Notice of
Determination is filed with the County Clerk of the County of San Diego. These
documents, along with any documents submitted to the decision-makers,
including documents specified in Public Resources Code Section 21167.6,
subdivision(s), shall comprise the entire record of proceedings for any claims
under the California Environmental Quality Act ("CEQA") (Public Resoumes
Code §21000 et seq.).
BE IT FURTHER RESOLVED THAT the City Council of the City of Chula
Vista finds that FEIR-02-04, the Findings of Fact and Statement of Overriding
Considerations (Exhibit "A" to this Resolution, a copy which is on file with the office of
the City Clerk), and the Mitigation Monitoring and Reporting Program (Exhibit "B" to
this Resolution, a copy which is on file with the office of the City Clerk) have been
prepared in accordance with the requirement of CEQA (Pub. Resources Code, §21000 et
seq.), CEQA Guidelines (California Code Regs. Title 14 §15000 et seq.), and the
Environmental Review Procedures of the City of Chula Vista and therefore, should be
certified.
OTAY RANCH FREEWAY COMMERCIAL SECTIONAL PLANNING AREA PLAN
MITIGATION MONITORING REPORTING PROGRAM
Introduction
This Mitigation Monitoring Reporting Program (MMRP) was prepared for the City of Chula
Vista for the Otay Ranch Freeway Commemial Sectional Planning Area (SPA) Plan to comply
with Assembly Bill 3180, which requires public agencies to adopt such programs to ensure
effective implementation of mitigation measures. This monitoring program is dynamic in that it
will undergo changes as additional mitigation measures are identified and additional conditions
are placed on the project throughout the project approval process.
This monitoring program will serve a dual purpose of verifying completion of the mitigation
measures for the proposed project and generating information on the effectiveness of the
mitigation measures to guide future decisions. The program includes the following:
· Monitoring team qualifications
· Specific monitoring activities
· Reporting system
· Criteria for evaluating the success of the mitigation measures
The proposed project is the adoption of a SPA Plan for the Freeway Commemial portion of
Planning Ama 12 of the Otay Ranch General Development Plan (GDP). It includes an
evaluation of one Conceptual Tentative Map on the southern portion of the site.
The Otay Ranch GDP defines the Freeway Commercial site as a regional use that requires an
automobile orientation near regional transportation systems, with expected uses that would
include thoroughfare conwnercial, visitor commercial, and regionally oriented retail commercial
uses. The proposed Freeway Commercial SPA Plan would allow for the development ora total
of 1,215,000 square feet of commemial uses on the 132.9-acre parcel. The project site also
allows for a light rail alignment or other transit way and a station site to be reserved for the San
Diego Trolley, with a park-and-ride component for commuter parking in the commercial area.
The project site also includes room for street rights-of-way and a 75' enhancement buffer to be
used for landscaping along the exterior boundaries of the project.
The EIR, incorporated herein as referenced, focused on issues determined to be potentially
significant by the City of Chula Vista. The issues addressed in the EIR include land use,
planning, and zoning, landform alteration and aesthetics, transportation, circulation, and access,
air quality, noise, cultural resources, paleontological resources, biological resources, agricultural
Page 1
Exhibit B
Monitor on-site, day-to-day construction activities, including the direction of EMs and
ESs in the understanding of all permit conditions, site-specific project requirements,
construction schedules, and environmental quality control effort;
· Ensure contractor knowledge of and compliance with all appropriate permit conditions;
Review all construction impact mitigation and, if need be, modify existing mitigation or
proposed additional mitigation;
· Have the authority to require correction of observed activities that violate project
environmental conditions or that represent unsafe or dangerous conditions, and;
· Maintain prompt and regular communication with the on-site EMs and ESs and personnel
responsible for contractor performance and permit compliance.
The primary role of the Environmental Monitors is to serve as an extension of the MM in
performing the quality control functions at the construction sites. Their responsibilities and
functions are to:
· Maintain a working knowledge of the Freeway Commercial permit conditions, contract
documents, construction schedules, and any special mitigation requirements for his or her
assigned construction area;
· Assist the MM and the applicant's construction contractors in coordinating with City of
Chula Vista compliance activities;
· Observe construction activities for compliance with the City of Chula Vista permit
conditions, and;
· Provide frequent verbal briefings to the MM and construction personnel, and assist the
MM as necessary in preparing status reports.
The primary role of the Environmental Specialists is to provide expertise when environmentally
sensitive issues occur tlm-oughout the development phases of project implementation and to
provide direction for mitigation.
Program Procedural Guidelines
Prior to any construction activities, meetings should take place between all the parties involved
to initiate the monitoring program and to establish the responsibility and authority of the
participants. Mitigation measures that need to be defined in greater detail will be addressed prior
to any project plan approvals in follow-up meetings designed to discuss specific monitoring
effects.
Page3 ~
There are a number of options the City of Chula Vista may use to enfome tkis program should
noncompliance continue. Some methods commonly used by other lead agencies include "stop
work" orders, fines and penalties (civil), restitution, permit revocations, citations, and
injunctions. It is essential that all parties involved in the program understand the authority and
responsibility of the on-site monitors. Decisions regarding actions in case of noncompliance are
the responsibility of the City of Chula Vista.
SUMMARY OF PROJECT IMPACTS AND MITIGATION MEASURES
The following table summarizes the potentially significant project impacts and lists the
associated mitigation measures and the monitoring efforts necessary to ensure that the measures
are properly implemented. All the mitigation measures identified in the EIR are recommended
as conditions of project approval and are stated herein in language appropriate for such
conditions. In addition, once the Otay Ranch Freeway Commercial SPA Plan has been
approved, and during various stages of implementation, the designated monitors, the City of
Chula Vista, and the applicant will further refine the mitigation measures.
IK192 MMRP Table & I'gxt ORPA 12 123102. doc
COUNCIL AGENDA STATEMENT
Item No.: (~ ~4' C_,
Meeting Date: 4/1/2003
ITEM TITLE: PUBLIC HEARING: PCM 99-08 Consideration of a Sectional Pla~'mg
Area (SPA) Plan and supporting regulatory documents including Planned
Community District Regulations, Design Plan, Public Facilities Finance
Plan, Air Quality Improvement Plan, Water Conservation Plan, and Non-
Renewable Energy Conservation Plan for the Otay Ranch Planning Area 12
- Freeway Commercial.
Applicant: McMillin Otay Ranch, LLC
Resolution of the City Council of the City of Chula Vista approving the
Planning Area 12 Freeway Commercial SectionalPlanning Area (SPA),
and supporting regulatory documents including, Design Plan, Public
Facilities Finance Plan, Air Quality Improvement Plan, Water Conservation
Plan, and Non-Renewable Energy Conservation Plan,.
Ordinance of the City Council of the City of Chula Vista approving the
Planning Area 12 Freeway Commercial Sectional Planning Area (SPA)
Planned Community District Regulations.
SUBMITTED BY: Director of Plarming and Building ~/
REVIEWED BY: City Manager (4/5ths Vote: Yes No X )
McMillin Otay Ranch, LLC has submitted an application requesting approval of a Sectional
Planning Area (SPA) Plan and associated regulatory documents for Planning Area (PA) - 12
Freeway Commercial in Otay Ranch. PA 12 - Freeway Commercial is located in the northeastern
portion of the Otay Valley Parcel, specifically east of the future alignment of State Route (SR)-125,
south of Olympic Parkway, north of the future alignment of Bimh Road, and west of EastLake
Parkway.
The City's Environmental Review Coordinator has reviewed the Project and determined that the
Project would result in a significant impact to the environment; therefore, Final Second Tier
Environmental Impact Report (Final EIR 02-04) has been prepared. Certification of the Final
Second Tier Environmental Impact Report for this project will be considered by the City Council
as a separate item.
Page 2, Item: (-~ B
Meeting Date: 04/1/03
RECOMMENDATION:
That the City Council adopt:
· A Resolution approving the Planning Area 12 Sectional Planning Area (SPA) Plan and
supporting regulatory documents including the Design Plan, Public Facilities Financing
Plan, Affordable Housing Program, Air Quality Improvement Plan, Water Conservation
Plan, and Non-Renewable Energy Conservation Plan, and;
· An Ordinance approving the Planning area 12 Freeway Commercial Planned Community
District Regulations with revised Land Use Matrix.
BOARDS/COMMISSIONS RECOMMENDATION:
The Planning Commission held a public hearing on February 19, 2003 to consider the Project.
The Planning Commission voted 4-0-2 (Castaneda and Cortes absent) to recommend approval o£
the Freeway Commercial SPA Plan and Planned Community District Regulations to the City
Council.
DISCUSSION:
In October 1993, the City Council and County Board of Supervisors jointly approved the Otay
Ranch General Development Plan (GDP)/Subregional Plan for the 23,000-acre Otay Ranch,
including Planning Area 12, which was comprised of the 289-acre Eastern Urban Center and the
approximately 106.2-acre Freeway Commemial. While the GDP required a SPA Plan be
prepared for an entire planning area, the June 4, 1996 GDP amendment authorized preparation of
a separate SPA Plan for the Freeway Commemial area of the Planning Area 12. The Otay Ranch
GDP was subsequently amended in 2001 in conjunction with the approval of the SPA Plan for
Village Eleven. This amendment separated the statistics for the EUC and Freeway Commercial
portions of PA 12 and revised the map to reflect Village boundary adjustments and modified
perimeter road alignments. The GDP (as amended in 2001) authorizes 110.2 acres of
commercial use, with open space use and arterial roadway use, for a total 134.5 acres of Freeway
Commercial. The amendment laid out the cimulation system and defined the village botmdaries
for the Otay Valley Parcel including PA 12's Eastern Urban Center and Freeway Commercial.
The GDP does not separately reference the Freeway Commercial component of PA12, but
provides a general description as: "The Freeway Commercial area provides for a mixture of uses
suitable for, and dependent on, direct highway exposure, including large-scale uses which require
sites primarily served by vehicular access." (GDP/SRP, pg. 109)
The PA 12 - Freeway Commercial area is divided into two parcels with two separate owners.
McMillin Otay Ranch LLC owns approximately 86.1 acres in the southern portion (identified as
FC-1) and Otay Ranch Company owns approximately 34.4 acres in the northern portion
H:~PLANNING\OtayRanch~rwy Comm_SPAheCml SPA CC STFRPI.doc
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Meeting Date: 04/1/03
(identified as FC-2). The SPA Plan process initially included both property owners, but the Otay
Ranch Company notified the City that they would no longer actively participate in the planning
processing for the Freeway Commercial. While costs were initially shared, McMillin has
financed the final preparation of the SPA Plan, PFFP and EIR. The need remains for the
ownership parties to coordinate future development.
a. Existing Site Characteristics
The Freeway Commercial site, located at the northeastern section of the Otay Valley Parcel of
the Otay Ranch, consists of 132.9 acres of land characterized by fairly flat mesa tops and gently
rolling hills. A natural gently sloping canyon is in the central part of the property and heads west
toward Poggi Canyon.
The near fully developed community of EastLake Greens and the EastLake "Land Swap" area
are located directly to the north of the Project adjacent to Olympic Parkway. Other villages and
planning areas of the Otay Ranch GDP bound the FC site. Village 6 is located to the west,
separated by the future alignment of SR-125; Village 11 is located to the east, across the future
extension of Eastlake Parkway; and the future EUC is located to the south across future Birch
Road.
b. General Plan~ Zoning and l,and 11~e
The City's General Plan and Otay Ranch GDP designated the land within the Otay Valley
Parcel for urban villages that are transit-oriented and pedestrian friendly. Otay Ranch
residential villages are intended to contain higher residential densities and a variety of mixed-
uses in the "Village Cores", including commercial shops and services essential to meet the
day-to-day needs of the village residents. The GDP, however, also set aside Planning Area 12
for large regional commercial opportunities that are excluded from the Village Core's mixed
use areas. The GDP specifically designated Freeway Commercial as a land use category for
regional uses which require an automobile orientation near regional transportation systems.
The GDP, which authorizes 134.5 acres for PA 12 - Freeway Commercial, further details the
General Plan land uses shown in the following table:
PLANNING AREA 12 ~ FREEWAY COMMERCIAL
GENERAL PLAN AND GENERAL DEVELOPMENT PLAN LAND USES
General Plan Land Otay Ranch GDP Chula Vista Existing
Use Designation Land Use Municipal Land Use
Chula Vista Designation Code/Zoning
Retail Freeway PC, Planned Vacant
Commercial Community
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Page 4, Item: (0' B
Meeting Date: 04/1/0ct
The Otay Ranch is zoned Planned Community (PC) as are other master planned communities.
Land development regulations are contained in the Planned Community (PC) District
Regulations within each master planned community SPA Plan, along with a zoning boundary
map that designates a zone for each neighborhood. The Freeway Commercial SPA Plan Zoning
District Map (Exhibit PC-1 in the SPA Binder) identifies a single zoning district for the FC
project, "FC - Freeway Commemial".
The GDP's land use design, character and policies section [Part II, Ch. 1, D.3.b.] for the Freeway
Commercial states:
"The freeway commercial area provides for a mixture of uses suitable for,
and dependent on, direct highway exposure, including large-scale uses
which require sites primarily served by vehicular access. Typical uses
permitted in the Freeway Commemial category (FC) include automobile
centers; discount stores; warehouse outlets; membership clubs; and other
large scale uses that require freeway exposure. Public uses such as park-
and-ride and transit related services are also permitted."
The GDP's Freeway Commemial policies in this section [Part II, Ch. 1, D.3.b.] are as follows:
·The actual amount and location of freeway commercial uses shall be
established at the SPA level.
· The freeway commercial land use category permits freeway-oriented, low
scale buildings of three stories or less (heights will be established at the
SPA level.) The mass of buildings shall be balanced with landscaped
setbacks and landscaping within parking areas.
·Setbacks, which prevent a "strip development" appearance, should be
established at the SPA level.
,, Prepare a signage program for freeway commercial uses concurrent with
the first SPA containing freeway commemial uses.
GDP Freeway Commercial policies found in the village descriptions and policies section [Part II,
Ch. 1, F.12.c.] state the following:
· This category includes regional uses, which require an automobile
orientation near regional transportation systems. Expected uses include
thoroughfare commercial, visitor commercial and regionally oriented
retail commercial.
· The freeway-oriented commercial area shall include uses such as: an auto
center; membership commercial, wholesale or discount outlets and other
uses which require direct freeway exposure and serve a regional market.
· Develop a signage and graphic program at the SPA level.
H:~?LANNING\Otay RanchLFrwyComm_SPAWCml SPA CC~ STFRPT.doc
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Meeting Date: 04/1/03
·Reserve a park-and-ride at the transit stop at the northeast intersection of
Bimh Road and SR-125.
· Transit line rights-of-way and trolley stops/stations shall be
approximately located at the SPA level and will be conditioned for
dedication at the Tentative Map level within the EUC and Freeway
Commemial area. [as amended June 4, 1996]
c. Proposed Plan
The Sectional Planning Area (SPA) Plan for FC defines, in more detailed terms, the development
parameters for the project, including the land uses, design criteria and guidelines, cimulation
pattern, landscaped enhancement buffers and infrastructure requirements. The plans for FC are
contained in a series of documents, including: 1) SPA Plan; 2) Planned Community District
Regulations; 3) Design Plan; 4) Public Facilities Finance Plan 5) Air Quality Improvement Plan;
6) Water Conservation Plan; and 7) Non-Renewable Energy Conservation Plan (see Attachment
#5, Otay Ranch Freeway Commemial SPA binder). A brief summary of each of these plans
follows:
SPA Plan
a. l ~nd 1 I~e
The Freeway Commemial proposes a total of approximately 1,215,000 square feet of commercial
development to be constructed in four phases. The Freeway Commercial will have five large
building pads within a street network that also accommodates a transit line fight-of-way, a transit
station and a park and ride facility. The building pads will primarily be occupied by "large
format" commercial uses that typically have building sizes greater than 25,000 square feet, but
will also accommodate some smaller sized commercial uses that commonly locate in proximity
to the "large format" users. Typical "large format" users include membership stores, warehouse
or discount outlets, such as CostCo or Home Depot, that require extensive floor area for the
storage and display of merchandise. While the main focus of the Freeway Commercial is on
auto-oriented trips, pedestrian design features have been included in the project once shoppers
have arrived at the project.
Freeway Commercial has some development constraints, which include the following:
· Planning Area 12 ~ Freeway Commercial is divided into two separate parcels, which are
based on ownership. McMillin Otay Ranch LLC owns the southern 86.1 acres identified
as parcel FC-1 while the Otay Ranch Company owns the northern 34.4 acres identified
as parcel FC-2. Because of the independent ownerships, project plans have been
designed and structured to allow the two parcels to develop separately but in a
coordinated manner.
H:~PLANNING\OtayRanch~FrwyCommSPA\FCmI_SPA CC STFRPT.doc
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· Topographic changes in elevation north to south across the site from the Olympic
Parkway edge to the Bimh Road edge (80-foot change).
1 .and ! ~se Analy~i~
The first chapter of the Otay Ranch GDP describes the Guiding Principles, which will govern the
plan. Two of these principles place a strong emphasis on the residential villages and the Eastern
Urban Center:
· Create an urban center that will provide a unique functional and symbolic center for Otay
Ranch
· Cluster development in villages with varying character and density interrelated on the
Otay Valley Parcel yet distinct in identity and style.
From the beginning, this distinct development pattern was envisioned for Otay Ranch: residential
villages and an urban center that were pedestrian oriented and served by transit. During the
preparation of the GDP/SRP, the City and County also recognized the need for a limited area
devoted to auto-oriented uses such as home improvement centers, warehouse membership and
discount stores. The Freeway Commercial was set aside for these uses.
Planning Area 12 in the Otay Ranch GDP contains both the Freeway Commercial and the
Eastern Urban Center (EUC). The GDP has over 30 policies regarding the character and design
of the EUC. These policies recognize the importance of the urban center in the Otay Ranch. The
GDP describes the EUC as an urban center serving the regional commercial, financial,
professional, entertainment and cultural needs. The EUC is to have 2,332 high-rise multi-family
units, regional shopping complex, cultural arts facility, business park, visitor commercial, library
and civic center. The EUC is to be the heart of the eastern territories in South San Diego County.
Whereas the EUC is intended to be unique and the focal point of Otay Ranch, the Freeway
Commemial is intended to be a more auto-oriented commemial center for large format ("big
box") retail uses. The four policies on the Freeway Commemial are limited to auto-oriented
commemial land uses, signs, and the park and ride facility.
According to the GDP the actual amount and location of FC uses would be established in the
SPA Plan (as provided for in the Otay Ranch GDP policies). The proposed Planning Area 12 -
Freeway Commercial SPA Plan reflects a slight decrease in land area in the Project, from 134.5
acres to 132.9 acres. This 1.6-acre decrease is within the allowable 15 pement variance provided
in the GDP implementation policies. The acreage is, therefore, consistent with GDP policies.
The proposed land use plan for Freeway Commercial is consistent with the GDP's land use,
design, and character policies for the Freeway Commercial. The SPA Plan PC District
Regulations provide for a 25% Floor Area Ratio, which allows up to 1.2 million square feet of
H:\PLANNING\Otay_Ranch~Frwy_Comm_SPA~FCmlSPA. CC STFRPT.doc
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building area in the planning area. McMillin's portion of the 1.2 million is 860,000 square feet of
floor area. The conceptual plan (Attachment 6) in the SPA Design Plan indicates how that
building area would be laid out for large format retail. The uses envisioned in this concept plan
include the warehouse and discount outlets discussed in the GDP. Because the SPA Plan
proposes the large format retail land uses as envisioned by the GDP, the SPA Plan is consistent
with the GDP land use policies.
Alternative Concept Plan
Just prior to the Planning Commission public hearing, McMillin inquired if an alternative
concept plan (Attachment 7) could be approved under the proposed SPA Plan. This alternative
plan moves away from the large format retail (uses such as discount stores and warehouse
outlets), which are commonly found in freeway oriented commercial centers. The altemative
plan focuses on department stores as the anchors of the project. The altemative concept plan with
the department store anchors proposes a pedestrian oriented development pattern that was
envisioned for the Regional Mall in the Eastern Urban Center (EUC). Due to this change in
concept plan, City staffbecame concerned about the impact of the alternative concept plan on the
EUC. The alternative concept plan was not shared with the Planning Commission because staff
did not have time to analyze it.
As previously noted, the Regional Mall is a key component of the EUC. Based upon the
alternative site plan and ensuing conversation with the applicant over the types of users it would
accommodate, staff became concemed that the department stores in the proposed altemative
could seriously undermine the viability of a Regional Mall in the EUC.
In an effort tn keep the FC SPA Plan moving forward tn City Council approval~ staff is
proposing that a Conditional Use Permit issued hy the Zoning Administrator be the mechanism
to review and approve department stores (the land use matrix reflects the use permit requirements
as seen in Exhibit 1 of the PC District Regulation Ordinance) in the Freeway Commercial This
permit process will allow the City to expeditio,sly make the determination as to whether the
siting of department store(s) in the Freeway Commercial would negatively impact the viability of'
the Eastern l lrhan Center. An Administrative CIIP can he processed concurrently with a Design
Review Committee submittal with no loss of processing time An Administrative Clip could he
appealed to the PlanninE Commission and City Conncil if necessary
Staff has already contacted a qualified consulting firm in order to do an analysis of the amount
and location of existing and future commercial development along the SR-125 corridor (through
Otay Ranch and Eastlake). Based upon this analysis, we can determine the amount of
commercial development that can be absorbed by the FC and EUC as well as what impacts
department store(s) in the Freeway Commercial center may have on the EUC. It is anticipated
that Economic Research Associates (ERA) will be hired to do this study and it could be
completed in 90 day time frame once the contract has been awarded.
H:\PLANNING\Ota~Ranch\FrwyCoramSPA\FCral SPA CC SFFRPT.doc
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The proposed PC District Regulations allow movie theaters by a Conditional Use Permit (CUP)
that is approved by the City Council. When the Freeway Commercial SPA Plan was started, the
City's economic consultant advised that besides the department stores there were two land uses
that should be reserved for the EUC: movie theaters and a restaurant row. During the SPA Plan
process, McMillin indicated there was a theater operator who would construct theaters in both
the FC and EUC. In an effort to facilitate this decision, staff suggested the movie theaters be
approved by CUP with analysis evaluating the market for movie theaters. If the study confirms
that two theater complexes can be supported, then the CUP would be brought forward for City
Council consideration. The draft regulations were amended to require movie theaters r,o be
approved by the City Council through a CLIP. The alternative conceptual plan for the FC
proposes a complex with both entertainment and restaurant uses.
Staff requested food stores also be approved by the Zoning Administrator by CUP. This change
is proposed to protect the viability of the Village 11 village core. Village viability is a primary
goal of the Otay Ranch GDP policies. The Village 11 SPA Plan was approved with 10 acres of
mixed-use commercial with a grocery store as the anchor. In order to protect the viability of the
Village 11 core, additional review and analysis of food markets is necessary.
Deleting retail stores or shops as a separately listed use is proposed since these uses are covered
elsewhere in the matrix and are redundant in the PC District Regulation text.
One clarification needs to be made concerning "auto centers". While auto centers are discussed
in the GDP Freeway Commercial land use policies, the proposed SPA Plan provides for only
service stations and tire and battery stores; the sale of new and used vehicles is not listed as a
permitted or conditional use. This is intended to avoid any leakage of auto sales away from the
Main Street Auto Park.
b. CJrcalatmn
The project is surrounded on the west by the future SR-125 and on the other three sides by
arterial circulation roads. Olympic Parkway, an existing 8-lane arterial is to the north; EastLake
Parkway, currently under construction, is a 6-lane arterial is to the east; and Birch Road, a 6-lane
arterial is to the south. The edge condition along the arterial circulation roads is a landscaped
open space within the GDP-designated 75-feet "Enhancement Buffer". Two proposed public
streets, Street "A" and Street "B" form the internal circulation network. Street "A" runs through
the center of the project in a north-south direction, intersecting with Olympic Parkway in the
north and Birch Road in the south. Street "B" runs east/west through the southern portion e.fthe
Project (FC-2), and connects Eastlake Parkway with Street "A". The roadway alignments of the
already approved adjacent Village 11 and EastLake's Village Center North directed the location
of the Project's internal streets with the perimeter arterials.
The Freeway Commercial Circulation Plan (see SPA Binder, Attachment #5 - Exhibit 9) details
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the vehicular circulation for intemal streets, entries, and arterials for the Project. Pedestrian
traffic, while important for the cimulation in all Otay Ranch villages, is considered secondary to
vehicular traffic in the Freeway Commercial; however, pedestrian design features, which were
adopted with the original Otay Ranch GDP, have been implemented with the Project. Streets are
designed to be narrower to reduce vehicle speeds. In addition, "traffic calming" devices such as
"neckdowns" are utilized in the Freeway Commercial as significant circulation design solutions,
which are promoted in the Otay Ranch, and are alternatives to the typical vehicular street system
found in other planned communities.
Connectivity is a prime consideration for a well-balanced circulation pattern for the Freeway
Commercial and adjacent land uses. Street "A," a "Commercial Promenade Street" and transit
corridor, is proposed to connect the Freeway Commercial to Olympic Parkway on the north and
Birch Road onthe south. Street "A" is aligned with the driveway into the EastLake Land Swap's
commercial development to the north and will also connect into the future Eastern Urban Center
to the south. Street "B," a "Commercial Promenade Street" is proposed to connect the Freeway
Commercial to EastLake Parkway on the east and will also connect with Village 11 's Kestral
Falls to the east. Streets "A" and "B" are classified as "Commercial Promenade Streets", which
provide parallel parking spaces on both sides of the street when sight distance allows. Streets"
A" and "B" have wide sidewalks and a double row of canopy trees to provide an enhanced
pedestrian environment.
The "neckdown" traffic calming device promotes low speeds for vehicles and present a superior
design solution for the Project's intemal streets. Vehicle speeds on internal circulation streets
(Commercial Promenade Streets) in the Freeway Cormnercial will have a maximum speed limit
of 25 miles per hour (mph). Pedestrian routes from public sidewalks to building locations and
through the parking lots are clearly defined and have pedestrian amenities. Connectivity is
provided between public sidewalks, parking areas and stores, and adjacent off-site regional paths.
Circulation Analy~i~
There are three individual points of vehicular access to the Freeway Commercial -- off Olympic
Parkway, EastLake Parkway, and Birch Road. Initial access to the project will be from Street
"B" off EastLake Parkway. The traffic study has determined that 340,000 square feet of
Freeway Commercial development could be built before a second access point (Street "A" to
Olympic Parkway) would be needed. The Olympic Parkway access point includes constructing
Street "A" from Olympic Parkway south to Street "B", a portion of which is located on land
owned by the Otay Ranch Company. Construction of the other Streets "A" and "B" segments
are triggered by frontage requirements, i.e., when development occurs adjacent to them or by a
phasing plan approved by the Directors of Engineer and Planning. Streets "A" and "B" are
designed with two lanes in each direction, continuous sidewalk and parallel parking on both
sides, and a transit median to accommodate future transit. The project's traffic study sets forth a
detailed circulation analysis.
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Three private access driveways are located off the arterials - two on EastLake Parkway and one
on Birch Road. Only right-in, right-out turning movements are allowed at these private access
driveways off the arterials. Internal Streets "A" and "B" provide connectivity throughout the
Project and to the surrounding arterials. Several neckdowns, which decrease the parking aisles at
intersections, or provide a mid-block crossing opportunity for pedestrians, promote easy
pedestrian circulation.
The Freeway Commercial project includes many other pedestrian-oriented design features, such
as enhanced paving, shop fronts on sidewalk, seating, plazas, shade, low-scale signage, displays,
and easy access to the internal pedestrian system. In addition to public sidewalks along Streets
"A" and "B", a comprehensive internal pedestrian system is provided, which includes
"pedestrian nodes" with special design features at regular intervals. Controlled intersections
have enhanced paving and striped pedestrian "refuges" at the center of the crossing. A double
row of canopy street trees is planted along the full length of Streets "A" and "B" also enhance the
pedestrian experience.
C. Transit
The proposed Transit Plan for the Freeway Commercial consists of a transit station based on the
"Red Car" service concept created by the Metropolitan Transit Development Board (MTDB),
which coordinates operation of transit services for the City with Chula Vista Transit. Aimed at
serving short-distance trip needs (0-5 miles), the Red Car service average speeds of 20-25 miles
per hour, operates with limited stops, and includes trolleys, flex trolleys, and rapid bus service.
The Red Car may utilize feeder access from Blue Car Service (current City bus service). Two
Red Car lines are proposed in the Freeway Commercial: 1.) Transit Route 694, which would
enter the FC's Street "A" at Birch Road and turn west to Village 6 at a point nmning
approximately along the property line between FC-1 and FC-2; and 2.) Transit Route Red Car-1
would run the length of Street "A" from Birch Road to Olympic Parkway, then east along
Olympic Parkway and north on EastLake Parkway to the EastLake Business Center under the
new alignment proposed by the City's Transit First Program. These two routes are planned to
work together to provide improved service within the local area and will complement longer trips
provided by Chula Vista Transit buses and regional fixed rail. Future services from the 694 line
will mn along Bimh Road from La Media and enter the EUC.
Consistent with the GDP policy to locate transit line rights-of-way and trolley stops/stations in
the Freeway Commercial area, a transit station will be sited on Street "A" immediately south of
the FC-1/FC-2 property line, with park-and-ride facilities for 200 vehicles located on the east
side of Street "A" on parcels FC-1 and FC-2.
Transit Analysis
The Transit Plan for the Freeway Commemial is consistent with the requirements of the SPA
Plan and GDP policies, including the GDP policy addressing transit alignment and station
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locations in the GDP that states, "Transit line rights-of-way and trolley stops/stations shall be
approximately located at the SPA level and will be conditioned for dedication at the Tentative
Map level within the EUC and Freeway Commercial area." Although a GDP policy directed
the park and ride to be located at Bimh Road, subsequent transit route planning by the
Metropolitan Transit Development Board (MTDB) has refined the location which would be best
sited adjacent to the planned transit station in the center of the Project. A 24-foot wide transit
corridor and an area for the transit station are provided, both which will be offered for dedication
in accordance with the GDP. In addition, a park-and-ride facility for 200 vehicles is provided in
close proximity to the transit station along the common boundary between parcels FC-1 and FC-
2. Site planning and subdivision of these planning areas shall provide for 143 spaces on parcel
FC-1 and 57 spaces on parcel FC-2 for acquisition by MTDB.
1. Planned (~ornmuni~. I)ixtrict R~ulatir~n.v
The Planned Community District Regulations will be adopted by ordinance as the zoning
regulations for PA 12 - Freeway Commercial. These regulations set the development and land
use standards for all property within the Project for land uses, setbacks, building height, parking,
landscape, lot sizes and sign regulations. The PC District Regulations reflect the policies from
the GDP [Part II, Ch. 1, D.3.b.] for Planning Area 12's Freeway Commercial, which are listed
below:
· The actual mount and location of freeway commercial uses shall be
established at the SPA level.
· The freeway commercial land use category permits freeway-oriented, low
scale buildings of three stories or less (heights will be established at the
SPA level.) The mass of buildings shall be balanced with landscaped
setbacks and landscaping within parking areas.
· Setbacks, which prevent a "strip development" appearance, should be
established at the SPA level.
· Prepare a signage program for freeway commercial uses concurrent with
the first SPA containing freeway commercial uses.
The PC District regulations in the Freeway Commercial are similar to EastLake's "Village
Center North" project and the "Land Swap" project, including the drive-through regulations and
limits on fast food restaurants. Gas stations and car washes are allowed in the Freeway
Commercial. Supermarkets are prohibited in the Freeway Commercial because of the proximity
to Village 11 's ten-acre "Village Core". Staff believes that a supermarket is more important in
that location to support the viability of the Village 11 core.
Some of the Freeway Commercial uses will be allowed only through the Conditional Use Permit
(CUP) process. These include movie theaters, restaurants with drive-through and fast-food
restaurants with drive-in or drive-through. The Freeway Commercial proposes Movie Theater
H:~PLANNING\Otay Ranch~rw~ComlnSPA\FCml SPA CC STFRPTdoc
Page 12, Item: ~e B
Meeting Date: 04/1/03
use, but only through the CUP process approved by the City Council. The CUP application
would need to be accompanied by a market analysis to demonstrate that locating a movie theater
in the FC would not negatively impact the viability or timing of similar uses in the Eastern Urban
Center. Fast food restaurants with drive-through are limited to five and the drive-through ingress
and egress are only allowed off internal drives.
The maximum height for buildings is 35 feet; however, an increased height may be approved
through the Conditional Use Permit and Design Review process. All customer parking spaces
must be standard size.
The building setback from the arterial streets is 75 feet, which is a landscaped buffer with trees,
shrubs, and groundcover. Buildings greater than 25,000 square feet may not encroach into the
landscape buffer; however, buildings less than 25,000 square feet may encroach if pedestrian-
oriented amenities are provided and if the streetscape is not negatively impacted. Landscaping is
required in the parking fields. Street "A" will have palms in the transit median to continue their
use in other transit medians in the Eastern Territories. Light standards in pedestrian-oriented
areas have a maximum height of 12 feet, while parking lot lighting may be 35 feet.
Design Review and Site Plan and Architectural approval is required for all projects in the
Freeway Commercial's five-design review planning areas. The Freeway Commercial's PC
District Regulations include sign regulations and sign standards for the project's businesses and
buildings, while the Design Plan addresses the design elements of free-standing project
identification signs to be located adjacent to the SR-125 freeway, intersection comers, major
project entries, etc.
Planned Community District Regulation~ Analy~i~
The Freeway Commercial PlaImed Community (PC) District Regulations function as zoning
regulations for the Project and include land use regulations for all uses in the SPA. The PC
District Regulations are adopted by the proposed ordinance. The regulations provide for a wide
range of commercial uses either by right or with approval of a conditional use permit. The PC
District Regulations provide standards and regulations to guide the development of the Project.
These regulations are applied in conjunction with the Freeway Commercial Design Plan.
Building heights consistent with a three-story height limit are established in the SPA and the
buildings masses are balanced by the landscaped 75-foot enhancement buffer, landscaping within
the parking areas, landscaped medians and parkways on internal public streets, and landscaping
adjacent to the buildings. The 75-foot enhancement buffer along the arterial streets avoids a
'strip development" appearance. A signage program is included in the SPA's Design Plan.
Reservation of a park-and-fide facility (200 vehicles) is implemented through site design
requirements, which also includes a transit station site. Current transit planning envisions bus
service in the transit right-of-way located in the Street "A" median.
Page 13, Item: ~ B
Meeting Date: 04/1/0el
2. D,~.~n Plan
The Freeway Commercial Sectional Planning Area (SPA) Plan and supporting Design Plan
implement the design guidelines from the GDP Overall Design Plan. The Freeway Commemial
Design Plan provides more detail and identifies the procedures for implementation for the
Project. The GDP policies for Freeway Commemial (listed above in the PC District regulations)
do not provide strong direction for Freeway Commemial design elements; however, staff worked
closely with the applicant to develop guidelines that effectively address the typically problematic
aspects of "large format" retail projects and centers, including large scale, bulk and massing;
minimal architectural detail; lack of connectivity; and an overall lack of pedestrian orientation
and consideration of the pedestrian environment.
Although the overall project is vehicle oriented, the site design is pedestrian-oriented. Buildings
will be clustered and oriented to intemal parking areas and internal circulation routes (Streets
"A" and "B") rather than to arterial streets. Sidewalks are wide and have a double row of
canopy street trees. Major pedestrian enhanced intersections occur at the intersection of Streets
"A" and "B", on Street "A" at the transit station, and at a major intersection in parcel FC-2.
The Applicant has added design features that promote pedestrian orientation, including shaded
walks connecting stores and parking lots; outdoor eating and seating areas; small plazas with
fountains; site furnishings; a high degree of architectural detailing (color, texture, windows); and
human-scaled buildings. There is a good connectivity between public sidewalks, parking areas,
and stores, and adjacent off-site regional paths.
There is not a specific architectural design concept for the Freeway Commercial project. The
first planning area to be designed and developed sets the overall design theme and all subsequent
development must be consistent with the architectural style and elements, landscaping, and site
furnishings design. The first design will be implemented through the design criteria described in
the Freeway Commercial's Design Plan.
De,qign Plan Analysis
The purpose of the guidelines in the FC Design Plan is to guide the design of site plans,
architecture and landscape architecture within the Project area.
Freeway Commercial was designated as vehicle-oriented in the Otay Ranch GDP. Staff believes,
however, that through improved design standards, vehicle-oriented "large format" retail projects
can also provide a pedestrian-oriented environment once users arrive on site. To this end, staff
has worked closely with the Applicant to include these improvements. The Freeway Commercial
Design Plan represents a significant advancement in design of large format (aka "big box")
vehicular-oriented commercial use to meet a higher standard of design for the Project.
H:~PLANNING\Otay Ranch\Frwy Corrml SPA\FCmI_SPA CC STFKPT.dt>c
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3. Public lVaailitiex Finance Plan
Planning Area 12 - Freeway Commercial includes a separate Public Facilities Finance Plan
(PFFP), which implements the standards and policies for infrastructure improvements and
demands for public service. The PFFP also analyzes the Freeway Commercial development with
the City Growth Management Progran~ and Ordinance. The Freeway Commercial PFFP
describes in detail the public facilities that are required for the development of 1,214,000 square
feet of freeway commercial use and analyzes the phasing and thresholds for development. The
intent of the PFFP is to ensure that development phasing of the Project is consistent with the
requirements of the City's General Plan for required public facilities and infrastructure, as well as
compliance with the City's Growth Management Ordinance.
Public facilities and infrastructure such as water supply, sewer service, storm and drainage
systems and roads and streets are analyzed in the development of the Project. Other public
facilities and services, such as schools; police, fire and emergency services are not required in the
Project, but will pay Development Impact Fees (DIF). The PFFP also evaluates the demands on
public facility services based on the estimated 1,214,000 square feet of commercial square
footage and phasing of development. It is estimated that the Freeway Commercial will be
developed in four non-sequential phases (SPA Plan Exhibit 21 and PFFP Exhibit 14). All
phasing is dependent on market conditions and subject to change. Each phase is required in the
PFFP to stand on its own.
Pnhlic Facilitie~ Finance Plan (PFFP) Analysis
The Freeway Commercial Project has been evaluated for implementation of public facilities,
public services and infrastructure through the Freeway Commercial Public Facilities Finance
Plan. The Project has also been analyzed to ensure compliance with the City's Growth
Management Ordinance. Thresholds have been established to require the Applicant to provide
infrastructure improvements as the Project is built out. Standards adopted by City Policy require
that the Project be analyzed to determine whether the approval of the project, as conditioned, will
have an adverse impact on the City's adopted threshold standards.
The fiscal analysis of project revenues and expenditures conducted as part of the Freeway
Commercial PFFP indicates that development of the Freeway Commercial project would
generate $219,000 in revenue in the first year with expenditures of $210,000 generating a surplus
of $8,200. The fiscal analysis has spread revenues across property, sales, franchise, TOT, utility
and business license taxes. The model assigned expenditures for police, fire, public works and
administration with no cost assigned for parks or library. The net fiscal impact remains positive
through buildout of the Freeway Commercial.
A review of the FEIR, Freeway Commercial PFFP and other supporting Freeway Commercial
SPA documents provide evidence that the project is consistent with the adopted threshold
standards of the City including the Growth Management Ordinance. An analysis of thresholds is
Page 15, Item: (~ B
Meeting Date: 04/1/03
contained in the environmental document EIR-02-04 and the Freeway Commercial Public
Facilities Finance Plan (PFFP).
4. Air Quali~. Improvement Plan
On November 14, 2000, the City Council adopted the Carbon Dioxide (COO Reduction Plan,
which included implementation measures regarding transportation, energy efficient land use
planning and building construction measures for new development. It was recognized that the
City's effort to reduce carbon dioxide emissions from new developments are directly related to
energy conservation and air quality. As a result, the City completed a pilot study in order to
develop specific guidelines for the preparation of Air Quality Improvement Plans.
An AQIP was prepared for the Planning Area 12 - Freeway Commercial in accordance with the
final guidelines. The AQIP includes an assessment of how the project has been designed to
reduce emissions as well as identify appropriate mitigation measures. The Freeway Commemial
AQIP outlines project-level features that will assist in reducing air quality impacts (see
Attachment 5, SPA Binder Tab).
Air Quality Improvement plan Analysis
The Freeway Commemial's Air Quality Improvement Plan is consistent with the City's AQIP
final guidelines. Although the Freeway Commemial project is a vehicular-oriented use, it
encourages non-vehicular access and use by accommodating a transit right-of-way and transit
station, providing a 200-space park-and-ride facility, and creating a pedestrian-oriented
environment through various design features and design guidelines. Drive-through facilities have
been limited to reduce air quality "hot spots" as required by the Otay Ranch GDP.
J. Water Cnnxervati~n Plan
Per the City's Growth Management policies for larger development projects and the Otay Ranch
GDP for all implementing SPA Plans, a Water Conservation Plan (WCP) has been prepared for
the Planning Area 12 - Freeway Commercial project. There are currently no formal guidelines
for the preparation of the City-required WCP, so previous plans have been based primarily on
State and Federal mandated water conservation measures, reflecting the requirements of the local
water districts. The City has recently undertaken an effort to develop and adopt formal
guidelines for the preparation and implementation of the required WCPs. Draft guidelines have
been developed to assist developers in identifying the most beneficial conservation features. In
addition to mandated water conservation measures, the following non-mandated water
conservation measures will be implemented in the Freeway Commercial project: submeters for
individual tenants, hot water pipe insulation, and ET controllers and water efficient/drought
tolerant landscaping. Irrigation piping for reclaimed water will be installed for landscaping
within the public rights-of-way and with the major landscaping improvements on each site.
H:XPLANNING\Olay_Ranch~Frwy_Conun SPA~CmI_SPA CC_ STFRPT.doc
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Water Conservation Plan Analysis
The Water Conservation Plan prepared for the Planning Area 12 - Freeway Conunercial SPA
follows the recent draft guidelines developed by the City and is consistent with GDP policies.
6. Non-Renewable Ener~csv' Conservation Plan
The Otay Ranch GDP requires a Non-Renewable Energy Conservation Plan for each SPA to
address energy conservation within each village and planning area. This plan identifies the most
feasible measures to reduce the consumption of non-renewable energy through land use and
community design, transit facilities and alternative transportation modes, building siting and
construction techniques. Transit-oriented development and pedestrian-friendly design are
methods to reduce energy consumption. The Planning Area 12 - Freeway Commercial SPA has
an integrated circulation system to provide transit, walking and cycling access options for
customers. The SPA land use plan accommodates transit lines, a transit station, and a 200-space
park-and-ride facility. Electric cart travel is permitted on the internal public streets, which have a
25 mph speed limit. Street trees and parking lot landscaping provide shade to reduce
temperatures. Energy conservation features for building siting and construction are addressed in
the Plan, and include lighting, heating/cooling, and recycling.
Non-Renewable Energy Con~ervatlnn Plan Analysi~
The preparation and implementation of a Non-Renewable Energy Conservation Plan for
Planning Area 12 - Freeway Commercial is consistent with the goals and objectives, and policies
of the Otay Ranch GDP.
7. Parlcx. Recreation; Traite and Qn~n ,~pace
The Freeway Commercial project does not have residential uses and will not generate a
population in the area; therefore, it has no requirements to provide parks or recreation facilities.
There are requirements for trail connections and open spaces. The Project's pedestrian
cimulation system provides access to the adjacent off-site "Village Pathway" (a 15-foot wide
hardscape pathway along the south side of Birch Road) and the regional trail on Olympic
Parkway. Due to the Freeway Commercial Streets "A" and "B" design speed of 25 mph, electric
cart travel will be accommodated. The required 75-foot enhancement buffer is also provides for
on-site open space.
Consistent with the requirements of the Otay Ranch Resource Management Plan, the Freeway
Commercial Project must convey land to the Otay Ranch Preserve. The development of one acre
of land in Otay Ranch requires a dedication of 1.188-acres of land to the Otay Ranch Preserve
with the approval of each Final Subdivision Map. Pursuant to the requirements, the Freeway
Commercial obligation is 157.9 acres of land to be dedicated to the Otay Ranch Preserve.
H:\PLANNING\Otay_Rmmh\F~vy Conm~SPA\FCraI_SPA CC STFRPT.doc
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parks: Rec. reation: Trails and Open Space Analysis
Although parks and recreation are not required from the Project, trails and open space are
provided. The pedestrian circulation system provides connections to off-site adjacent Otay Ranch
Village Pathway on Birch Road and the regional trail on Olympic Parkway. The GDP
requirement for 75-foot landscaped buffer has been satisfied.
The requirement of land conveyance in the Project to the Otay Ranch Preserve is consistent with
the requirements of the Otay Ranch Resource Management Plan. The Freeway Commercial
project is not required to provide parks and recreation, but trails and open space have provided;
therefore, it complies with the policies, goals and objectives of the Otay Ranch GDP and
Resource Management Plan.
FISCAL IMPACT:
Processing cost for the SPA Plan is covered by the developer's deposit account under their
processing agreement. Development of the SPA Plan area will generate positive net revenues for
the City.
Attachments
1. Locator Map
2. Planning Commission Resolution PCM-99-08
3. Disclosure Statement
4. Freeway Commercial SPA Plan
5. Revised Freeway Commercial Permitted Use Matrix-Freeway Commercial District
6. SPA Concept Plan
7. Alternative Concept Plan
H:\PLANNING\Otay Ranch\Frwy Comm_SPA\FCmI_SPA CC STFRPT.doc
COUNCIL 12qFORMATION MEMORANDUM
DATE: March 18, 2003
TO: The Honorable Mayor and City Council
VIA: David D. Rowlands Jr., City Manager ~d oC~
.~///
FROM: Robert A. Leiter, AICP, Director of Planning and Building/~
SUBJECT: Item 10 on March 18, 2003 City Council Agenda: Freeway Commemial Planned
Community District Regulations
Attached to this memorandum is a revised Exhibit 1 to the Planned Community District
Regulations Land Use Matrix. The revisions clarify that the designation for administrative
approval for land uses is C-1. The."A" designation and discussion on "Administrative Review"
need to be deleted fi.om the text to avoid confusion.
EXHIBIT 1
PC D STmCT REGULATIONS
Otay Ranch Freeway Commercial
Sectional Planning Area (SPA) Plan
Draft Recommended for approval by the
Chula Vista Planning Commission on
February 19, 2003
PARTIALLY REVISED DRAFT
Proposed Revision dated March 18, 2003
c~ .......Text Deleted
Underline = Text Added
Project Sponsor:
McMillin Otay Ranch, LLC
2727 Hoover Avenue
National City, CA 91950
Contact: Vincent Ferret
(619) 336-3729
Prepared by:
Cinti Land Planning
2932 Poinsettia Drive
San Diego, CA 92106
Contact: Gary P. Cinti
(619) 223 -7408
III. Freeway Commercial District
A. Purpose
The Freeway Commercial SPA is designated entirely with Freeway Commercial Land Use in the
Otay Ranch GDP. Freeway Commercial is intended to serve as the site for regional automobile-
oriented commercial uses, complementing the Eastern Urban Center, adjacent to the south,
which is to serve as a more pedestrian-oriented, mixed-use focal point for the Otay Ranch
community. The SPA's location adjacent to the SR-125 fi'eeway and surrounded by arterial
roads, while also served by the Metropolitan Transit Development Board (MTDB) transit line,
allows it to provide a unique mix of regionally oriented commercial uses. A single commercial
land use district, Freeway Commercial (FC), is designated to accommodate these uses.
The Freeway Commercial District is included in these Planned Community District Regulations
to achieve the following:
· To provide an area for "large format" retail stores and service establishments
offering commodities and services required by residents of the local area,
surrounding communities and the South County region.
· To provide appropriate development standards for larger warehouse/discount
retail commercial and support facilities;
· To encourage retail and service commercial uses, and related support uses, to
concentrate for the convenience of the public and for a more mutually beneficial
relationship to each other.
· To provide adequate space to meet the needs of modem commercial activity,
including off-street parking and loading areas.
· To minimize traffic congestion and avoid overloading utilities by restricting
construction of buildings of excessive size in relation to the amount of land
around them.
· To promote high standards of site planning, architectural and landscape design for
commercial developments within the city of Chula Vista.
Permitted & Conditional Uses
The following uses shall be permitted where the symbol "P" appears and shall be permitted
subject to a Conditional Use Permit where the symbol "C" appears. Uses where the symbol "~r
CI" appears shall be permitted subject to an Administrative Review. Uses where the symbol
"N" appears shall not be permitted.
(3/18/03)
2
PERMITTED USE MATRIX - FREEWAY COMMERCIAL DISTRICT
LAND USE ZONING DISTRICT
FC
Administrative and Professional Services:
Business or professional office p
Financial institution or office p
Medical, dental & health services and offices (including laboratories) P
Real estate sales office p
General Commercial Uses:
Antique shop (no outdoor storage) P
Apparel store p
Appliance store, including repair (no outdoor storage) P
Arcade and electronic games (subject to Chapter 19.58 CVMC) ~ C1
Art, music or photographic studio or supply store p
Athletic and health club p
Automobile and/or truck services and car ~vash facilities (subject to Chapter 19.58 C
cwc)
Bakery, retail p
Barber and beauty shop P
Bicycle shop, non-motorized p
Bluepr[nt and photocopy services p
Books, gifts and stationery store p
Candy store or confectioner p
Catering establishment p
Cleaners p
Cocktail lounge, bar or tavern, including related entertainment C
Commercial recreation facilities not otherwise listed (subject to Chapter 19.58 CVMC) C
C
Electronics store, including sales and repair p
Equipment rental (enclosed in building) p
P~pennitted; C=Conditional use permit C=bv Plannine Commission. Cl=Administrative CUP,
.................... , N--not penmtted
PERMITTED USE MATRIX - FREEWAY COMMERCIAL DISTRICT (cont'd.)
LAND USE ZONING DISTRICT
FC
Fast food restaurants with drive-in or d~ve-through (subject to Chapter 19.58 CVMC) C
Fast food restaurants without drive-in or drive-through P
Florist shop P
Food store, market, chug store, pharmacy P G1
Furniture, carpet or home furnishings store P
Gasoline service station (subject to Chapter 19.58 CVMC) t~ C
Hardware or home improvement store p
Hobby shop P
Hotel or motel (subject to Chapter 19.58 CVMC) P
Jewelry store p
Junior depariment or department storc, ~i~cc, unt r,r mcmbcr:,biF dc~a.~--ar, cnt arc, re ta ~
Kiosk, including photo sales, located in parking lot ~ C1
Laundry (coin-operated) p
Liquor store, package off-sale C
Newspaper and magazine store, including printing and publishing P
Nursery or garden supply store in enclosed area P
Office supplies/stationery store p
Outdoor sales and display (subject to Chapter 19.58.370.B CVMC) ~ C.~
Parking facilities, commercial (subject to Chapter 19.58~ CVMC) P
Pet store, pet supplies and services including grooming (no boarding) P
Printing shop P
Recycling collection center (subject to Chapter 19.58.345 CVMC) P
Restaurant serving alcoholic beverages with live entertainment or dancing C
Restaurant with cocktail lounge or bar serving alcoholic beverages P
Restaurant with incidental serving of beer/wine but without cocktail lounge, bar, P
entertainment or dancing
P=permitted; C=Conditional use permit C=bv Plannin~ Commission. Cl--^dmlni~trafive CUP.
C2=bv City Council; ,*,-a:!:n.~n~tra~-,-c rcvlcw; N=not permitted
PERMITTED USE MATRIX - FREEWAY COMMERCIAL DISTRICT (cont'd.)
LAND USE ZONING DISTRICT
FC
Restaurant, coffee shop, delicatessen P
Restaurant, drive-through (~ubiect to Chanter 19.58.210 CVMC/ C
Retail, wholesale, including membership stores and manufacturers outlets which P
requLre extensive floor areas for the storage and display of merchandise, and the high
volume, warehouse-type sale of goods and uses which are related to and supportive of
existing on-site retail distribution centers or manufacturer's outlets
Reta~l ........ ~.~_ p
Snack bar or refi-eshraent stand contained within a building P
Stamp and/or coin shop P
Stores, shops and offices supplying commodities or performing services for the P
residents of the city as a whole or the su~ounding community such as department
stores, specialty shops, banks, business offices, and other financial institutions and
personal service enterprises
Swimming pool supply store P
Television, stereo, radio store, includin~ sales and repair P
Theater, movie, multiplex C~2~
Tire sales and service P
Travel a[$ency P
Veterinary office and/or animal hospital C
Any other retail business or service establishment supplying commodities or P
performing services which is determined by the Planning Comamssion to be of the
same general character as the above mentioned permitted retail business or service uses
and open during normal business hours of the above uses
P~ermitted; C=Cnnditional use permit C_ =b_v Plannin~ Commission. Cl=Administrative CUP.
C_ 2=by q;jtv Council,, ..................... , N=not pernmtted
~ ~/f~ PC DISTRICT REGULATIONS
5
PERMITTED USE MATRIX - FREEWAY COMMERCIAL DISTRICT (cont'd.)
LAND USE ZONING DISTRICT
FC
Public and Semi-public Uses:
Day nursery, daycare school or nursery school (for profit) ~ CR
Day nursery, daycare school or nursery school (non-profit) A C~I
Educational institution C
Public utility and/or public service sub-station, reservoir~ pumping plant and similarC
installation
Recreational facilities, including but not limited to: tennis and sw/m clubs, basketball, C
racquetball and handball courts
Residential Uses:
All residential use types I N
Temporary Uses:
Subject to the provisions of Section VI.B I P
Other Uses:
Unclassified uses (subject to Chapter 19.54 CVMC) C
P=permitted; C--Conditional use permit C=bv Plannine Commission. CI =Administrative CUP.
C2=bv City Council; A-a&.--.Lnla~ati;'c rC;'~CW; N-~ot permitted
C. Accessory Uses & Buildings
Accessory uses and accessory buildings customarily appurtenant to a permitted use are allowed
subject to the requirements of Chapter 19.58 CVMC.
Roof mounted satellite dishes shall be permitted as accessory structures subject to the following
standards or conditions:
· The dish shall be screened using appropriate matching architectural materials or
parapet walls;
· Dishes shall be of a neutral color, match the building, or as otherwise approved by
the Planning Director;
· A building permit shall be required; and,
No advertising material shall be allowed on the satellite dish antenna. Satellite
dish antennae containing advertising material shall be considered signs.
6 ~ -- ¢~ PC DISTRICT REGULATIONS
ADMINISTRATIVE PROCEDURES, CONDITIONAL USES & VARIANCES
VI. Administrative Procedures, Conditional Uses & Variances
A. Purpose & Intent
The purpose of this chapter is to define certain administrative procedures and requirements to
provide clear instructions and notice to property owners and developers within Freeway
Commercial SPA regarding permit and plan approvals. The general intent of these regulations is
to use the standard procedures provided in Chapter 19.14 CVMC except where special
procedures are required or defined herein.
The administration of the Freeway Commercial SPA Plan shall be as provided for in Chapter
19.48.090 et. seq. CVMC, except that the Zoning Administrator may accept less detail or require
additional detail to suit the development concepts included in the SPA plan.
For matters relevant to the proper development and use of property within Freeway Commercial
SPA and not addressed herein, the provisions of Title 19 CVMC (Zoning Ordinance) shall apply.
In the event of conflicting standards, these Planned Community District Regulations shall apply.
B. Zoning Administrator Actions
The Zoning Administrator is authorized to consider and to approve, disapprove or modify
applications on the following subjects, and/or issue the following required permits without
setting the matter for a public heating in accordance with Chal)ter 19.14.010 through 19.14.010
CVMC:
1. Conditional Use Permit: the Zoning Administrator shall be empowered to issue
conditional use permits without a public hearing in the following circumstances:
a. Where the use to be permitted does not involve the construction of
a new building or other substantial structural improvements on the
property in question.
b. Where the use requiring the permit would make use of an existing
building and does not involve substantial remodeling thereof.
c. For signs and temporary uses, as limited herein.
2. Variances: the Zoning Administrator shall be authorized to grant variances for
limited relief in the case of:
a. Modification of distance or area regulations.
b. Walls or fences which exceed permitted heights by up to twenty percent;
requests for more than twenty percent increase shall require a public
hearing.
3. Site, Architectural, and Landscape Plan approvals: the Zoning Administrator shall
be empowered to grant site plan, architectural plan and landscape plan approval.
7 ~'~ ~'~ ?C DISTRICT REGULATIONS
ADMINISTRATIVE PROCEDDRES, CONDITIONAL USES & VARIANCES
The Zoning Administrator may also act in the place of the Design Review
Committee for projects comprising floor area of 20,000 square feet or less.
Projects greater than 20,000 square feet shall be reviewed by the Design Review
Comgn. iRee per Section 19.14.582 CVMC.
4. Performance Standard Procedure: the Zoning Administrator shall be authorized to
issue a zoning permit for any use subject to performance standards procedures, as
provided herein.
5. Temporary Use Permit: the Zoning Administrator shall be authorized to grant
permits for temporary uses, as defined and regulated in Section V.B.
6. Administrative Review
a. Purpose
Certain uses may vary greatly in their effect depending on the scope,
location or exact circumstances. In order to avoid the permitting of these uses
without any formal- review, and to relieve the Planning Commission and City
Council of formally reviewing uses which have insignificant or compatible
effects, an Administrative Review procedure is established.
~ b. Application
Administrative Review is applicable to uses identified on the Permitted
Use Matrices herein with the symbol "gr Cl."
c. Procedures
Administrative Review may be conducted by the Zoning Administrator
without a public hearing or the Zoning Administrator may determine after
reviewing the scope, location, or cX/iCt circumstances of the proposed use that the
formal hearing process of the Conditional Use Permit procedure is warranted. If
the Zoning Administrator makes the determination that a Conditional Use Permit
is warranted, the applicant shall be required to comply with the Conditional Use
Permit procedures of the Zoning Ordinance.
In regard to applications for any of the above actions, the Zoning Administrator shall set a
reasonable time for the consideration and give notice to the applicant and to any other interested
person as defined in the Zoning Ordinance. In the event objections or protests are received, the
zoning administrator shall set the matter for public hearing. Unless otherwise svecificall¥ ~tated
in the land use matrix Conditional Use Permits shall be anoroved by the Planninq Commission.
-- -'. C. Design Review
The site plan approval process is applicable to projects within the Freeway Commercial district.
In addition, all commercial projects shall require design review approval. Design review may be
conducted concurrent with site plan review at the applicant's risk. Application and proceduresfor
PC DISTRICT REGULATIONS
8
ATTACHMENT 1
EASTLAKE
HIGH
EASll~I(E
OTAY ~llffiH 6BEENS
GTAY P. lUI~
b'IL~AGE
ELEVEN
,, ~ PCM-99-08: Otay Ranch Planning
Il" "~Commemial: The proposed project consists of
II Sectional Planning Area (SPA), for 110 acres
" EAS~IIH freeway oriented commercial which addresses
~ UB~ land uses, intensity and development standards
~ENTER public facilities, design criteria, circulation
and open space within the SPA
[,, CHULA VISTA PLANNING AND BUILDING DEPARTMENT
LOCATER PROJECT PROJECT DESCR,~,O.:
~ APPUCANT:McMILLIN COMPANIES Proposal for a Sectional Planning Area (SPA) Plan
PROJECT Freewa Commercial. eta Ranch
ADDRESS:North oi/Eirch Rd, East of ~uture SR-125, Sout~
of Olympic Pkwy, West of Eastlake Pkwy.
NORTH · No Scale PCM-99-08 ~" I
J:\home\planning\cherrylc\locators\pcm g908(rev),cdr 02.10.03
mitigation measures; and,
WHEREAS the Planning Commission having received certain evidence on February 19,
2003, as set forth in the record of its proceedings herein by reference as is set forth in full, made
certain findings, as set forth in their recommending Resolution PCM-99-08 herein, and
recommended that the City Council approve the Project based on certain terms and conditions; and,
WHEREAS, the Planning Director set the time and place for a hearing on the Project, and
notice of said hearing, together with its purpose, was given by its publication in a newspaper of
general circulation in the city and it mailing to property owners and within 500 feet of the exterior
boundaries of the property, at least 10 days prior to the hearing; and,
WHEREAS, the hearing was held at the time and place as advertised, namely 6:00 p.m.,
February 19, 2003, in the Council Chambers, 276 Fourth Avenue, before the Planning Commission
and said hearing was thereafter closed.
NOW, THEREFORE, BE IT RESOLVED THAT, from the facts presented to the Planning
Commission, the Planning Commission has determined that the approval of a Sectional Planning
Area (SPA) Plan for Otay Ranch Planning Area 12 - Freeway Commercial (PCM-99-08) is
consistent with the City of Chula Vista Gene[al Plan, the Otay Ranch General Development Plan,
and all other applicable Plans, and that the public necessity, convenience, general welfare and good
planning practice support the approval.
BE IT FURTHER RESOLVED THAT THE PLANNING COMMISSION recommends that
the City Council adopt a resolution approving Otay Ranch Planning Area 12 - Freeway Commercial
Sectional Planning Area (SPA) (PCM-99-08) and supporting regulatory documents including
Planned Community District Regulations, Design Plan, and Public Facilities Finance Plan involving
approximately 132.9 acres of land known as "Planning Area 12 - Freeway Commercial" located in
the north-central portion of the Otay Valley Parcel, between the future extension alignments of
Olympic Parkway, EastLake Parkway, Birch Road and SR-125 in accordance with the findings
contained in the attached City Council Resolution and that a copy of this resolution be transmitted to
the owners of the property and the City Council.
ATTACHMENT s
THE CIT JF CHULA VISTA DISCLOSURE STA ~V[ENT
You are required to file a Statement of Disclosure nf cz:train ownership or financial interests, paymenti, or campaign
contributions, on all matters which will require discretionary action on thc part of thc City Council, Planning Commission, and
all other official bodies. The following information mast be disclt.}$cd:
List the names of all persons having a financial interest in the property which is thc subject of the application or the
contract, e.g., owner, applicant, contractor, subcontractor, material supplier.
2. lfany person* identified pursuant to (1) above is a corporation or partnership, list the names of all individuals owning
more than 10% of ~he shares in thc corporation or owning any partnership intere.q in the partnership.
3. If any person* identified pursuant lo (1) above is non-profil organization or a 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. Have you had more than $250 worth of bus. iness transacted with any member of thc City staff, Boards, Commissions,
Committees, and Council within the past twelve months? Yes No X~ If yes, please indicate person(s):
5. Please identify each and every person, including an.,,' agents, employees, consullants, or independent contractors who
you have assigned to represent you before the Cily in this matter.
6. Have you and/or your offieers or agents, in lhe a,~regate, contributed more than $],000 to a Councilmcmbcr in
currenl or preceding election period? Yes No x/. if yes, state which Councilmember(s):
* * * (NOTE: Attach additional page~~
Data:IoJ lq ,_
~e.name of conlractorlap, plicant
EXHIBIT 1
PC DISTRICT REGULATIONS
Otay Ranch Freeway Commercial
Sectional Planning Area (SPA) Plan
Draft Recommended for approval by the
Chula Vista Planning Commission on
February 19, 2003
PAR TIALL Y RE VISED DR/IFT
Proposed Revision dated March 18, 2003
....... out = Text Deleted
Underline = Text Added
Project Sponsor:
McUillin Otay Ranch, LLC
2727 Hoover Avenue
National City, CA 91950
Contact: Vincent Ferrer
(619) 336-3729
Prepared by:
Cinti Land Planning
2932 Poinsettia Drive
San Diego, CA 92106
Contact: Gary P. Cinti
(619) 223-7408
ATTACHMENT 5
III. Freeway Commercial District
A. Purpose
The Freeway Commercial SPA is designated entirely with Freeway Commercial Land Use in the
Otay Ranch GDP. Freeway Commercial is intended to serve as the site for regional automobile-
oriented commercial uses, complementing the Eastern Urban Center, adjacent to the south,
which is to serve as a more pedestrian-oriented, mixed-use focal point for the Otay Ranch
community. The SPA's location adjacent to the SR-125 freeway and surrounded by arterial
roads, while also served by the Metropolitan Transit Development Board (MTDB) transit line,
allows it to provide a unique mix of regionally oriented commercial uses. A single commercial
land use district, Freeway Commercial (FC), is designated to accommodate these uses.
The Freeway Commercial District is included in these Planned Conununity District Regulations
to achieve the following:
· To provide an area for "large format" retail stores and service establishments
offering commodities and services required by residents of the local area,
surrounding communities and the South County region.
· To provide appropriate development standards for larger warehouse/discount
retail commercial and support facilities;
· To encourage retail and service commercial uses, and related support uses, to
concentrate for the convenience of the public and for a more mutually beneficial
relationship to each other.
· To provide adequate space to meet the needs of modem commercial activity,
including off-street parking and loading areas.
· To minimize traffic congestion and avoid overloading utilities by restricting
construction of buildings of excessive size in relation to the amount of land
around them.
· To promote high standards of site planning, architectural and landscape design for
commercial developments within the city of Chula Vista.
B. Permitted & Conditional Uses
The following uses shall be permitted where the symbol "P" appears and shall be permitted
subject to a Conditional Use Permit where the symbol "C" appears. Uses where the symbol "~
C~i" appears shall be permitted subject to an Administrative Review. Uses where the symbol
"N" appears shall not be permitted.
PERMITTED USE MATRIX - FREEWAY COMMERCIAL DISTRICT
LAND USE ZONING DISTRICT
FC
Administrative and Professional Services:
Business or professional office P
Financial institution or office P
Medical, dental & health services and offices (including laboratories) P
Real estate sales office P
General Commercial Uses:
Antique shop (no outdoor storage) P
Apparel store P
Appliance store, including repair (no outdoor storage) P
Arcade and eleclxonic games (subject to Chapter 19.58 CVMC) 9t ~
Art, music or photographic studio or supply store P
Athletic and health club P
Automobile and/or truck services and car wash facilities (subject to Chapter 19.58 C
CVMC)
Bakery, retail P
Barber and beauty shop P
Bicycle shop, non-motorized P
Blueprint and photocopy services P
Books, gifts and stationery store P
Candy store or confectioner P
Catering establishment P
Cleaners P
Cocktail lounge, bar or tavern, including related entertainment C
Commercial recreation facilities not otherwise listed (subject to Chapter I9.58 CVMC) C
C
Electronics store, including sales and repair P
Equipment rental (enclosed in building) P
P~ermitted; C-Conditional use permit C--by Plannin~ Commission. Cl--Administrafive CUp.
C2=bv City Council: A-a&~iniatrativc rcv~cw; N-~tot permitted
3 ~_tg~..7 PC DISTKICT REGULATIONS
PERMITTED USE MATRIX - FREEWAY COMMERCIAL DISTRICT (cont'd.)
LAND USE ZONING DISTRICT
FC
Fast food restaurants with drive-in or drive-throul~h (subject to Chapter 19.58 CVMC) C
Fast food restaurants without drive-in or drive-through P
Florist shop P
Food store, market, drag store, pharmacy t~ C1
Furniture, carpet or home furnishings store P
Gasoline service station (subject to Chapter 19.58 CVMC) la C
Hardware or home improvement store P
Hobby shop P
Hotel or motel (subject to Chapter 19.58 CVMC) P
Jewel~ store P
Junior department or department storc, ~cc, unt c,r ~z~¢r~ip dzpr, rtn~,,c, nt store ta ~
Kiosk, includinl~ photo sales, located in parking lot ~ CI
Laundry (coin-operated) P
Liquor store, package off-sale C
Newspaper and magazine store, including printing and publishing P
Nursery or garden supply store in enclosed area P
Office supplies/stationery store P
Outdoor sales and display (subject to Chapter 19.58.370.B CVMC) ~ C.~
Parking facilities, commercial (subject to Chapter 19.58.230 CVMC) P
Pet store, pet supplies and services including grooming (no boarding) P
Printing shop P
Recycling collection center (subject to Chapter l 9.58.345 CVMC) P
Restaurant serving alcoholic beverages with live entertainment or dancing C
Restaurant with cocktail lounge or bar serving alcoholic beverages P
Restaurant with incidental serving of beer/wine but without cocktail lounge, bar, P
entertainment or dancing
P=permitted; C-Conditional use permit C=bv Plannine Commission. Cl=Administrative CUP,
c2 bv City Council: A-a~x-2n~at~vc review; N-~not permitted
PERMITTED USE MATRIX - FREEWAY COMMERCIAL DISTRICT (cont'd.)
LAND USE ZONING DISTRICT
FC
Restaurant, coffee shop, delicatessen P
Restaurant, drive-through ($ubiect to Chapter 19.58.210 CVMC~ C
Retail, wholesale, including membership stores and manufacturer's outlets which P
require extensive floor areas for the storage and display of merchandise, and the high
volume, warehouse-type sale of goods and uses which are related to and supportive of
existing on-site retail distribution centers or manufacturer's outlets
Snack bar or refreshment stand contained within a building P
Stamp and/or coin shop P
Stores, shops and offices supplying commodities or performing services for the P
residents of the city as a whole or the surrounding community such as department
stores, specialty shops, banks, business offices, and other financial institutions and
personal service enterprises
Swimming pool supply store P
Television, stereo, radio store, includinl~ sales and repair P
Theater, movie, multiplex C~t2~
Tire sales and service P
Travel agency P
Veterinary office and/or animal hospital C
Any other retail business or service establislunent supplying commodities or P
performing services which is determined by the Planning Commission to be of the
same general character as the above mentioned permitted retail business or service uses
and open during normal business hours of the above uses
P=permitted; C=Conditional use permit C__-by planning Commi~sion, Cl=Administrative CLIP.
C2=bv City Council: - ' ' ' ' ; N~not permitted
* T~,c Cc, nditic, nal Ugc Pc:neAt ~ugt bc apprc, vcd ~y thc Chu!a V!gta C&~' Cc,~ncil.
5 ~5~ PC DISTRICT REGULATIONS
PERMITTED USE MATRIX - FREEWAY COMMERCIAL DISTRICT (cont'd.)
LAND USE ZONING DISTRICT
FC
Public and Semi-public Uses:
Day nursery, daycare school or nursery school (for profit) ~ qt
Day nursery, daycare school or nursery school (non-profit) ~ C1
Educational institution C
Public utility and/or public service sub-station, reservoir, pumping plant and similar C
installation
Recreational facilities, including but not limited to: tennis and swim clubs, basketball, C
racquetball and handball courts
Residential Uses:
use res I N
All
residential
Temporary Uses:
Sub, iect to the provisions of Section VI.B [ p
Other Uses:
Unclassified uses (subject to Chapter 19.54 CVMC) [ C
P--permitted; C=Conditional use permit C=bv Planninn Commission. C 1 =Administrative CUP,
C -bv C~tv Council ........................ , N-~ot penmtted
C. Accessory Uses & Buildings
Accessory uses and accessory buildings customarily appurtenant to a permitted use are allowed
subject to the requirements of Chapter 19.58 CVMC.
Roof mounted satellite dishes shall be permitted as accessory structures subject to the following
standards or conditions:
· The dish shall be screened using appropriate matching architectural materials or
parapet walls;
· Dishes shall be of a neutral color, match the building, or'as otherwise approved by
the Planning Director;
· A building permit shall be required; and,
· No advertising material shall be allowed on the satellite dish antenna. Satellite
dish antennae containing advertising material shall be considered signs.
6 ~) ~ ~)0 PC DISTRICT REGULATIONS
ADMINISTRATIVE PROCEDURES, CONDITIONAL USES & VARIANCES
VI. Administrative Procedures, Conditional Uses & Variances
A. Purpose & Intent
The purpose of this chapter is to define certain administrative procedures and requirements to
provide clear instructions and notice to property owners and developers within Freeway
Commercial SPA regarding permit and plan approvals. The general intent of these regulations is
to use the standard procedures provided in Chapter 19.14 CVMC except where special
procedures are required or defined herein.
The administration of the Freeway Commercial SPA Plan shall be as provided for in Chapter
19.48.090 et. seq. CVMC, except that the Zoning Administrator may accept less detail or require
additional detail to suit the development concepts included in the SPA plan.
For matters relevant to the proper development and use of property within Freeway Commercial
SPA and not addressed herein, the provisions of Title 19 CVMC (Zoning Ordinance) shall apply.
In the event of conflicting standards, these Planned Community District Regulations shall apply.
B. Zoning Administrator Actions
The Zoning Administrator is authorized to consider and to approve, disapprove or modify
applications on the following subjects, and/or issue the following required permits without
setting the matter for a public hearing in accordance with Chanter 19.14.010 through 19.14.010
CVMC:
1. Conditional Use Permit: the Zoning Administrator shall be empowered to issue
conditional use permits without a public hearing in the following circumstances:
a. Where the use to be permitted does not involve the construction of
a new building or other substantial structural improvements on the
property in question.
b. Where the use requiring the permit would make use of an existing
building and does not involve substantial remodeling thereof.
c. For signs and temporary uses, as limited herein.
2. Variances: the Zoning Administrator shall be authorized to grant variances for
limited relief in the case of:
a. Modification of distance or area regulations.
b. Walls or fences which exceed permitted heights by up to twenty percent;
requests for more than twenty percent increase shall require a public
hearing.
3. Site, Architectural, and Landscape Plan approvals: the Zoning Administrator shall
be empowered to grant site plan, architectural plan and landscape plan approval.
PC DISTRICT REGULATIONS
ADMINISTRATIVE PROCEDURES, CONDITIONAL USES & VAPdANCES
The Zoning Administrator may also act in the place of the Design Review
Committee for projects comprising floor area of 20,000 square feet or less.
Projects greater than 20,000 square feet shall be reviewed by the Design Review
Committee per Section 19.14.582 CVMC.
4. Performance Standard Procedure: the Zoning Administrator shall be authorized to
issue a zoning permit for any use subject to performance standards procedures, as
provided herein.
5. Temporary Use Permit: the Zoning Administrator shall be authorized to grant
permits for temporary uses, as defined and regulated in Section V.B.
6. Administrative Review
a. Purpose
Certain uses may vary greatly in their effect depending on the scope,
location or exact circumstances. In order to avoid the permitting of these uses
without any formal review, and to relieve the Planning Commission and City
Council of formally reviewing uses which have insignificant or compatible
effects, an Administrative Review procedure is established.
b. Application
Administrative Review is applicable to uses identified on the Permitted
Use Matrices herein with the symbol ":4 C~I."
c. Procedures
Administrative Review may be conducted by the Zoning Administrator
without a public hearing or the Zoning Administrator may determine after
reviewing the scope, location, or exact circumstances of the proposed use that the
formal hearing process of the Conditional Use Permit procedure is warranted. If
the Zoning Administrator makes the determination that a Conditional Use Permit
is warranted, the applicant shall be required to comply with the Conditional Use
Permit procedures of the Zoning Ordinance.
In regard to applications for any of the above actions, the Zoning Administrator shall set a
reasonable time for the consideration and give notice to the applicant and to any other interested
person as defined in the Zoning Ordinance. In the event objections or protests are received, the
zoning administrator shall set the matter for public hearing. Unless otherwise suecificallv state~d
in the land use matrix. Conditional Use Permits shall be annroved bv the Planning Commission.
C. Design Review
The site plan approval process is applicable to projects within the Freeway Commercial district.
In addition, all commercial projects shall require design review approval. Design review may be
conducted concurrent with site plan review at the applicant's risk. Application and proceduresfor
$ &'~5~ PC DISTRICT REGULATIONS
INTRODUCTION
Conceptual Site Plan
Site Planning for FC-2 shall be established by
Design Review approval or SPA Plan Amendment.
't/ 2- '
~ Village 11
i [Birch--~5~d'
Note:
This c~3nceptua[ site plan for the ultimate
development for I=C-1 represents ~he
intended vision. Changes and refinements
may occur dudng subsequent design.
rewew and implementation phases.
SGPAArchitects & Planners
· ~N\{f~.. Cinfi Land Planning
~ F~ee,~y Co~me~¢i~ ~.~
CHULA VISTA OTAY RANCH 1g/30/02
Exhibit 6
(2-3/03) DESIGN PLAN
1-11 ~ '~(~ ATTACHMENT 6
Conceptual Site Plan
Alternative
Conceptual Design for FC-2 has not I
been provided, but will be subject to
subsequent review and approval by
the City Engineer, Director of Planning,
and the Design Review Committee. Village 11
Note:
This Alternative Concept Site Plan for
FC-1 is an illustration of an alternative
configuration of buildings and permitted
uses. Implementation ofthis or other
aitemaflves are subject to review and
approval by the City Engineer, Director
of Planning, and the Design Review
Committee.
Source: Field Paoli
.._~k~{?~_~...._. Cinti Land Planning
~ ~'reeway Commercial .~~ . ~ ~
CHUL4 VISTA OTAY RANCH~/ ~ ,~ ~ 2/12/03
~2!12/03) I-1 lb ~ Exhibit 6a
RESOLUTION NO. 2003-
RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA APPROVING THE
PLANNING AREA 12 FREEWAY COMMERCIAL
SECTIONAL PLANNING AREA (SPA) PLAN,
DESIGN PLAN, PUBLIC FACILITIES FINANCE
PLAN, AIR QUALITY IMPROVEMENT PLAN,
WATER CONSERVATION PLAN, AND NON-
RENEWABLE ENERGY CONSERVATION PLAN
WHEREAS, the property which is subject matter of this Resolution is identified
as Exhibit "A" attached hereto and commonly known as Planning Area 12 - Freeway
Commercial, and for the purpose of general description herein consists of approximately
132.9 acres located in the area bounded by the existing and future roadways of State
Route (SR-) 125, Olympic Parkway, Eastlake Parkway, and Birch Road within the Otay
Ranch Planned Community ("Project Site"); and,
WHEREAS, an application for adoption of the Planning Area 12 - Freeway
Commercial Sectional Planning Area (SPA) Plan, was filed with the City of Chula Vista
I'lanning Department by the McMillin Otay Ranch, LLC ("Applicant"); and
WHEREAS, the Otay Ranch Company, being joint owners of PA 12 - Freeway
Commercial with the McMillin Otay Ranch, LLC, is a participant in the development and
implementation of the Freeway Commercial SPA Plan and related documents; and
WHEREAS, the application requests consideration of a Sectional Planning Area
(SPA) Plan, and supporting regulatory documents including Planned Community District
Regulations, Design Plan, Public Facilities Finance Plan, Air Quality Improvement Plan,
Non-Renewable Energy Conservation Plan and Water Conservation Plan for Planning
Area 12 ~ Freeway Commercial area of the Otay Ranch; and,
WHEREAS, the City's Environmental Review Coordinator has reviewed the
Project and determined that the Project would result in a significant impact to the
environment, therefore, a Second-Tier Environmental Impact Report (E1R 02-04) has
been prepared; and,
WHEREAS, the Plmming Commission found that the Project environmental
impacts will be mitigated by adoption of the Mitigation Measures described in the Final
Environmental Impact Report, and contained in the Mitigation Monitoring and Reporting
Program, and that the Mitigation Monitoring and Reporting Program is designed to
ensure that during Project implementation, the permittee/Project applicant, and any other
responsible parties implement the project components and comply with the mitigation
Monitoring Program; and,
WHEREAS, the Planning Commission held a public hearing on said Planning
Area 12 - Freeway Commercial Sectional Planning Area (SPA) Plan (PCM-99-08) and
notice of said hearing, together with its purpose, was given by its publication in a
newspaper of general circulation in the city and its mailing to property owners within 500
feet of the exterior boundaries of the Project site at least ten days prior to the hearing;
and,
WHEREAS, the hearing was held at the time and place as advertised, namely 6:00
p.m. on February 19, 2003, in the Council Chambers, 276 Fourth Avenue, before the
Planning Commission and the Planning Commission recommended approval of the
Project and said hearing was thereafter closed; and
WHEREAS, a duly noticed public hearing was scheduled before the City Council
of the City of Chula Vista on the Planning Area 12 - Freeway Commercial SPA Plan, and
adopting the ordinance to approve the SPA's Planned Community District Regulations
for Planning Area 12 - Freeway Commercial, namely 6:00 p.m. March 18, 2003; and,
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of
Chula Vista does hereby find, determine, resolve and order as follows:
I. PLANNING COMMISSION RECORD
The proceedings and all evidence introduced before the Planning Commission at
its public hearing held on February 19, 2003, and the minutes and resolutions
resulting therefrom, are hereby incorporated into the record of this proceeding.
II. COMPLIANCE WITH CEQA
The City Council found that the Project, as described and analyzed in the Second-
Tier Final EIR 02-04 would have no new effects that were not examined in said
Final EIR (Guideline 15168 (c)(2)).
IIL ACTION
The City Council hereby approves the Otay Ranch, Planning Area 12 - Freeway
Commercial SPA Plan and supporting regulatory documents including Planned
Community District Regulations, Design Plan, Public Facilities Finance Plan, Air
Quality Improvement Plan, Non-Renewable Energy Conservation Plan and Water
Conservation Plan involving approximately 132.9 acres of land known as "Otay
Ranch, Planning Area 12 Freeway Commercial" based upon findings contained
herein and is consistent with the City of Chula Vista General Plan, the Otay Ranch
General Development Plan, and all other applicable plans, and that the public
necessity, convenience, general welfare and good planning and zoning practice
support their approval and implementation.
[[:Attomcy~,SPA__kwyCm[ CC Rcsodoc
IV. INDEPENDENT JUDGMENT OF CITY COUNCIL -
The City Council found that the Planning Area 12 - Freeway Commercial SPA
Final Environmental Impact Report (FE1R 02-04), identified as Exhibit "C",
attached to this Resolution, and adopted thereto, reflects the independent
judgment of the City Council of the City of Chula Vista.
V. INCORPORATION OF ALL MITIGATION MEASURES AND
ALTERNATIVES
The City Council re-adopted and incorporated herein as conditions for this
approval all applicable mitigation measures and alternatives, as set £orth in the
findings adopted in the Otay Ranch GDP Program FEIR 90-01 and subsequent
Planning Area 12 - Freeway Commercial SPA Final Environmental Impact Report
(FEIR 02-04).
VI. NOTICE WITH LATER ACTIVITIES
The City Council gave notice, to the extent required by law, that this Project was
fully described and analyzed and is within the scope of the Otay Ranch GDP
FEIR-90-01 and Planning Area 12 Freeway Commercial SPA Final
Environmental Impact Report (FEIR 02-04) adopted thereto, adequately describes
and analyzes this project for the purposes of CEQA [Guideline 15168 (e)].
VII. SECTIONAL PLANNING AREA (SPA) PLAN FINDINGS
The proposed Project is consistent with the Otay Ranch Sectional Planning Area
12 Freeway Commercial Plan for the following reasons:
A. THE PROPOSED SECTIONAL PLANNING AREA PLAN IS IN
CONFORMITY WITH THE OTAY RANCH GENERAL
DEVELOPMENT PLAN AND THE CITY OF CHULA VISTA
GENERAL PLAN.
The PA 12 Freeway Commercial SPA Plan area of Otay Ranch that creates
vehicular-oriented freeway commercial uses and accommodates a transit
station and transit right-of-way reflects the land uses, circulation system,
open space and recreational uses, and public facility uses consistent with
the Otay Ranch General Development Plan and Chula Vista General Plan.
B. THE PROPOSED SECTIONAL PLANNING AREA PLAN WOULD
PROMOTE THE ORDERLY, SEQUENTIALIZED DEVELOPMENT OF
THE INVOLVED SECTIONAL PLANNING AREA.
The PA 12 - Freeway Commercial SPA Plan and Public Facilities Finance
Plan contains provisions and requirements to ensure the orderly, phased
U:\AtIoi~Iey\SPA FwyCm/ CC Resodoc
development of the Project. The Public Facilities Finance Plan specifies
the public facilities required by the Freeway Commemial in order for it to
function properly and not become a public burden, and also the regional
facilities needed to serve it.
C. THE PROPOSED SECTIONAL PLANNiNG AREA PLAN WOULD
NOT ADVERSELY AFFECT ADJACENT LAND USE, RESIDENTIAL
ENJOYMENT, CIRCULATION OR ENVIRONMENTAL QUALITY.
The land uses within Otay Ranch Planning Area 12 - Freeway Commercial
Sectional Planning Area (SPA) Plan are designed with a 75-foot
landscaped enhancement buffer along adjacent arterials. The project will
provide a variety of vehicle-oriented freeway commercial land uses to
serve nearby and regional residents and accommodates a transit station and
right-of-way, as required by the Otay Ranch General Development Plan.
A comprehensive street network serves the project and provides for access
to off-site adjacent properties. The proposed SPA Plan follows all existing
environmental protection guidelines and will avoid unacceptable off-site
impacts through the provision of mitigation measures specified in the Otay
Ranch Planning Area 12 - Freeway Commercial Final Second-Tier
Environmental Impact Report (FEIR 02-04).
D. iN THE CASE OF INSTITUTIONAL, RECREATIONAL, AND OTHER
SIMILAR NONRESIDENTIAL USES, THAT SUCH DEVELOPMENT
WILL BE APPROPRIATE IN AREA, LOCATION AND OVERALL
PLANNiNG TO THE PURPOSE PROPOSED, AND THAT
SURROUNDING AREAS ARE PROTECTED FROM ANY ADVERSE
EFFECTS FROM SUCH DEVELOPMENT.
The Planning Area 12 - Freeway Commercial SPA Plan includes freeway
commercial land uses, which are considered appropriate for the area,
location, and overall planning for the area in that such uses are called for
in the GDP. They have also been evaluated for their adverse land use
effects on proposed surrounding development and none have been
identified. The Planned District Regulations for the Freeway Commercial
only allow an educational institution or recreational facility use subject to
the conditional use permit process.
E. THE STREET AND THOROUGHFARES PROPOSED ARE SUITABLE
AND ADEQUATE TO CARRY THE ANTICIPATED TRAFFIC
THEREON.
The circulation system depicted in the SPA Plan is consistent with the
Circulation system identified on the City's General Plan and Otay Ranch
General Development Plan and contains adequate internal circulation
consistent with the policies of the Otay Ranch General Development Plan
and the City's General Plan. Road improvements will be constructed per the
I I:\Attomey\SPA__FwyCml CC_Rcso doc
timing and threshold requirements outlined in the Planning Area 12 -
Freeway Commercial SPA Plan Public Facilities Finance Plan.
F. ANY PROPOSED COMMERCIAL DEVELOPMENT CAN BE
JUSTIFIED ECONOMICALLY AT THE LOCATION (S) PROPOSED
AND WILL PROVIDE ADEQUATE COMMERCIAL FACILITIES OF
THE TYPES NEEDED AT SUCH PROPOSED LOCATION (S).
The location of the proposed vehicular-oriented freeway commercial project
in the Planning Area 12 - Freeway Conunercial is consistent with the goals
and policies of the Otay Ranch General Development Plan and the City's
General Plan.
G. THE AREA SURROUNDING SAID DEVELOPMENT CAN BE
PLANNED AND ZONED 1N COORDINATION AND SUBSTANTIAL
COMPATIBILITY WITH SAID DEVELOPMENT.
The Planning Area 12 - Freeway Commercial SPA Plan is consistent with
the approved plans and regulations applicable to surrounding areas, and
therefore said development can be planned and zoned in coordination and
substantial compatibility with said development. The proposed Planning
Area 12 - Freeway Commercial SPA Plan is consistent with the Otay Ranch
General Development Plan and Chula Vista General Plan, as amended.
VIII. CONDITIONS OF APPROVAL
The City Council hereby approves the Project subject to the conditions set forth in
Exhibit "B', attached hereto and incorporated in the Prqject.
IX. CONSEQUENCE OF FAILURE OF CONDITIONS
If any of the forgoing conditions fail to occur, or if they are, by their terms, to be
implemented and maintained over time, and any of such conditions fail to be so
implemented and maintained according to the their terms, the City shall have the
fight to revoke or modify all approvals herein granted, deny or further condition
issuance of shall future building permits, deny, revoke or further condition all
certificates of occupancy issued under the authority of approvals herein granted,
instituted and prosecute litigate or compel their compliance or seek damages for
their violations. No vested fights are gained by Developer or successor in interest
by the City approval of this Resolution.
X. INVALIDITY; AUTOMATIC REVOCATION
It is the intention of the City Council that its adoption of this Resolution is
dependent upon enforceability of each and every term provision and condition
herein stated; and that in the event that any one or more terms, provisions or -
conditions are determined by the Court of competent jurisdiction to be invalid,
illegal or unenforceable, if the city so determines in its sole discretion, this
resolution shall be deemed to be revoked and no further in force or in effect.
Presented by Approved as to form by
Robert A. Leiter Ann ~o~ore o
Director of Planning and Building City Attorney
ll:\Altomcy\Sl'A kwyCml CC Rpsodoc
SCHOOL
' GREENS
VILLAGE ' --
FIVE , ·
/~--~_
I. ~ ',./ /,: :,,,
~ ,,~ ~ SWAP ~
l..,,,,,SsSIX /' ~ ,
, ~ · GTAY RANCH
VIL~GE
~ )/ ~ ;: ~ PCM-9~8: O~y Ranch Planning Area 12 Fr~wa
~ {[ ~ ~ ~ommem~al' The proposed prde~ mns~s~' of a
'X(~ ~g ~ Sec. onal Pla~ing Area (SPA), for 110 acres
S[X/~X~~Ow- ~: ~RN freeway oriented commerdal which addresses~
~ ~ Lv~ Il ~',
~ u ~[ U~B~ land uses, intensi~ and development s~ndards,
~ ~ ~E~ER public facilities, design criteria, circulation,
~ ~ and open space with n the
CHULA VISTAPLANNINGAND BUILDING DEPARTMENT
LO CATO R : PROJECT PROJECT DESCRIPTION:
APPLICANT:McMILLIN COMPANIES Proposal for a Sectional Planning Area (SPA) Plan
PROJECT Freeway Commercial eta Ranch
ADDRESS: No:.h et' Birch Rd, Ea~ of ~u ure S ~ ?; ' ob
of Olympic Pkwy, West of EasU~, ' ~ ~./
SCALE: FILE NUMBER: ' ~
NORTH No Scale PCM-99~08
EXHIBIT "B"
OTAY RANCH FREEWAY COMMERCIAL
SECTIONAL PLANNING AREA (SPA) PLAN
CONDITIONS OF APPROVAL
GENERAL PROVISIONS
1. All of the terms, covenants and conditions contained herein shall be binding upon and
inure to the benefit of the heirs, successors, assigns and representatives of the Developer
as to any or all of the Property. For purposes of this document the term "Developer" shall
also mean "Applicant". "Owners" refers to the property owners whose land is contained
in the Freeway Commercial SPA Plan.
2. If any of the terms, covenants or conditions contained herein shall fail to occur or if they
are, by their terms, to be implemented and maintained over time, if any of such
conditions fail to be so implemented and maintained according to their terms, the City
shall have the right to revoke or modify all approvals herein granted including issuance of
building permits, deny, or further condition the subsequent approvals that are derived
from the approvals herein granted, institute and prosecute litigation to compel their
compliance with said conditions or seek damages for their violation.
3. Applicant shall indemnify, protect, defend and hold the City harmless from and against
any and all claims, liabilities and costs, including attorney's fees, arising from challenges
to the Environmental Impact Report for the Project. Applicant and Owners shall
indemnify, protect, defend and hold the City harmless from and against any and all
claims, liabilities and costs, including attorney's fees, arising from challenges to
entitlements and approvals issued by the City in connection with the Project.
4. Approval of the Otay Ranch Freeway Commercial SPA Plan does not constitute approval
of the final lot configurations, grading, or street designs shown within the SPA plan.
Modifications must be reviewed and approved by the Director of Engineering and
Director of Planning and Building, the Planning Commission and/or the City Council
during the tentative subdivision map process.
5. The Applicant and Owners shall comply with all requirements, guidelines, and policies of
the City of Chula Vista including, but not limited to the following: its General Plan; the
City's Growth Management Ordinance; Otay Ranch General Development Plan; Otay
Ranch Resource Management Plan; Overall Design Plan; Otay Ranch Freeway
Commercial Final Environmental Impact Report (EIR), Otay Ranch Freeway
Commercial Sectional Planning Area (SPA) Plan, PC District Regulations, Design Plan
and supporting documents including: Freeway Commercial Public Facilities Finance
Plan; and the Air Quality Improvement Plan, Water Conservation Plan, and Non-
Renewable Energy Conservation Plan.
6. The Applicant and Owners_shall comply with the terms of the Conveyance Agreement, as
may be amended from time to time, adopted by Resolution No. 18146 by the City
Council on October 22, 1996 ("Conveyance Agreement").
ENVIRONMENTAL
7. The Applicant and Owners shall implement, to the satisfaction of the Director of
Planning and Building, all environmental impact mitigation measures identified in Final
EIR 02-04 (SCH#1989010154), the candidate CEQA Findings (Exhibit ~ and
Mitigation Monitoring Program (Final EIR 02-04) for this project. (Planning and
Building)
8. The Applicant and Owners shall comply with all requirements and policies of the Otay
Ranch Resource Management Plan (RMP) approved by the City Council on October 28,
1993, and Phase 2 Resource Management Plan (RMP2), including the Preserve
Conveyance Schedule, as approved by City Council on June 4, 1996, or as amended from
time to time, and shall enter into an agreement with the City prior to the approval of the
first Tentative Map for this Project, in order to implement the provisions of the Phase 2
Resource Management Plan. (Planning and Building)
9. The Applicant and Owners shall convey fee title, or upon the consent of the Preserve
Owner/Manager (POM) and any lien h*lder, an easement restricting use of the land to
those permitted by the Otay Ranch Resource Management Plan (RMP), to the POM upon
the recordation of each final map for an amount of land equal to the final map's
obligation to convey land to the Preserve. Where an easement is conveyed, the Applicant
and Owners shall be required to provide subordination of any prior lien holders in order
to ensure that the POM has a first priority interest in such land. Where consent and
subordination cannot be obtained, the Applicant and Owners shall convey fee title. -
Where fee title or an easement is conveyed, access to the satisfaction of the POM shall
also be conveyed. Where an easement is granted, each tentative map is subject to a
condition that fee title shall be granted upon demand by the POM. The Applicant and
Owners shall irrevocably offer for dedication to the City or its designee, fee title, upon
the recordation of each final map for an amount of land equal to the final map's
obligation to convey land to the Preserve. The Applicant and Owners shall maintain and
manage the offered conveyance parcel consistent with the Phase 1 and 2 RMP guidelines
until such time when the POM has accepted the conveyance parcel. (Planning and
Building)
10. The Freeway Commercial project shall be included in the Preserve Maintenance District
(Community Facility District 97-2) prior to the first final map and to the satisfaction of
the Director of Engineering and the Director of Planning and Building. (Engineering,
Planning and Building)
11. The Applicant and Owners shall obtain any necessary permits and comply with any
applicable requirements of the California Department of Fish and Game, the U.S.
Department of Fish and Wildlife, and the U.S. Army Corps of Engineers. If required,
Developer(s) shall apply for and receive a take permit/authorization from the U.S.
Department of Fish and Wildlife or comply with the approved City of Chula Vista MSCP
Subarea Plan or other equivalent take permit-authorization applicable to the project.
Page 2 of 9
DESIGN
12. The architectural style of the four Design Review Planning Areas shall be compatible and
consistent with each other. While variation is encouraged for individual identity of each
Planning Area, the four Planning Areas shall be co~nsistent in building scale, proportions,
mass and form; building and roofing materials and colors; lighting; and hardscape and
landscape design and materials. Applicants shall prepare plans for Design Review
Committee analysis that will enable the Design Review Committee to find that these
plans are consistent with the Freeway Commercial SPA Design Guidelines. Rear
elevations adjacent to public right-of-way or adjacent property shall have architectural
treatment consistent with the front elevations.
13. Design features that promote pedestrian circulation shall be promoted over auto-oriented
design. Pedestrian enhanced intersections shall be provided at all controlled intersections
within the projects to the satisfaction of the Director of Engineering and Director of
Planning and Building. Enhancements shall include enhanced paving in pedestrian
crosswalks, neckdowns, and other traffic calming measures.
14. Public spaces in the form of plazas or squares shall be provided in each Design Review
Planning Area.
15. The Applicants and Owners shall install all street trees in accordance with Section
18.28.10 of the Chula Vista Municipal Code. All street trees shall be planted in
parkways, or as otherwise approved by the Director of Planning and Building. Street
trees, which have been selected from the revised list of appropriate tree species described
in the Freeway Commercial Design Plan, Freeway Commercial SPA Plan and Landscape
Master Plan, shall be approved by the Director of Planning and Building and Director of
Public Works. Prior to the installation of any dry utilities, including but not limited to
cable, telephone, gas or electric lines, Applicant agrees to complete preliminary street
improvement plans that show the location of all futures street trees, which will be subject
to the review and approval of the Director Building and Park Construction and the
Director of Planning and Building. Applicant(s) will maintain street tree identification
staked in location as shown on approved preliminary plans until all dry utilities are in
place. A street tree improvement plan, including mailbox locations, shall be submitted
for review and subject to the approval of the Director of Planning and Building and the
Director of Engineering prior to or concurrent with the second submittal of street
improvement plans within the project. Approval of the street tree improvement plans
shall constitute final approval of the selection of street trees for the street parkways.
(Planning and Building, Engineering, Building and Park Construction.
16. Applicant(s) shall provide a 200-space Park-and-Ride facility in the Green and Dark
Yellow Design Review Planning Areas adjacent to the Transit Station, with the number
of spaces provided by each Applicant(s) to be based on proportion of property ownership.
Applicant(s) shall provide safe convenient access for pedestrians to travel between the
Transit Station and the Park-and-Ride facility The exact location, configuration,
maintenance responsibility and ownership of the Park and Ride facility shall be defined
in the first appropriate tentative map and condition and to the satisfaction of the Director
Page 3 of 9
of Engineering, the Director of Planning and Building, and the Metropolitan Transit
Development Board.
PUBLIC FACILITIES~ UTILITIES~ IMPROVEMENTS AND PHASING
17. The Applicant and Owners shall provide a conceptual design and depict locations of
neck-downs or other traffic-calming designs at controlled intersections described and
depicted in the Freeway Commemial SPA Plan at Streets "A" and "B" for review and
approval by the Director of Engineering and Director of Planning and Building prior to
approval of the appropriate tentative map for the project.
18. The Applicant and Owners shall comply with the Fire Department's codes and policies
for Fire Prevention, as amended from time to time.
19. The Applicant and Owners shall obtain approval from the Director of Engineering and
the Director of Planning and Building for all proposed street names within the project
prior to the approval of the Tentative Map. Approved street names shall be shown on
Tentative Map.
20. The Applicant and Owners shall provide the water and recycled water improvements in
accordance with the SAMP or as amended by the Applicant and Owners and approved by
Otay Water District and the City. The SAMP shall be consistent with the Freeway
Commercial SPA Plan. The Applicant and Owners shall be responsible for obtaining the
approval of any amendment to the Freeway Commercial SPA SAMP in order for the
Freeway Commercial SPA SAMP to be consistent with the approved SPA Plan prior to
the approval of the first final map for the Project.
21. Prior to approval of each tentative map and/or site plan by the Design Review
Committee, whichever occurs first, Applicant and Owners shall demonstrate compliance
with the City of Chula Vista Storm Water and Discharge Control Ordinance and the
National Pollutant Discharge Elimination System (NPDES) Municipal Permit and the
City of Chula Vista SUSMP. Applicant and Owners shall obtain the approval of the
Director of Engineering of a report that includes the following elements:
a. Description of project characteristics, site conditions, and flow patterns, pollutants
emanating from the project site, and conditions of concern.
b. Description of site design and source control BMPs considered and to be
implemented.
c. Description of applicable treatment control BMPs considered and to be implemented
to reduce or treat the identified pollutants. Treatment control BMPs may be selected
from those post-construction BMPs analyzed in the Water Quality Report prepared by
Rick Engineering or similar type of BMPs as approved by the City Engineer.
d. Justification for selection of the proposed treatment control BMP(s) including t)
targeted pollutants, justification, and alternative analysis, 2) design criteria (including
calculations), 3) pollutants removal information (other than vendors specifications),
and 4) literature references.
e. Site plan depicting locations of the proposed treatment control BMPs; and
Page 4 of 9
fi Operation and maintenance plan for the proposed treatment control BMPs.
(Engineering)
23. The following modifications shall be made to Section III. Mobility-D.Street Standards-
Commemial Promenade Street in page III-10 be revised as follows:
a. The Commercial Promenade Street is a modified Otay Ranch Transit Village
Entry/Village Entry Street. It has been modified to accommodate a transit corridor in a
median, pedestrian enhanced parkways, expanded provisions for travel and turn lanes,
on-street parking, and other pedestrian features described in this SPA Plan and the
Freeway Commercial Design Plan.
b. The Commercial Promenade shall meet the adopted Otay Ranch-Transit Village
Entry/Village Entry standards to the satisfaction of the Director of Engineering with the
exception that the design speed shall be 25 mph and dimensions as modified by the Street
Section provided herein as Exhibits 14 and 15. Parking on this facility will be allowed as
determined by the Director of Engineering subject to sight distance requirements.
c. The section of the Commercial Promenade Street varies by location within the project to
accommodate transit facilities and adequate turn pockets. Additionally, all details of the
Commercial Promenade Streets will be subject to approval by the Director of
Engineering at the tentative map and final design stages to ensure compliance with the
functional and safety standards of all public streets. Typical Street Sections are provided
in Exhibit 14 and 15.
24. The following language the following language be added to section VI. Development Phasing
in page VI-l:
a. if developer proposes multiple building permits within a Planning Area, the developer
shall submit and obtain approval of a development sub-phasing plan for said Planning
Area by the Director of Engineering and Director of Planning and Building prior to
issuance of any building permit within said Planning Area. The sub-phasing plan shall
include:
b. A site plan showing the lot lines and lot numbers, the sub-phase lines and sub-phase
numbers, and proposed building square footage in each sub-phase; and
c. A table showing the sub-phase number, the lots included in the sub-phase and the
proposed building square footage included in each sub-phase.
d. Improvements, facilities and dedications to be provided with each sub-phase shall be
determined by the Director of Engineering and Director of Planning and Building,
however, construction of full length of the required street improvement seg~nents as
defined in Table C. 10 of the PFFP shall be guaranteed with each sub-phasing plan. The
City reserves the right to require improvements, facilities and/or dedications as necessary
to provide adequate circulation and to meet the requirements of Police and Fire
Departments. The Director of Engineering and Director of Planning and Building may,
Page 5 of 9
at their discretion, modify the sequence of improvements and construction should
conditions change to warrant such revisions(s).
25. Page 41 of the PFFP shall be deleted and page 40 of the PFFP be revised as follows:
a. Prior to approval of the first Final Map for the project, developer shall enter into an
agreement with the City to accomplish the following:
1. Developer shall agree to construct all the street improvements identified in Table
C. 10 below;
2. Developer shall agree to conunence construction of each specific street
improvement, as indicated in Table C. 10, prior to issuance of the building permit
that triggers the cumulative Building Square Footage Triggers or prior to issuance
of building permits within a Specific Planning Area in accordance with a
development sub-phasing plan, approved by the Director of Engineering and
Director of Planning and Building, whichever occurs earlier. In addition,
developer shall agree to complete construction of said improvements within one
year of commencing construction;
3. Developer shall agree to the amount of the security required by the City to
guarantee the construction of each of the street improvements. In addition,
developer shall agree to provide said security prior to issuance of the building
permit that triggers the construction of the specific street improvement.
Table C.10-Public Street Facilities Required to be Constructed by Freeway Commercia,
Cumulative Building Specific Planning Area
Facility Description Square Triggers
footage Triggers (Phase) 12
STREET IMPROVEMENTS
(Blue, Red, Green) ' A.
I a Eastlake Parkway (Yellow) F
Olympic Parkway to FC-2 Property
Line
lb Eastlake Parkway (Blue, Red, Green) A
FC-2 Property Line to Street B
i2 street B Blue, Red, Green) A
Street A to Eastlake Parkway
3 Street A 340, 000 Blue, Green) A
FC-2 Property Line to Street B
4 Street A i340, 000 IYellow) A,
Olympic Parkway to FC-2 Propert5
Line
5 Eastlake Parkway 850, 000 (Red) A
Page 6 of 9
Street B to Birch Road
6 Birch Road 850, 000 ~Red) A
Street A to Eastlake Parkway
7 Street A 850, 000 Red, Green) A
Street B to Birch Road
8 Birch Road 850, 000 ~Green) F
Westerly SR-125 on/off ramps te
Street A
9 Birch Road 850, 000 13
La Media Road to Street A
10 La Media Road 850, 000 13
Olympic Parkway to Birch Road
Notes:
12 Roadway required for access ("A") or Front
13 No Specific Planning Area triggers for this street improvement.
AGREEMENTS/FINANCIAL
26. The Applicant and Owners shall implement an agreement to implement the Air Quality
Improvement Plan (AQIP) measures contained in the Sectional Planning Area (SPA)
Plan and to comply and remain in compliance with the AQIP. Implementation Measures
II.7.6 must specify the project commitment consistent with the Non-Renewable Energy
Plan as follows:
a. Energy efficient lighting fixtures and day lighting (skylights) systems. Use of T8
low-mercury florescent lamps and electronic ballasts.
b. Use of energy efficient heating and cooling equipment, limiting windows and use
of energy management systems.
c. Recycling facilities for commercial users.
d. Passive solar design and building orientation.
e. Use of cool roofing materials (white roof design).
f. Enhanced landscaping to shade street and parking areas.
g. Pedestrian routes and pedestrian oriented design features provided within the
project along the internal streets.
h. Bicycle and electric cart facilities.
i. A public transit right-of-way alignment, transit station and park-and-ride facility.
27. The Applicant and Owners shall implement an agreement to implement the Water
Conservation Plan (WCP) measures contained in the Sectional Planning Area (SPA) Plan
and to comply and remain in compliance with the WCP. Consistent with the findings of
the Water Conservation Pilot study, include the following implementation measure in
Section 11.8.10:
a. Pressure reducing valves at all meters, set to deliver water at no higher than 60
psi.
Page 7 of 9
28. The Project shall equitably participate in any future regional impact fee program for
regional facilities as defined in the GDP/SRP, should such a fee program be enacted to
assist in the construction of such facilities. The Applicant and Owners shall enter into an
agreement, prior to approval of the first final map for each Owner, with the City which
states that the Applicant and Owners will not protest the formation of any potential future
regional benefit assessment district formed to finance regional facilities.
MISCELLANEOUS
29. Prior to issuance of any permit pursuant to the adopted Freeway Commemial SPA Plan,
the Applicant shall submit the entire adopted document in an electronic file format
acceptable to the Director of Management and Information Services. Said file shall be in
the format of Microsoft Word 2000, or current version acceptable to the City of Chula
Vista, at the time of the adoption of the Freeway Commercial SPA Plan. Any exhibits as
part of said SPA Plan (Maps, Plans, etc.), which are not in Microsoft Word format, shall
be submitted in a format acceptable to the City of Chula Vista, Director of Management
and Information Services.
30. Within 30 days of the City Council's action on the SPA Plan documents, the Applicant
shall submit to the Planning and Building Department, forty-five (45) sets of all final
SPA documents, each set in a three-ring plastic binder and in a format as proscribed by
City staff.
PHASING
31. Pursuant to the provisions of the Growth Management Ordinance and the Otay Ranch
GDP, the Applicant and Owners shall prepare a five year development phasing forecast
identifying targeted submittal dates for future discretionary applications (SPA's and
tentative maps), projected construction dates, corresponding public facility needs per the
adopted threshold standards, and identifying financing options for necessary facilities.
32. Each Applicant and Owner shall file an initial master final map ("A" Map) covering each
owner's respective entire ownership area within the project, which creates super block
lots corresponding to the units and phasing or combination of units and phasing thereof.
The master final map may contain individual lots shown on the tentative map. If said
super block lots do not show individual lots depicted on the approved tentative map, a
subsequent final map shall be filed for any lot, which will be further subdivided. All
super block lots created shall have access to a dedicated public street. Backbone facilities
shall be guaranteed prior to approval of the related "A" Map. The Applicant shall secure
the installation of improvements in a form and amount determined by the Director of
Engineering prior to approval of the "A" Map.
CODE REQUIREMENTS
33. The Applicant acknowledges that the City is in the process of amending its Growth
Management Program and Ordinance, to establish updated development phasing
Page 8 of 9
provisions necessary to ensure compliance with adopted threshold standards. In order for
the Otay Ranch Freeway Commercial SPA Project to be consistent with the City's growth
management provisions, the Applicant hereby agrees to comply with all amendments to
the Growth Management Program and Ordinance in order for the City to approve this
Project. Said provisions shall also be included as a condition of approval of the first
Tentative Map, and any subsequent tentative maps, within Freeway Commercial SPA.
lt:\Planning\Otay Ranch\Frwy_Comm_SPA\FC SPA Conditions.ENG.doc
Page 9 of 9
ORDINANCE NO.
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROVING THE PLANNING AREA 12 -
FREEWAY COMMERCIAL SECTIONAL PLANNING AREA (SPA)
PLANNED COMMUNITY DISTRICT REGULATIONS.
WHEREAS, the property which is the subject matter of this resolution is identified as
Exhibit "A" attached hereto and described on Chula Vista Tract 02-03, and is commonly known as,
Planning Area 12 - Freeway Commercial of the Otay Ranch ("Property"); and,
WHEREAS, an application for adoption of the Otay Ranch Freeway Commercial Sectional
Planning Area (SPA) Plan, was filed with the City of Chula Vista Planning Department on October
13, 1998 by McMillin Otay Ranch, LLC ("Applicant"); and
WHEREAS, the Otay Ranch Company, being joint owners of Freeway Commemial with the
Applicant, is a participant in the development and implementation of the Freeway Commercial SPA
Plan Planned Community District Regulations; and
WHEREAS, the Otay Ranch, Freeway Commercial Sectional Planning Area (SPA) Plan,
Planned Community District Regulations ("Project") are intended to ensure that the Otay Ranch
Freeway Commercial SPA Plan is prepared in accordance with the Otay Ranch General
Development Plan (GDP), to implement the City of Chula Vista General Plan for eastern Chula
Vista, to promote the orderly planning and long term phased development of the Otay Ranch GDP
and to establish conditions which will enable the Planning Area 12 - Freeway Commercial area of
the Otay Ranch area to exist in harmony within the community; and,
WHEREAS, the Otay Ranch, Freeway Commercial SPA Planned Community District
Regulations are established pursuant to Title 19 of the Chula Vista Municipal Code, specifically
Chapter 19.48 (PC) Planned Community Zone, and are applicable to the Otay Ranch Freeway
Commercial SPA Land Use Plan of the Otay Ranch Freeway Commercial SPA Plan; and,
WHEREAS, the Otay Ranch Freeway Commercial SPA Planned Community District
Regulations establish zoning regulations for the Commercial Zoning District located in Otay Ranch
Freeway Commercial; and,
WHEREAS, the City's Environmental Review Coordinator has reviewed the Project and
determined that the Project would result in a significant impact to the environment, therefore, a
Second-Tier Environmental Impact Report (EIR 02-04) has been prepared; and,
WHEREAS, the Planning Commission set the time and place for a hearing on said Otay
Ranch Freeway Commercial Sectional Planning Area (SPA) Plan (PCM 99-08) and notice of said
hearing, together with its purpose, was given by its publication in a newspaper o f general circulation
in the city and its mailing to property owners within 500 feet of the exterior boundaries of the Project
site at least ten days prior to the hearing; and,
Ordinance No. Page 2
WHEREAS, the hearing was held at the time and place as advertised, namely 6:00 p.m.,
February 19, 2003 in the Council Chambers, 276 Fourth Avenue, before the Planning Commission
and the Planning Commission recommended approval of the Project to the City Council and said
hearing was thereafter closed.
NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL of the City of
Chula Vista does hereby find, determine, resolve and order as follows:
I. PLANNING COMMISSION RECORD
The proceedings and all evidence introduced before the Planning Commission at its public
hearing held on February 19, 2003 and the minutes and resolutions resulting therefrom, are
hereby incorporated into the record of this proceeding.
II. COMPLIANCE WITH CEQA
The City Council hereby found that the Project, as described and analyzed in the Second-Tier
Final EIR 02-04, would have no new effects that were not examined in said Final EIR
(Guideline 15168 (c)(2)).
111. ACTION
The City Council hereby adopts an Ordinance approving the Otay Ranch Freeway
Commercial SPA Planned Community District Regulations as amended by Exhibit 1
attached hereto and incorporated herein, finding that they am consistent with the City of
Chula Vista General Plan, the Otay Ranch General Development Plan, Otay Ranch SPA One
Plan, and all other applicable Plans, and that the public necessity, convenience, general
welfare and good planning and zoning practice support their approval and implementation.
IV. EFFECTIVE DATE
This Ordinance shall take effect and be in full rome on the thirtieth day from and after its
adoption
Presented by Approved as to form by
Robert Leiter Ann Moore
Planning and Building Director City Attorney
I[Sattorney\FC_SPA CC ord
COUNCIL AGENDA STATEMENT
Item ~
Meeting Date April 1, 2003
ITEM TITLE: Ordinance Amending Chapter 2.46 o£the Chula Vista Municipal
Code to Provide for Restructuring o£thc Youth Advisory Commission for Four Year
Trial Period
SUMBITTED BY: Deputy City Manager Palmcr~{}
REVIEWED BY: City Manager ~'~,~ °(~ (415th Vote: Yes No X )
For many years the City had a Youth Advisory Commission, which encouraged youth
involvement in city government. Former mayors Gail McCandliss and Tim Nader both
started their comtnunity service through membership on the Youth Advisory
Commission. Unfortunately, interest in the commission decreased over time and in 1999,
the ordinance authorizing the Commission expired. This ordinance restructures the
Youth Advisory Commission and authorizes its operation for a four-year trial period.
RECOMMENDATION: That Council approve the Ordinance amending Chapter
2.46 of the Chula Vista Municipal Code to re-establish the Youth Advisory Commission
for a four-year trial period.
BOARDS/COMMISSIONS RECOMMENDATION: N/A
DISCUSSION:
Under the leadership of James Marcelino, Child and Youth Policy Advocate of the Chula
Vista Coordinating Council and Rodney Garcia from the South Bay Family YMCA,
youth from the community have been working on a plan for civic involvement. One of
their recommendations is to re-establish the City's Youth Advisory Comanission. In
January, Mr. Garcia made a presentation to the Council about the youth's activities and
formally asked the Council to re-establish the Youth Commission. In mm, City Council
directed staff to return with a recommendation in March.
After reviewing the past history of the Youth Advisory Commission and discussing the
issue with the Child and Youth Policy Advocate, City staff recommends re-establishing
the commission, with some minor changes to its previous ordinance, for a trial period of
4 years.
7-/
Page 2, Item: r~
Meeting Date: March 25, 2003
The Commission is intended to become the voice of youth in the community. The Youth
Advisory Commission will make recommendations and advise the City Council on issues
affecting young people and will allow their needs, perspectives, and priorities to be taken
into account in the planning of city services. The Commission will also teach youth the
power of collaborative working relationships in city government. It is expected that this
commission will becomes a model for other cities in California.
The Commission will consist of two voting members per high school (one from the
Associated Student Body or other recognized school club and one from the open
enrollment) and one student from each middle school, a staff ex-officio member and up
to three general ex-officio members. The voting members will be appointed by the City
Council upon recommendation of the Mayor from qualified residents of the City in
accordance with Section 600 seq. of the Charter.
The Commission will meet monthly and the Library will serve as the department liaison.
FISCAL IMPACT:
It is expected that the Youth Advisory Commission's annual budget will be
approximately $1,000, similar to the budgets of other City Boards and Commissions.
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF CHULA VISTA AMENDING
CHAPTER 2.46 OF THE CHULA VISTA MUNICIPAL CODE TO
PROVIDE FOR RESTRUCTURING OF THE YOUTH ADVISORY
COMMISSION FOR A FOUR YEAR TRIAL PERIOD
WHEREAS, the Chula Vista City Council established the Youth Advisory Commission
in late 1970 as a means for providing input and recommendations to the City Council, City
Manager, and other members of City Government in all matters affecting the youth of our
community; and
WHEREAS, IN the past several years the Commission had experienced a decline in the
lack of commitment and interest on the part of the Commissioners; and
WHEREAS, Ordinance No. 2749 restructuring the Youth Commission sunseted the
commission effective October 6, 1999; and
WHEREAS, staff has evaluated the Commission's issues and believes addressing the
current structure could resolve not only the previous problems, but re-energize an individual's
interest, commitment, and overall productivity in serving with the Youth Advisory Commission;
and
WHEREAS, an ordinance is required to allow for a four-year trial program aimed at
restructuring the Youth Advisory Commission and bringing it into conformance with its original
purpose and intent.
The City Council of the City of Chula Vista does hereby ordain as follows:
Section 1: That Chapter 2.46 of the Chula Vista Municipal Code is hereby amended to
read as follows:
YOUTH ADVISORY COMMISSION
Sections:
2.46.010 Creation.
2.46.020 Purpose and Intent.
2.46.030 Functions and Duties
2.46.040 Membership
2.46.050 Term in Office
2.46.060 Operation of Commission
2.46.070 Repealed.
2.46.080 Repealed
2.46.090 Repealed
2.46.100 Repealed
1
2.46.110 Repealed
2.46.111 Sunset Clause.
2.46.010 Creation.
There is hereby created a Youth Advisory Commission.
2.46.020 Purpose and intent
It is the purpose and intent of the City Council to establish a Youth Commission to serve
as a resource to advise and make recommendations to the City Council and the City Manager, in
all matters affecting the young people of this community. The focus of the commission will,
among other things, be:
A. The development of mutual understanding and respect between the young people
and all of the adult citizens of Chula Vista;
B. The establishment of liaison and maintenance of communications with all of the
young people of the community so as to better understand the problems and
difficulties confronting young people in today's complex urban society;
C. The establishment of a forum for meaningful open communication where the
youth of Chula Vista can state in an explicit manner and in terms that will be
understood by members of the so-called "establishment;"
D. The fostering of a feeling of mutual respect and understanding on the part of all
age groups in the city;
E. The elimination of those causes of friction which may result in the alienation of
our youth and the polarization of our community based upon age;
F. The encouragement of full and active participation in all phases of govermnental
process by the young people of this community
It is the basic intent of the City Council to provide for the young people of the
City a sense of identity and self-recognition so that the young people will truly
feel they are part of a dynamic society which they will be expected to one day
lead and direct and should now be making an input so as to influence its direction.
2.46.030 Functions and Duties
The functions and duties of the commission shall be as follows:
A. Establish a direct communications link between the young people of the city and
the City Council, to assist in those matters, which are of concern to the young
people, and advice to the entire community.
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B. Provide written recommendations and suggestions to the City Council and to all
boards and commissions of the City reflecting the point of view of the young
people of this community.
2.46.040 Membership
A. Number of Members
The Commission shall consist of two voting members per high school and one
student from each middle school, a staff ex-officio member, and up to three
general ex-officio members
B. Designation of Members
1. Voting Members
Voting members shall be two students from each high school and one
student from each middle school appointed by the City Council upon
recommendation of the Mayor from qualified residents of the City in
accordance with Section 600 seq. of the Charter. Members of the
Youth Commission shall be students who have passed the seventh
grade educational level as continuing students at the time of
appointment and shall maintain residence throughout the term of office
and must be under the age of eighteen or still in high school as of the
commencement of the term to which they are appointed.
To establish a working partnership with each of the city's high schools
and middle schools, two commissioners from each high school and
one from each middle school shall be appointed. One commissioner
shall be appointed from each high school's Associated Student Body
(ASB) or other formally recognized school club and the other from
each school's open student population. One commissioner from each
middle school shall be appointed from each school's open student
population.
2. Staff Ex-officio Member
The City manager or his/her designated representative shall be an ex-
officio member of the Commission who shall not be required to be a
qualified elector of the City, and who shall have no vote ("staff ex-
officio member").
3. General Ex-officio Members
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The City Council, or its designee, may appoint not greater than three
additional ex-officio members of the Commission, who shall not be
required to be residents of the City, but any such appointed ex-officio
members shall have no vote ("general ex-officio member").
2.46.050 Term of Office
A. Term of Office All Classes of Members
1. Initial Terms of Voting Members
The initial term of each appointed voting member shall commence
upon appointment and shall be for a period of four years, unless they
shall sooner resign, die, or become disqualified or incompetent to hold
office, or are transferred or promoted to another school or graduate
from high school.
2. General Ex-Officio Members
The term of general ex-officio members shall be for a period of four
years from the time of appointment.
3. Staff Ex-officio Member
The term of the staff ex-officio member shall be indefinite.
4. Holdover Office
Notwithstanding, the end of any member's initial term or post-initial
term as herein provided, a member, other than the staff ex-officio
member, shall be permitted to continue to exercise the privileges of the
former office after the end of the term until the office to which he or
she was assigned is filled by reappointment or by the appointment of a
qualified successor to office.
5. Vacancies
Notwithstanding the term of office to which a member is assigned said
office shall be deemed vacant upon any of the following events
("Event of Vacancy"):
a. The death or disability of said member that renders said member
incapable of performing the duties of office.
b. The termination of status as a member of the commission or the
classification which was assigned to be represented on the
commission.
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c. The member's conviction of a felony or crime involving moral
turpitude.
d. The member's absence from three regular, consecutive meetings
of the commission, unless excused by majority vote of such
board or commission expressed in its official minutes.
e. The member has submitted a resignation which resignation has
been accepted by the City Council.
f. The membership has been terminated by ama. iority vote of the
City Council.
g. The member has graduated from high school.
h. The member is promoted or transferred to another school.
Upon the occurrence of an event of vacancy as hereinabove listed, the
City council shall so declare the office to be vacant, and shall
expeditiously take such steps as are necessary to fill said vacancy.
B. Number of Terms
1. Voting Members
a. Initial classification of members shall be consistent with Section.
602(b) of the Charter.
b. No voting member shall be appointed to more than two terms
except as herein provided
c. A voting member assigned to an initial term of less than two
years may be appointed at the natural expiration of their initial
term to two terms in addition to their initial term. A voting
member who currently occupies an office under an initial term
may not be appointed to fill the unexpired term of another office
which has become vacant.
d. A voting member appointed to the commission to fill the
unexpired term of an office of a voting member which has
become vacant ("unexpired term") which has less than two years
remaining on said unexpired term, may be appointed to two
terms in addition to their unexpired term. A voting member who
currently occupies an office may not be re-appointed to fill the
unexpired term of another office which has become vacant.
2, General Ex-officio Members
General ex-officio members may be reappointed without limitation as to
number of temps.
3. Staff Ex-officio Member
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The staff ex-officio member shall serve at the pleasure of the City
Council.
2.46.060 Operation of Commission.
A. Time of Meetings
The commission shall meet monthly. Monthly meetings will be utilized for
training and leadership workshops conducted by the commission's liaison staff
and the senior commissioners themselves.
B. Place of Meetings
Unless the commission shall otherwise establish another regular place for its
meetings and advise the City Clerk accordingly, the commission shall meet in the
Library Conference Room in the Civic Center branch of the Chula Vista Public
Library located at 365 F Street, Chula Vista, or at such other place as may be
posted upon the door of said conference room at least thirty minutes in advance of
the meeting.
C. Conduct of Meetings
The meetings of the commission, and notice thereof, shall be governed by the
same rules and regulations by which the City Council is bound in the conduct of
public meetings.
D. Quorum
A majority of the voting membership shall constitute a quorum for the transaction
of business.
E. Resolutions
The affirmative vote of a majority of the entire membership shall be required for
the passage of any resolution of the commission.
F. Reports and Recommendations
All reports and recommendations shall be made in writing.
G. Staff Support
1. All officers and department heads shall cooperate with and render
reasonable assistance to the commission. The City Manager may make
available staff and clerical support to the commission to fulfill its
functions and duties provided such staff and clerical support is available.
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2. The commission's liaison staff shall provide regular communications with
the members of the commission to effectively facilitate the timely
exchange of information in the form of projects, tasks or requests.
3. Staff shall be given flexibility to address issues which may arise during the
three-year trial period that could hamper the program's success.
H. Rules and Regulations
The commission may make such rules and regulations not inconsistent with the
provisions of this chapter.
2.46.070 Rules and Regulations
(Section repealed by Ord. 2555 § 1 (part), 1993; Ord 1335 § 1 (part), 1971; Ord 1283 § 1
(part), 1970; prior code § 1.602 (g)).
2.46.080 Meetings-Quorum
(Section repealed by Ord. 2555 § 1 (part), 1993; Ord 1335 § 1 (part), 1971; Ord 1283 § 1
(part), 1970; prior code § 1.602 (g)).
2.46.090 Ad hoc committees
(Section repealed by Ord. 2555 § 1 (part), 1993; Ord 1335 § 1 (part), 1971; Ord 1283 § 1
(part), 1970; prior code § 1.602 (g)).
2.46.100 Duties and functions designated
(Section repealed by Ord. 2555 § 1 (part), 1993; Ord 1335 § 1 (part), 1971; Ord 1283 § 1
(part), 1970; prior code § 1.602 (g)).
2.46.110 Staff assistance and funding
(Section repealed by Ord 2555 § 1 (part), 1993; Ord 1335 §1 (part), 197l; Ord 1283 81
(part), 1970; prior code §1.604).
2.46.120 Sunset clause
This chapter shall remain in effect only until four years after it was approved and signed
by Council, and as of that date is repealed, unless a later enacted ordinance extends or deletes
that date.
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SECTION II: This ordinance shall take effect and be in full force on the thirteenth day
from and after its second reading and adoption.
Presented by Approved as to form by
David Palmer C.~tt~Ai ~)
Deputy City Manager tomey
J:\Attorney\ord\chapter 2.46
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