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HomeMy WebLinkAbout2014-03-12 e-packet Staff Report DATE: March 12, 2014 TO: Mayor and City Council FROM: Patrick O’Keeffe, Economic & Community Development Consultant SUBJECT: PUBLIC HEARING ON THE 2014-2015 ONE YEAR ACTION PLAN FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM RECOMMENDATION It is recommended that the City Council hear public testimony on the City's housing, community, and economic development needs for the 2014-2015 One Year Action Plan and provide direction to the Community Development Block Grant (CDBG) Subcommittee regarding funding priorities. BACKGROUND/DISCUSSION The U.S. Department of Housing and Urban Development (HUD) requires local jurisdictions to prepare a One Year Action Plan (“Action Plan”) in order to receive funds through the Community Development Block Grant (CDBG) Program. As part of the development of the Action Plan, the City is required to hold two public hearings. The purpose of the March 12, 2014 public hearing is to obtain citizens’ views on housing, community, and economic development needs which will inform the Action Plan. Additionally, for those nonprofit organizations seeking CDBG funds, they may use the public hearing to make brief comments to City Council regarding their programs. The City Council may take this opportunity to ask the nonprofit organizations questions regarding their proposed activities and to give direction to the CDBG Subcommittee on priorities for funding. This public hearing was announced in the San Mateo County Times on February 24, 2014. The second public hearing, planned for April 23, 2014 is to adopt the Action Plan and make final allocations for CDBG funding. FUNDS AVAILABLE FOR FY 14-15 The City has not yet received notification from HUD of its entitlement amount for FY 14-15 however the City anticipates a 5% reduction from the prior year (FY 13-14) or approximately $400,233 for FY 14-15. Staff also recommends budgeting $200,000 in prior years uncommitted funds /program income along with an estimated $35,000 in program income estimated to be received during FY 14-15. This gives the City an estimated CDBG budget of $635,233 for FY 14-15, which is Staff Report Subject: PUBLIC HEARING ON THE 2014-2015 ONE YEAR ACTION PLAN FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Page No 2 $236,065 less than the FY 13-14 budget. Additionally, staff will provide the City Council with a more definitive budget once HUD makes the allocation announcement which is expected to occur on March 15, 2014. For further information please see Exhibit A. Pursuant to federal spending limitations, a total of 15% of the entitlement amount plus 15% of prior year program income (from FY 13-14) may be allocated to nonprofit organizations for public service activities. The City anticipates the total spending limit for public services (entitlement plus program income) to be $67,050 for next year. Last year, the City allocated $77,898 for public service activities. CDBG administration costs (City staff time to administer the grant) also have a mandated spending limitation of 20% of the entitlement amount plus 20% of estimated current year program income (from FY 14-15). The approximate spending limitation for administrative costs is $87,047, a reduction from last year’s $94,260 administration allocation. These spending limits are mandated by congressional statute and may not be exceeded with CDBG funds. PROPOSED ACTIVITIES The City issued a request for proposals (RFP), with a grant minimum of $10,000, for FY 14-15 CDBG funds for public services, fair housing, minor home repair programs, housing activities, and public facility improvement projects on December 13, 2013. The applications were made available online from December 13, 2013 to January 24, 2014. Additionally, an invitation to submit proposals was published in the San Mateo County Times on December 13, 2014 and an email notification was sent to the City’s community service providers list. Please see Exhibits B through E for further application information. • Public Service Activities The City received sixteen (16) applications from non-profits for public service funding this year. In addition to the $10,000 grant minimum, the City also follows a two-year funding cycle for public service activities. The second year funding is contingent upon available resources and contract compliance. Project proposals and budgets reflect a one-year program that would renew the same goals and objectives for the following year. FY 14-15 is the start of a new two year cycle. As mentioned above, there is a spending limitation for public services and the City anticipates $67,050 available for next year. • Housing Activities The City received zero (0) applications for larger-scale housing activities (e.g. acquisition, multi-family housing rehabilitation) however the City did receive four (4) applications for minor home repair programs and will be implementing the City-Sponsored Housing Rehabilitation Program, which is not included in the RFP process. Minor Home Repair Programs The City received four (4) applications for minor home repair programs. Like the public service activities, minor home repair programs follow a two-year funding cycle. However, unlike public services there are no federal spending limits on minor home repair programs. Staff recommends budgeting $60,000 for minor home repair Staff Report Subject: PUBLIC HEARING ON THE 2014-2015 ONE YEAR ACTION PLAN FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Page No 3 programs which is an increase of $16,500 from the prior year. City-Sponsored Housing Rehabilitation Program The City's Housing Rehabilitation Program assists low and moderate-income homeowners with housing loans and/or grants to rehabilitate their homes. This program includes the Housing Rehabilitation Loan Program, Debris Box Voucher Program, and Emergency Home Repair Voucher Program. Staff is requesting $220,000 for this program which is $55,000 decrease from the prior year due to a decrease in funding available. • Public Facility Improvement Projects The City also received zero (0) applications for non-profit-owned public facility improvement projects (e.g. Boys & Girls Club Project). However, the Parks and Recreation Department has requested funding for ADA improvements at city-owned parks. In the last few years, a significant amount of CDBG funding has been used for ADA improvement projects such as the picnic/BBQ upgrades at Buri Buri Park, the Magnolia Senior Center elevator refurbishment, and the safety surfacing at the City Hall Tot Lot. Pursuant to the February 19, 2014 City Council Study Session on economic development, the City Council has decided to shift its CDBG priorities towards revitalizing the Downtown instead of city- owned facility improvement projects. • Downtown Public Right of Way (ROW) Improvement Projects As discussed at the February 19, 2014 City Council Study Session, staff has proposed that the City Council allocate CDBG funding towards Public Right of Way (ROW) Improvements in the Downtown. This funding is to include the reallocation of funding historically designated for the City-Sponsored Commercial Rehabilitation Program (i.e. Downtown Façade Improvement Program), which is recommended to be funded by General Fund dollars instead in FY 14-15. If approved by the City Council as part of the FY 14-15 operating budget, the City will allocate $200,000 in CDBG funding to prioritize and implement ROW projects identified in the Downtown Station Area Plan (DSAP), which is to be reviewed by City Council in summer 2014 for adoption. HOME ADMINISTRATIVE FUNDS/FAIR HOUSING The County of San Mateo (“County”) HOME Consortium provides the City one percent (1%) of its federal HOME entitlement amount on a yearly basis for administration costs. The City has targeted these funds to fair housing activities since the CDBG regulations require the City to affirmatively further fair housing and fair housing activities can only be funded from administration or public service funds. The County has not notified the City of its FY 14-15 HOME entitlement amount. However, the City anticipates its FY 14-15 HOME allocation to be $8,569; this is a reduction of approximately 5% from its FY 13-14 allocation of $9,020. In FY 12-13 the HOME Administrative funds were allocated to Project Sentinel, a non-profit fair housing provider, for a two-year cycle. Project Sentinel has submitted an application for the upcoming two-year cycle and is the only applicant to submit an application for fair housing. CDBG FUNDS Estimated FY 14‐15 Entitlement Allocation 400,233         FY 13‐14 CDBG Entitlement Allocation421,298        Estimated % Reduction 5% Estimated Reduction21,065            Prior Years Uncommitted Funds & Program Income 200,000         Estimated FY 14‐15 Program Income 35,000           TOTAL CDBG635,233         HOME ADMINISTRATIVE FUNDS Estimated FY 14‐15 HOME Administrative Funds 8,569              FY 13‐14 HOME Allocation9,020             Estimated % Reduction 0                     Estimated Reduction451                TOTAL AVAILABLE (All Sources)         643,802  Exhibit A Community Development Block Grant Program FY 2014‐2015 Estimated Funds Available 1 Organization Program  FY 13‐14 Amount Received   FY 14‐15 Amount Requested  #PUBLIC SERVICE ACTIVITIES 1Bay Area Legal Aid Domestic Violence Legal Safety Net Project10,000$    15,000$               2Community Overcoming Relationship Abuse (CORA)CORA Emergency Shelter Program N/A10,000$               3Health Mobile Dental Care for Children 10,000$    17,000$               4Human Investment Project (HIP Housing)Home Sharing Program N/A10,000$               5John Papan Memorial John's Closet 5,000$      5,000$                 6Latino Commission Entre Familia Community Services N/A20,000$                7Legal Aid Society of San Mateo County Homesavers N/A10,000$               8Parca Family Support Services N/A10,000$               9Peninsula Family Service Leo J Ryan Child Development Center N/A10,000$               10Rape Trauma Services Center Sexual Assault Services 10,000$    10,000$               11Renaissance Entrepreneurship Center Redwood City Entrepreneurship Training N/A25,000$                12Salvation Army Rental Assistance Program 24,000$    48,000$               13Samaritan House Safe Harbor N/A10,000$               14Sitike Counseling Center Counseling 8,898$      10,000$               15StarVista Transitional Housing Placement Plus N/A15,000$               16Youth Service Bureau Latino Parents Group 10,000$    10,000$               Subtotal 77,898$     235,000$            $          67,050  #MINOR HOME REPAIR PROGRAMS 17Center for Independence of Individuals with Disabilities (CID)Housing Accessibility Modification (HAM)13,500$     13,500$                18El Concilio of San Mateo County Peninsula Minor Home Repair N/A50,000$               19Rebuilding Together Peninsula National Rebuilding Day 10,000$    12,000$               20Rebuilding Together Peninsula Safe at Home 20,000$    25,000$               Subtotal 43,500$     100,500$            $          60,000  #FAIR HOUSING ACTIVITIES 21Project Sentinel Fair Housing 8,901$      10,000$               $            8,569  # 22City of South San Francisco CDBG Administration 94,260$    87,047$               $          87,047  # 23City of South San Francisco Public Right of Way (ROW) Improvements**N/A200,000$            24City of South San Francisco City‐Sponsored Housing Rehabilitation Prog***275,000$  220,000$            Subtotal 275,000$  420,000$            $        421,136  Total Funds Requested852,547$        Total Estimated Funds Available643,802$        *15% of Estimated Entitlement Amount (FY 14‐15) = $60,035; 15% of Estimated Prior Year Program Income (FY 13‐14) = $7,015 ** The amount requested for Public ROW Improvements does not included staffing costs to manage the projects *** The amount request for the City‐Sponsored Housing Rehabilitation Program does include staffing costs to administer the program Estimated CDBG Funds Available for Housing Rehabilitation & Public Right of Way Projects CITY‐SPONSORED HOUSING & PUBLIC RIGHT OF WAY PROJECTS Estimated HOME Funds Available for Fair Housing Activities Estimated CDBG Funds Available for Public Service Activities*  Estimated CDBG Funds Available for CDBG Administration Exhibit B Fund Request Summary Community Development Block Grant Program FY 14‐15 Applications CDBG ADMINISTRATION Estimated CDBG Funds Available for Minor Home Repair Programs 2 COMMUNITY DEVELOPMENT BLOCK GRANT SUMMARY OF APPLICATIONS FY 2014-2015 Proposed Individuals Actual Served % Proposed Individuals Actual Served YTD (only includes Qtr 1 & Qtr 2)% 1 Bay Area Legal Aid Domestic Violence Legal Safety Net Project $ 425,790.00 $ 402,461.00 $15,000.00 4%100%70 $ 214.29 67 65 97%70 29 41% Legal services for domestic violence survivors and their families to help ensure their escape from domestic violence 2 Community Overcoming Relationship Abuse (CORA) CORA Emergency Shelter Program $ 3,422,100.00 N/A $10,000.00 N/A 100%6 $ 1,666.67 N/A N/A N/A N/A N/A N/A Emergency shelters serving victims and survivors of domestic violence and their children for up to 6 months 3 Health Mobile* Dental Care for Children $ 699,000.00 $ 699,000.00 $17,000.00 2%95%210 $ 80.95 140 138 99%140 0*0% Provides free, onsite, comprehensive dental care to low- income children at school sites in South San Francisco 4 Human Investment Project (HIP Housing) Home Sharing Program $ 1,584,288.00 $ 602,280.00 $10,000.00 2%100%130 $ 76.92 120 144 120%N/A N/A N/A Interviews and screens clients for housing, provides resources to clients with the potential of matching persons in affordable home sharing arrangements 5 John Papan Memorial John's Closet $ 60,000.00 $ 60,000.00 $ 5,000.00 8%0%155 $ 32.26 204 155 76%186 105 56% John's Closet provides new clothes to school-aged children in need 6 Latino Commission on Alcohol and Drug Abuse Services Entre Familia Community Services $ 148,000.00 $ 60,000.00 $20,000.00 33%100%280 $ 71.43 N/A N/A N/A N/A N/A N/A Helps stabilize the health and well- being of our communities through outpatient services and community outreach 7 Legal Aid Society of San Mateo County Homesavers $ 282,625.00 $ 228,600.00 $10,000.00 4%100%256 $ 40.00 N/A N/A N/A N/A N/A N/A Legal assistance and advocacy for people threatened with losing their homes or living in substandard conditions 8 Parca Family Support Services $ 2,858,098.00 $ 76,114.00 $10,000.00 13%100%123 $ 78.13 144 126 88%N/A N/A N/A Provides one-on-one and family support to low-income families dealing with developmental disabilities 9 Peninsula Family Service Leo J Ryan Child Development Center $10,243,570.00 $ 634,445.00 $10,000.00 2%84%270 $ 37.04 N/A N/A N/A N/A N/A N/A Child development services for children ages 2-5 **Note that the Health Mobile's mobile dental clinic only serves South San Francisco schools in the spring time. Therefore, Health Mobile doesn't report any clients served until Quarter 4 Project Narrative % of CDBG Grant Used for Salaries Proposed Agency Budget Proposed Program Budget Total SSF CDBG Request % of Program Budget Paid by CDBG Proposed Individuals for FY 14-15#Organization Program PUBLIC SERVICE ACTIVITIES Individuals Served FY 12-13 Individuals Served FY 13-14 Cost Per Individual for FY 14-15 City of South San Francisco 1/31/2014 Exhibit C 3 COMMUNITY DEVELOPMENT BLOCK GRANT SUMMARY OF APPLICATIONS FY 2014-2015 Proposed Individuals Actual Served % Proposed Individuals Actual Served YTD (only includes Qtr 1 & Qtr 2)% 10 Rape Trauma Services Center Sexual Assault Services $ 604,940.00 $ 275,895.00 $10,000.00 4%100%50 $ 200.00 130 136 105%130 57 44% Provides mental health services to address multiple healing needs of child survivors of sexual trauma 11 Renaissance Entrepreneurship Center Redwood City Entrepreneurship Training Program $ 4,201,364.00 $ 800,000.00 $25,000.00 3%100%35 $ 714.29 N/A N/A N/A N/A N/A N/A Entrepreneurship training programs for lower-income individuals, promoting the launch and growth of sustainable new businesses, jobs, and lasting economic development 12 Salvation Army Rental Assistance Program $ 404,327.00 $ 119,480.00 $48,000.00 40%100%50 $ 960.00 N/A N/A N/A N/A N/A N/A Provides much needed rental assistance and housing stability to low income families 13 Samaritan House Safe Harbor $ 6,311,801.00 $ 1,390,582.00 $10,000.00 1%100%63 $ 158.73 N/A N/A N/A N/A N/A N/A Provides emergency and transitional shelter for homeless adults 14 Sitike Counseling Center Counseling $ 57,922.00 $ 48,455.00 $10,000.00 21%100%17 $ 588.24 70 36 51%17 12 71% Provides substance abuse, mental health, and violence prevention services 15 StarVista Transitional Housing Placement Plus $11,489,000.00 $ 265,860.00 $15,000.00 6%87%13 $ 1,153.85 18 13 72%N/A N/A N/A Subsidized apartments and case management services for emancipated foster youth ages 18- 25, plus essential life skills training and assistance for employment or school 16 Youth Service Bureau Latino Parents Group $ 11,508.00 $ 10,000.00 $10,000.00 100%89%40 $ 250.00 50 21 42%40 23 58% Psycho-social support group for low-income, Spanish-speaking parents of high risk children and youth SSF CDBG Request #Organization Program Proposed Agency Budget Proposed Program Budget Total Project Narrative % of Program Budget Paid by CDBG % of CDBG Grant Used for Salaries Proposed Individuals for FY 14-15 PUBLIC SERVICE ACTIVITIES Cost Per Individual for FY 14-15 Individuals Served FY 12-13 Individuals Served FY 13-14 City of South San Francisco 1/31/2014 Exhibit C 4 COMMUNITY DEVELOPMENT BLOCK GRANT SUMMARY OF APPLICATIONS FY 2014-2015 Proposed Households Actual Served % Proposed Households Actual Served Year-To-Date (only includes Qtr 1 & Qtr 2)% 17 Center for Independence of Individuals with Disabilities Housing Accessibility Modification (HAM) $ 413,255.00 $ 128,500.00 $13,500.00 11%92%25 $ 540.00 20 8 40%20 3 15% Provides modifications to homes of persons with disabilities to improve accessibility and increase safety 18 El Concilio of San Mateo County Peninsula Minor Home Repair $ 409,305.00 $ 250,000.00 $50,000.00 20%74%35 $ 1,428.57 N/A N/A N/A N/A N/A N/A Provides minor home repair services to homes which do not initially qualify for Energy Savings 19 Rebuilding Together Peninsula** National Rebuilding Day $ 1,683,690.00 $ 797,250.00 $12,000.00 2%0%3 $ 4,000.00 3 3 100%3 0**0% Volunteer home repair and renovation for low-income neighbors 20 Rebuilding Together Peninsula Safe at Home $ 1,683,690.00 $ 408,990.00 $25,000.00 6%68%16 $ 1,562.50 15 15 100%15 4 27% Volunteer minor home repair and renovation services for low-income households *Note that housing activities report on households served NOT individuals **Note that Rebuilding Together's National Rebuilding Day is a one day event held the last weekend in April. Therefore, Rebuilding Together doesn't report clients served until Quarter 4 Proposed Individuals Actual Served % Proposed Individuals Actual Served Year-To-Date (only includes Qtr 1 & Qtr 2)% 21 Project Sentinel Fair Housing $ 1,541,150.00 $ 137,403.00 $10,000.00 7%68%91 $ 109.89 100 50 50%73 77 105% Provides comprehensive fair housing services of complaint investigation, community outreach, and education FAIR HOUSING ACTIVITIES Households Served FY 13-14* MINOR HOME REPAIR PROGRAMS #Organization Program Proposed Agency Budget Project Narrative Proposed Program Budget Total SSF CDBG Request % of Program Budget Paid by CDBG Households Served FY 12-13*% of CDBG Grant Used for Salaries Proposed Households for 2014- 2015 Cost Per Household for FY 14-15 #Organization Program Proposed Agency Budget Proposed Program Budget Total SSF CDBG Request Project Narrative % of Program Budget Paid by CDBG % of CDBG Grant Used for Salaries Proposed Individuals for 2014- 2015 Cost Per Individual for FY 14-15 Individuals Served FY 12-13 Individuals Served FY 13-14 City of South San Francisco 1/31/2014 Exhibit C 5 Go o d  ‐   co u l d  se r v e  as  a mo d e l  un d e r  th i s  cr i t e r i a Ac c e p t a b l e  ‐  pe r f o r m i n g  as  ex p e c t e d Po o r   ‐  im p r o v e m e n t s  ne e d e d  in  th i s  ar e a No t  Ac c e p t a b l e  ‐   ar e a  of  co n c e r n  an d  ma y  be  gr o u n d s  to  ce a s e  fu n d i n g Me e t s  CD B G   Na t i o n a l   Ob j e c t i v e s Ge o g r a p h i c Pr i o r i t y N e e d s / B e n e f i t Ef f i c i e n t  Us e of  Re s o u r c e s Or g a n i z a t i o n a l Ca p a c i t y Demonstrated EffectivenessOverall Performance 1 Ba y  Ar e a Le g a l  Ai d   Do m e s t i c  Vi o l e n c e   Le g a l  Sa f e t y  Ne t   Pr o j e c t YE S Po o r   Si t e  an d   se r v i c e s   ou t s i d e  of  SS F Go o d Al l  be n e f i c i a r i e s  ar e  wi t h i n   an  ap p r o p r i a t e  ta r g e t   gr o u p ;  pr o v i d e s  se r v i c e s   th a t  ot h e r  or g a n i z a t i o n s   do  no t  pr o v i d e Po o r / A c c e p t a b l e Fu n d s  ar e  we l l  le v e r a g e d   ho w e v e r  Ba y  Le g a l ' s   pr o p o s e d  ag e n c y ‐wi d e   op e r a t i n g  bu d g e t  sh o w s  a  de f i c i t  of  ~ $3 7 5 , 0 0 0 Go o d St r o n g  fi s c a l  ma n a g e m e n t ,   pr o v i d e s  ti m e l y  an d   me a n i n g f u l  re p o r t s  an d  has  hi g h l y  qu a l i f i e d  st a f f Good Exceeded proposed goals in FY 11‐12 & met proposed goals in FY 12‐13Acceptable/Good 2 Co m m u n i t y   Ov e r c o m i n g   Re l a t i o n s h i p  Ab u s e CO R A  Em e r g e n c y   Sh e l t e r  Pr o g r a m YE S Po o r   Si t e  an d   se r v i c e s   ou t s i d e  of  SS F Go o d Al l  be n e f i c i a r i e s  ar e  wi t h i n   an  ap p r o p r i a t e  ta r g e t   gr o u p ;  pr o v i d e s  se r v i c e s   th a t  ot h e r  or g a n i z a t i o n s   do  no t  pr o v i d e Po o r / A c c e p t a b l e Pr o g r a m  Bu d g e t   in c o m p l e t e  on  ap p l i c a t i o n ,   ag e n c y ‐wi d e  bu d g e t   in c o r r e c t l y  co m p l e t e d  on   ap p l i c a t i o n ,  an d  ag e n c y ‐ wi d e  op e r a t i n g  bu d g e t   sh o w s  a de f i c i t  of   $1 0 2 , 0 0 0 No t  Av a i l a b l e No t  fu n d e d  in  FY  11 ‐12, FY  12 ‐13  or  FY  13 ‐14Not Available Not funded in FY 11‐12, FY 12‐13 or FY 13‐14 Acceptable**Note that the City has not funded this program in recent years therefore parts of this evaluation are incomplete 3 He a l t h  Mo b i l e De n t a l  Ca r e  fo r   Ch i l d r e n YE S  Ac c e p t a b l e Si t e  ou t s i d e ,   bu t  se r v i c e s   wi t h i n  SS F Ac c e p t a b l e Ma j o r i t y  of  be n e f i c i a r i e s   ar e  wi t h i n  an  ap p r o p r i a t e   ta r g e t  gr o u p ;  pr o v i d e s   se r v i c e s  th a t  ot h e r   or g a n i z a t i o n s  do  no t   pr o v i d e Ac c e p t a b l e 58 %  of  ag e n c y ‐wi d e   bu d g e t  is  go v e r n m e n t   gr a n t s / c o n t r a c t s  ho w e v e r   pr o g r a m  ut i l i z e s  SS F  CD B G   fu n d s  we l l Ac c e p t a b l e Ac c e p t a b l e  fi s c a l   ma n a g e m e n t ,  qu a l i f i e d   Pe r s o n n e l ,  co u l d  im p r o v e   re p o r t / i n v o i c e  su b m i s s i o n s   an d  me t h o d s  fo r  co l l e c t i n g   cl i e n t  da t a Acceptable Meets proposed goals Acceptable 4 Hu m a n  In v e s t m e n t   Pr o j e c t  (H I P   Ho u s i n g ) Ho m e  Sh a r i n g   Pr o g r a m YE S  Ac c e p t a b l e Si t e  ou t s i d e ,   bu t  se r v i c e s   wi t h i n  SS F Ac c e p t a b l e Ma j o r i t y  of  be n e f i c i a r i e s   ar e  wi t h i n  an  ap p r o p r i a t e   ta r g e t  gr o u p ;  pr o v i d e s   se r v i c e s  th a t  ot h e r   or g a n i z a t i o n s  do  no t   pr o v i d e Ac c e p t a b l e / G o o d Fu n d s  ar e  we l l  le v e r a g e d   ho w e v e r  app r o x i m a t e l y   1/ 3  of  pr o g r a m  bu d g e t   co m e s  fr o m  go v e r n m e n t   gr a n t s / c o n t r a c t s Go o d St r o n g  fi s c a l  ma n a g e m e n t ,   pr o v i d e s  ti m e l y  an d   me a n i n g f u l  re p o r t s  an d  has  hi g h l y  qu a l i f i e d  st a f f Acceptable*Not funded in FY 13‐14 however funded in FY 12‐13 and exceeded proposed goalAcceptable*HIP's proposed goals represent number of people screened for the home sharing program, goals do not reflect number of people actually placed into homesharing. Staff recommends that, if funded, HIP provide proposed goals of people matched not screened as this better represents the service being provided.  Ra t i n g s  Le g e n d PU B L I C  SE R V I C E S CO M M U N I T Y  DE V E L O P M E N T  BL O C K  GR A N T FY  14 ‐15  AP P L I C A T I O N  EV A L U A T I O N S Staff NotesCDBG Subcommittee Input Pr o g r a m Or g a n i z a t i o n # Ev a l u a t i o n  Cr i t e r i a Ex h i b i t D 6 Go o d  ‐   co u l d  se r v e  as  a mo d e l  un d e r  th i s  cr i t e r i a Ac c e p t a b l e  ‐  pe r f o r m i n g  as  ex p e c t e d Po o r   ‐  im p r o v e m e n t s  ne e d e d  in  th i s  ar e a No t  Ac c e p t a b l e  ‐   ar e a  of  co n c e r n  an d  ma y  be  gr o u n d s  to  ce a s e  fu n d i n g Me e t s  CD B G   Na t i o n a l   Ob j e c t i v e s Ge o g r a p h i c Pr i o r i t y N e e d s / B e n e f i t Ef f i c i e n t  Us e of  Re s o u r c e s Or g a n i z a t i o n a l Ca p a c i t y Demonstrated EffectivenessOverall Performance Ra t i n g s  Le g e n d CO M M U N I T Y  DE V E L O P M E N T  BL O C K  GR A N T FY  14 ‐15  AP P L I C A T I O N  EV A L U A T I O N S Staff NotesCDBG Subcommittee Input Pr o g r a m Or g a n i z a t i o n # Ev a l u a t i o n  Cr i t e r i a 5 Jo h n  Pa p a n   Me m o r i a l Jo h n ' s  Cl o s e t Y E S Po o r   Si t e  an d   se r v i c e s   ou t s i d e  of  SS F Go o d Al l  be n e f i c i a r i e s  ar e  wi t h i n   an  ap p r o p r i a t e  ta r g e t   gr o u p ;  pr o v i d e s  se r v i c e s   th a t  ot h e r  or g a n i z a t i o n s   do  no t  pr o v i d e Go o d   SS F  CD B G  fu n d s  go  di r e c t l y   to  cl i e n t s  as  pr o g r a m  is   ru n  co m p l e t e l y  by   vo l u n t e e r s Ac c e p t a b l e Ag e n c y  ha s  a we a k e r   or g a n i z a t i o n a l  ca p a c i t y   be c a u s e  it ' s  an  al l  vo l u n t e e r   ba s e d  or g a n i z a t i o n Acceptable Meets proposed goals Acceptable 6 La t i n o  Co m m i s s i o n   on  Al c o h o l  an d   Dr u g  Ab u s e   Se r v i c e s En t r e  Fa m i l i a   Co m m u n i t y  Se r v i c e s YE S Go o d Si t e  an d   se r v i c e s   wi t h i n  SS F Ac c e p t a b l e Al l  be n e f i c i a r i e s  ar e  wi t h i n   an  ap p r o p r i a t e  ta r g e t   gr o u p  bu t  ot h e r   or g a n i z a t i o n s  pr o v i d e  a  si m i l a r  se r v i c e  (e . g .  Si t i k e ) Po o r / A c c e p t a b l e 1/ 3  of  pr o p o s e d  pr o g r a m   bu d g e t  co m e s  fr o m  SS F   CD B G  Fu n d s  & 90 %  of   ag e n c y ‐wi d e  bu d g e t   co m e s  fr o m  go v e r n m e n t   gr a n t s No t  Av a i l a b l e No t  fu n d e d  in  FY  11 ‐12, FY  12 ‐13  or  FY  13 ‐14Not Available Not funded in FY 11‐12, FY 12‐13 or FY 13‐14Acceptable**Note that the City has not funded this program in recent years therefore parts of this evaluation are incomplete 7 Le g a l  Ai d  So c i e t y H o m e s a v e r s Y E S Po o r   Si t e  an d   se r v i c e s   ou t s i d e  of  SS F Go o d Al l  be n e f i c i a r i e s  ar e  wi t h i n   an  ap p r o p r i a t e  ta r g e t   gr o u p ;  pr o v i d e s  se r v i c e s   th a t  ot h e r  or g a n i z a t i o n s   do  no t  pr o v i d e Go o d   Fu n d s  ar e  we l l  le v e r a g e d  ‐   SS F  CD B G  fu n d s  on l y  ma k e   up  4%  of  pr o g r a m  bu d g e t Go o d St r o n g  fi s c a l  ma n a g e m e n t ,   pr o v i d e s  ti m e l y  an d   me a n i n g f u l  re p o r t s  an d  has  hi g h l y  qu a l i f i e d  st a f f Acceptable Not funded in FY 13‐14 or FY 12‐13 however funded in FY 11‐12 and exceeded proposed goalAcceptable/Good*Note that the City has not funded this program since FY 11‐12 therefore parts of this evaluation are based off of FY 11‐12 information 8 Pa r c a Fa m i l y  Su p p o r t   Se r v i c e s YE S  Ac c e p t a b l e Si t e  ou t s i d e ,   bu t  se r v i c e s   wi t h i n  SS F Ac c e p t a b l e Ma j o r i t y  of  be n e f i c i a r i e s   ar e  wi t h i n  an  ap p r o p r i a t e   ta r g e t  gr o u p ;  pr o v i d e s   se r v i c e s  th a t  ot h e r   or g a n i z a t i o n s  do  no t   pr o v i d e Ac c e p t a b l e / G o o d SS F  CD B G  fu n d s  on l y  ma k e   up  13 %  of  pr o g r a m  bu d g e t   ho w e v e r  ag e n c y ‐wi d e   bu d g e t  do e s n ' t  sh o w  wh a t   po r t i o n  of  bu d g e t  is   go v e r n m e n t   gr a n t s / c o n t r a c t s Go o d St r o n g  fi s c a l  ma n a g e m e n t ,   pr o v i d e s  ti m e l y  an d   me a n i n g f u l  re p o r t s  an d  has  hi g h l y  qu a l i f i e d  st a f f Acceptable Not funded in FY 13‐14 however funded in FY 12‐13 and met proposed goalAcceptableStaff has concerns regarding Parca's income verification methods, especially for outreach events held. Should Parca be awarded funding, income verification methods would need to be reviewed Ex h i b i t D 7 Go o d  ‐   co u l d  se r v e  as  a mo d e l  un d e r  th i s  cr i t e r i a Ac c e p t a b l e  ‐  pe r f o r m i n g  as  ex p e c t e d Po o r   ‐  im p r o v e m e n t s  ne e d e d  in  th i s  ar e a No t  Ac c e p t a b l e  ‐   ar e a  of  co n c e r n  an d  ma y  be  gr o u n d s  to  ce a s e  fu n d i n g Me e t s  CD B G   Na t i o n a l   Ob j e c t i v e s Ge o g r a p h i c Pr i o r i t y N e e d s / B e n e f i t Ef f i c i e n t  Us e of  Re s o u r c e s Or g a n i z a t i o n a l Ca p a c i t y Demonstrated EffectivenessOverall Performance Ra t i n g s  Le g e n d CO M M U N I T Y  DE V E L O P M E N T  BL O C K  GR A N T FY  14 ‐15  AP P L I C A T I O N  EV A L U A T I O N S Staff NotesCDBG Subcommittee Input Pr o g r a m Or g a n i z a t i o n # Ev a l u a t i o n  Cr i t e r i a 9 Pe n i n s u l a  Fa m i l y   Se r v i c e   Le o  J Ry a n  Ch i l d   De v e l o p m e n t   Ce n t e r YE S Go o d Si t e  an d   se r v i c e s   wi t h i n  SS F Ac c e p t a b l e Al l  be n e f i c i a r i e s  ar e  wi t h i n   an  ap p r o p r i a t e  ta r g e t   gr o u p  bu t  ot h e r   or g a n i z a t i o n s  pr o v i d e  a  si m i l a r  se r v i c e  (e . g .  Ci t y ‐ sp o n s o r e d  Ch i l d  Ca r e ) Po o r / A c c e p t a b l e Fu n d s  ar e  we l l  le v e r a g e d   ho w e v e r  ap p l i c a t i o n   st a t e s  th e  pr o g r a m   cu r r e n t l y  ha s  an  op e r a t i n g   de f i c i t  of  $1 1 0 , 0 0 0 No t  Av a i l a b l e No t  fu n d e d  in  FY  11 ‐12, FY  12 ‐13  or  FY  13 ‐14Not Available Not funded in FY 11‐12, FY 12‐13 or FY 13‐14Acceptable**Note that the City has not funded this program in recent years therefore parts of this evaluation are incomplete 10 Ra p e  Tr a u m a   Se r v i c e s Se x u a l  As s a u l t   Se r v i c e s  fo r   Ch i l d r e n  an d  Yo u t h YE S  Ac c e p t a b l e Si t e  ou t s i d e ,   bu t  of f e r s   so m e  se r v i c e s   wi t h i n  SS F Go o d Al l  be n e f i c i a r i e s  ar e  wi t h i n   an  ap p r o p r i a t e  ta r g e t   gr o u p ;  pr o v i d e s  se r v i c e s   th a t  ot h e r  or g a n i z a t i o n s   do  no t  pr o v i d e Ac c e p t a b l e Fu n d s  ar e  we l l  le v e r a g e d   ho w e v e r  67 %  of  ag e n c y ‐ wi d e  op e r a t i n g  bu d g e t  is   go v e r n m e n t  gr a n t s Go o d St r o n g  fi s c a l  ma n a g e m e n t ,   pr o v i d e s  ti m e l y  an d   me a n i n g f u l  re p o r t s  an d  has  hi g h l y  qu a l i f i e d  st a f f Good Exceeded proposed goals in FY 11‐12 & FY 12‐13Good 11 Re n a i s s a n c e   En t r e p r e n e u r s h i p   Ce n t e r Re d w o o d  Ci t y   En t r e p r e n e u r s h i p   Tr a i n i n g  Pr o g r a m YE S Po o r   Si t e  an d   se r v i c e s   ou t s i d e  of  SS F Ac c e p t a b l e Al l  be n e f i c i a r i e s  ar e  wi t h i n   an  ap p r o p r i a t e  ta r g e t   gr o u p  bu t  ot h e r   or g a n i z a t i o n s  pr o v i d e  a  si m i l a r  se r v i c e  (e . g .  Sa n   Ma t e o  SB D C ) Go o d   SS F  CD B G  fu n d s  on l y  ma k e   up  3%  of  pr o g r a m  bu d g e t   an d  go v e r n m e n t  gr a n t s   on l y  ma k e  up  17 %  of   ag e n c y ‐wi d e  bu d g e t No t  Av a i l a b l e No t  fu n d e d  in  FY  11 ‐12, FY  12 ‐13  or  FY  13 ‐14Not Available Not funded in FY 11‐12, FY 12‐13 or FY 13‐14Acceptable**Note that the City has never funded this program before therefore parts of this evaluation are incomplete 12 Sa l v a t i o n  Ar m y Re n t a l  As s i s t a n c e   Pr o g r a m YE S Go o d Si t e  an d   se r v i c e s   wi t h i n  SS F Go o d Al l  be n e f i c i a r i e s  ar e  wi t h i n   an  ap p r o p r i a t e  ta r g e t   gr o u p ;  pr o v i d e s  se r v i c e s   th a t  ot h e r  or g a n i z a t i o n s   do  no t  pr o v i d e Go o d Al t h o u g h  SS F  CD B G  fu n d s   ma k e  up  10 0 %  of  pr o g r a m   bu d g e t ,  ot h e r  fu n d i n g  is   le v e r a g e d  to  co v e r  al l  st a f f   an d  ov e r h e a d  co s t s  so   th a t  al l  CD B G  fu n d s  go   di r e c t l y  to  cl i e n t s No t  Av a i l a b l e No t  fu n d e d  in  FY  11 ‐12  or FY  12 ‐13  an d  FY  13 ‐14  ap p l i c a t i o n  is  st i l l  pe n d i n g Not Available Not funded in FY 11‐12 or FY 12‐13 and FY 13‐14 application is still pendingGood**Note that the City has never funded this program before therefore parts of this evaluation are incomplete Ex h i b i t D 8 Go o d  ‐   co u l d  se r v e  as  a mo d e l  un d e r  th i s  cr i t e r i a Ac c e p t a b l e  ‐  pe r f o r m i n g  as  ex p e c t e d Po o r   ‐  im p r o v e m e n t s  ne e d e d  in  th i s  ar e a No t  Ac c e p t a b l e  ‐   ar e a  of  co n c e r n  an d  ma y  be  gr o u n d s  to  ce a s e  fu n d i n g Me e t s  CD B G   Na t i o n a l   Ob j e c t i v e s Ge o g r a p h i c Pr i o r i t y N e e d s / B e n e f i t Ef f i c i e n t  Us e of  Re s o u r c e s Or g a n i z a t i o n a l Ca p a c i t y Demonstrated EffectivenessOverall Performance Ra t i n g s  Le g e n d CO M M U N I T Y  DE V E L O P M E N T  BL O C K  GR A N T FY  14 ‐15  AP P L I C A T I O N  EV A L U A T I O N S Staff NotesCDBG Subcommittee Input Pr o g r a m Or g a n i z a t i o n # Ev a l u a t i o n  Cr i t e r i a 13 S a m a r i t a n  Ho u s e S a f e  Ha r b o r Y E S Go o d Si t e  an d   se r v i c e s   wi t h i n  SS F Ac c e p t a b l e Al l  be n e f i c i a r i e s  ar e  wi t h i n   an  ap p r o p r i a t e  ta r g e t   gr o u p  bu t  ot h e r   or g a n i z a t i o n s  pr o v i d e  a  si m i l a r  se r v i c e  (e . g .   In n V i s i o n  Sh e l t e r   Ne t w o r k ) Go o d   SS F  CD B G  fu n d s  on l y  ma k e   up  1%  of  pr o g r a m  bu d g e t   an d  go v e r n m e n t   gr a n t s / c o n t r a c t s  on l y   ma k e  up  21 %  of  ag e n c y ‐ wi d e  bu d g e t Go o d St r o n g  fi s c a l  ma n a g e m e n t ,   pr o v i d e s  ti m e l y  an d   me a n i n g f u l  re p o r t s  an d  has  hi g h l y  qu a l i f i e d  st a f f Acceptable Not funded in FY 12‐13 or FY 13‐14 however funded in FY 11‐12 and met proposed goalsAcceptable/Good**Note that the City has not funded this program since FY 11‐12 therefore parts of this evaluation are based off of FY 11‐12 information 14 Si t i k e  Co u n s e l i n g   Ce n t e r Si t i k e Y E S Go o d Si t e  an d   se r v i c e s   wi t h i n  SS F Po o r / A c c e p t a b l e Ma j o r i t y  of  be n e f i c i a r i e s   ar e  wi t h i n  an  ap p r o p r i a t e   ta r g e t  gr o u p  bu t  ot h e r   or g a n i z a t i o n s  pr o v i d e  a  si m i l a r  se r v i c e  (e . g .  La t i n o   Co m m i s s i o n ) Ac c e p t a b l e Fu n d s  ar e  we l l  le v e r a g e d   ho w e v e r  go v e r n m e n t   gr a n t s / c o n t r a c t s  ma k e  up   43 %  of  ag e n c y ‐wi d e   bu d g e t Go o d St r o n g  fi s c a l  ma n a g e m e n t ,   pr o v i d e s  ti m e l y  an d   me a n i n g f u l  re p o r t s  an d  has  hi g h l y  qu a l i f i e d  st a f f Poor Fell short of proposed goals in FY 11‐12 & FY 12‐13Acceptable 15 St a r  Vi s t a Tr a n s i t i o n a l   Ho u s i n g  Pl a c e m e n t   Pl u s YE S Go o d Si t e  an d   se r v i c e s   wi t h i n  SS F Go o d Al l  be n e f i c i a r i e s  ar e  wi t h i n   an  ap p r o p r i a t e  ta r g e t   gr o u p ;  pr o v i d e s  se r v i c e s   th a t  ot h e r  or g a n i z a t i o n s   do  no t  pr o v i d e Ac c e p t a b l e SS F  CD B G  fu n d s  on l y  ma k e   up  6%  of  pr o g r a m  bu d g e t   ho w e v e r  ~ 80 %  of  ag e n c y ‐ wi d e  bu d g e t  is   go v e r n m e n t   gr a n t s / c o n t r a c t s Go o d St r o n g  fi s c a l  ma n a g e m e n t ,   pr o v i d e s  ti m e l y  an d   me a n i n g f u l  re p o r t s  an d  has  hi g h l y  qu a l i f i e d  st a f f Poor Not funded in FY 13‐14 however fell short of proposed goals in FY 12‐13Acceptable/Good 16 Yo u t h  Se r v i c e   Bu r e a u  (Y S B ) La t i n o  Pa r e n t s   Gr o u p YE S Go o d Si t e  an d   se r v i c e s   wi t h i n  SS F Ac c e p t a b l e Al l  be n e f i c i a r i e s  ar e  wi t h i n   an  ap p r o p r i a t e  ta r g e t   gr o u p  bu t  ot h e r   or g a n i z a t i o n s  pr o v i d e  a  si m i l a r  se r v i c e Po o r SS F  CD B G  fu n d s  ma k e  87 %   of  pr o g r a m  bu d g e t Ac c e p t a b l e Pr o v i d e s  qu a l i t y  re p o r t s  &  ha s  hi g h l y  qu a l i f i e d  st a f f  but  re c e n t l y  re c e i v e d  au d i t   fi n d i n g s .  Ho w e v e r ,  YS B   is a  si n g u l a r  pr o g r a m  un d e r  the  YM C A  & as  su c h ,  th e  fi n d i n g s   di d  no t  sp e c i f i c a l l y  id e n t i f y   YS B  as  a pr o g r a m  of  co n c e r n . Poor Fell short of proposed goals in FY 11‐12 & FY 12‐13 Acceptable Ex h i b i t D 9 Go o d  ‐   co u l d  se r v e  as  a mo d e l  un d e r  th i s  cr i t e r i a Ac c e p t a b l e  ‐  pe r f o r m i n g  as  ex p e c t e d Po o r   ‐  im p r o v e m e n t s  ne e d e d  in  th i s  ar e a No t  Ac c e p t a b l e  ‐   ar e a  of  co n c e r n  an d  ma y  be  gr o u n d s  to  ce a s e  fu n d i n g Me e t s  CD B G   Na t i o n a l   Ob j e c t i v e s Ge o g r a p h i c Pr i o r i t y N e e d s / B e n e f i t Ef f i c i e n t  Us e of  Re s o u r c e s Or g a n i z a t i o n a l Ca p a c i t y Demonstrated EffectivenessOverall Performance Ra t i n g s  Le g e n d CO M M U N I T Y  DE V E L O P M E N T  BL O C K  GR A N T FY  14 ‐15  AP P L I C A T I O N  EV A L U A T I O N S Staff NotesCDBG Subcommittee Input Pr o g r a m Or g a n i z a t i o n # Ev a l u a t i o n  Cr i t e r i a 17 Ce n t e r  fo r   In d e p e n d e n c e  of   In d i v i d u a l s  wi t h   Di s a b i l i t i e s Ho u s i n g   Ac c e s s i b i l i t y   Mo d i f i c a t i o n s   (H A M ) YE S  Ac c e p t a b l e Si t e  ou t s i d e ,   bu t  se r v i c e s   wi t h i n  SS F Go o d Al l  be n e f i c i a r i e s  ar e  an   ap p r o p r i a t e  ta r g e t  gr o u p   an d  pr o v i d e s  se r v i c e s  th a t   ot h e r  or g a n i z a t i o n s  do  no t   pr o v i d e Po o r Bu d g e t  pr o v i d e d  in   ap p l i c a t i o n  is  in c o m p l e t e ,   ha s  a hi s t o r y  of  no t   ex p e n d i n g  al l  of  it s  gr a n t   al l o c a t i o n s ,  an d  ha s  ha d   is s u e s  wi t h  re c u p e r a t i n g   co s t s Po o r Ha s  re c e i v e d  ma n a g e m e n t   le t t e r s  in  re c e n t  au d i t s ,   ex p e r i e n c e d  ke y  st a f f   tu r n o v e r  an d  co u l d  im p r o v e   in v o i c e / r e p o r t  su b m i s s i o n s Poor Fell short of proposed goals in FY 12‐13Poor/AcceptableAlthough CID has received a Poor/Acceptable evaluation, CID does provide a very unique and needed service. Unlike other programs that provide accessibility modifications, CID has an occupational therapist that assesses each client's assessbility needs 18 El  Co n c i l i o  of  Sa n   Ma t e o  Co u n t y Pe n i n s u l a  Mi n o r   Ho m e  Re p a i r YE S  Ac c e p t a b l e Si t e  ou t s i d e ,   bu t  se r v i c e s   wi t h i n  SS F Ac c e p t a b l e Al l  be n e f i c i a r i e s  ar e  an   ap p r o p r i a t e  ta r g e t  gr o u p   bu t  ot h e r  or g a n i z a t i o n s   pr o v i d e  a si m i l a r  se r v i c e   (e . g .  Re b u i l d i n g  To g e t h e r ) Ac c e p t a b l e / G o o d SS F  CD B G  fu n d s  ma k e  up   20 %  of  pr o g r a m  bu d g e t ,   di d  no t  pr o v i d e  ag e n c y ‐ wi d e  bu d g e t  in  ap p l i c a t i o n No t  Av a i l a b l e No t  fu n d e d  in  FY  11 ‐12, FY  12 ‐13  or  FY  13 ‐14Not Available Not funded in FY 11‐12, FY 12‐13 or FY 13‐14 Acceptable**Note that the City has not funded this program in recent years therefore parts of this evaluation are incomplete. Proposed goals seem high/unrealistic compared to other similar programs (e.g Rebuilding Together) and prior year performance under County grants 19 Re b u i l d i n g   To g e t h e r  Pe n i n s u l a Na t i o n a l  Re b u i l d i n g   Da y YE S  Ac c e p t a b l e Si t e  ou t s i d e ,   bu t  se r v i c e s   wi t h i n  SS F Ac c e p t a b l e Al l  be n e f i c i a r i e s  ar e  an   ap p r o p r i a t e  ta r g e t  gr o u p   bu t  ot h e r  or g a n i z a t i o n s   pr o v i d e  a si m i l a r  se r v i c e   (e . g .  El  Co n c i l i o ) Go o d * SS F  CD B G  fu n d s  ma k e  up   2%  of  pr o g r a m  bu d g e t  an d   pr o g r a m  ut i l i z e s  vo l u n t e e r   la b o r Go o d St r o n g  fi s c a l  ma n a g e m e n t ,   pr o v i d e s  ti m e l y  an d   me a n i n g f u l  re p o r t s  an d  has  hi g h l y  qu a l i f i e d  st a f f Acceptable Meets proposed goalsAcceptable/Good 20 Re b u i l d i n g   To g e t h e r  Pe n i n s u l a Sa f e  at  Ho m e YE S  Ac c e p t a b l e Si t e  ou t s i d e ,   bu t  se r v i c e s   wi t h i n  SS F Ac c e p t a b l e Al l  be n e f i c i a r i e s  ar e  an   ap p r o p r i a t e  ta r g e t  gr o u p   bu t  ot h e r  or g a n i z a t i o n s   pr o v i d e  a si m i l a r  se r v i c e   (e . g .  El  Co n c i l i o ) Go o d * SS F  CD B G  fu n d s  ma k e  up   6%  of  pr o g r a m  bu d g e t  an d   pr o g r a m  ut i l i z e s  vo l u n t e e r   la b o r Go o d St r o n g  fi s c a l  ma n a g e m e n t ,   pr o v i d e s  ti m e l y  an d   me a n i n g f u l  re p o r t s  an d  has  hi g h l y  qu a l i f i e d  st a f f Acceptable Meets proposed goalsAcceptable/Good MI N O R  HO M E  RE P A I R  PR O G R A M S Ex h i b i t D 10 Go o d  ‐   co u l d  se r v e  as  a mo d e l  un d e r  th i s  cr i t e r i a Ac c e p t a b l e  ‐  pe r f o r m i n g  as  ex p e c t e d Po o r   ‐  im p r o v e m e n t s  ne e d e d  in  th i s  ar e a No t  Ac c e p t a b l e  ‐   ar e a  of  co n c e r n  an d  ma y  be  gr o u n d s  to  ce a s e  fu n d i n g Me e t s  CD B G   Na t i o n a l   Ob j e c t i v e s Ge o g r a p h i c Pr i o r i t y N e e d s / B e n e f i t Ef f i c i e n t  Us e of  Re s o u r c e s Or g a n i z a t i o n a l Ca p a c i t y Demonstrated EffectivenessOverall Performance Ra t i n g s  Le g e n d CO M M U N I T Y  DE V E L O P M E N T  BL O C K  GR A N T FY  14 ‐15  AP P L I C A T I O N  EV A L U A T I O N S Staff NotesCDBG Subcommittee Input Pr o g r a m Or g a n i z a t i o n # Ev a l u a t i o n  Cr i t e r i a 21 P r o j e c t  Se n t i n e l F a i r  Ho u s i n g Y E S Po o r   Si t e  an d   se r v i c e s   ou t s i d e  of  SS F Go o d Al l  be n e f i c i a r i e s  ar e  an   ap p r o p r i a t e  ta r g e t  gr o u p   an d  pr o v i d e s  se r v i c e s  th a t   ot h e r  or g a n i z a t i o n s  do  no t   pr o v i d e Ac c e p t a b l e Pr o j e c t  Se n t i n e l  di d  no t   re c e i v e  FH I P  gr a n t  fu n d i n g   fr o m  HU D  fo r FY  13 ‐14  wh i c h  is  a  si g n f i c a n t  fu n d i n g  so u r c e Ac c e p t a b l e / G o o d Ha s  ha d  fi n a n c i a l   ma n a g e m e n t  is s u e s  in  the  pa s t  ho w e v e r  ha s  made  im p r o v e m e n t s  si n c e  then,  pr o v i d e s  ti m e l y  an d   me a n i n g f u l  re p o r t s  an d  has  hi g h l y  qu a l i f i e d  st a f f Poor Fell short of proposed goals in FY 12‐13 Acceptable FA I R  HO U S I N G Ex h i b i t D 11 12 Organization Program FY 13-14 Amount Received FY 14-15 Amount Requested #PUBLIC SERVICE ACTIVITIES 1 Bay Area Legal Aid Domestic Violence Legal Safety Net Project 10,000$ 15,000$ 2 Community Overcoming Relationship Abuse (CORA)CORA Emergency Shelter Program N/A 10,000$ 3 Health Mobile Dental Care for Children 10,000$ 17,000$ 4 Human Investment Project (HIP Housing)Home Sharing Program N/A 10,000$ 5 John Papan Memorial John's Closet 5,000$ 5,000$ 6 Latino Commission on Alcohol and Drug Abuse Services Entre Familia Community Services N/A 20,000$ 7 Legal Aid Society of San Mateo County Homesavers N/A 10,000$ 8 Parca Family Support Services N/A 10,000$ 9 Peninsula Family Service Leo J Ryan Child Development Center N/A 10,000$ 10 Rape Trauma Services Center Sexual Assault Services 10,000$ 10,000$ 11 Renaissance Entrepreneurship Center Redwood City Entrepreneurship Training Prog N/A 25,000$ 12 Salvation Army Rental Assistance Program 24,000$ 48,000$ 13 Samaritan House Safe Harbor N/A 10,000$ 14 Sitike Counseling Center Counseling 8,898$ 10,000$ 15 StarVista Transitional Housing Placement Plus N/A 15,000$ 16 Youth Service Bureau Latino Parents Group 10,000$ 10,000$ Subtotal 77,898$ 235,000$ #MINOR HOME REPAIR PROGRAMS 17 Center for Independence of Individuals with Disabilities (CID)Housing Accessibility Modification (HAM)13,500$ 13,500$ 18 El Concilio of San Mateo County Peninsula Minor Home Repair N/A 50,000$ 19 Rebuilding Together Peninsula National Rebuilding Day 10,000$ 12,000$ 20 Rebuilding Together Peninsula Safe at Home 20,000$ 25,000$ Subtotal 43,500$ 100,500$ #FAIR HOUSING ACTIVITIES 21 Project Sentinel Fair Housing 8,901$ 10,000$ Subtotal 8,901$ 10,000$ # 22 City of South San Francisco CDBG Administration 94,260$ 87,047$ Subtotal 94,260$ 87,047$ # 23 City of South San Francisco Public Right of Way Improvement Projects N/A 200,000$ 24 City of South San Francisco City-Sponsored Housing Rehabilitation Prog 275,000$ 220,000$ Subtotal 275,000$ 420,000$ Exhibit E CDBG Applications 2014-2015 Table of Contents CDBG ADMINISTRATION CITY-SPONSORED HOUSING & PUBLIC RIGHT OF WAY ACTIVITIES 13 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Bay Area Legal Aid 2. Project Title: Domestic Violence Legal Safety Net Project We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons Redwood City $21,000 5% 100 26% $210.00 City of San Mateo $15,000 4% 70 18% $214.29 County of San Mateo $32,000 8% 150 38% $213.33 South San Francisco $15,000 4% 70 18% $214.29 Total $83,000 21% 390 100% $212.82 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required): Abused children Homeless persons  Victims of domestic violence Illiterate adults Elderly persons/seniors (age 62+) Persons living with AIDS Severely disabled adults Migrant farm workers Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Bay Area Legal Aid's Domestic Violence Legal Safety Net Project serves self-declared victims of domestic violence. Agency-wide, BayLegal serves low-income individuals and families (below 200% of the Federal poverty level), and verifies income level through public benefits status, employment records, pay stubs, etc. All clients whose cases are accepted for service must meet these income requirements; however, BayLegal does not turn away participants at its emergency domestic violence restraining order clinic whose incomes exceed case acceptance guidelines. 3. Project Address: 1048 El Camino Real, Ste. A City: Redwood City Zip: 94063-1687 4. Provide a one sentence project summary: Civil legal services to domestic violence survivors and their families to help ensure their escape from violence and the prevention of future violence by establishing safety and stability. Organization Address: 1735 Telegraph Avenue City: Oakland Zip: 94612-2107 Organization Phone: (510) 663-4755 Website: www.baylegal.org Type of Applicant: Non-Profit Our agency serves: Persons 5. Contact Person / Project Administrator: Name: Jaclyn Pinero Title: Director of Grants and Contracts Telephone: (510) 250-5229 Contact Email: jpinero@baylegal.org, acruz@baylegal.org Fax: (510) 663-4711 Page 1 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 14 6. Name of Agency Director: Alex R. Gulotta 7. Fiscal Officer:Name: Mohammad Sheikh Email: jpinero@baylegal.orgTelephone: (510) 250-5229 Fiscal Officer Address: 1735 Telegraph Ave City: Oakland Zip: 94612-2107 8. Authorized Signatory:Name: Alex R. Gulotta Email: agulotta@baylegal.org Telephone: (510) 663-4755 Authorized Signatory Address: 1735 Telegraph Ave City: Oakland Zip: 94612-2107 9. Please provide days and hours of regularly scheduled operation: Regular office hours are Monday through Friday from 9:00 am to 5:00 pm, with an hour closure from 12:00 noon to 1:00 pm. Restraining order clinics are held Monday, Wednesday, and Friday at 9:00 am, and Wednesday at 1:30pm. Follow-up restraining order workshops are held Monday, Wednesday, Thursday, and Friday at 4:15 pm. 10. DUNS Number: 094873932 Federal EIN/TIN Number: 94-1631316 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05C - Legal Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Bay Area Legal Aid’s mission is to expand equal access to the civil justice system through quality legal assistance regardless of a client’s location, language or disability. As an organization, BayLegal’s objective is to help improve the lives of its clients and ensure that they are able to live safely, securely, and with the benefits and protections to which they are entitled. Key Priorities: As the largest provider of civil legal services to low-income Bay Area residents, BayLegal improves the lives of thousands by focusing on five areas of law identified by the low-income community as their most pressing and unmet legal needs: the prevention of homelessness and the preservation of affordable housing; stopping domestic violence; securing access to health care; preserving consumer rights, and maintaining economic stability. BayLegal has offices in six counties, operates the largest general legal advice and intake hotline in the state of California, and provides assistance through advice, counsel and referral, legal representation, public policy development and improvement, trainings, and education and outreach. Services are provided free of charge and in multiple languages. BayLegal serves residents with incomes up to 200% of the Federal Poverty Level (or approximately 42% of San Mateo County AMI). Program Overview: Each of the CDBG funding jurisdictions has identified victims of domestic violence as a “special needs population” requiring a distinct set of services in order to escape their abusive living situation. Victims of domestic violence and their families have unique needs, including involvement with either the civil or criminal justice system. To meet their basic human need for safety, victims require legal assistance, access to safe and stable housing, specialized counseling, childcare and job training assistance. Domestic violence victims with children also need to ensure their children have access to adequate food supply, health care, and a more stabilized educational and social environment. An effective way of reducing domestic violence in a community is to increase the availability of legal services to survivors. The availability of legal services in the county of residence has been shown to significantly reduce the likelihood that an individual woman is battered.(1) Because domestic violence can be an immediate cause of homelessness, especially for women and children, domestic violence victims are best served by enacting existing legal protections designed to keep them and their children housed and financially stable. BayLegal’s assistance helps victims and their families stay in the family home, resulting in a decrease in homelessness and less demand for limited shelter beds. Restraining orders, in particular, are powerful tools for helping to maintain housing for victims. However, going to court and asking for a restraining order is not an easy task. It is a lengthy legal process that victims, including low-income or limited English proficient, are unlikely to complete successfully without access to some form of legal assistance. Restraining orders have provisions available to: order the batterer out of the home (vacate order), obviating the need for the survivor to find alternate shelter; order the batterer to make rental or mortgage payments, avoiding the loss of the home; grant spousal or child support payments, giving the survivor the financial independence to keep their housing stable and financial resources to feed and clothe her family; keep the batterer from causing problems at the survivor’s place of employment, preventing the loss of self-support; and more. These orders are a crucial first step in stopping further abuse and preventing homelessness for domestic violence survivors and their children. The services provided by BayLegal’s Domestic Violence Legal Safety Net Project help increase the safety, self- sufficiency, and housing stability of hundreds of San Mateo County domestic violence victims each year (many of whom have little or no income, particularly in difficult economic times) by providing free multi-lingual legal Page 2 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 15 assistance, with an emphasis on restraining order assistance. Program Objectives: The goal of BayLegal’s Domestic Violence Legal Safety Net Project is to increase the safety and self-sufficiency of low-income domestic violence survivors and their children by providing them with free domestic violence-related legal assistance. With the help of BayLegal’s services, victims are able to transition from being in dependent, abusive relationships to living safely and securely, both physically and economically. The main objectives of this project include: • Increase physical safety for low-income victims of domestic violence; • Secure legal immigration status for low-income immigrant victims of domestic violence; • Enact legal protections to enable domestic violence survivors to achieve long-term safety and self-sufficiency; • Empower low-income victims of domestic violence by educating them on their rights and the services available to help them escape abuse. BayLegal's Domestic Violence Legal Safety Net Project will achieve these objectives in the 2014-2015 program year by providing legal assistance to a minimum of 70 residents of the City of San Mateo, 70 residents of the City of South San Francisco, 100 residents of the City of Redwood City, and 150 residents of San Mateo County Urban County. The outcome of the services provided by BayLegal's Domestic Violence Legal Safety Net Project is securing an individual’s or family’s safe escape from domestic violence and/or sexual assault. By stopping current violence and preventing future violence, the project’s services help arrest the cycle of abuse and the social problems that result from it. In San Mateo County, the creation of BayLegal’s Domestic Violence Restraining Order Clinic, a critical component of this project, led to a 24% increase in the number of restraining orders requested in the County. Studies have shown that when victims of domestic violence receive legal assistance with restraining orders, the number of orders approved by the court increases. Thus, the services provided through BayLegal's Clinic alone increases the rate at which victims who have a real and urgent need for safety are able to escape abuse. In 2013 alone, BayLegal’s Domestic Violence Restraining Order Clinic helped over 390 victims of domestic violence file temporary restraining order requests, of which approximately 323 (83%) were granted. BayLegal’s staff also completed 247 cases where direct legal assistance, including advice and counsel, brief services, and/or legal representation, was provided to victims and their children. Twenty-eight cases involved contested litigation and 136 involved immigrant victims of domestic violence who now have a path to legal status. In 2013, approximately 78% of people receiving assistance through the Domestic Violence Legal Safety Net Project had children in the home, with an average of three people helped per household. Based on the total number of household members served through the project in 2013, including Restraining Order Clinic participants and in- office clients, approximately 1,610 people benefitted from BayLegal’s services last year. Also through this work, approximately $1.2 million in child and/or spousal support and property distribution was awarded to the clients served. Project Activities: BayLegal’s Domestic Violence Legal Safety Net Project provides comprehensive legal assistance, including referrals, options counseling, safety planning, legal advice and counsel, brief services, pro per assistance with restraining orders, and legal representation to low-income victims of domestic violence. Victims can access to the project’s services through BayLegal’s regional legal hotline, the Legal Advice Line (LAL), and its San Mateo County regional office and Restraining Order Clinic located in Redwood City. The client’s safety and emergency legal needs are assessed at the time of the client’s initial visit or phone call. Clients are given referrals to other supportive programs to meet their need for shelter (CORA), food (CalFresh), health care, and counseling or mental health services, as appropriate. Initial client intake and case assessment is typically conducted through BayLegal’s LAL, with follow-up services scheduled at BayLegal’s Redwood City office for clients who require assistance beyond advice, counsel and referrals. The LAL, BayLegal’s centralized intake and advice system, connects clients to immediate, effective legal advice and counsel. Staffed by seven highly-trained expert public interest attorneys and advocates, the LAL increases access to justice for non-English speaking clients, who can receive services in seven languages: Spanish, English, Cantonese, Mandarin, Korean, Hindi, and Japanese (additional language services are also available through translators). The LAL reduces geographic and transportation barriers for rural and disabled clients, and increases safety for domestic violence victims, who are able to receive potentially life-saving information over the phone. The legal assistance provided by the project includes: • Advice, counsel, and brief legal services (including restraining order assistance): Project attorneys provide legal advice and counsel, brief services, and appropriate referrals for low-income San Mateo County victims of domestic violence. Advice and brief services are provided through BayLegal’s Legal Advice Line or in person at the Redwood City office. Restraining order assistance is provided to domestic violence victims living in San Mateo County through BayLegal’s Domestic Violence Temporary Restraining Order Clinic. Established in 2005 with support from the State Bar of California and the San Mateo County Superior Court, BayLegal’s Clinic is dedicated to serving the needs of low-income survivors who cannot afford to pay for attorney services when seeking temporary restraining orders. Working collaboratively with Community Overcoming Relationship Abuse (CORA) and the San Mateo County Superior Court, the Clinic provides assistance to self-represented (pro per) domestic violence victims seeking to Page 3 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 16 apply for a temporary restraining order, move out orders, and/or emergency child and spousal support. Services provided include: education on the restraining order process; assistance on pro per forms completion; directions on submitting and filing of forms; preparing for representing oneself at a court hearing; Restraining Order After Hearing preparation at the dedicated DVPA court calendars; and referrals to other social and legal service providers. The need for clinic services has grown since the recession, with the San Mateo County Superior Court reducing the Family Law Facilitator’s Office staff from six to two. In making those cuts, the Court also lost their only two Spanish- speaking facilitators, leaving BayLegal’s clinic as the primary restraining order resource for San Mateo’s low- income victims of domestic violence. BayLegal provides assistance in both English and Spanish. • Legal representation: Through the project’s holistic legal services practice, victims receive legal assistance with family law issues (restraining orders, dissolution, support, custody and visitation orders), immigration (VAWA petitions, U-Visas, and battered spouse waivers), securing safe and affordable housing, public benefits, access to health care and consumer related issues. This combination of free legal services and expertise in the areas of law most needed by victims is essential to helping clients meet their basic human need for safety and ensuring that they will be supported in their life away from the abuser. • Outreach and education: Project staff will conduct outreach and education sessions to victims to inform them of their rights and services available under this project. Sessions will be conducted throughout San Mateo County at public events, shelters, and local domestic violence community organizations.  • Pro Bono case placement: With BayLegal's help, most of the domestic violence survivors who receive support at BayLegal's Restraining Order Clinic are able to go to court on their own and successfully represent themselves at the hearing where the judge determines whether or not a restraining order is warranted. However, survivors who do not speak English, or who have been traumatized by particularly violent abuse, are often not able to effectively present their own case. For these survivors, BayLegal, CORA and the Legal Aid Society of San Mateo County operate the Domestic Violence Collaborative Project. The project recruits, trains and matches pro bono attorneys with abuse survivors who would not be able to adequately represent themselves in court. Attorneys are recruited from large law firms who receive free continuing legal education (CLE) training from the collaborating agencies, other experienced attorneys and judicial officers. Each attorney participant also receives an extensive practice manual and sample pleadings. Pro bono attorneys sign up in advance for specific hearing dates and are assigned an experienced family law attorney as a mentor throughout their representation. Throughout the four CDBG jurisdictions, BayLegal's Domestic Violence Legal Safety Net Project provides victims with the long-term solutions they need to attain safety, gain independence, and access supportive networks and financial safety nets for themselves and their children. Here is the story of one San Mateo County resident for whom access to civil legal aid had a profound effect: Lori* shared an apartment with her boyfriend and one of his friends. Lori's boyfriend was verbally and emotionally abusive, and eventually things became violent. The violence escalated and on at least one occasion included sexual assault. The breaking point came one night when their roommate was away and Lori's boyfriend attacked her. He held her hostage in their apartment, screaming at her and kicking her while she lay on the ground; he hit her and dragged her around the apartment, threatened to kill her, and attempted to suffocate her. Lori finally made her escape in the early hours of the morning, when her abuser took a moment to sit down. Lori grabbed her keys and cell phone and ran for the door. She ran outside to her truck and drove to the nearest open business, a donut shop. The police came as soon as Lori called them from the safety of the donut shop. They helped her obtain an Emergency Protective Order and went with her back to her apartment, where they arrested her boyfriend and took him to jail. Lori came to BayLegal when she fell behind on her rent because her boyfriend refused to contribute to the rent from jail and the roommate refused to pay rent because he accused her of having his friend wrongly arrested. After receiving an Unlawful Detainer notice, Lori realized that her housing was in jeopardy and worried about becoming homeless. Lori's BayLegal attorney called her landlord to see if she could negotiate. While the landlord was sympathetic to Lori's situation, he said his hands were tied because she was behind on the rent. Lori's attorney hoped to get Lori out of her living situation as quickly and smoothly as possible, but advised her that she didn't qualify for early lease termination because her rent wasn't paid in full. After some negotiations, Lori's attorney was able to strike a deal with the landlord. The landlord agreed to accept Lori's security deposit of $1,300 as partial payment for the back rent of $1,430. In addition, since it was already the 12th of the month, the attorney negotiated that Lori could pay the remaining $130 if the landlord agreed to accept a 12-day deficiency on a standard 30-day notice to vacate. More importantly, Lori was able to avoid having an eviction on her tenancy record, which meant that she was able to move to a safe, affordable single apartment without problems. Thanks to BayLegal's help, Lori is grateful to be free from her abusive ex-boyfriend and to finally have a safe and stable place to live. *Client's name and some details have been changed to protect confidentiality. Source: (1): Amy Farmer And Jill Tiefenthaler, Explaining the Recent Decline in Domestic Violence, Contemporary Economic Policy, Volume 21 Issue 2, Pages 158 – 172 Published Online: 18 Jul 2008 available at: Page 4 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 17 http://www.nasams.org/DMS/Documents/1195248210.25/Explaining%20Decline%20in%20Domestic% 20Violence.pdf 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Statistics show that, even before the economic downturn and despite the ongoing efforts to combat it, domestic violence is and has been an undeniable problem in San Mateo County. In 2012, San Mateo County reported 2,571 domestic violence related calls to law enforcement. (1) This number becomes even more troublesome when low reporting rates are taken into consideration - according to the National Violence Against Women Survey, only 27% of women and 14% of men who are victims of domestic violence end up reporting their assault to law enforcement. (2) In addition to the individual traumas of domestic violence, there are also economic and societal consequences of these crimes. As reported by the National Law Center on Homelessness & Poverty, violence against women is a leading cause of homelessness nationwide.(3) About 28% of U.S. cities surveyed in 2008 reported that domestic violence was a primary cause of homelessness. In the Violence Against Women Act (VAWA) Title VI entitled “Housing Opportunities and Safety for Battered Women and Children”, Public Law 109-162 Title VI., Congress made a number of specific finding about the intersection between housing and domestic violence. These findings include: 44% of homeless women identified the primary cause of their homelessness as domestic violence, and 92% of homeless women have experienced severe physical or sexual abuse at some point in their lives.(4) Many domestic violence victims, and in particular those with little to no income, often have to choose between staying in an abusive household and becoming homeless. Many of those who have the courage to flee will, in fact, become homeless, either by choosing to leave or by being evicted by a landlord for reasons related to the abuse, such as police involvement or property damage. As abusers often control finances to maintain control in the relationship, survivors may lack steady income, landlord references, and good credit, all of which are necessary to find new housing. Furthermore, statistics show that a lack of affordable housing and housing assistance further limits the options available to victims.(5) Victims of violence usually have complex, interrelated legal needs. Legal aid can address those interrelated issues and help to achieve and maintain survivor safety, including: obtaining restraining orders and sole custody of children (nationally, more than half of female victims of violence have children under the age of 12 in the home – a number that is even greater among BayLegal's client population); securing child and spousal support payments; finding safe housing or fighting evictions caused by the batterer; and maintaining employment when the abuse interferes with the victim’s ability to work. (6) While there are four agencies providing limited legal representation to low-income victims of domestic violence in San Mateo County (CORA, Legal Aid Society of San Mateo County, APILO, and Community Legal Services of East Palo Alto), until BayLegal’s Restraining Order Clinic was established, none of these agencies had the resources to provide broad-based assistance to victims applying in pro per for a restraining order. While there is some assistance available through the Court Clerk and Family Law Facilitator's offices, it is not sufficient to meet the specific needs of self-represented domestic violence survivors. BayLegal’s project is also the only one in the county able to provide direct legal assistance to victims in the areas outside of family law including housing, health access and economic security. Funding from the City of Redwood City will enable the project to meet victims’ needs by providing free and effective legal assistance, information, education, and support services that assist low-income survivors of all ages, ethnicities and languages throughout Redwood City. Financial support will help BayLegal to serve domestic violence survivors in obtaining restraining orders, immigration relief, custody, dissolutions, child and spousal support; to secure safe and affordable housing; access health care; and receive assistance with income maintenance and welfare-to-work plans. Access to high quality, comprehensive legal assistance and advocacy—a legal safety net—is crucial for victims of domestic violence in order to access the protections that can help stop the violence and create lasting stability. BayLegal’s project addresses the following Public Service priority areas identified in the City of Redwood City's 2010-2015 Consolidated Plan: Human Services Objectives HS‐5 (increase self‐sufficiency and independence), and HS‐6 (reduce the need for the use of emergency services). BayLegal's services meet these objectives through the identified strategies of: 'Crisis Intervention (HS-6): Support crisis intervention services including those that serve victims of domestic violence, the elderly, and youth. This includes counseling and referral.' and 'Domestic Violence Prevention (HS-5, 6): Support services that prevent domestic violence through counseling and education.' The target population for the portion of the project to be funded by the City of Redwood City is Redwood City residents who are victims of domestic violence and/or sexual assault. BayLegal focuses its resources on traditionally underserved groups including immigrants, limited English proficient (LEP) victims, and the disabled. Eligible victims will have incomes at or below 200% of the Federal Poverty Level. (7) In 2013, survivors served from Redwood City were approximately 71% Hispanic, 17% Caucasian, 4% Asian/Pacific Islander, 4% African American, 1% Native American, and 4% Other/Multi-racial. Approximately 50% of Redwood City residents seeking BayLegal’s services spoke Spanish as their primary language. Page 5 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 18 Sources: (1) California Dept. of Justice, Criminal Justice Statistics Center, Domestic Violence-Related Calls for Assistance Database (1998-2009) and California Criminal Justice Profiles, 2010, 2011, and 2012. Available at http://oag.ca.gov/crime/cjsc/criminal-justice-profiles, accessed via http://www.kidsdata.org/topic/12/domesticviolence-rate/table#fmt=940&loc=4&tf=67 (Jan 2014). (2) Catalano, S. Intimate Partner Violence in the United States. Washington, DC: U.S. Department of Justice, Bureau of Justice Statistics, December 2007, available at http://bjs.ojp.usdoj.gov/index.cfm?ty=pbdetail&iid=1000, accessed via http://www.nij.gov/topics/crime/intimate-partner-violence/practical-implications- research/ch2/Pages/extent-reported.aspx (Jan 2014). (3) National Law Center on Homelessness & Poverty; available at http://www.nlchp.org/prevention (accessed Jan 2014). (4) Battered Women’s Legal Advocacy Project Fact Sheet 2005 VAWA Amendment Adds NEW Housing Rights for Victims of Domestic Violence in Federally Assisted Housing Program. (5) National Law Center on Homelessness & Poverty; available at http://www.nlchp.org/Theres_No_Place_Like_Home (accessed Jan 2014). (6) Lawrence A. Greenfield et al.,U.S. Dep't of Just., NCJ 167237, Violence by Intimates: Analysis of Data on Crimes by Current or Former Spouse, Boyfriends, and Girlfriends (1998) available at www.ojp.usdoj.gov/bjs/pub/pdf/vi.pdf, accessed via http://www.americanbar.org/groups/domestic_violence/resources/statistics.html (Jan 2014). (7) The 2013 Federal Poverty Level for a family of four was $ 23,550. U.S. Department of Health and Human Services. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Statistics show that, even before the economic downturn and despite the ongoing efforts to combat it, domestic violence is and has been an undeniable problem in San Mateo County. In 2012, San Mateo County reported 2,571 domestic violence related calls to law enforcement. (1) This number becomes even more troublesome when low reporting rates are taken into consideration - according to the National Violence Against Women Survey, only 27% of women and 14% of men who are victims of domestic violence end up reporting their assault to law enforcement. (2) In addition to the individual traumas of domestic violence, there are also economic and societal consequences of these crimes. As reported by the National Law Center on Homelessness & Poverty, violence against women is a leading cause of homelessness nationwide.(3) About 28% of U.S. cities surveyed in 2008 reported that domestic violence was a primary cause of homelessness. In the Violence Against Women Act (VAWA) Title VI entitled “Housing Opportunities and Safety for Battered Women and Children”, Public Law 109-162 Title VI., Congress made a number of specific finding about the intersection between housing and domestic violence. These findings include: 44% of homeless women identified the primary cause of their homelessness as domestic violence, and 92% of homeless women have experienced severe physical or sexual abuse at some point in their lives.(4) Many domestic violence victims, and in particular those with little to no income, often have to choose between staying in an abusive household and becoming homeless. Many of those who have the courage to flee will, in fact, become homeless, either by choosing to leave or by being evicted by a landlord for reasons related to the abuse, such as police involvement or property damage. As abusers often control finances to maintain control in the relationship, survivors may lack steady income, landlord references, and good credit, all of which are necessary to find new housing. Furthermore, statistics show that a lack of affordable housing and housing assistance further limits the options available to victims.(5) Victims of violence usually have complex, interrelated legal needs. Legal aid can address those interrelated issues and help to achieve and maintain survivor safety, including: obtaining restraining orders and sole custody of children (nationally, more than half of female victims of violence have children under the age of 12 in the home – a number that is even greater among BayLegal's client population); securing child and spousal support payments; finding safe housing or fighting evictions caused by the batterer; and maintaining employment when the abuse interferes with the victim’s ability to work. (6) While there are four agencies providing limited legal representation to low-income victims of domestic violence in San Mateo County (CORA, Legal Aid Society of San Mateo County, APILO, and Community Legal Services of East Palo Alto), until BayLegal’s Restraining Order Clinic was established, none of these agencies had the resources to provide broad-based assistance to victims applying in pro per for a restraining order. While there is some assistance available through the Court Clerk and Family Law Facilitator's offices, it is not sufficient to meet the specific needs of self-represented domestic violence survivors. BayLegal’s project is also the only one in the county able to provide direct legal assistance to victims in the areas outside of family law including housing, health access and economic security. Funding from the City of San Mateo will enable the project to meet victims’ needs by providing free and effective legal assistance, information, education, and support services that assist low-income survivors of all ages, ethnicities and languages throughout San Mateo. Financial support will help BayLegal to serve domestic violence survivors in obtaining restraining orders, immigration relief, custody, dissolutions, child and spousal support; to secure safe and affordable housing; access health care; and receive assistance with income maintenance and Page 6 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 19 welfare-to-work plans. Access to high quality, comprehensive legal assistance and advocacy—a legal safety net—is crucial for victims of domestic violence in order to access the protections that can help stop the violence and create lasting stability. BayLegal’s project addresses the following priority area identified in the City of San Mateo in its 2013-2014 Action Plan: Provide social services to help people reach self-sufficiency. BayLegal provides holistic legal services that include securing a domestic violence victim's safe escape from harm, as well as important stabilizing steps such as securing child and spousal support orders, accessing needed healthcare and public benefits, and ensuring safe and stable housing. By providing civil legal assistance to address each individual client and their family's respective needs, the Domestic Violence Safety Net Project helps abuse survivors to move from dangerous, dependent relationships to self-sufficiency and stability. The target population for the portion of the project to be funded by the City of San Mateo is low-income San Mateo residents who are victims of domestic violence and/or sexual assault. BayLegal focuses its resources on traditionally underserved groups including immigrants, limited English proficient (LEP) victims, and the disabled. Eligible victims will have incomes at or below 200% of the Federal Poverty Level. (7) In 2013, survivors served from the City of San Mateo were approximately 45% Hispanic, 32% Caucasian, 14% Asian/Pacific Islander, 3% African American, 1% Native American, and 5% Other/Multi-racial. Approximately 27% of San Mateo residents seeking BayLegal’s services spoke Spanish as their primary language. Sources: (1) California Dept. of Justice, Criminal Justice Statistics Center, Domestic Violence-Related Calls for Assistance Database (1998-2009) and California Criminal Justice Profiles, 2010, 2011, and 2012. Available at http://oag.ca.gov/crime/cjsc/criminal-justice-profiles, accessed via http://www.kidsdata.org/topic/12/domesticviolence-rate/table#fmt=940&loc=4&tf=67 (Jan 2014). (2) Catalano, S. Intimate Partner Violence in the United States. Washington, DC: U.S. Department of Justice, Bureau of Justice Statistics, December 2007, available at http://bjs.ojp.usdoj.gov/index.cfm?ty=pbdetail&iid=1000, accessed via http://www.nij.gov/topics/crime/intimate-partner-violence/practical-implications- research/ch2/Pages/extent-reported.aspx (Jan 2014). (3) National Law Center on Homelessness & Poverty; available at http://www.nlchp.org/prevention (accessed Jan 2014). (4) Battered Women’s Legal Advocacy Project Fact Sheet 2005 VAWA Amendment Adds NEW Housing Rights for Victims of Domestic Violence in Federally Assisted Housing Program. (5) National Law Center on Homelessness & Poverty; available at http://www.nlchp.org/Theres_No_Place_Like_Home (accessed Jan 2014). (6) Lawrence A. Greenfield et al.,U.S. Dep't of Just., NCJ 167237, Violence by Intimates: Analysis of Data on Crimes by Current or Former Spouse, Boyfriends, and Girlfriends (1998) available at www.ojp.usdoj.gov/bjs/pub/pdf/vi.pdf, accessed via http://www.americanbar.org/groups/domestic_violence/resources/statistics.html (Jan 2014). (7) The 2013 Federal Poverty Level for a family of four was $ 23,550. U.S. Department of Health and Human Services. 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Statistics show that, even before the economic downturn and despite the ongoing efforts to combat it, domestic violence is and has been an undeniable problem in San Mateo County. In 2012, San Mateo County reported 2,571 domestic violence related calls to law enforcement. (1) This number becomes even more troublesome when low reporting rates are taken into consideration - according to the National Violence Against Women Survey, only 27% of women and 14% of men who are victims of domestic violence end up reporting their assault to law enforcement. (2) In the County of San Mateo's FY 2013-14 - FY 2017-18 Consolidated Plan, the County identifies victims/survivors of domestic violence as a special needs population (pg. 55). Further, according to the Consolidated plan, 'the County estimates that domestic violence affects more than 10,000 individuals in San Mateo County each year, ' and identifies the need for 'access to legal services, and education about legal rights' amongst domestic violence survivors (pg. 57). In addition to the individual traumas of domestic violence, there are also economic and societal consequences of these crimes. As reported by the National Law Center on Homelessness & Poverty, violence against women is a leading cause of homelessness nationwide.(3) About 28% of U.S. cities surveyed in 2008 reported that domestic violence was a primary cause of homelessness. In the Violence Against Women Act (VAWA) Title VI entitled “Housing Opportunities and Safety for Battered Women and Children”, Public Law 109-162 Title VI., Congress made a number of specific finding about the intersection between housing and domestic violence. These findings include: 44% of homeless women identified the primary cause of their homelessness as domestic violence, and 92% of homeless women have experienced severe physical or sexual abuse at some point in their lives.(4) Many domestic violence victims, and in particular those with little to no income, often have to choose between staying in an abusive household and becoming homeless. Many of those who have the courage to flee will, in fact, become homeless, either by choosing to leave or by being evicted by a landlord for reasons related to the abuse, Page 7 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 20 such as police involvement or property damage. As abusers often control finances to maintain control in the relationship, survivors may lack steady income, landlord references, and good credit, all of which are necessary to find new housing. Furthermore, statistics show that a lack of affordable housing and housing assistance further limits the options available to victims.(5) Victims of violence usually have complex, interrelated legal needs. Legal aid can address those interrelated issues and help to achieve and maintain survivor safety, including: obtaining restraining orders and sole custody of children (nationally, more than half of female victims of violence have children under the age of 12 in the home – a number that is even greater among BayLegal's client population); securing child and spousal support payments; finding safe housing or fighting evictions caused by the batterer; and maintaining employment when the abuse interferes with the victim’s ability to work. (6) While there are four agencies providing limited legal representation to low-income victims of domestic violence in San Mateo County (CORA, Legal Aid Society of San Mateo County, APILO, and Community Legal Services of East Palo Alto), until BayLegal’s Restraining Order Clinic was established, none of these agencies had the resources to provide broad-based assistance to victims applying in pro per for a restraining order. While there is some assistance available through the Court Clerk and Family Law Facilitator's offices, it is not sufficient to meet the specific needs of self-represented domestic violence survivors. BayLegal’s project is also the only one in the county able to provide direct legal assistance to victims in the areas outside of family law including housing, health access and economic security. Funding from the County of San Mateo County will enable the project to continue to meet victims’ needs by providing free and effective legal assistance, information, education, and support services that assist low-income survivors of all ages, ethnicities and languages throughout the County. Financial support will help BayLegal to serve domestic violence survivors in obtaining restraining orders, immigration relief, custody, dissolutions, child and spousal support; to secure safe and affordable housing; access health care; and receive assistance with income maintenance and welfare-to-work plans. Access to high quality, comprehensive legal assistance and advocacy—a legal safety net—is crucial for victims of domestic violence in order to access the protections that can help stop the violence and create lasting stability. The target population for the portion of the project to be funded by the County of San Mateo is low-income San Mateo County Urban County residents who are victims of domestic violence and/or sexual assault. BayLegal focuses its resources on traditionally underserved groups including immigrants, limited English proficient (LEP) victims, and the disabled. Eligible victims will have incomes at or below 200% of the Federal Poverty Level. (7) In the first two quarters of the 2013-2014 program year, survivors served from the County of San Mateo were approximately 45% Hispanic, 35% Caucasian, 13% Asian/Pacific Islander, 4% African American, 1% Native American, and 2% Other/Multi-racial. Approximately 25% of San Mateo County residents seeking BayLegal’s services spoke Spanish as their primary language. Sources: (1) California Dept. of Justice, Criminal Justice Statistics Center, Domestic Violence-Related Calls for Assistance Database (1998-2009) and California Criminal Justice Profiles, 2010, 2011, and 2012. Available at http://oag.ca.gov/crime/cjsc/criminal-justice-profiles, accessed via http://www.kidsdata.org/topic/12/domesticviolence-rate/table#fmt=940&loc=4&tf=67 (Jan 2014). (2) Catalano, S. Intimate Partner Violence in the United States. Washington, DC: U.S. Department of Justice, Bureau of Justice Statistics, December 2007, available at http://bjs.ojp.usdoj.gov/index.cfm?ty=pbdetail&iid=1000, accessed via http://www.nij.gov/topics/crime/intimate-partner-violence/practical-implications- research/ch2/Pages/extent-reported.aspx (Jan 2014). (3) National Law Center on Homelessness & Poverty; available at http://www.nlchp.org/prevention (accessed Jan 2014). (4) Battered Women’s Legal Advocacy Project Fact Sheet 2005 VAWA Amendment Adds NEW Housing Rights for Victims of Domestic Violence in Federally Assisted Housing Program. (5) National Law Center on Homelessness & Poverty; available at http://www.nlchp.org/Theres_No_Place_Like_Home (accessed Jan 2014). (6) Lawrence A. Greenfield et al.,U.S. Dep't of Just., NCJ 167237, Violence by Intimates: Analysis of Data on Crimes by Current or Former Spouse, Boyfriends, and Girlfriends (1998) available at www.ojp.usdoj.gov/bjs/pub/pdf/vi.pdf, accessed via http://www.americanbar.org/groups/domestic_violence/resources/statistics.html (Jan 2014). (7) The 2013 Federal Poverty Level for a family of four was $ 23,550. U.S. Department of Health and Human Services. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Statistics show that, even before the economic downturn and despite the ongoing efforts to combat it, domestic violence is and has been an undeniable problem in San Mateo County. In 2012, San Mateo County reported 2,571 domestic violence related calls to law enforcement. (1) This number becomes even more troublesome when low reporting rates are taken into consideration - according to the National Violence Against Women Survey, only 27% of women and 14% of men who are victims of domestic violence end up reporting their assault to law enforcement. (2) Page 8 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 21 In addition to the individual traumas of domestic violence, there are also economic and societal consequences of these crimes. As reported by the National Law Center on Homelessness & Poverty, violence against women is a leading cause of homelessness nationwide.(3) About 28% of U.S. cities surveyed in 2008 reported that domestic violence was a primary cause of homelessness. In the Violence Against Women Act (VAWA) Title VI entitled “Housing Opportunities and Safety for Battered Women and Children”, Public Law 109-162 Title VI., Congress made a number of specific finding about the intersection between housing and domestic violence. These findings include: 44% of homeless women identified the primary cause of their homelessness as domestic violence, and 92% of homeless women have experienced severe physical or sexual abuse at some point in their lives.(4) Many domestic violence victims, and in particular those with little to no income, often have to choose between staying in an abusive household and becoming homeless. Many of those who have the courage to flee will, in fact, become homeless, either by choosing to leave or by being evicted by a landlord for reasons related to the abuse, such as police involvement or property damage. As abusers often control finances to maintain control in the relationship, survivors may lack steady income, landlord references, and good credit, all of which are necessary to find new housing. Furthermore, statistics show that a lack of affordable housing and housing assistance further limits the options available to victims.(5) Victims of violence usually have complex, interrelated legal needs. Legal aid can address those interrelated issues and help to achieve and maintain survivor safety, including: obtaining restraining orders and sole custody of children (nationally, more than half of female victims of violence have children under the age of 12 in the home – a number that is even greater among BayLegal's client population); securing child and spousal support payments; finding safe housing or fighting evictions caused by the batterer; and maintaining employment when the abuse interferes with the victim’s ability to work. (6) While there are four agencies providing limited legal representation to low-income victims of domestic violence in San Mateo County (CORA, Legal Aid Society of San Mateo County, APILO, and Community Legal Services of East Palo Alto), until BayLegal’s Restraining Order Clinic was established, none of these agencies had the resources to provide broad-based assistance to victims applying in pro per for a restraining order. While there is some assistance available through the Court Clerk and Family Law Facilitator's offices, it is not sufficient to meet the specific needs of self-represented domestic violence survivors. BayLegal’s project is also the only one in the county able to provide direct legal assistance to victims in the areas outside of family law including housing, health access and economic security. Funding from the City of South San Francisco will enable the project to continue to meet victims’ needs by providing free and effective legal assistance, information, education, and support services that assist low-income survivors of all ages, ethnicities and languages throughout South City. Financial support will help BayLegal to serve domestic violence survivors in obtaining restraining orders, immigration relief, custody, dissolutions, child and spousal support; to secure safe and affordable housing; access health care; and receive assistance with income maintenance and welfare-to-work plans. Access to high quality, comprehensive legal assistance and advocacy—a legal safety net—is crucial for victims of domestic violence in order to access the protections that can help stop the violence and create lasting stability. The City of South San Francisco Five Year Consolidated Plan FY2013-2014 – FY2017-2018 identifies a need for Safety Net Services, including domestic violence services, and states that 'these types of service are essential in helping the homeless and those at risk of homelessness.' (pg. 25) In the past year, BayLegal has helped partner agency Asian Pacific Islander Legal Outreach create a temporary restraining order clinic at the South San Francisco Courthouse, helping to expand the pro per legal assistance available to domestic abuse victims in South City. However, the need is still great for South City domestic violence survivors. For example, in 2012, South San Francisco residents made 625 domestic violence assistance calls to law enforcement, a disproportionately high rate compared to other CDBG jurisdictions in the County.(7) The target population for the portion of the project to be funded by the City of South San Francisco is low-income South San Francisco residents who are victims of domestic violence and/or sexual assault. BayLegal focuses its resources on traditionally underserved groups including immigrants, limited English proficient (LEP) victims, and the disabled. Eligible victims will have incomes at or below 200% of the Federal Poverty Level. (8) In the first two quarters of the 2013-2014 program year, survivors served from South San Francisco were approximately 72% Hispanic, 10% Asian/Pacific Islander, 7% Caucasian, 3% African American, 3% Native American, and 3% Other/Multi-racial. Approximately 41% of South City residents seeking BayLegal’s services spoke Spanish as their primary language. Sources: (1) California Dept. of Justice, Criminal Justice Statistics Center, Domestic Violence-Related Calls for Assistance Database (1998-2009) and California Criminal Justice Profiles, 2010, 2011, and 2012. Available at http://oag.ca.gov/crime/cjsc/criminal-justice-profiles, accessed via http://www.kidsdata.org/topic/12/domesticviolence-rate/table#fmt=940&loc=4&tf=67 (Jan 2014). (2) Catalano, S. Intimate Partner Violence in the United States. Washington, DC: U.S. Department of Justice, Bureau of Justice Statistics, December 2007, available at http://bjs.ojp.usdoj.gov/index.cfm?ty=pbdetail&iid=1000, accessed via http://www.nij.gov/topics/crime/intimate-partner-violence/practical-implications- research/ch2/Pages/extent-reported.aspx (Jan 2014). (3) National Law Center on Homelessness & Poverty; available at http://www.nlchp.org/prevention (accessed Jan Page 9 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 22 2014). (4) Battered Women’s Legal Advocacy Project Fact Sheet 2005 VAWA Amendment Adds NEW Housing Rights for Victims of Domestic Violence in Federally Assisted Housing Program. (5) National Law Center on Homelessness & Poverty; available at http://www.nlchp.org/Theres_No_Place_Like_Home (accessed Jan 2014). (6) Lawrence A. Greenfield et al.,U.S. Dep't of Just., NCJ 167237, Violence by Intimates: Analysis of Data on Crimes by Current or Former Spouse, Boyfriends, and Girlfriends (1998) available at www.ojp.usdoj.gov/bjs/pub/pdf/vi.pdf, accessed via http://www.americanbar.org/groups/domestic_violence/resources/statistics.html (Jan 2014). (7): California Dept. of Justice, Criminal Justice Statistics Center, Domestic Violence-Related Calls for Assistance Database (1998-2009) and California Criminal Justice Profiles, 2010, 2011, and 2012. Available at http://oag.ca.gov/crime/cjsc/criminal-justice-profiles, accessed via http://www.kidsdata.org/topic/11/domesticviolence-number/table#fmt=26&loc=51,54,56,39&tf=67 (Jan 2014). (8) The 2013 Federal Poverty Level for a family of four was $ 23,550. U.S. Department of Health and Human Services. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. BayLegal's Domestic Violence Legal Safety Net Project is a current, ongoing project. BayLegal will sucessfully meet the first annual goals as set out in this application by 6/30/2015. BayLegal has a long history of administering CDBG funding throughout various Bay Area counties and closely monitors the provision of services and related expenses on an ongoing basis to ensure timely expenditure of CDBG funds. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. BayLegal uses both quantitative and qualitative data to evaluate project performance. Staff collects extensive statistical data, including: number of clients assisted; number of services requested/ provided; number of restraining orders prepared and granted; demographic data such as gender, ethnicity, language, age, income, children in the home, disability, relationship to the batterer, and citizenship; time spent on each case; and case outcome. Staff also collects client satisfaction and feedback surveys and conducts periodic focus groups. All data is analyzed and used to make changes and improvements to the program. The Managing Attorney of BayLegal's San Mateo County Office also monitors and evaluates all cases at weekly staff case review meetings. In the 2012-2013 program year, BayLegal achieved 140% of annual goal for its San Mateo County CDBG grant and 97% of annual goal for its South San Francisco CDBG grant. Outcomes for clients in the 2012-2013 grant year were life-changing, and included: securing needed protective orders for domestic violence/sexual assault/stalking survivors, securing child custody to keep children with the safe and stable parent, preserving parental rights, securing child and spousal support orders to ensure financial stability for families, obtaining divorces to terminate dangerous relationships, obtaining U-visas/work permits/green cards for immigrant abuse survivors, increased access to health and public benefits to ensure families' stability and well-being, stopped debt collection harassment associated with domestic financial abuse, and more. Staff also received extensive positive feedback for the Domestic Violence Restraining Order Clinic in 2012-2013. To date, in the 2013-2014 program year, BayLegal is at 71% of annual goal for San Mateo County CDBG and 41% of goal for South San Francisco CDBG. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. BayLegal collaborates with many local agencies to streamline services and best meet the comprehensive needs of its clients. BayLegal co-counsels and maintains cross-referral relationships with local legal aid programs including Asian Pacific Islander Legal Outreach, Legal Aid Society of San Mateo, Community Legal Services of East Palo Alto, and CORA. BayLegal also works with local county social service providers including transitional housing programs, counseling agencies, food banks, community service centers, the Court, the County Sheriffs Office, Family Court Services, Child Protective Services, the Probation Department, and the District Attorneys office to strengthen the network of services and resources available to assist victims of domestic violence. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. CDBG funding from the four jurisdictions will enable BayLegal to leverage its other project funding and provide consistent services for domestic violence victims throughout the county. Without CDBG funding, and continued support from its other grants, BayLegal may need to reduce both direct legal services and the services available through the Clinic. BayLegal invests a significant portion of its unrestricted revenues to support the proposed project. However, with cuts in federal, state and local grants, should BayLegal not receive CDBG funding, the organization will be forced to re-examine the feasibility of maintaining the project at current service levels. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. Page 10 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 23 a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City Redwood City 100 100 100 100 City of San Mateo 70 70 70 70 County of San Mateo 150 150 150 150 South San Francisco 70 70 70 70 Totals 390 390 390 390 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%141 100% White 40,65654.64% 2417.02% Hispanic 23,55731.66% 10070.92% Asian 6,7159.03% 53.55% African American 1,9162.58% 53.55% Pacific Islander 6630.89%0.00% Native American 3840.52% 10.71% Other 1,5112.03% 64.26% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207100%78 100% White 45,24046.54% 2532.05% Hispanic 25,81526.56% 3544.87% Asian 18,15318.67% 1114.10% African American 2,0992.16% 22.56% Pacific Islander 1,9371.99%0.00% Native American 1400.14% 11.28% Other 3,8233.93% 45.13% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%65 100% White 23,76037.34% 913.85% Hispanic 21,64534.02% 3553.85% Asian 23,29336.61% 1624.62% African American 1,6252.55% 11.54% Page 11 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 24 Pacific Islander 1,1111.75%0.00% Native American 3950.62% 11.54% Other 9,59815.08% 34.62% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: In light of each jurisdiction's population statistics versus BayLegal's client service data, the project could increase services to members of the Asian community. BayLegal will continue to target outreach towards organizations serving the Asian and South Asian communities. Select brochures and information have already been translated into Chinese and Vietnamese, in response to the needs of the larger Asian populations in the county. BayLegal does not specifically target outreach to the Caucasian community, as all outreach materials are provided in English, among other languages, and all staff speak English. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. BayLegal's development team has a successful track record of securing grant dollars to support the Domestic Violence Legal Safety Net Project. BayLegal is seeking funding support from all four open CDBG jurisdictions in order to maintain services for the target population. Funding from each individual CDBG jurisdiction helps show private and public funders in the region that the community supports the provision of legal services to DV survivors and understands how important these services are in helping abuse victims establish safety and stability. Additional secured sources of revenue for the project include federal DOJ funding through a sub-grant with the County Sheriff's Office, the Superior Court of San Mateo County, the Kaiser Permanente Foundation, Verizon Wireless, and unrestricted funding from the Legal Services Corporation. BayLegal will also be submitting requests for funding of the project to several private regional funders. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Managing AttorneyTulin Acikalin Provides project supervision and legal assistance to clients. Conducts community outreach and education. J.D., Tulane Law School, New Orleans, LA; legal aid attorney since 2005; speaks English and Spanish; member of the Elkins Family Law Task Force. Staff AttorneyProtima Pandey Provides legal assistance to eligible clients. Conducts community outreach and education LL.M., Washington University, St. Louis, MO; legal aid attorney since 2008; speaks English, Hindi, Marathi, Tamil, Punjabi and Urdu. Staff AttorneyAnne Sidwell Provides legal assistance to eligible clients. Conducts community outreach and education J.D., George Washington University Law School, Washington, DC; legal aid attorney since 2012; speaks English and Spanish. Office ManagerMayra Torres Provides legal secretary and administrative assistance to project staff. Coordinates DVRO Clinic. Conducts community outreach and education. Legal aid staff since 2008; speaks English and Spanish. PROPOSED PROGRAM BUDGET FOR FY 2013-14 Redwood CityCity of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%Requested%RequestedPgm%Requested Labor Managing Attorney $85,098100% $85,0980%0%3% $2,4720%3%$2,472 Staff Attorney $64,760100% $64,76015% $9,89912% $7,49514% $8,76110% $6,55451%$32,709 Staff Attorney $48,692100% $48,69214% $6,9019% $4,50524% $11,75511% $5,44659%$28,607 Office Manager $48,770100% $48,7700%0%0%0%0%$0 Taxes/Benefits $61,83080%$61,8300% $4,2000% $3,0000% $5,7470% $3,0000%$0 Page 12 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 25 Supplies Office Supplies $3,78880% $3,0300%0%0%0%0%$0 Printing & Copying $1,12880% $9020%0%0%0%0%$0 Postage $1,263 $1,010 $0 Operations/Maintenance Space Cost $88,11780% $70,4940%0%4% $2,9110%57%$2,911 Equipment Rental & Maintenance $6,35080% $5,0800%0%4% $2100%6%$210 Telephone $4,37480% $3,4990%0%0% $1440%5%$144 Library $3,35580% $2,6840%0%0%0%0%$0 Travel $1,89480% $1,5150%0%0%0%0%$0 Training $2,13280% $1,7060%0%0%0%0%$0 Audit $1,48880% $1,1900%0%0%0%0%$0 Insurance $2,751 $2,201 $0 Administration 0% 0 TOTAL $425,79095%$402,4615%$21,0004%$15,0008%$32,0004%$15,00021%$83,000 Number of Individual Beneficiaries 100 70 150 70 390 Cost per Individual $210.00$214.29$213.33$214.29 $212.82 Number of Household Beneficiaries 100 70 150 70 390 Cost per Household $210.00$214.29$213.33$214.29 $212.82 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 3. Support Human Service programs that meet the basic human services needs of low income persons with an emphasis on serving priority needs populations: HS-1: Meet the basic human services needs of low income persons with an emphasis on serving priority needs populations. 2. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing Outreach presentations to service providers Outreach presentations to public b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Outreach is provided in English and Spanish. BayLegal also targets organizations serving the Asian, South Asian, and Arab communities and through its collaboration with the Court, a system more traditionally accessed by the Caucasian community. BayLegal ensures that a wide breadth of the overall San Mateo County community has knowledge of project services. Select brochures and information have also been translated into Chinese and Vietnamese. c. How and where are the materials distributed? Outreach materials are distributed to target client populations (low-income, LEP, disabled) at shelters, community- based organizations, and events to make services known to victims. Staff also present at community education forums to supportive service providers and local law enforcement to facilitate client referrals. 3. Program Outcomes: In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/13: Magdalena* is a monolingual Spanish-speaker, whose Multiple Sclerosis has advanced to the point where she is wheelchair-bound and can only speak single syllable words such as 'si' or 'no'. She has been virtually homebound since 2010, with her MS worsening significantly in the past few years. For years, Magdalena was reliant on her abusive husband for care. Her abuser was physically violent to Magdalena, in addition to being medically negligent by not taking her to see her doctors. Not long ago, Magdalena finally ended her marriage to the abuser and moved into her mother's house. Page 13 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 26 Magdalena soon learned that ending abusive relationships can be extremely difficult and dangerous. Her ex- husband showed up at her mother's house demanding something that he claimed he had left there. Magdalena's abuser pulled out a gun and aimed it at her mother, declaring that he would kill both her mother and her dog if he didn't get his papers. After threatening them at gunpoint and promising to be back, he finally left. Magdalena and her mother were scared for their lives and came to Bay Area Legal Aid's Domestic Violence Restraining Order Clinic the next day. Through the Clinic, Magdalena successfully filed for and received a restraining order to keep herself and her mother safe from harm. Magdalena and her mother are relieved to be free from the threat of violence, and able to focus on Magdalena's health going forward. *Client's name has been changed to protect privacy. Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors BayLegal_Resolution_and_Signatory_Letters.pdf  2. Proof of 501(c)3 / tax-exempt status BayLegal_501c3_Letter.pdf  3. By-laws BayLegals_Bylaws.pdf  4. Articles of Incorporation BayLegals_Articles_of_Incorporation.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term BayLegals_2014_Board_of_Directors_Roster.doc  6. Organizational chart for entire organization Bay_Area_Legal_Aid_Organizational_Chart_2013.pdf  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. BayLegal_2012_Audit_Report.pdf  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget BayLegal_Approved_2013_Budget.pdf Bay_Area_Legal_Aid_Proposed_2014_Budget.pdf  9. Mission Statement BayLegals_Mission_Statement.doc  10. Non-discrimination policy for Staff and Clients Non-discrimination_statement.doc  11. Reasonable Accommodations Policy for Staff and Clients BayLegal_Reasonable_Accommodation_Policy.pdf  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) BayLegal_Conflict_of_Interest_Policy.pdf 13. Other - Program Manager Signature Ana Cruz Date Signed 01/24/2014 Initially submitted: Jan 24, 2014 - 15:29:06 Page 14 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3100&prop=44 Ap p l i c a t i o n 1 27 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Community Overcoming Relationship Abuse (CORA) 2. Project Title: CORA Emergency Shelter Program We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons Redwood City $20,000 24 24% $833.33 City of San Mateo $20,000 17 17% $1,176.47 County of San Mateo $30,000 55 54% $545.45 South San Francisco $10,000 6 6% $1,666.67 Total $80,000 102 100% $784.31 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required): Abused children  Homeless persons  Victims of domestic violence Illiterate adults Elderly persons/seniors (age 62+) Persons living with AIDS Severely disabled adults Migrant farm workers Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. All of our clients are survivors of domestic violence and, as such, have a presumed benefit status. 3. Project Address: Suppressed City: Zip: 94403-1814 4. Provide a one sentence project summary: Operating assistance for emergency shelters serving victims and survivors of domestic violence and their children, providing a confidential and safe living environment for up to six months. Organization Address: 2211 Palm Avenue City: San Mateo Zip: 94403-1814 Organization Phone: 650-652-0800 Website: http://www.corasupport.org/ Type of Applicant: Non-Profit Our agency serves: Persons 5. Contact Person / Project Administrator: Name: Lynn Schuette Title: Grants & Contracts Officer Telephone: 650-522-3937 Page 1 of 9City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2963&prop=11 Ap p l i c a t i o n 2 28 Contact Email: LynnS@corasupport.org; michaelo@corasupport.org; cherylem@corasupport.org Fax: 6. Name of Agency Director: Melissa Lukin 7. Fiscal Officer:Name: Lynn Schuette; Michael ODonohue; Cheryle Matteo Email: lynnS@corasupport.org; cherylem@corasupport.org Telephone: 650-652-0800 Fiscal Officer Address:City: Zip: 8. Authorized Signatory:Name: Email: Telephone: Authorized Signatory Address: City: Zip: 9. Please provide days and hours of regularly scheduled operation: The shelter is open 24 hours a day, seven days a week, year-round. 10. DUNS Number: 015862386 Federal EIN/TIN Number: 94-2481188 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05G - Battered and Abused Spouses 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. This proposal requests continued support for CORA's emergency shelters serving survivors of domestic violence and their children. CORA’s emergency shelters are part of the agency’s overall effort to progressively engage clients at risk of homelessness. From hotel vouchers through 3-year housing vouchers, CORA prevents homelessness, providing customized levels of assistance that preserve the most expensive interventions for households with the most severe barriers to housing success. Emergency levels of engagement at CORA include emergency hotel vouchers and emergency shelters that provide up to two months and up to six months of shelter. Beyond emergency levels of engagement, CORA has a contract with HUD for two years of subsidized housing, a three year contract with the Department of Justice for transitional housing, and a contract with the County for permanent housing for CORA clients through three year housing vouchers (much like Section Eight housing). In between, the initial phone call, shelter/hotel/transitional housing placement and exit, case managers assist clients as needed by providing: safety resources, emotional support related to trauma, lists of rental vacancies, tips about how to find an apartment, help negotiating with landlords or friends or family members a person could live with, and connections to safety net organizations that provide financial assistance for application fees, deposits, and more. Through its system of progressive engagement (in which emergency shelter is a key part) CORA is able to place clients based on their individual needs and provide tailored resources for those who have longer term needs AND those who have shorter term needs. This is particularly important in addressing the unique and different levels of need and resources with which each client comes to CORA. By having a richer continuum of options, CORA can ensure more survivors of domestic violence are effectively AND efficiently served, as clients who will benefit from longer terms of service will have such an option and those who do not will have access to CORA’s shorter-term levels of care. This approach ensures CORA can maximize the use of each funding source while clients have the best opportunity and support they need to rebuild their lives and become self-sufficient. CDBG grants will support CORA’s shelter staff who provide clients with the support and opportunities they need to set and attain their goals. A primary goal of CORA's Emergency Shelter staff is to help clients build into their lives safety and self-sufficiency so they are less likely to need emergency services. Toward this end, all CORA staff use a trauma-informed model of service, which means incorporating an understanding of the impact of trauma into all aspects of service. Using a trauma-informed approach provides a proven framework for assisting survivors in strengthening their own psychological capacities so they can rebuild their lives. SPECIFIC ACTIVITIES: Page 2 of 9City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2963&prop=11 Ap p l i c a t i o n 2 29 Once clients are in the shelter they have access to a range of services. Together with their CORA client advocate, clients can choose from a menu of CORA’s services/activities, including: -Emergency shelter. -Case Management: short and long-term goal setting with clients. -Crisis intervention: support & stabilization for victims of domestic violence. -Systems advocacy: helping clients access services (i.e. housing, health, legal, education, benefits, & employment). -Parenting Support: education and information on parenting including one-on-one meetings. -Individual counseling or group counseling: therapeutic counseling designed to help clients cope with the trauma of domestic violence and address mental health issues. -Legal Advocacy and Representation: safety net of legal services to help victims with filing restraining orders and related family law matters; provide court accompaniment, advocacy and representation; and make referrals where appropriate. CORA’s legal team also operates the Legal Hotline, which provides domestic violence related legal advice. -Child Watch: child watch provided so parents can attend their on-site groups, counseling and individual case management appointments. -Food program: food, grocery gift certificates, assistance with connecting to food programs that stretch limited funds (i.e., CalFresh, CalWORKs, CAP, GA, the produce truck through Samaritan House and Second Harvest), assistance with filling out relevant forms and making referrals to access such programs. PROGRAM OBJECTIVES: --90% of CORA's Emergency Shelter Program clients will receive referrals to services that will help them achieve greater self-sufficiency. --90% of clients served through the shelter will exit with safety plans so they know how to keep themselves and their families safe. --80% of clients that complete the shelter program will transition to safe, alternative housing. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Our target population to be served are victims and survivors of domestic violence, including the children of those who have been subjected to domestic violence. Our clients are San Mateo County residents. Domestic violence continues to be a pervasive social problem impacting all social, economic, and cultural groups and has life- changing consequences in the lives of victims and their families. One way CORA determines the need by City/Jurisdiction is through its most recent data on requests for service. For example, during the program year 2012-13, CORA received more than 11,547 calls for domestic violence assistance from San Mateo County residents, including through our local police departments and legal hotline. Among clients, 12.4% came from Redwood City. The actual number of residents from specific cities that will ultimately be housed in a CORA shelter in any given year is dependent on a number of factors outside of CORA's control, including the willingness of the survivor to leave his/her home for CORA's emergency shelters, openings in the CORA shelters when a resident from a particular city calls, and the clients need for a CORA shelter. We also look at historical trends at the agency; understanding the shelter statistics vary from year-to-year, estimates for services are based on a reasonable assessment of these factors. The results of these considerations are listed in our answer to question 18. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Our target population to be served are victims and survivors of domestic violence, including the children of those who have been subjected to domestic violence. Our clients are San Mateo County residents. Domestic violence continues to be a pervasive social problem impacting all social, economic, and cultural groups and has life- changing consequences in the lives of victims and their families. One way CORA determines the need by City/Jurisdiction is through its most recent data on requests for service. For example, during the program year 2012-13, CORA received more than 11,547 calls for domestic violence assistance from San Mateo County residents, including through our local police departments and legal hotline. Among clients, 10% came from San Mateo. The actual number of residents from specific cities that will ultimately be housed in a CORA shelter in any given year is dependent on a number of factors outside of CORA's control, including the willingness of the survivor to leave his/her home for CORA's emergency shelters, openings in the CORA shelters when a resident from a particular city calls, and the clients need for a CORA shelter. We also look at historical trends at the agency; understanding the shelter statistics vary from year-to-year, estimates for services are based on a reasonable assessment of these factors. The results of these considerations are listed in our answer to question 18. Page 3 of 9City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2963&prop=11 Ap p l i c a t i o n 2 30 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Our target population to be served are victims and survivors of domestic violence, including the children of those who have been subjected to domestic violence. Our clients are San Mateo County residents. Domestic violence continues to be a pervasive social problem impacting all social, economic, and cultural groups and has life- changing consequences in the lives of victims and their families. One way CORA determines the need by City/Jurisdiction is through its most recent data on requests for service. For example, during the program year 2012-13, CORA received more than 11,547 calls for domestic violence assistance from San Mateo County residents, including through our local police departments and legal hotline. Among clients, 43.6% came from San Mateo County's non-entitlement cities. The actual number of residents from specific cities that will ultimately be housed in a CORA shelter in any given year is dependent on a number of factors outside of CORA's control, including the willingness of the survivor to leave his/her home for CORA's emergency shelters, openings in the CORA shelters when a resident from a particular city calls, and the clients need for a CORA shelter. We also look at historical trends at the agency; understanding the shelter statistics vary from year-to-year, estimates for services are based on a reasonable assessment of these factors. The results of these considerations are listed in our answer to question 18. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Our target population to be served are victims and survivors of domestic violence, including the children of those who have been subjected to domestic violence. Our clients are San Mateo County residents. Domestic violence continues to be a pervasive social problem impacting all social, economic, and cultural groups and has life- changing consequences in the lives of victims and their families. One way CORA determines the need by City/Jurisdiction is through its most recent data on requests for service. For example, during the program year 2012-13, CORA received more than 11,547 calls for domestic violence assistance from San Mateo County residents, including through our local police departments and legal hotline. Among clients, 14% came from South San Francisco. The actual number of residents from specific cities that will ultimately be housed in a CORA shelter in any given year is dependent on a number of factors outside of CORA's control, including the willingness of the survivor to leave his/her home for CORA's emergency shelters, openings in the CORA shelters when a resident from a particular city calls, and the clients need for a CORA shelter. We also look at historical trends at the agency; understanding the shelter statistics vary from year-to-year, estimates for services are based on a reasonable assessment of these factors. The results of these considerations are listed in our answer to question 18. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. CORA has operated its Emergency Shelter continuously since 1978, therefore the program will continue into the new CDBG program year without interruption. As we requested significantly less funding than what it costs to serve each jurisdiction, we anticipate invoicing for funds within the first two to three quarters for each jurisdiction. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. In general, CORA's goal is to make sure that when someone calls in need, CORA is able to provide appropriate services. Success is determined by assessing how clients are able to commit to the self-sufficiency and safety plan they develop with shelter staff and are able to access appropriate resources to move into a safe and secure environment. Assessments are taken during the intake and when clients exit from the shelter to assess how they are able to transition to other housing. Relative to the CDBG contracts, we will track the populations served as listed in our answer to question 18 through our agency's database. CORA's database is an industry standard client database specifically designed for domestic violence and sexual assault agencies. The program was put into use in January of 2011 and has improved and simplified the job of collecting and reporting data on the work we do with our clients. We will track client progress through this database and at least quarterly. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Operating from a desire to provide the best possible support for its clients, CORA works closely with individuals, other non-profits, government entities, the private sector and coalitions to increase the effectiveness and impact of its work with clients in the shelter. Highlights of these collaborative efforts include: COORDINATION WITH OTHER PROVIDERS/COLLABORATIVE EFFORTS: CORA has developed ongoing partnerships with other agencies, including: local law enforcement (which calls CORA for assistance with every domestic violence call in the County – many of which result in a direct referral to CORA’s emergency shelter); Samaritan House (EITC tax preparation, safety net services, medical and dental services); Second Harvest Food Bank (weekly/monthly food assistance, depending on need); Victim Services of San Mateo County (e.g., emergency financial assistance); Job Train (i.e., adult vocational training, after school vocational training); Page 4 of 9City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2963&prop=11 Ap p l i c a t i o n 2 31 Consumer Credit Counseling of San Francisco (many victims of domestic violence have been subjected to financial abuse and are in need of assistance to either establish or rehabilitate their credit record); San Mateo Credit Union (financial education classes on-site, incentives to participate). All of these collaborative efforts help clients to build self-sufficiency and to heal from the trauma of domestic violence, which makes the shelter a place where healing and progress for clients begin. VOLUNTEERS: The volunteer program recruits, trains and supports about 75 volunteers each year. IN-KIND DONATIONS: CORA receives a variety of in-kind donations for clients, including food, clothing, household items (for starting up a new home), tickets to local sporting/theater events, and even community service groups that have helped put on special small events for clients and have landscaped our new community office in San Mateo. PARTICIPATION WITH COALITIONS: CORA is part of a larger network of domestic violence agencies named the California Partnership to End Domestic Violence (CPEDV). In fact, our Director of Programs, Cori Manthorne, serves on the board of directors for CPEDV. CORA staff also represent us on various County committees including: the Domestic Violence Council, the Death Review Team, the Legislative Committee, the Legal Process Committee, Coordinated Response Committee, and the Continuum of Care Steering Committee. CORA is also part of the County’s “Continuum of Care” group that works on issues related to housing homeless. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. Clients coming to CORA for services since 2008 have exhibited a higher degree of need than previously, such as requiring more mental health services for post-traumatic stress. With five years of this trend completed -- and barring any unforeseen large-scale and enduring improvements to the economy -- it seems we are experiencing the “new normal.” Many clients report they have chosen to stay in homes where they were subjected to domestic violence due to financial considerations (e.g., needing two salaries to make ends meet or not being able to secure a job in this economic climate.) Consequently, by the time they come to CORA for services, they are in dire circumstances that require quicker responses, longer term services and a more complex array of services. Without receiving these CDBG funds, consequences could include reducing shelter staff hours for services such as on-site mental health counseling. Given the impact of the continuing financial challenges in the public and private sectors, the demand for CORA's services continues to exceed the agency’s capacity to provide beds for all who request it while funding has become more difficult to secure and in some cases has decreased. In addition, we have heard from certain foundations of their intention to reduce funding levels for safety net services as they have given at a rate higher than they can sustain and must now return to a lower level of giving. The combination of decreased foundation funding, threatened cuts in other government contracts and a void created by a potential loss or reduction of CDBG funding could trigger cuts at CORA that would pose an obstacle for the agency to provide comprehensive crisis intervention services that result in a family’s ability to attain self-sufficiency. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City 12 5 12 5 Redwood City 24 15 24 15 City of San Mateo 17 10 17 10 County of San Mateo 55 31 55 31 South San Francisco 6 3 6 3 Totals 114 64 114 64 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Page 5 of 9City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2963&prop=11 Ap p l i c a t i o n 2 32 Low-income youth  Other Survivors of Domestic Violence 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402100%24 100% White 40,65654.64% 625.00% Hispanic 23,55731.66% 1250.00% Asian 6,7159.03% 00.00% African American 1,9162.58% 00.00% Pacific Islander 6630.89% 312.50% Native American 3840.52% 00.00% Other 1,5112.03% 312.50% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207100%17 100% White 45,24046.54% 211.76% Hispanic 25,81526.56% 1482.35% Asian 18,15318.67% 00.00% African American 2,0992.16% 15.88% Pacific Islander 1,9371.99% 00.00% Native American 1400.14% 00.00% Other 3,8233.93% 00.00% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632100%6 100% White 23,76037.34% 116.67% Hispanic 21,64534.02% 350.00% Asian 23,29336.61% 00.00% African American 1,6252.55% 116.67% Pacific Islander 1,1111.75% 116.67% Native American 3950.62% 00.00% Other 9,59815.08% 00.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: CORA uses a range of outreach strategies to reach the diverse population of San Mateo County including distributing and/or displaying pamphlets/posters in public places such as bus stops, community centers, doctors' offices, courthouses, and legal aide agencies. CORA's community education team conducts presentations, workshops, and tables events in a variety of community settings around the County. CORA's bilingual website provides resources and contact information to its bilingual support groups and other programs. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. CORA depends upon a broad base of support from a variety of city and county agencies, grants from foundations and corporations, and individual donations to maintain its services, including CORA’s Client Services Program. Several CORA funders require a local match to qualify for grants. In addition, we partner with several state and federal agencies to cover costs of our programs. CORA has been successful in the past at leveraging funds from Page 6 of 9City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2963&prop=11 Ap p l i c a t i o n 2 33 the County of San Mateo, the Governor’s Office of Emergency Services, and the Department of Justice. We expect continued support from these sources. Local support is critical to CORA to qualify for other government and private support. About half of the funding CORA requires for this program is already committed for 2014-15. About another third of the funding needed is out for consideration – including this request – and is expected to yield needed support. The balance of funds are still to be raised. Concerning CORA’s fundraising efforts, the agency has recently retooled its Development Department to now include a full-time Director of Development and Communications, Grants & Contracts Officer, Development Officer and Development & Communications Associate. Our Director of Development is responsible for the overall functioning of the Development Department and also carries responsibility for identifying and cultivating major donors (i.e., $5,000 and up) and corporate donors. Our Development Officer is responsible for annual appeals, house parties, donor “membership club”, in-kind donations, and donations from service and faith based organizations. Our Development & Communications Associate is responsible for marketing, social networking tools, collateral materials, events and new donor acquisition. Our Grants & Contracts Officer is responsible for researching and writing all grant proposals and related reports for funders. Working with the Finance Department, Finance Committee of the Board and Development Committee of the Board, the Development Department sets the overall annual fundraising goals and sets the strategy to reach those goals, given the agency’s resources. Together with the Development Department, active Board of Directors and in liaison with the Executive Director all engage in diverse fundraising activities to raise funds from a variety of sources including foundations, corporations, individual donors, special events, state and local government agencies, and through in-kind donations of goods and services. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications PROPOSED PROGRAM BUDGET FOR FY 2013-14 Redwood City City of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%Requested%RequestedPgm%Requested Labor Client Advocate $16,6670% $16,667 $16,667 Client Advocate $10,0000% $10,000$10,000 Taxes/Benefits $3,3330%0% $3,3330%0%0%0%$0 Supplies Office Supplies $2,0000%0%0% $1,0000% $1,0000%0%$2,000 Basic Client Needs $8,000 $8,000 $8,000 Operations/Maintenance Mileage $6000%0%0% $6000%0%0%$600 Taxes $8,0000%0%0% $8,0000%0%0%$8,000 Telephone and Utilities $14,9000%0%0% $5,9000% $9,0000%0%$14,900 Client Transportation $2,5000%0%0% $2,5000%0%0%$2,500 Maintenance $14,000 0%0% $2,0000% $12,0000%0%$14,000 $0 Administration 0% 0 TOTAL $80,0000%$0$20,000$20,000$30,000$10,000$80,000 Number of Individual Beneficiaries 24 17 55 6 102 Cost per Individual $833.33$1,176.47$545.45$1,666.67$784.31 Number of Household Beneficiaries 15 10 31 3 59 Cost per Household $1,333.33$2,000.00$967.74$3,333.33$1,355.93 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 2. Provide comprehensive Homeless services with priority given to: Coordinated Services, Homeless Access to Services, and Direct Services: Page 7 of 9City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2963&prop=11 Ap p l i c a t i o n 2 34 HOM-2: Support existing emergency shelter facilities and programs. 2. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website CIP (Handbook/Database) Outreach presentations to service providers Outreach presentations to public b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Our flyers/brochures and outreach presentations to service providers and the public are provided in both Spanish and English. The presentations are provided in English or Spanish, depending on the needs of the group requesting our presentation. c. How and where are the materials distributed? Materials are distributed through CORA’s family of partners (some of whom are identified above in our answer to question 16.) Another main way of distributing materials is through San Mateo County's Kaiser facilities. As Kaiser is committed to ending domestic violence, it stocks CORA’s brochures in its facilities and partners very closely with CORA in providing outreach to its staff about domestic violence and CORA’s services. 3. Program Outcomes: In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/13: The first time Sandy* called our Hotline it was after an altercation with her spouse; she needed a safe place to stay for the night to decide what to do. CORA provided a hotel for night, however Sandy decided she wanted to give her relationship another try and keep her family intact, so she declined and returned to her home. The second time Sandy contacted us she was afraid for her safety and needed a safe place. She moved into the shelter but was still not sure if she made the right choice. She reported she “did not want to deprive her children from seeing their father.” After being with CORA for a few weeks she decided to go back home. Her Client Advocate created a safety plan and assured her CORA would continue to be here to provide support via hotline and mental health services. If she ever felt the need for a safe place to stay she could always return to the shelter. A few weeks later Sandy contacted CORA a third time. Another violent incident resulted in her spouse being arrested. Sandy worked diligently with her advocate to secure other means of income, childcare, and housing. Sandy was also able to get mental health support to deal with her trauma symptoms. Sandy stayed at CORA for 8 weeks before securing a transitional housing opportunity. Sandy has shown the decision to leave an abusive relationship is a difficult one and having a supportive Advocate can help begin the process of becoming self- sufficient and self-reliant. *Not her real name. Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors Resolution_of_the_Board_of_Directors_-_RWC_CDBG_shelter.pdf Resolution_of_the_Board_of_Directors_-_City_of_SM_CDBG_shelter.pdf Resolution_of_the_Board_of_Directors_-_SSF_CDBG_shelter.pdf Resolution_of_the_Board_of_Directors_-_COUNTY_CDBG_shelter.pdf  2. Proof of 501(c)3 / tax-exempt status 501c3letter.pdf  3. By-laws Bylaws_as_Adopted_by_CORA_Board_of_Directors_0212.doc  4. Articles of Incorporation Articles_of_incorporation.pdf  5. Board roster, including: •Name, Company, Years on Board BoD_Title_and_Elected_Year_2013.docx BOD_Meeting_Schedule_2013.doc BOD_Term_of_Office.doc Page 8 of 9City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2963&prop=11 Ap p l i c a t i o n 2 35 •Meeting dates for previous 12 months •Number of years allowed for each board term  6. Organizational chart for entire organization CORA_Org_Chart_-Latest_.doc  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. FY_11-12_audit.pdf  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget CORA_Operating_Budget_2013-14_Overview.pdf CORA_Operating_Budget_2014-15_Overview.pdf  9. Mission Statement Mission_Statement.docx  10. Non-discrimination policy for Staff and Clients Nondiscrimination_policy.doc  11. Reasonable Accommodations Policy for Staff and Clients Reasonable_Accomodation_-_Client.doc Reasonable_Accommodations_-_STAFF.docx  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Board_Service_Commitment_Pledge_FINAL.rtf Code_of_Conduct_-_Conflict_of_Interest_Highlight.doc  13. Other - Meet our newest Safe House Connies_House_Photos.pdf Download All Attachments Program Manager Signature Lynn M. Schuette Date Signed 01/24/2014 Initially submitted: Jan 24, 2014 - 13:57:41 Page 9 of 9City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2963&prop=11 Ap p l i c a t i o n 2 36 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Health Mobile 2. Project Title: Dental Care for Children We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Served % of Served Total $ Per Redwood City $17,000 2% 210 21% $80.95 City of San Mateo $17,000 2% 210 21% $80.95 County of San Mateo $28,000 4% 350 36% $80.00 South San Francisco $17,000 2% 210 21% $80.95 Total $79,000 11% 980 100% $80.61 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. The question is how do we know if the person is eligible. On the permission forms we ask for the parents to provide their insurance information. We verify with their insurance carrier if they are still enrolled. If not, and if they are otherwise eligible, our accompanying support staff can assist the family in the re/enrollment process. If no insurance alternatives are available only then we would then use the City or County CDBG funds to cover the procedures. To verify income we will use the appropriate City or County Verification Forms to determine eligibility forms while concurrently helping them enroll in an appropriate insurance program These materials will be available to review at any time. 3. Project Address: 1659 Scott Blvd # 4 City: Santa Clara Zip: 95050-4137 4. Provide a one sentence project summary: We provide free, onsite, comprehensive dental care to low-income children at school sites. Organization Address: 1659 Scott Blvd # 4 City: Santa Clara Zip: 95050-4137 Organization Phone: 408-879-0110 Website: www.healthmobile.org Type of Applicant: Non-Profit Our agency serves: 5. Contact Person / Project Administrator: Name: Mike Reza Title: COO Telephone: 408-879-0110 Contact Email: mike@healthmobile.org Fax: 408-244-9553 6. Name of Agency Director: A Parhizkari Page 1 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 37 7. Fiscal Officer:Name: Mike Reza Email: mike@healthmobile.org Telephone: 4083905893 Fiscal Officer Address: 1659 Scott Blvd # 4 City: Santa Clara Zip: 95050-3137 8. Authorized Signatory:Name: Mike Reza Email: mike@healthmobile.org Telephone: 4083905893 Authorized Signatory Address: 1659 Scott blvd # 4 City: Santa Clara Zip: 95050 9. Please provide days and hours of regularly scheduled operation: Monday through Friday 9-3 10. DUNS Number: 938737827 Federal EIN/TIN Number: 31-1658149 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05M - Health Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Summary: Health Mobile provides dental services at school sites through a self-contained, state-of-the art, full- service dental clinic in a specially made 40-foot motor home. Health Mobile pre-screens students to determine their dental needs. Health Mobile provides follow-up services on the students who were screened. Patients will receive dental cleaning, preventive dental procedures, x-rays, and oral hygiene instructions. Dental procedures will include, as necessary, fillings, root canal treatments, extractions, crowns, sealants, bridges, partials, oral surgery, space maintainers, and sports guards. Health Mobile staff will emphasize prevention techniques and schedule patients for preventive treatment every six months until they graduate from the school. Parents will sign a consent form and complete a medical history form on their children prior to treatment. Services will be available to uninsured students and their family members. Therefore the Health Mobile proposes to serve 980 children who lack dental insurance coverage. Of these children 210 will be residents of Redwood City; 210, residents of the City of San Mateo; 210, residents of the City of South San Francisco; and the remaining 350, residents of unincorporated areas of the County or residing in non- entitlement cities. Leveraging other funds we will be able to serve a total of 4,900 children in our county. To accomplish this effort the Health Mobile has a fleet of 7 mobile clinics—the largest fleet in California. These proposals are modeled after the program we currently operate in South San Francisco. A similar proposal will be submitted to Daly City next year during their funding cycle. If successful in pursuing these respective grants the Health Mobile will be able to provide mobile dental service to the entire county's low-income areas. These projects that Redwood City, San Mateo City, South San Francisco and San Mateo County are being asked to fund will increase access to and provide high quality oral health services, and help connect eligible populations to available local, state and federal resources --in particular government funded/subsidized insurance programs. We will do extensive outreach to our target populations to provide the children the oral health services--made accessible by serving children right at school. The services the Health Mobile provides for this grant are listed below 1. Dental Check up of children including Dental Exam and X-rays. 2. Development of treatment plans. 3. Preventative Dental Treatments: Provide comprehensive dental care, including preventative services such as sealant, prophylaxis, cleaning, oral hygiene, and nutrition oral health education. 4. Restorative Dental Treatments: Based on the diagnostic care, provide restorative treatments such as fillings, extractions, root canals and crowns. Emergency appointments would be available. Expected outcomes: 1. 95% of students will experience no tooth decay as measured by clinical records 2. 90% of students will establish a healthy oral hygiene routine as measured by self-reporting and clinical records. 3. Each student’s visit to the Health Mobile will produce increased self-worth, a bright smile, and an increased sense of self-esteem as measured by questionnaires and direct observation-we expect a 90% positive rating on these factors. Our efforts are concentrated at schools throughout the region and we usually are present at a school from 9 AM to 3 PM and up to 5 PM with after-patient care tasks. We work with all levels of students attending pre-K schools, Page 2 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 38 elementary schools, middle schools, high schools, and alternative education high schools. Within the high schools we usually start with the senior class and those students who are at most risk of dropping out. Most of these schools are classified as Title I schools (schools with a high-level of poverty as indicated by parental socioeconomic levels and student levels of eligibility for free or reduced lunches). To save travel time back and forth, we stay in a neighborhood (usually a week or two up to a month at a time) until the patient population is served. Discussion concerning specific jurisdictions City of Redwood City: Over the past thirteen years the Health Mobile (formerly known as the Tooth Mobile) have been screening and treating children at Redwood City Elementary School District schools—putting a smile on their faces! Many of these visits have been in collaboration with the Region I Migrant Office of Education. The regional office’s staff help identify students for whom we should provide dental interventions. These interventions are most often at the district’s Title I schools. Many of our school visits involve children whose families live in North Fair Oaks. City of San Mateo: In the past we have received funds from California First 5 to serve children ages 2-5 at state- subsidized child care facilities in your city. For this proposal our target group is children residing in designated high poverty areas as shown in the city planning maps, notably along the Delaware Street Corridor near Martin Luther King and Gateway Parks (though some of the children may attend schools outside the mapped area, such as San Mateo High School). We will obtain the addresses of the children and match them to the target area as per city instructions on this matter as concerns grant requirements. City of South San Francisco: The Health Mobile has been visiting schools throughout the South San Francisco Unified School District since 2003. With our current CDBG funding to cover treatments for the uninsured we were able to serve many more of the Denti-Cal eligible children who would otherwise not have any access to dental care. San Mateo County: Since the early 2000’s the Health Mobile has provided dental to children and other family members living in Brisbane/Bayview. Pacifica, San Bruno, Half Moon Bay, Pescadero, North Fair Oaks, La Honda, East Palo Alto, and East Menlo Park. Service sites include schools and community centers in these communities. One of our most interesting collaborations with the medical team from Stanford that used a mobile clinic (affectionately called the “Mommy Bus”) to provide care to pregnant women and mothers living in East Palo Alto and the eastern parts of Menlo Park. Health Mobile would park next to their clinic and treat any oral health conditions the women might have based on the MD’s referral. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. To briefly restate for the City of Redwood City: Over the past thirteen years the Health Mobile (formerly known as the Tooth Mobile) have been screening and treating children at Redwood City Elementary School District schools—putting a smile on their faces! Many of these visits have been in collaboration with the Region I Migrant Office of Education. The regional office’s staff help identify students for whom we should provide dental interventions. These interventions are most often at the district’s Title I schools. Many of our school visits involve children whose families live in North Fair Oaks. The need for dental services among low-income children in Redwood City parallels the need across the State. According to a 1999 U.S. Surgeon General’s Report, California has the highest percentage of children without dental insurance in the country. A report of the Dental Health Foundation highlights what happens to children without access to dental care: “Among school-age children in the U.S., 25% experience 75% of the tooth decay. That 25% typically represents children who are from economically or socially disadvantaged families, children who have some type of disabling condition, or children who experience other barriers to preventive and treatment services.” Lack of preventive dental care can lead to more serious oral health problems in the future, cause severe pain that leads to school absences, and contribute to poor self-esteem. We have successfully treated thousands of children and their families. Here is a testimonial: “I want to share the story of Angelina with you…Angelina was in a first grade classroom and was struggling socially and academically…Angelina had several teeth, which had rotted off, and nothing was left except the roots. Dr. P. proceeded to “fix” Angelina’s mouth and eliminate the on-going pain … Now, Angelina has improved a year and a half since her visits to Dr. P. …If a child is without pain, we can nurture and teach them.' – D. Esheman. Principal, Covillaud ES, Marysville JUSD Founded in 1999, the Health Mobile’s mission is to relieve pain and suffering from dental and medical ailments, to increase access to affordable, comprehensive health care; and to increase awareness and preventive education for underserved populations. We operate 7 mobile health units. Our mobile units provide care at schools, community centers, and migrant camps throughout Northern California wherever the underserved live and congregate. Each of Page 3 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 39 our mobile units is a 40’ long clinic on wheels with two fully functional operatory dental chairs and one medical examination room. More than one mobile unit can serve the cities at one time given the flexibility of our fleet. Not only do these units serve as our clinics, they are huge billboards that attract a great deal of attention—displaying our logo and those of our sponsors (such as your city)! Up until 2008, most of our services were provided to children of the underserved with therapeutic oral health and prevention. Since then we have provided onsite medical and dental services and provided referrals to local providers for treatment of more complex conditions. Hence the name change from Tooth Mobile to Health Mobile A preliminary assessment of students at a San Mateo County school district (South San Francisco) indicated that most of the young people had never seen a dentist. Of the 164 students pre-screened for this survey, 100% required follow-up dental care. For example, 89% needed four or more fillings, 16% needed root canals (because cavities have not been filled), and 12% needed at least one extraction. According to information released by the Coalition for Oral Health, based on a Center for Disease Control report, every dollar invested in preventive dental care saves between $8 and $50 in more costly care. Therefore, the dollar impact of a $15,000 CDBG grant will range from $120,000 to $750,000. For the City of Redwood City we will be collaborating with the Redwood City Elementary School District and Sequoia UHSD. We have an existing MOU in place with the District. The schools in the greatest need are in the areas identified by the respective cities through their planning and community input processes—in the case of Redwood City, students mostly residing near the CalTrain line and south into the North Fair Oaks area. A major indicator is if a school is classifed as a Title I school, In the District, 13 of the 17 schools in the district are Title I, some of which are under Program Improvement mandates. * Accessibility is only second to affordability for low-income families in utilizing the health care system. Indeed an annual report by Delta Dental indicates, that of all the children that have government sponsored dental insurance only 11% see a dentist. This very low utilization rate is due primarily to lack of transportation. That leaves 89% of government insured children untreated. * Health Disparities: Most of the health care providers do not provide care for low-income students due to low fee reimbursements and high overhead costs (management salaries, rents) and cancellation (non-billable expenses). Local health care providers also face expensive costs of living. Moreover, there are plenty of insured patients with PPO and other high pay private insurance. Most importantly for profit organizations are set up to make more money and more profit. Health Mobile enjoys low overhead and by providing care at school sites we have virtually no cancellations, thus we can provide professional health care for less and manage to keep the doors open. * Based on interviews of district officials the status of need for dental services within the District—most notably at Kennedy Middle School and McKinley Institute of Technology (middle school). We could easily meet our quota for this grant from these two schools alone. • About 10-20 percent of the students have no access to insurance • For those students who have access to insurance such, as Denti-Cal, there are few dentists in the who take individuals with that type of insurance. Only 4 dentists in Redwood City are taking new patients who have Denti- Cal. This is a county-wide problem. In addition, families look for a dentist regardless of jurisdiction boundaries. Hence the following discussion concerning the county as a whole: Accessing a dentist if you have Medi-Cal’s version of dental insurance, Denti-Cal, can be a challenge. You need to find dentist who will accept your insurance plan. How many dentists are available for new patients in San Mateo County? Nineteen. This is the distribution of the 19 dentists accepting new patients with Denti-Cal insurance who practice “General Dentistry” by city: Daly City = 4, Foster City = 1, Half Moon Bay = 1, Menlo Park = 2, Redwood City = 4, South San Francisco = 3, San Carlos = 1, San Mateo = 3. In comparison in 2013 the number of dentists taking new pateints was 20, and in 2011 the total was 27. This represents a 30 % decrease in available dentists in 3 years! By adding our staff to the list Health Mobile increases the number of dentists taking Denti-Cal county-wide by 10%. Sources http://www.denti-cal.ca.gov/provreferral/SanMateo.pdf Dated 5/21/2011, 4/6/2013, and 1/18/2014 The reason for the decline may be because of two factors 1) The high cost of operating a dental practice in this county, and 2) with an improving economy a dentist can find plenty of patients who have private PPO insurance and thus no need to seek Denti-Cal patients. Other Supporting Information: San Mateo County CDBG References Concerning the Need for Health Care Services: This need for health care services is discussed in the 2012 San Mateo County “Analysis of Impediments to Fair Housing Choice: for the Jurisdictions of the County of San Mateo and the Cities of Daly City, South San Francisco, San Mateo, and Redwood City; Volume I Draft Report for Pubic Review and Comment” November 13, 2012 the following points are relevant for these grant applications to the three cities and the county (Cited by page of the report): * Impediment 6: Unequal access to public services such as public transit, health care, and employment services. The existence of this impediment was suggested in responses to the 2012 Fair Housing Survey and other sources. 2012 Fair Housing Survey respondents indicated that employment services were limited and difficult to access with public transportation, and geographic analysis of transit routes showed limited availability in some areas. Page 12 Page 4 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 40 * Renters with a severe cost burden are at risk of homelessness. Cost-burdened renters who experience one financial setback often must choose between rent and food or rent and health care for their families. Similarly, homeowners with a mortgage who have just one unforeseen financial constraint—such as temporary illness, divorce, or the loss of employment—may face foreclosure or bankruptcy. Page 61 * Adequate provision of neighborhood services is one element of fair housing choice, in that fair housing options are increased when desirable services such as good schools or health care are available to all persons, in many kinds of neighborhoods. Page 107 * In addition, employment and health care services were mentioned as needing additional support; respondents commented that these services may not be available to many residents due to their location and hours of service. Page 147 The Health Mobile through its on-site services addresses these issues about access to affordable dental care in the neighborhoods where children in need reside. Other services in the community: San Mateo Medical Center operates several dental clinics in the community (Fair Oaks, Willow, Daly City and San Mateo). However these fixed site dental clinics pose the same convenience questions as any other fixed site location. That is the parents must still transport the child to an off-campus location. The County's mobile clinic is targeted to individuals in the homeless community. Western Dental opened a new clinic at 4100 S El Camino Real in San Mateoand still operates a clinic in Redwood City. In some school districts a for-profit organization called 'Big Smiles' serves Medi-Cal eligible students. However the Health Mobile also serves the uninsured which 'Big Smiles' does not (as indicated by their website). We have arrangements with some school districts where more than one moblie service operates that minimize overlap. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. To briefly restate for the City of San Mateo: In the past we have received funds from California First 5 to serve children ages 2-5 at state-subsidized child care facilities in your city. For this proposal our target group is children residing in designated high poverty areas as shown in the city planning maps, notably along the Delaware Street Corridor near Martin Luther King and Gateway Parks (though some of the children may attend schools outside the mapped area, such as San Mateo High School). We will obtain the addresses of the children and match them to the target area as per city instructions on this matter as concerns grant requirements. The need for dental services among low-income children in parallels the need across the State. According to a 1999 U.S. Surgeon General’s Report, California has the highest percentage of children without dental insurance in the country. A report of the Dental Health Foundation highlights what happens to children without access to dental care: “Among school-age children in the U.S., 25% experience 75% of the tooth decay. That 25% typically represents children who are from economically or socially disadvantaged families, children who have some type of disabling condition, or children who experience other barriers to preventive and treatment services.” Lack of preventive dental care can lead to more serious oral health problems in the future, cause severe pain that leads to school absences, and contribute to poor self-esteem. We have successfully treated thousands of children and their families. Here is a testimonial: “I want to share the story of Angelina with you…Angelina was in a first grade classroom and was struggling socially and academically…Angelina had several teeth, which had rotted off, and nothing was left except the roots. Dr. P. proceeded to “fix” Angelina’s mouth and eliminate the on-going pain … Now, Angelina has improved a year and a half since her visits to Dr. P. …If a child is without pain, we can nurture and teach them.' – D. Esheman. Principal, Covillaud ES, Marysville JUSD Founded in 1999, the Health Mobile’s mission is to relieve pain and suffering from dental and medical ailments, to increase access to affordable, comprehensive health care; and to increase awareness and preventive education for underserved populations. We operate 7 mobile health units. Our mobile units provide care at schools, community centers, and migrant camps throughout Northern California wherever the underserved live and congregate. Each of our mobile units is a 40’ long clinic on wheels with two fully functional operatory dental chairs and one medical examination room. More than one mobile unit can serve the cities at one time given the flexibility of our fleet. Not only do these units serve as our clinics, they are huge billboards that attract a great deal of attention—displaying our logo and those of our sponsors (such as your city)! Up until 2008, most of our services were provided to children of the underserved with therapeutic oral health and prevention. Since then we have provided onsite medical and dental services and provided referrals to local providers for treatment of more complex conditions. Hence the name change from Tooth Mobile to Health Mobile A preliminary assessment of students at a San Mateo County school district (South San Francisco) indicated that most of the young people had never seen a dentist. Of the 164 students pre-screened for this survey, 100% Page 5 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 41 required follow-up dental care. For example, 89% needed four or more fillings, 16% needed root canals (because cavities have not been filled), and 12% needed at least one extraction. According to information released by the Coalition for Oral Health, based on a Center for Disease Control report, every dollar invested in preventive dental care saves between $8 and $50 in more costly care. Therefore, the dollar impact of a $15,000 CDBG grant will range from $120,000 to $750,000. For the City of San Mateo we will be collaborating with San Mateo/Foster City ESD and San Mateo UHSD. The schools in the greatest need are in the areas identified by the respective cities through their planning and community input processes. Some of schools we will target include College Park, Fiesta Gardens and other Title I schools, especially if they are under a Program Improvement mandate. * Accessibility is only second to affordability for low-income families in utilizing the health care system. Indeed an annual report by Delta Dental indicates, that of all the children that have government sponsored dental insurance only 11% see a dentist. This very low utilization rate is due primarily to lack of transportation. That leaves 89% of government insured children untreated. * Health Disparities: Most of the health care providers do not provide care for low-income students due to low fee reimbursements and high overhead costs (management salaries, rents) and cancellation (non-billable expenses). Local health care providers also face expensive costs of living. Moreover, there are plenty of insured patients with PPO and other high pay private insurance. Most importantly for profit organizations are set up to make more money and more profit. Health Mobile enjoys low overhead and by providing care at school sites we have virtually no cancellations, thus we can provide professional health care for less and manage to keep the doors open. * Based on interviews of district officials the status of need for dental services within the districts: • About 10-20 percent of the students have no access to insurance • For those students who have access to insurance such, as Denti-Cal, there are few dentists in San Mateo who take individuals with that type of insurance. Only 3 dentists in the City of San Mateo are taking new patients who have Denti-Cal. This is a county-wide problem. In addition, families look for a dentist regardless of jurisdiction boundaries. Hence the following discussion concerning the county as a whole: Accessing a dentist if you have Medi-Cal’s version of dental insurance, Denti-Cal, can be a challenge. You need to find dentist who will accept your insurance plan. How many dentists are available for new patients in San Mateo County? Nineteen. This is the distribution of the 19 dentists accepting new patients with Denti-Cal insurance who practice “General Dentistry” by city: Daly City = 4, Foster City = 1, Half Moon Bay = 1, Menlo Park = 2, Redwood City = 4, South San Francisco = 3, San Carlos = 1, San Mateo = 3. In comparison in 2013 the number of dentists taking new pateints was 20, and in 2011 the total was 27. This represents a 30 % decrease in available dentists in 3 years! By adding our staff to the list Health Mobile increases the number of dentists taking Denti-Cal county-wide by 10%. The reason for the decline may be because of two factors 1) The high cost of operating a dental practice in this county, and 2) with an improving economy a dentist can find plenty of patients who have private PPO insurance and thus no need to seek Denti-Cal patients. Sources http://www.denti-cal.ca.gov/provreferral/SanMateo.pdf Dated 5/21/2011, 4/6/2013, and 1/18/2014 San Mateo County CDBG References Concerning the Need for Health Care Services: This need for health care services is discussed in the 2012 San Mateo County “Analysis of Impediments to Fair Housing Choice: for the Jurisdictions of the County of San Mateo and the Cities of Daly City, South San Francisco, San Mateo, and Redwood City; Volume I Draft Report for Pubic Review and Comment” November 13, 2012 the following points are relevant for these grant applications to the three cities and the county (Cited by page of the report): * Impediment 6: Unequal access to public services such as public transit, health care, and employment services. The existence of this impediment was suggested in responses to the 2012 Fair Housing Survey and other sources. 2012 Fair Housing Survey respondents indicated that employment services were limited and difficult to access with public transportation, and geographic analysis of transit routes showed limited availability in some areas. Page 12 * Renters with a severe cost burden are at risk of homelessness. Cost-burdened renters who experience one financial setback often must choose between rent and food or rent and health care for their families. Similarly, homeowners with a mortgage who have just one unforeseen financial constraint—such as temporary illness, divorce, or the loss of employment—may face foreclosure or bankruptcy. Page 61 * Adequate provision of neighborhood services is one element of fair housing choice, in that fair housing options are increased when desirable services such as good schools or health care are available to all persons, in many kinds of neighborhoods. Page 107 * In addition, employment and health care services were mentioned as needing additional support; respondents commented that these services may not be available to many residents due to their location and hours of service. Page 147 The Health Mobile through its on-site services addresses these issues about access to affordable dental care in the neighborhoods where children in need reside. Other services in the community: San Mateo Medical Center operates several dental clinics in the community (Willow, Fair Oaks, Daly City; and 222 Page 6 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 42 West 39th Avenue, San Mateo). However these fixed site dental clinics pose the same convenience questions as any other fixed site location. That is the parents must still transport the child to an off-campus location. The County's mobile clinic is targeted to individuals in the homeless community. Western Dental opened a clinic at 4100 S El Camino Real. While located in the City of San Mateo it is located over 4 miles from one of communities in great need near the Martin Luter King, Jr. Community Center. In some school districts a for-profit organization called 'Big Smiles' serves Medi-Cal eligible students. However the Health Mobile also serves the uninsured which 'Big Smiles' does not (as indicated by their website). We have arrangements with some school districts where more than one moblie service operates that minimize overlap. 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. To briefly restate for San Mateo County: Since the early 2000’s the Health Mobile has provided dental to children and other family members living in Brisbane/Bayview. Pacifica, San Bruno, Half Moon Bay, Pescadero, North Fair Oaks, La Honda, East Palo Alto, and East Menlo Park. Service sites include schools and community centers in these communities. One of our most interesting collaborations with the medical team from Stanford that used a mobile clinic (affectionately called the “Mommy Bus”) to provide care to pregnant women and mothers living in East Palo Alto and the eastern parts of Menlo Park. Health Mobile would park next to their clinic and refer patients to us, and we would treat any oral health conditions the women might have. The need for dental services among low-income children in parallels the need across the State. According to a 1999 U.S. Surgeon General’s Report, California has the highest percentage of children without dental insurance in the country. A report of the Dental Health Foundation highlights what happens to children without access to dental care: “Among school-age children in the U.S., 25% experience 75% of the tooth decay. That 25% typically represents children who are from economically or socially disadvantaged families, children who have some type of disabling condition, or children who experience other barriers to preventive and treatment services.” Lack of preventive dental care can lead to more serious oral health problems in the future, cause severe pain that leads to school absences, and contribute to poor self-esteem. We have successfully treated thousands of children and their families. Here is a testimonial: “I want to share the story of Angelina with you…Angelina was in a first grade classroom and was struggling socially and academically…Angelina had several teeth, which had rotted off, and nothing was left except the roots. Dr. P. proceeded to “fix” Angelina’s mouth and eliminate the on-going pain … Now, Angelina has improved a year and a half since her visits to Dr. P. …If a child is without pain, we can nurture and teach them.' – D. Esheman. Principal, Covillaud ES, Marysville JUSD Founded in 1999, the Health Mobile’s mission is to relieve pain and suffering from dental and medical ailments, to increase access to affordable, comprehensive health care; and to increase awareness and preventive education for underserved populations. We operate 7 mobile health units. Our mobile units provide care at schools, community centers, and migrant camps throughout Northern California wherever the underserved live and congregate. Each of our mobile units is a 40’ long clinic on wheels with two fully functional operatory dental chairs and one medical examination room. More than one mobile unit can serve the cities at one time given the flexibility of our fleet. Not only do these units serve as our clinics, they are huge billboards that attract a great deal of attention—displaying our logo and those of our sponsors (such as the county)! Up until 2008, most of our services were provided to children of the underserved with therapeutic oral health and prevention. Since then we have provided onsite medical and dental services and provided referrals to local providers for treatment of more complex conditions. Hence the name change from Tooth Mobile to Health Mobile A preliminary assessment of students at a San Mateo County school district (South San Francisco) indicated that most of the young people had never seen a dentist. Of the 164 students pre-screened for this survey, 100% required follow-up dental care. For example, 89% needed four or more fillings, 16% needed root canals (because cavities have not been filled), and 12% needed at least one extraction. According to information released by the Coalition for Oral Health, based on a Center for Disease Control report, every dollar invested in preventive dental care saves between $8 and $50 in more costly care. Therefore, the dollar impact of a $25,000 CDBG grant will range from $200,000 to $2,500,000. To give the overall these are the school districts associated with each CDBG project. For San Mateo County we will focus on Title I schools in such areas in the Costal region, East Palo Also, and North County (Bayshore/Brisbane, Broadmore and Pacifica. We will serve others as needed. For the City of San Mateo we will be collaborating with San Mateo/Foster City ESD and San Mateo UHSD. For the City of Redwood City we will be collaborating with the Redwood City Elementay School District and Sequoia UHSD. For South San Francisco our collaborative partner will be South San Francisco USD. Page 7 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 43 The schools in the greatest need are in the areas identified by the respective cities through their planning and community input processes. * Accessibility is only second to affordability for low-income families in utilizing the health care system. Indeed an annual report by Delta Dental indicates, that of all the children that have government sponsored dental insurance only 11% see a dentist. This very low utilization rate is due primarily to lack of transportation. That leaves 89% of government insured children untreated. * Health Disparities: Most of the health care providers do not provide care for low-income students due to low fee reimbursements and high overhead costs (management salaries, rents) and cancellation (non-billable expenses). Local health care providers also face expensive costs of living. Moreover, there are plenty of insured patients with PPO and other high pay private insurance. Most importantly for profit organizations are set up to make more money and more profit. Health Mobile enjoys low overhead and by providing care at school sites we have virtually no cancellations, thus we can provide professional health care for less and manage to keep the doors open. * Based on interviews of district officials the status of need for dental services within the districts: • About 10-20 percent of the students have no access to insurance • For those students who have access to insurance such, as Denti-Cal, there are few dentists in the county who take individuals with that type of insurance. Only 19 dentists in the county are taking new patients who have Denti-Cal. This is a county-wide problem. In addition, families look for a dentist regardless of jurisdictional boundaries. Hence the following discussion concerning the county as a whole: Accessing a dentist if you have Medi-Cal’s version of dental insurance, Denti-Cal, can be a challenge. You need to find dentist who will accept your insurance plan. How many dentists are available for new patients in San Mateo County? Nineteen. This is the distribution of the 19 dentists accepting new patients with Denti-Cal insurance who practice “General Dentistry” by city: Daly City = 4, Foster City = 1, Half Moon Bay = 1, Menlo Park = 2, Redwood City = 4, South San Francisco = 3, San Carlos = 1, San Mateo = 3. In comparison in 2013 the number of dentists taking new pateints was 20, and in 2011 the total was 27. This represents a 30 % decrease in available dentists in 3 years! By adding our staff to the list Health Mobile increases the number of dentists taking Denti-Cal county-wide by 10%. The reason for the decline may be because of two factors 1) The high cost of operating a dental practice in this county, and 2) with an improving economy a dentist can find plenty of patients who have private PPO insurance and thus no need to seek Denti-Cal patients. Sources http://www.denti-cal.ca.gov/provreferral/SanMateo.pdf Dated 5/21/2011, 4/6/2013, and 1/18/2014 San Mateo County CDBG References Concerning the Need for Health Care Services: This need for health care services is discussed in the 2012 San Mateo County “Analysis of Impediments to Fair Housing Choice: for the Jurisdictions of the County of San Mateo and the Cities of Daly City, South San Francisco, San Mateo, and Redwood City; Volume I Draft Report for Pubic Review and Comment” November 13, 2012 the following points are relevant for these grant applications to the three cities and the county (Cited by page of the report): * Impediment 6: Unequal access to public services such as public transit, health care, and employment services. The existence of this impediment was suggested in responses to the 2012 Fair Housing Survey and other sources. 2012 Fair Housing Survey respondents indicated that employment services were limited and difficult to access with public transportation, and geographic analysis of transit routes showed limited availability in some areas. Page 12 * Renters with a severe cost burden are at risk of homelessness. Cost-burdened renters who experience one financial setback often must choose between rent and food or rent and health care for their families. Similarly, homeowners with a mortgage who have just one unforeseen financial constraint—such as temporary illness, divorce, or the loss of employment—may face foreclosure or bankruptcy. Page 61 * Adequate provision of neighborhood services is one element of fair housing choice, in that fair housing options are increased when desirable services such as good schools or health care are available to all persons, in many kinds of neighborhoods. Page 107 * In addition, employment and health care services were mentioned as needing additional support; respondents commented that these services may not be available to many residents due to their location and hours of service. Page 147 The Health Mobile through its on-site services addresses these issues about access to affordable dental care in the neighborhoods where children in need reside. Other services in the community: San Mateo Medical Center operates several dental clinics in the community (Half Moon Bay, Willow, Fair Oaks, Daly City, and San Mateo). However these fixed site dental clinics pose the same convenience questions as any other fixed site location. That is the parents must still transport the child to an off-campus location. The County's mobile clinic is targeted to individuals in the homeless community. Western Dental opened a clinic at 4100 S El Camino Real to complement their clinic in Redwood City and ones in San Francisco. Sonrisas has a dental clinic in Half Moon Bay. In some school districts a for-profit organization called 'Big Smiles' serves Medi-Cal eligible students. However the Page 8 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 44 Health Mobile also serves the uninsured which 'Big Smiles' does not (as indicated by their website). We have arrangements with some school districts where more than one moblie service operates that minimize overlap. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. To briefly restate for the City of South San Francisco: The Health Mobile has been visiting schools throughout the South San Francisco Unified School District since 2003. With our current CDBG funding to cover treatments for the uninsured we were able to serve many more of the Denti-Cal eligible children who would otherwise not have any access to dental care. The need for dental services among low-income children in parallels the need across the State. According to a 1999 U.S. Surgeon General’s Report, California has the highest percentage of children without dental insurance in the country. A report of the Dental Health Foundation highlights what happens to children without access to dental care: “Among school-age children in the U.S., 25% experience 75% of the tooth decay. That 25% typically represents children who are from economically or socially disadvantaged families, children who have some type of disabling condition, or children who experience other barriers to preventive and treatment services.” Lack of preventive dental care can lead to more serious oral health problems in the future, cause severe pain that leads to school absences, and contribute to poor self-esteem. We have successfully treated thousands of children and their families. Here is a testimonial: “I want to share the story of Angelina with you…Angelina was in a first grade classroom and was struggling socially and academically…Angelina had several teeth, which had rotted off, and nothing was left except the roots. Dr. P. proceeded to “fix” Angelina’s mouth and eliminate the on-going pain … Now, Angelina has improved a year and a half since her visits to Dr. P. …If a child is without pain, we can nurture and teach them.' – D. Esheman. Principal, Covillaud ES, Marysville JUSD Founded in 1999, the Health Mobile’s mission is to relieve pain and suffering from dental and medical ailments, to increase access to affordable, comprehensive health care; and to increase awareness and preventive education for underserved populations. We operate 7 mobile health units. Our mobile units provide care at schools, community centers, and migrant camps throughout Northern California wherever the underserved live and congregate. Each of our mobile units is a 40’ long clinic on wheels with two fully functional operatory dental chairs and one medical examination room. More than one mobile unit can serve the cities at one time given the flexibility of our fleet. Not only do these units serve as our clinics, they are huge billboards that attract a great deal of attention—displaying our logo and those of our sponsors (such as your city)! Up until 2008, most of our services were provided to children of the underserved with therapeutic oral health and prevention. Since then we have provided onsite medical and dental services and provided referrals to local providers for treatment of more complex conditions. Hence the name change from Tooth Mobile to Health Mobile A preliminary assessment of students at South San Francisco Unified indicated that most of the young people had never seen a dentist. Of the 164 students pre-screened for this survey, 100% required follow-up dental care. For example, 89% needed four or more fillings, 16% needed root canals (because cavities have not been filled), and 12% needed at least one extraction. According to information released by the Coalition for Oral Health, based on a Center for Disease Control report, every dollar invested in preventive dental care saves between $8 and $50 in more costly care. Therefore, the dollar impact of a $15,000 CDBG grant will range from $120,000 to $750,000. For South San Francisco our collaborative partner will be South San Francisco USD. Over the years we have visited every school in the District—and look to continue that realtionship. * Accessibility is only second to affordability for low-income families in utilizing the health care system. Indeed an annual report by Delta Dental indicates, that of all the children that have government sponsored dental insurance only 11% see a dentist. This very low utilization rate is due primarily to lack of transportation. That leaves 89% of government insured children untreated. * Health Disparities: Most of the health care providers do not provide care for low-income students due to low fee reimbursements and high overhead costs (management salaries, rents) and cancellation (non-billable expenses). Local health care providers also face expensive costs of living. Moreover, there are plenty of insured patients with PPO and other high pay private insurance. Most importantly for profit organizations are set up to make more money and more profit. Health Mobile enjoys low overhead and by providing care at school sites we have virtually no cancellations, thus we can provide professional health care for less and manage to keep the doors open. * Based on interviews of district officials the status of need for dental services within the districts: • About 10-20 percent of the students have no access to insurance • For those students who have access to insurance such, as Denti-Cal, there are few dentists in South San Francisco take individuals with that type of insurance. Only 3 dentists in South San Francisco are taking new patients who have Denti-Cal. This is a county-wide problem. In addition, families look for a dentist regardless of jurisdiction boundaries. Hence the following discussion concerning the county as a whole: Accessing a dentist if you have Medi-Cal’s version of dental insurance, Denti-Cal, can be a challenge. You need to Page 9 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 45 find dentist who will accept your insurance plan. How many dentists are available for new patients in San Mateo County? Nineteen. This is the distribution of the 19 dentists accepting new patients with Denti-Cal insurance who practice “General Dentistry” by city: Daly City = 4, Foster City = 1, Half Moon Bay = 1, Menlo Park = 2, Redwood City = 4, South San Francisco = 3, San Carlos = 1, San Mateo = 3. In comparison in 2013 the number of dentists taking new pateints was 20, and in 2011 the total was 27. This represents a 30 % decrease in available dentists in 3 years! By adding our staff to the list Health Mobile increases the number of dentists taking Denti-Cal county-wide by 10%. The reason for the decline may be because of two factors 1) The high cost of operating a dental practice in this county, and 2) with an improving economy a dentist can find plenty of patients who have private PPO insurance and thus no need to seek Denti-Cal patients. Sources http://www.denti-cal.ca.gov/provreferral/SanMateo.pdf Dated 5/21/2011, 4/6/2013, and 1/18/2014 San Mateo County CDBG References Concerning the Need for Health Care Services: This need for health care services is discussed in the 2012 San Mateo County “Analysis of Impediments to Fair Housing Choice: for the Jurisdictions of the County of San Mateo and the Cities of Daly City, South San Francisco, San Mateo, and Redwood City; Volume I Draft Report for Pubic Review and Comment” November 13, 2012 the following points are relevant for these grant applications to the three cities and the county (Cited by page of the report): * Impediment 6: Unequal access to public services such as public transit, health care, and employment services. The existence of this impediment was suggested in responses to the 2012 Fair Housing Survey and other sources. 2012 Fair Housing Survey respondents indicated that employment services were limited and difficult to access with public transportation, and geographic analysis of transit routes showed limited availability in some areas. Page 12 * Renters with a severe cost burden are at risk of homelessness. Cost-burdened renters who experience one financial setback often must choose between rent and food or rent and health care for their families. Similarly, homeowners with a mortgage who have just one unforeseen financial constraint—such as temporary illness, divorce, or the loss of employment—may face foreclosure or bankruptcy. Page 61 * Adequate provision of neighborhood services is one element of fair housing choice, in that fair housing options are increased when desirable services such as good schools or health care are available to all persons, in many kinds of neighborhoods. Page 107 * In addition, employment and health care services were mentioned as needing additional support; respondents commented that these services may not be available to many residents due to their location and hours of service. Page 147 The Health Mobile through its on-site services addresses these issues about access to affordable dental care in the neighborhoods where children in need reside. Other services in the community: San Mateo Medical Center operates several dental clinics in the community (Daly City, Fair Oaks, Willow and San Mateo). However these fixed site dental clinics pose the same convenience questions as any other fixed site location. That is the parents must still transport the child to an off-campus location. The County's mobile clinic is targeted to individuals in the homeless community. Western Dental opened a new clinic in San Mateo and also has offices in San Francisco. In some school districts a for-profit organization called 'Big Smiles' serves Medi-Cal eligible students. However the Health Mobile also serves the uninsured which 'Big Smiles' does not (as indicated by their website). We have arrangements with some school districts where more than one moblie service operates that minimize overlap. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Our program is a collaborative effort between participating schools and our team. July-September 2014 Meet with districts and schools to determine school site visits for the academic year. Review and update/modify MOUs as required September-November 2014:Dental assessment of students November-December,2014:Dental Treatment Feb.-June 2015 Dental Treatment and six month follow-up dental check-ups, Specific school site visits depend on district and specific school vacation, testing and other variable. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Evaluation 1. Following Health Mobile services, students will experience no tooth decay. 2. Each student will establish a healthy oral hygiene routine. 3. Although not as easily measurable, each student’s visit to the Health Mobile will produce increased self-worth, a Page 10 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 46 bright smile, and an increased sense of self-esteem. Evaluation measures include: • Analysis of patient’s progress, data from this analysis will show how many patients follow oral hygiene instructions and are free of tooth decay. Health Mobile will evaluate oral hygiene every six months. The data source is • Follow up surveys: Staff conducts six-month follow up surveys of patients who have received dental treatment. • There will be presentations of the “analysis of patient’s progress” and “follow up surveys” at staff meetings. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. We are a member of the San Mateo County Oral Health Care Initiative, which is made up of major providers, the San Mateo Dental Society, San Mateo Medical Center's Dental Clinics, School District representatives, First 5 and others. We have worked with the school districts we plan to serve with these grants on prior projects as well as with the Region I Office of Migrant Education, California First 5, and others. We partner with the various school districts and schools within the districts. As needed we enter in MOU’s with each district and customize our procedures to meet the unique requirements of each district. As needed, we redo MOU’s and other agreements as district or school requirements evolve. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. As the Affordable Care Act comes into full operation, more families will have insurance and the option to purchase affordable dental insurance. Depending on how eligibility requirements, deductions and provider payment models are structured this change in insurance availability could reduce the number of uninsured children and therefore the need for these CDBG funds in future years. We will provide dental care to low-income children of Redwood City, South San Francisco, San Mateo, and San Mateo County without which we are not able to provide for them. If we did not have these funds we could still offer fee-for-service programs at the schools and provide some limited support for the uninsured. Untreated dental disease can lead to other complications--ncluding heart disease and death from infection. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City Redwood City 210 210 1,050 1,050 City of San Mateo 210 210 1,050 1,050 County of San Mateo 350 350 1,750 1,750 South San Francisco 210 210 1,050 1,050 Totals 980 980 4,900 4,900 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration  Low-income youth Other Page 11 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 47 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%1,050 100% White 40,656 54.64% 20019.05% Hispanic 23,55731.66% 70066.67% Asian 6,7159.03% 504.76% African American 1,9162.58% 302.86% Pacific Islander 6630.89% 201.90% Native American 3840.52% 100.95% Other 1,5112.03% 403.81% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207100%1,050 100% White 45,240 46.54% 20019.05% Hispanic 25,81526.56% 70066.67% Asian 18,153 18.67% 504.76% African American 2,0992.16% 504.76% Pacific Islander 1,9371.99% 100.95% Native American 1400.14% 100.95% Other 3,8233.93% 302.86% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%1,050 100% White 23,760 37.34% 1009.52% Hispanic 21,64534.02% 65061.90% Asian 23,293 36.61% 20019.05% African American 1,6252.55% 302.86% Pacific Islander 1,1111.75% 100.95% Native American 3950.62% 100.95% Other 9,598 15.08% 504.76% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Since this program targets children in families living in or close to poverty conditions, all our outreach efforts are structured with this goal in mind. For outreach we prefer employ parents or other local community groups and leaders to help put the word out—especially in hard to reach communities. People in and of the community are best! Much as we prefer working with community volunteers, current health care regulations can make using volunteers exclusively rather complicated. For initial stages of recruiting children for the dental treatments, the outreach effort can be by community volunteers. However, once the child “enters” our system of care, typically when the parent signs the permission from and fills out the child’s health information, HIPAA privacy rules come into effect. Because of th HIPAA requirements, the outreach person either needs to be employed by the district or the Health Mobile and have had training on the law’s requirements. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Page 12 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 48 Health Mobile is very well received by individuals, community, public and private organizations. As such we receive financial support from local and national foundations and government agencies. State of California is our major financial supporter. For example CVS Foundation gave us funds to purchase the two portable dental units that will used on this project. If a child is in a wheelchair we can set up the unit and treat the child without leaving her or his chair. The other leverage is from the fee-for-service payments for children (not covered by this grant) who have insurance but cannot find a dentist to treat their oral health issues. We contact the insurer (usually Denti-Cal) for approval of the proposed dental procedures. We go to the school and perform the dental procedures (fillings, root canal, etc.). Typically the children are treated on a class by class basis and not “separated” by insurance coverage or otherwise “singled-out.” We collect after the service is performed. As about 80% of the children have some type of dental insurance coverage the funds generated would likely total 3 to 4 times the amount pulled from the grant or approximately $50,000 to $70,000 per each city (South SF, Redwood City, and San Mateo) and $75,000 to $100,000 per the County proposal. This assumes funding at the full proposed amount. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Dentist Adelina Bongat Does dental procedures within limit of license DDS and California License, exper. w/children Dentist Prachi Mehta Does dental procedures within limit of license DDS and California License, exper. w/children Dental Assistant-1Lizeth Valencia Assists the dentist Dental Assist. License, exper.w/child. Bi-ling Dental Assistant-2Elizabeth Zamora Assists the dentist Dental Assist. License, exper.w/child. Bi-ling PROPOSED PROGRAM BUDGET FOR FY 2013-14 Redwood City City of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%Requested%RequestedPgm%Requested Labor Dentists $150,000100% $150,0007% $10,0007% $10,00011% $16,7007% $10,00031%$46,700 Dental Assistant 1 $40,000100% $40,0005% $2,0005% $2,0008% $3,3405% $2,00023%$9,340 Dental Assistant 2 $40,000100% $40,0005% $2,0005% $2,0008% $3,3405% $2,00023%$9,340 Physicians $140,000100% $140,0000%0%0%0%0%$0 Physician Assistants $40,000100% $40,0000%0%0%0%0%$0 Outreach Workers $35,000100% $35,0000%0%0%0%0%$0 Receptionists $35,000100% $35,0000%0%0%0%0%$0 Drivers $45,000100% $45,0000%0%0%0%0%$0 Taxes/Benefits $71,000100%$71,0003% $2,1003% $2,1003% $3,5003% $2,100 0%$0 Supplies Demtal and Medical Supplies $15,500 $15,500 $400 $400 $500 $400 $1,700 Materials See supplies $0 $0 $0 Operations/Maintenance Monile Unit Operations $25,000 $25,000 $500 $500 $620 $500 $0 Administration $62,500100%$62,5000%0%0% $00%0% 0 TOTAL $699,000100%$699,0002%$17,0002%$17,0004%$28,0002%$17,000 11%$79,000 Number of Individual Beneficiaries 210 210 350 210 980 Cost per Individual $80.95$80.95$80.00$80.95 $80.61 Number of Household Beneficiaries 210 210 350 210 980 Cost per Household $80.95$80.95$80.00$80.95 $80.61 Page 13 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 49 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 3. Support Human Service programs that meet the basic human services needs of low income persons with an emphasis on serving priority needs populations: HS-1: Meet the basic human services needs of low income persons with an emphasis on serving priority needs populations. 2. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing CIP (Handbook/Database) Outreach presentations to service providers Outreach presentations to public Other - Please describe: PSA b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Flyers/brochures, presentations to parents groups.We have provided care services for English, Spanish, Chinese, Russian, Vietnamese, Korean, Indian, Native American, and Tagalog speaking communities. Our staff are multi- cultural and multi-lingual. Our in-take, questionnaires and survey forms are in 6 languages--Spanish, Vietnamese, Tagalog, Russian, Chinese and English c. How and where are the materials distributed? They are distributed at the schools--usually through the classrooms. If desired the school could post the information on the school website and include a process to download the forms. Our outreach workers also distribute materials directly to individual parents or at parent meetings. The forms are also available online at our website. 3. Program Outcomes: In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/13: In 2012 (Part of FY 12/13) we served 2,506 clients seeking dental treatments, who visited us 5,700 times, during which visits we performed at least 5,700 separate procedures. All procedures were “charted” into our Electronic Health Record System and are subject to review by appropriate State and Federal regulators, subject to constraints of the Family Educational Rights and Privacy Act (FERPA) and the Health Insurance Portability and. Accountability Act (HIPAA). The outcome for the child is relief from pain and suffering, better health, likely better grades, and a happy smile. (See the 2012 Audit for these numbers.) Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors Board_authorization_2014.pdf  2. Proof of 501(c)3 / tax-exempt status HM_IRS_LetterCDBG.pdf  3. By-laws HM_Bylaws_Rev_512013_CDBG.doc  4. Articles of Incorporation HM_Art_of_IncorpCDBG.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term Health_Mobile_Board_Member_2014_for_CBDG.docx  6. Organizational chart for entire organization Health_Mobile_Organizational_Chart_2014.xls.pdf Page 14 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 50  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. HM_2012_AuditCDBG.pdf No_need_for_A-133.pdf  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget Health_Mobile_2013_Budget_CDBG_Att_8a.xls.pdf HM_Operating_Budget_2014.xlsx.pdf  9. Mission Statement Health_Mobile_Mission_Statement.docx  10. Non-discrimination policy for Staff and Clients Health_Mobile_nondiscrimination_policy_CDBG_Att_10.doc  11. Reasonable Accommodations Policy for Staff and Clients Health_Mobile_Rea_Acc_Policy_CDBG_Att11.doc  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Conflict_of_Interest.docx 13. Other - Program Manager Signature Mike Reza Date Signed 01/24/2014 Initially submitted: Jan 24, 2014 - 12:49:21 Page 15 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2993&prop=339 Ap p l i c a t i o n 3 51 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Human Investment Project (HIP Housing) 2. Project Title: Home Sharing PRogram We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons Redwood City $15,000 2% 220 19% $68.18 City of San Mateo $16,000 3% 220 19% $72.73 County of San Mateo $65,000 11% 600 51% $108.33 South San Francisco $10,000 2% 130 11% $76.92 Total $106,000 18% 1,170 100% $90.60 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. HIP Housing’s Home Sharing Counselors obtain and verify data through personal interviews with every client. The program requires applicants to provide identification to determine age and proof of income to determine income level. Verification of income includes tax returns, paycheck stubs, public assistance verification, bank statements, letters from persons supporting the client financially, child support documentation and/or other sources of documentation. Clients also sign and complete an income verification documentation form. If clients are working with a mental health or medical professional due to disability, a consent form is completed to contact the professional to determine eligibility for the program. During the client interview, information is also obtained as to where the client is currently residing, whether homeless or in other housing. All information is kept with the client’s application. 3. Project Address: 364 South Railroad Avenue City: San Mateo Zip: 94401-4024 4. Provide a one sentence project summary: The Home Sharing program interviews and screens clients for housing, provides housemate, alternative housing, and community resources to clients with the potential of matching persons in affordable home sharing arrangements. Organization Address: 364 South Railroad Avenue City: San Mateo Zip: 94401-4024 Organization Phone: 650-348-6660 Website: www.hiphousing.org Type of Applicant: Non-Profit Our agency serves: Persons 5. Contact Person / Project Administrator: Name: Laura Fanucchi Title: Associate Director Telephone: 650-348-6660 Contact Email: lfanucchi@hiphousing.org Fax: 650-348-0284 Page 1 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 52 6. Name of Agency Director: Kate Comfort Harr 7. Fiscal Officer:Name: Norma Quiroz Email: nquiroz@hiphousing.org Telephone: 650-348-6660 Fiscal Officer Address: 364 South Railroad Avenue City: San Mateo Zip: 94401 8. Authorized Signatory:Name: Kate Comfort Harr Email: kcomfort@hiphousing.org Telephone: 650-348-6660 Authorized Signatory Address: 364 South Railroad Avenue City: San Mateo Zip: 94401 9. Please provide days and hours of regularly scheduled operation: 364 South Railroad Avenue, San Mateo - Monday-Friday, 8-5 2600 Middlefield Road, Redwood City - Tuesday & Thursday, 9-6 601 Grand Avenue, South San Francisco - Tuesdays, 9-3:30 271 92nd Street, Daly City - Thursdays, 9-3:30 10. DUNS Number: 120811997 Federal EIN/TIN Number: 94-2154614 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05 - Public Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. HIP Housing serves families and individuals all over San Mateo County which includes the Cities of Daly City, Redwood City, South San Francisco, San Mateo and the County of San Mateo. The agency was founded in 1972 with the mission to invest in human potential by improving the housing and lives of people in our community. The Home Sharing Program began in 1979 and since then has matched thousands of people in decent, stable, affordable housing throughout San Mateo County. To meet the housing needs of San Mateo County’s low income residents, seniors on fixed incomes, persons with disabilities and single parents with children, HIP Housing’s Home Sharing Program provides access to permanent, affordable housing. The program matches people with housing to share (providers) with those seeking housing (seekers), thus reducing the costs for both parties and preventing homelessness. The program also promotes independence and added security for participants, and enables the workforce to establish sustainable residency in San Mateo County. The Home Sharing program utilizes the existing inventory of homes in the area to provide the low-income residents with safe, permanent, affordable housing. It has proven to be an extremely effective way to address the increased need for housing within the community. To accomplish its goals, the Home Sharing Program’s specific activities include: - Interviewing, screening, and processing of client applications - Providing housemate referrals, connection to community, and other housing resources - Matching clients in home sharing arrangements - Bilingual services including English, Spanish, Cantonese, German, and Tagalog - Home visits to homebound or hospital bound seniors and persons with disabilities - Maintain weekly office hours in San Mateo, Redwood City, South San Francisco, and Daly City - Sign language interpretation facilitated through the Center for the Independence of the Disabled - Facilitation of Living Together Agreements - Follow up support with home sharing matched clients including mediation as needed - Community outreach to raise awareness of the program - Collaborate with service providers throughout San Mateo County - Invite home sharing clients to financial literacy workshops conducted by HIP Housing staff - Referral to HIP Housing’s Self Sufficiency Program and/or Property Development waiting list Objectives for Fiscal Year 14-15 are as follows: Redwood City 1) Interview, screen, and process client applications (160 households representing 210 persons) 2) Provide housemate referrals and connections to community and other housing resources (160 households representing 210 persons) 3) Place a minimum of 17 residents in home sharing arrangements and provide follow up support to home sharing matches that are ongoing. Page 2 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 53 4) Serve residents where at least 90% of those provided service are low-income 5) Reduce the housing costs of individuals to 30% or less of their income 6) Target outreach to the Redwood City community by conducting presentations and providing information to nonprofits, community centers, places of worship, community partners, school districts, medical personnel, homeowner associations and other community groups to raise awareness of the home sharing program. HIP Housing receives client referrals from these organizations and in turn refers clients to those programs. 7) Coordinate the Redwood City Interagency Forum quarterly meetings; conduct in-service presentations for InnVision/Shelter Network facilities; attend Woodside Terrace AM Kiwanis meetings; participate on the Veterans Memorial Senior Center Board of Directors 8) Maintain office hours at Fair Oaks Community Center on Tuesdays and Thursdays South San Francisco 1) Interview, screen, and process client applications (86 households representing 120 persons) 2) Provide housemate referrals, and connections to community and other housing resources (86 households representing 120 persons) 3) Place a minimum of 12 residents in home sharing arrangements and provide follow up support to home sharing matches that are ongoing 4) Serve residents where at least 90% of those provided service are low-income 5) Reduce the housing costs of individuals to 30% or less of their income 6) Target outreach to the South San Francisco community by conducting presentations and providing information to nonprofits, community centers, places of worship, community partners, school districts, medical personnel, homeowner associations and other community groups to raise awareness of the home sharing program. HIP Housing receives client referrals from these organizations and in turn refers clients to those programs Conduct inservice presentations at Safe Harbor Shelter, attend North County networking meetings and collaborate with South San Francisco service providers 7) Maintain office hours at the South San Francisco Senior Center on Tuesdays San Mateo 1) Interview, screen, and process client applications (160 households representing 210 persons) 2) Provide housemate referrals, and connections to community and other housing resources (160 households representing 210 persons) 3) Place a minimum of 30 residents in home sharing arrangements and provide follow up support to home sharing matches that are ongoing 4) Serve residents where at least 90% of those provided service are low-income 5) Reduce the housing costs of individuals to 30% or less of their income 6) Target outreach to the community by conducting presentations and providing information to nonprofits, community centers, places of worship, community partners, school districts, medical personnel, homeowner associations and other community groups to raise awareness of the home sharing program. HIP Housing receives client referrals from these organizations and in turn refers clients to those programs 7) Conduct in service presentations at First Step for Families Shelter. Attend meetings of the Older Adult Multicultural Committee and collaborate with San Mateo service providers County of San Mateo 1) Interview, screen, and process client applications (430 households representing 580 persons) 2) Provide housemate referrals, and connections to community and other housing resources (430 households representing 580 persons) 3) Place a minimum of 100 residents in home sharing arrangements and provide follow up support to home sharing matches that are ongoing Page 3 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 54 4) Serve residents where at least 90% of those provided service are low-income 5) Reduce the housing costs of individuals to 30% or less of their income. 6) Target outreach to the City of San Mateo community by conducting presentations and providing information to nonprofits, community centers, places of worship, community partners, school districts, medical personnel, homeowner associations, and other community groups to raise awareness of the home sharing program. HIP Housing receives client referrals from these organizations and in turn refers clients to those programs. 7) Participate on committee such as Housing Operations and Policy, WRAP for Housing, Older Adults Multicultural Committee, Daly City Peninsula Partnership, Redwood 8) City Interagency Forum, www.smchousingsearch.org, Coastside Collaborative and other housing-related networking groups. HIP Housing provides the only Home Sharing Program in San Mateo County, making it both unique and indispensable. The program is highly respected and has been nationally recognized. It serves as a model for home sharing programs throughout California, in other States within the U.S. and Internationally. The Home Sharing Program does not duplicate services offered by other nonprofits but instead leverages its impact by collaborating with local agencies. The Home Sharing Program provides residents who are seeking affordable housing resources with a practical long-term solution. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. San Mateo County remains one of the nation’s least affordable rental markets, according to Out of Reach, a nationwide study that determines how much money a household must earn to afford to rent a modest home. Compiled by the National Low Income Housing Coalition, the data reports that a San Mateo County worker would need to earn $34.52 an hour, or nearly $72,000 annually, to afford the rent for a typical two-bedroom apartment in the County, putting it out of reach for 57% of the renting population. The Sustainable San Mateo Report released in 2013 sites that the average rent in San Mateo County increased sharply in the last two years: +19% for a one-bedroom unit and +21% for a two-bedroom unit. This is devastating news for anyone looking for affordable rental housing and comes on the heels of other unsettling trend data for the County. United Way’s 211 referral line for San Mateo County reports taking significantly more calls for housing related services than for any other service. Additionally, according to the County’s new Health and Human Services Agency report on homelessness, the County’s homeless rate has risen 12% since 2011. Unfortunately, with a 97% occupancy rate, inventory for rental housing in San Mateo County has never been lower. As a result, for those living on a low income, finding affordable housing is virtually impossible. Families and seniors come to HIP Housing for a variety of reasons, some of the reasons include: 1) trying to find a less expensive place to live (they are unable to afford their rent); 2) income loss due to divorce; 3) income loss due to loss of job; 4) job relocation; 5) owner selling the home they are renting a room in; 6) transitional shelter housing ending; 7) very long commute – seeking housing closer to work; 8) eviction; 9) overcrowded housing; 10) loss of home due to fire; 11) unreasonable rent increases; 12) poor credit; 13) reduction of income because of retirement and 14) reduction of income due to new disability. The people turning to HIP Housing’s Home Sharing program have reached the end of their road with simply nowhere else to turn. Home Sharing is currently one of the few viable options to seniors and families living in San Mateo County. The program provides residents who are seeking affordable housing resources with a practical long-term solution. The Dire Situation in Redwood City: The Sustainable San Mateo Report released in 2013 sites that in the City of Redwood City, 45 – 48% of residents spend more than 30% of their income toward housing. This means that almost 50% of households living in Redwood City pay at least $3,100 for housing each month. This is especially important because 46% of Redwood City’s housing are occupied by renters. The average cost of a one-bedroom apartment in Redwood City is $2,079 (Source: Craigslist, 1/15/14). This is beyond the means of many residents, especially seniors living on a fixed income, low-income individuals and families, and persons with disabilities. Unless these community members have an affordable housing option, they are at risk of becoming homeless, or of being forced to move far from their place of work, creating potentially serious commuting problems for those who rely on public transportation. The Home Sharing Program enables people to live near their work, helping to sustain a healthy and stable workforce in the community. Page 4 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 55 HIP Housing's Home Sharing Program helps City of Redwood City residents find or remain in existing affordable housing because Home Sharing reduces the cost of housing for both the home provider and the home seeker. Furthermore, Home Sharing promotes independence, provides security, and increases the availability of affordable housing in the City of Redwood City. Participants in the Home Sharing Program pay average rents of $650 per month versus the average rent of $2,079 for a one bedroom apartment in the City of Redwood City. The Home Sharing Program also arranges service exchanges, in which one person provides services, such as cooking, cleaning, and companionship, for seniors and/or persons with disabilities, in exchange for lower or no rent. How Home Sharing Benefits Redwood City Residents: During FY 2012-2013, 316 Redwood City residents contacted HIP Housing to inquire about housing and housing services. Telephone counseling was conducted and callers were provided information and resources to develop a plan to address their housing needs as well as obstacles that made it difficult for them to obtain housing. Also during FY 2012-2013, 221 Redwood City Households in identified census tracks were interviewed and provided with housing information, home sharing referrals, and community resource information. These clients were personally interviewed by a HIP Housing Home Sharing Coordinator either in their home or at one of HIP Housing’s offices. An application was completed and processed for the clients. 85% percent were homeless or at- risk of homelessness, 44% were disabled and 69% had incomes at or below poverty level. During the last Fiscal Year, HIP Housing reported the placement of 18 low-income, census eligible Redwood City households in identified census tracks in housing arrangements. Of these households, 67% had incomes at or below poverty, 56% were female heads of households, and 39% were disabled, and 39% were seniors. The Redwood City seekers matched in shared housing had an average income of $17,697. Before home sharing, they were spending 57% of their incomes on housing. After being matched through the home sharing program, they spent 40% of their income on housing. The Redwood City Providers matched in shared housing had an average income of $30,784. Prior to home sharing, the Home Providers were spending about 70% of their incomes on housing costs. After finding a housemate, they spent 40% of their incomes on housing. HIP Housing's Home Sharing Program addresses the priorities of the City of Redwood City by providing low and moderate income people with housing, and meets a critical need during these harsh financial times. The Program is one of the only resources for access to permanent affordable housing for Redwood City residents. Assists in the Rapid Re-Housing Initiatives: 58% of the clients seeking housing who were matched in home sharing Countywide in FY 2012-2013 were homeless or at-risk of homelessness. HIP Housing’s Home Sharing program has all the mechanisms in place to assist with the U.S. Department of Housing and Urban Development’s (HUD) Rapid Re-housing Program. HUD’s efforts to provide short- and medium-term assistance, relocation, and stabilization services to prevent at-risk residents from becoming homeless and those who are experiencing homelessness to be re-housed and stabilized is complemented by the Home Sharing Program’s services which aim to provide affordable housing through creating home sharing matches. Furthermore, Home Sharing counselors also provide extra services that help with reducing a client’s housing costs and allow them to avoid homelessness or allow homeless clients to be re-housed. These include: 1) refer clients to resources to assist them with moving costs and paying back rent, if needed; 2) distribute applications for PG&E CARE Program to reduce energy costs; and 3) provide clients with financial literacy workshops that coach individuals on money management, increasing savings, using credit wisely, and careful budgeting. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. San Mateo County remains one of the nation’s least affordable rental markets, according to Out of Reach, a nationwide study that determines how much money a household must earn to afford to rent a modest home. Compiled by the National Low Income Housing Coalition, the data reports that a San Mateo County worker would need to earn $34.52 an hour, or nearly $72,000 annually, to afford the rent for a typical two-bedroom apartment in the County, putting it out of reach for 57% of the renting population. The Sustainable San Mateo Report released in 2013 sites that the average rent in San Mateo County increased sharply in the last two years: +19% for a one-bedroom unit and +21% for a two-bedroom unit. This is devastating news for anyone looking for affordable rental housing and comes on the heels of other unsettling trend data for the County. United Way’s 211 referral line for San Mateo County reports taking significantly more calls for housing related services than for any other service. Additionally, according to the County’s new Health and Human Services Agency report on homelessness, the County’s homeless rate has risen 12% since 2011. Page 5 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 56 Unfortunately, with a 97% occupancy rate, inventory for rental housing in San Mateo County has never been lower. As a result, for those living on a low income, finding affordable housing is virtually impossible. Families and seniors come to HIP Housing for varied reasons, some of the reasons include: 1) trying to find a less expensive place to live (they are unable to afford their rent); 2) income loss due to divorce; 3) income loss due to loss of job; 4) job relocation; 5) owner selling the home they are renting a room in; 6) transitional shelter housing ending; 7) very long commute – seeking housing closer to work; 8) eviction; 9) overcrowded housing; 10) loss of home due to fire; 11) unreasonable rent increases; 12) poor credit; 13) reduction of income because of retirement and 14) reduction of income due to new disability. The people turning to HIP Housing’s Home Sharing program have reached the end of their road with simply nowhere else to turn. Home Sharing is currently one of the few viable options to seniors and families living in San Mateo County. The program provides residents who are seeking affordable housing resources with a practical long-term solution. The Dire Situation in The City of San Mateo: The Sustainable San Mateo Report released in 2013 sites that in the City of San Mateo, 37 – 41% of residents spend more than 30% of their income toward housing. This means that almost 41% of households living in San Mateo pay at least $3,542 for housing each month. The average cost of a one-bedroom apartment in San Mateo is $1,947 (Source: Craigslist, 1/15/14). This is beyond the means of many residents, especially seniors living on a fixed income, low-income individuals and families, and persons with disabilities. Unless these community members have an affordable housing option, they are at risk of becoming homeless, or of being forced to move far from their place of work, creating potentially serious commuting problems for those who rely on public transportation. The Home Sharing Program enables people to live near their work, helping to sustain a healthy and stable workforce in the community. HIP Housing's Home Sharing Program helps City of San Mateo residents find or remain in existing affordable housing because Home Sharing reduces the cost of housing for both the home provider and the home seeker. Furthermore, Home Sharing promotes independence, provides security, and increases the availability of affordable housing in the City of San Mateo. Participants in the Home Sharing Program pay average rents of $650 per month versus the average rent of $1,947 for a one-bedroom apartment in the City of San Mateo. The Home Sharing Program also arranges service exchanges, in which one person provides services, such as cooking, cleaning, and companionship, for seniors and/or persons with disabilities, in exchange for lower or no rent. How Home Sharing Benefits City of San Mateo Residents: In FY 2012-2013, 364 San Mateo residents contacted HIP Housing to receive information about housing programs and resources. 347 residents representing 252 households from San Mateo were interviewed, screened and provided housing case management and community resource support. The number of residents applying to the program from FY 11-12 to FY 12-13 increased by 8%. There were an additional 76 households interviewed for the program who were employed by companies based in San Mateo. The goal was to place 50 residents in home sharing arrangements in FY 12-13. The goal was exceeded as 58 residents were placed in housing through the program. There were an additional 123 San Mateo residents who remained in home sharing arrangements during the fiscal who were placed in housing before July 1, 2012. The average income of San Mateo Home Providers who matched in the program during the fiscal year was $34,250. Before home sharing, these clients were spending roughly 62% of their incomes on housing costs. After finding a housemate, they ended up spending 38% of their income on housing. The average income of San Mateo Home Seekers who were placed with a Home Provider was $31,400. Before home sharing, these clients were spending 30% of their income on housing costs but after finding a shared housing arrangement, they ended up spending 28% of their income on housing. Sixty-six percent of the residents matched in home sharing were homeless or at-risk of homelessness. Twenty- seven percent of the matched clients were also disabled and 50% were seniors. HIP Housing's Home Sharing Program addresses the priorities of the City of San Mateo by providing low and moderate income people with housing, and meets a critical need during these harsh financial times. The Program is one of the only resources for access to permanent affordable housing for San Mateo residents. An example of the need of a target population in the City of San Mateo is illustrated by data from the City of San Mateo’s 5 year Strategic Plan, which sites seniors’ need for affordable housing. The Strategic Plan states (page 36): “Of the more than 3,600 extremely low income households, more than 50% are seniors… these seniors have high rates of housing problems: overall 68% of these households have some kind of burden, primarily cost burden.” Therefore, unless these seniors and other community members have an affordable housing option, they are at risk of becoming homeless, or of being forced to relocate far from their workplace and/or family, friends, and long-term support networks. Residents who are integral to our communities, such as teachers, service workers, and many others, are being forced to live in outlying areas and commute long distances to work. The Home Sharing Program Page 6 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 57 allows people to continue to live near their work, and their families. In order to help our communities thrive, it is important we provide this vital program. Assists in Rapid Re-Housing Initiatives: 58% of the clients seeking housing who were matched in home sharing Countywide in FY 2012-2013 were homeless or at-risk of homelessness. HIP Housing’s Home Sharing program has all the mechanisms in place to assist with the U.S. Department of Housing and Urban Development’s (HUD) Rapid Re-housing Program. HUD’s efforts to provide short- and medium-term assistance, relocation, and stabilization services to prevent at-risk residents from becoming homeless and those who are experiencing homelessness to be re-housed and stabilized is complemented by the Home Sharing Program’s services which aim to provide affordable housing through creating home sharing matches. Furthermore, Home Sharing counselors also provide extra services that help with reducing a client’s housing costs and allow them to avoid homelessness or allow homeless clients to be re-housed. These include: 1) refer clients to resources to assist them with moving costs and paying back rent, if needed; 2) distribute applications for PG&E CARE Program to reduce energy costs; and 3) provide clients with financial literacy workshops that coach individuals on money management, increasing savings, using credit wisely, and careful budgeting 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. The Dire Situation in San Mateo County: San Mateo County remains one of the nation’s least affordable rental markets, according to Out of Reach, a nationwide study that determines how much money a household must earn to afford to rent a modest home. Compiled by the National Low Income Housing Coalition, the data reports that a San Mateo County worker would need to earn $34.52 an hour, or nearly $72,000 annually, to afford the rent for a typical two-bedroom apartment in the County, putting it out of reach for 57% of the renting population. The Sustainable San Mateo Report released in 2013 sites that the average rent in San Mateo County increased sharply in the last two years: +19% for a one-bedroom unit and +21% for a two-bedroom unit. This is devastating news for anyone looking for affordable rental housing and comes on the heels of other unsettling trend data for the County. United Way’s 211 referral line for San Mateo County reports taking significantly more calls for housing related services than for any other service. Additionally, according to the County’s new Health and Human Services Agency report on homelessness, the County’s homeless rate has risen 12% since 2011. Unfortunately, with a 97% occupancy rate, inventory for rental housing in San Mateo County has never been lower. As a result, for those living on a low income, finding affordable housing is virtually impossible. Families and seniors come to HIP Housing for varied reasons, some of the reasons include: 1) trying to find a less expensive place to live (they are unable to afford their rent); 2) income loss due to divorce; 3) income loss due to loss of job; 4) job relocation; 5) owner selling the home they are renting a room in; 6) transitional shelter housing ending; 7) very long commute – seeking housing closer to work; 8) eviction; 9) overcrowded housing; 10) loss of home due to fire; 11) unreasonable rent increases; 12) poor credit; 13) reduction of income because of retirement and 14) reduction of income due to new disability. The people turning to HIP Housing’s Home Sharing program have reached the end of their road with simply nowhere else to turn. Home Sharing is currently one of the few viable options to seniors and families living in San Mateo County. The program provides residents who are seeking affordable housing resources with a practical long-term solution. How Home Sharing Benefits the Residents of San Mateo County During the Fiscal Year 2012-2013, 3,073 calls were received Countywide by residents who needed information about housing programs and resources. 489 households residents representing 622 County residents were interviewed, screened, and provided housing case management and community resource support. The number of residents applying to the program from FY 11-12 to FY 12-13 increased by 10%. 106 income eligible County residents were placed in home sharing during the fiscal year. 31% were retired; 56% employed; 8% disabled; 5% had incomes from financial aid, rental income or family support. 170 residents placed in previous fiscal years remained in their shared housing living arrangements. The average income of County Home Providers who matched in the program during the fiscal year was $29,553. Before home sharing they spent an average of 44% of their incomes on housing costs. After matching in home sharing, they spent 23% of income on housing costs. The average income of County Home Seekers who were placed with a Home Provider was $27,762. Before home Page 7 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 58 sharing, these clients were spending 34% of their income on housing costs but after finding a shared housing arrangement, they ended up spending 28% of their income on housing. 40% of the matched clients were also disabled and 48% were seniors. HIP Housing's Home Sharing Program addresses the priorities of San Mateo County by providing low and moderate income people with housing, and meets a critical need during these harsh financial times. The Program is one of the only resources for access to permanent affordable housing for San Mateo County residents. Assists in Rapid Re-Housing Initiatives: 58% of the clients seeking housing who were matched in home sharing Countywide in FY 2012-2013 were homeless or at-risk of homelessness. HIP Housing’s Home Sharing program has all the mechanisms in place to assist with the U.S. Department of Housing and Urban Development’s (HUD) Rapid Re-housing Program. HUD’s efforts to provide short- and medium-term assistance, relocation, and stabilization services to prevent at-risk residents from becoming homeless and those who are experiencing homelessness to be re-housed and stabilized is complemented by the Home Sharing Program’s services which aim to provide affordable housing through creating home sharing matches. Furthermore, Home Sharing counselors also provide extra services that help with reducing a client’s housing costs and allow them to avoid homelessness or allow homeless clients to be re-housed. These include: 1) refer clients to resources to assist them with moving costs and paying back rent, if needed; 2) distribute applications for PG&E CARE Program to reduce energy costs; and 3) provide clients with financial literacy workshops that coach individuals on money management, increasing savings, using credit wisely, and careful budgeting. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. San Mateo County remains one of the nation’s least affordable rental markets, according to Out of Reach, a nationwide study that determines how much money a household must earn to afford to rent a modest home. Compiled by the National Low Income Housing Coalition, the data reports that a San Mateo County worker would need to earn $34.52 an hour, or nearly $72,000 annually, to afford the rent for a typical two-bedroom apartment in the County, putting it out of reach for 57% of the renting population. The Sustainable San Mateo Report released in 2013 sites that the average rent in San Mateo County increased sharply in the last two years: +19% for a one-bedroom unit and +21% for a two-bedroom unit. This is devastating news for anyone looking for affordable rental housing and comes on the heels of other unsettling trend data for the County. United Way’s 211 referral line for San Mateo County reports taking significantly more calls for housing related services than for any other service. Additionally, according to the County’s new Health and Human Services Agency report on homelessness, the County’s homeless rate has risen 12% since 2011. Unfortunately, with a 97% occupancy rate, inventory for rental housing in San Mateo County has never been lower. As a result, for those living on a low income, finding affordable housing is virtually impossible. Families and seniors come to HIP Housing for varied reasons, some of the reasons include: 1) trying to find a less expensive place to live (they are unable to afford their rent); 2) income loss due to divorce; 3) income loss due to loss of job; 4) job relocation; 5) owner selling the home they are renting a room in; 6) transitional shelter housing ending; 7) very long commute – seeking housing closer to work; 8) eviction; 9) overcrowded housing; 10) loss of home due to fire; 11) unreasonable rent increases; 12) poor credit; 13) reduction of income because of retirement and 14) reduction of income due to new disability. The people turning to HIP Housing’s Home Sharing program have reached the end of their road with simply nowhere else to turn. Home Sharing is currently one of the few viable options to seniors and families living in San Mateo County. The program provides residents who are seeking affordable housing resources with a practical long-term solution. The Dire Situation in South San Francisco: The Sustainable San Mateo Report released in 2013 sites that in the City of South San Francisco, 41 – 45% of residents spend more than 30% of their income toward housing. This means that almost 45% of households living in South San Francisco pay at least $3,084 for housing each month. The average cost of a one-bedroom apartment in South San Francisco is $2,008 (Source: Craigslist, 1/15/14). This is beyond the means of many residents, especially seniors living on a fixed income, low-income individuals and families, and persons with disabilities. Unless these community members have an affordable housing option, they are at risk of becoming homeless, or of being forced to move far from their place of work, creating potentially serious commuting problems for those who rely on public transportation. The Home Sharing Program enables people to live near their work, helping to sustain a healthy and stable workforce in the community. HIP Housing's Home Sharing Program helps South San Francisco residents find or remain in existing affordable housing because Home Sharing reduces the cost of housing for both the home provider and the home seeker. Page 8 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 59 Furthermore, Home Sharing promotes independence, provides security, and increases the availability of affordable housing in the City of South San Francisco. Participants in the Home Sharing Program pay average rents of $650 per month versus the average rent of $2,008 for a one bedroom apartment in the City of South San Francisco. The Home Sharing Program also arranges service exchanges, in which one person provides services, such as cooking, cleaning, and companionship, for seniors and/or persons with disabilities, in exchange for lower or no rent. In Fiscal Year 2012-2013, 142 South San Francisco residents contacted HIP Housing to receive information about housing programs and resources. 144 representing 108 households from South San Francisco were interviewed, screened, and provided housing case management and community resources. The number of residents applying to the program from FY 2011-2012 to FY 2012-2013 increased by 46%. There were an additional 24 households interviewed for the program who were employed by companies based in South San Francisco. 15% of clients were underemployed, 45% employed, 17% received disability income, and 23% were receiving social security retirement benefits. 72% of clients who applied for the Home Sharing program had incomes below or at the poverty level. The goal was to place 12 residents in home sharing arrangements in FY 2012-2013. The goal was exceeded as 14 residents were placed in housing through the program. An additional 38 South San Francisco residents remained in home sharing arrangements during the fiscal year who were placed in housing before July 1, 2012. The average income of a South San Francisco Home Providers who was matched in the program during FY 2012- 2013 was $25,717. Before home sharing, these clients spent roughly 64% of their incomes on housing costs. After finding a housemate, they would end up spending 36% of their income on housing. The average income of a South San Francisco home seeker placed with a home provider is $19,557. 67% of residents matched in home sharing were homeless or at-risk of homelessness. Three percent of the matched clients were also disabled, and 42% were seniors. Assists in Rapid Re-Housing Initiatives: 58% of the clients seeking housing who were matched in home sharing Countywide in FY 2012-2013 were homeless or at-risk of homelessness. HIP Housing’s Home Sharing program has all the mechanisms in place to assist with the U.S. Department of Housing and Urban Development’s (HUD) Rapid Re-housing Program. HUD’s efforts to provide short- and medium-term assistance, relocation, and stabilization services to prevent at-risk residents from becoming homeless and those who are experiencing homelessness to be re-housed and stabilized is complemented by the Home Sharing Program’s services which aim to provide affordable housing through creating home sharing matches. Furthermore, Home Sharing counselors also provide extra services that help with reducing a client’s housing costs and allow them to avoid homelessness or allow homeless clients to be re-housed. These include: 1) refer clients to resources to assist them with moving costs and paying back rent, if needed; 2) distribute applications for PG&E CARE Program to reduce energy costs; and 3) provide clients with financial literacy workshops that coach individuals on money management, increasing savings, using credit wisely, and careful budgeting. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. HIP Housing’s Home Sharing Program is on-going. HIP Housing will provide expenditures from July 1, 2014 – June 30, 2015 and will expend the funds by June 30, 2015. The following timeline shows how many people we expect to provide service to per month in FY 14-15: Interviewing, screening and processing of client applicants (RWC 13-17 monthly, SSF 7-10 monthly, CitySM 13-17 monthly, SMCo. 36-48 monthly) Providing housemate referrals and connection to community and other housing resources (weekly contact with clients to provide resources) Matching clients in home sharing (RWC 1-2 monthly, SSF 1-2 monthly, CitySM 2-3 monthly, SMCo. 8-9 monthly) Bilingual services including English, Spanish, Cantonese, German, and Tagalog (ongoing) Home visits to homebound or hospital bound seniors and persons with disabilities (all jurisdictions 1-2 home visits per month) Maintain weekly office hours at Fair Oaks Community Center (Tuesdays and Thursdays), San Mateo (Monday- Friday), South San Francisco (Tuesdays), Daly City (Thursdays) Sign language interpretation facilitated through the Center for the Independence of the Disabled (as needed) Facilitation of Living Together Agreements (RWC 1-2 monthly, SSF 1-2 monthly, CitySM 2-3 monthly, SMCo. 8-9 monthly) Follow up support with home sharing matched clients including mediation as needed (quarterly contact with Page 9 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 60 matches involving seniors; ongoing contact with other matches as needed) Community outreach to raise awareness of the program (ongoing) Collaborate with service providers throughout San Mateo County (ongoing) Invite home sharing clients to financial literacy workshops conducted by HIP Housing staff (quarterly) Referral to HIP Housing’s Self Sufficiency Program and/or Property Development waiting list (ongoing) Conduct in-service presentations at InnVision/Shelter Network sites (quarterly or as needed) Coordinate Redwood City Interagency Forum meetings (quarterly) Conduct in-service presentations at Safe Harbor (quarterly). Attend meetings of the Older Adult Multicultural Committee and collaborate with San Mateo service providers (quarterly or as needed) Participate on committee such as Housing Operations and Policy, WRAP for Housing, Older Adults Multicultural Committee, Daly City Peninsula Partnership, Redwood City Interagency Forum, www.smchousingsearch.org, Coastside Collaborative and other housing-related networking groups (quarterly or as scheduled) 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Goals to date: The evaluation of the Home Sharing program is based on the following criteria: 1. Total number of households interviewed for Home Sharing 2. Total numbers of households placed in housing 3. Housing affordability (measured by the percentage of income spent on rent before and after the Home Sharing matched is placed) 4. The duration of the home sharing arrangement To ensure program success, we track all program information using a database of all clients served and placed in housing. We also collect demographical info, details on income, and other relevant information. Phone follow-ups are conducted every three months after a home sharing match is completed, particularly for those involving seniors and elderly clients. To date, we have met the following goals: City of San Mateo stats 7/1/13 - 12/31/13: Matches: placed 18 households representing 28 persons Clients served: interviewed 179 households representing 242 individuals As of January 2014, including the clients matched in FY 13-14, we have 136 residents in San Mateo Home Sharing. Redwood City stats 7/1/13 - 12/31/13: Matches: placed seven households representing eight persons Clients served: interviewed 102 households representing 127 individuals As of January 2014, including the clients matched in FY 13-14, we have 50 Redwood City residents Home Sharing. County of San Mateo stats 7/1/13 - 12/31/13: Matches: placed 41 households representing 48 individuals Clients served: interviewed 365 households representing 457 persons As of January 2014, including the clients matched in FY 13-14, we have 197 County residents home sharing South San Francisco stats 7/1/13 - 12/31/13: (these stats are also included in the County stats because we did not receive funding from SSF in FY 13-14) Matches: placed two households representing two persons Clients served: interviewed 69 households representing 92 persons As of January 2014, for FY 2013-2014 we have 40 South San Francisco residents in Home Sharing Page 10 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 61 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. HIP Housing partners and collaborates with numerous agencies by referring clients to those organizations and in turn referrals are received by these agencies for the Home Sharing Program. These organizations include: • CORE community centers: Refer clients for rental assistance, shelter referral and basic human needs • InnVision Shelter Network: HIP Housing conducts quarterly or as needed presentations to shelter residents • Samaritan House: HIP Housing conducts quarterly or as needed presentations at Safe Harbor • PG&E: HIP Housing is a PG&E Care provider and provides applications to applicants • Eastside Prep School: HIP Housing hosts an intern for the summer to assist in the Home Sharing program • www.smchousingsearch.org: HIP Housing posts active rooms for rent on this site weekly and participates on the steering committee • SMC Behavioral Health & Recovery: HIP Housing presents information about home sharing at the WRAP for Housing workshops • Star Vista: HIP Housing works with emancipated foster youth for potential placement in home sharing arrangements Other organizations that refer clients to the home sharing program include: County Mental Health, Caminar, CORA, Aging and Adult Services, Peninsula Works, Center for the Independence of the Disabled, local places of worship, senior centers, Meals on Wheels, San Mateo County Human Services, San Mateo County Housing Authority, United Way’s 211, Job Train, Veterans Administration. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. The following story illustrates how the lives of three San Mateo County residents were significantly affected by HIP Housing's Home Sharing Program. We have seen many success stories like these replicated throughout the County. Attached is a copy of some recent stories from Redwood City, South San Francisco, and other jurisdictions. Roy and Jane have lived in their San Mateo apartment for over 35 years, when they realized that they could no longer afford the rent and was in danger of becoming homeless. The owner of the apartment died and his estate sold the apartment to new owners who raised the rent significantly. To make matters worse, Jane’s brother and housemate passed away suddenly. The disabled couple started relying on the generosity of friends, organizations and family to pay the difference of their $1,695 rent and their Social Security benefits, and even help pay for their food and medication. When Roy and Jane were first introduced to HIP Housing over a year ago, they were not ready to home share. The unit needed cleaning and Jane was not ready to let her brother’s things go. Also, the couple did not have the funds to clean the unit so resources were provided to assist them but it still wasn't enough. Since they had never lived with others besides their family, they were initially reluctant to home share. HIP Housing's counselor offered to assist them to apply for units through the Lesley Foundation however they did not want to leave their home of over 35 years. After a period of time, especially after all available avenues to help them offset their housing costs dried up, they finally decided to find a housemate through the program. Marc, a Pacifica resident had to quickly look for a place to live since his landlord was selling the home he was sharing. He also needed to be closer to his job at a home improvement store in Redwood City. Upon meeting Roy and Jane, Marc had an instant liking to the couple and quickly assured them that he would be able to help. As promised, Marc was able to find friends and colleagues to volunteer to clear out unwanted items, and clean the carpet and other areas of the apartment that badly need attention. In June 2013, Marc moved in. Now, Marc pays $565 a month, saves on transportation costs since he has a shorter commute to work and pays less than what he was paying before he moved in with Roy and Jane. Roy and Jane significantly reduced their housing expenses and now have left over funds for food and other personal and medical needs. Quarterly follow-up calls from their HIP Housing Home Sharing Counselor indicate that Roy and Jane feel like Marc is a member of their family. He has helped them feel less isolated and stressed about their finances. They now don't have to worry about losing their home. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Page 11 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 62 Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City 180 130 190 140 Redwood City 210 160 220 170 City of San Mateo 210 160 220 170 County of San Mateo 580 430 600 460 South San Francisco 120 86 130 96 Totals 1,300 966 1,360 1,036 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth  Other 1. At-risk of homelessness 2. Persons with disabilities 3. elderly persons 4. chronically homeless persons 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402100%210 100% White 40,65654.64% 9545.24% Hispanic 23,55731.66% 6229.52% Asian 6,7159.03% 167.62% African American 1,9162.58% 178.10% Pacific Islander 6630.89% 83.81% Native American 3840.52% 52.38% Other 1,5112.03% 73.33% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207100%210 100% White 45,24046.54% 7837.14% Hispanic 25,81526.56% 6932.86% Asian 18,15318.67% 2511.90% African American 2,0992.16% 199.05% Pacific Islander 1,9371.99% 83.81% Native American 1400.14% 20.95% Other 3,8233.93% 94.29% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632100%120 100% White 23,76037.34% 4033.33% Hispanic 21,64534.02% 3025.00% Asian 23,29336.61% 2218.33% African American 1,6252.55% 1411.67% Pacific Islander 1,1111.75% 75.83% Native American 3950.62% 10.83% Other 9,59815.08% 65.00% Page 12 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 63 b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: HIP Housing’s Home Sharing staff are able to communicate in several languages including Spanish, Tagalog, Cantonese, and German. Outreach materials are translated into languages common in San Mateo County’s ethnic communities - namely, Spanish, Tagalog, and Cantonese. HIP Housing also participates on many networking groups targeting multicultural clients such as the Older Adults Multicultural Committee, Coastside Collaborative, and Redwood City Interagency Forum. HIP Housing also conducts Spanish and English presentations at Redwood Family House and Haven House. All of the interns HIP Housing has hired through the collaboration with Eastside Prep have been Spanish-speaking which enables the agency to further outreach efforts. Staff also attends multicultural resource events such as through ALLICE (Alliance for Community Empowerment), Department of Rehabilitation Spanish Resource Fair and other networking events. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Due to the elimination of Redevelopment Agencies, the primary funder of affordable housing in the state, cities in San Mateo County have decreased their contributions to HIP Housing dramatically. In addition, the Silicon Valley Community Foundation, recently announced that they will be eliminating all funding to their Safety Net Service granting program after this year. This will be a devastating blow for housing and shelter providers, including HIP Housing. To shore up the loss in funding, HIP Housing devised a long-range strategy which includes developing new revenue streams, reinforcing our individual giving operation, and reducing costs. We have implemented the Fair Share Campaign which goal is to secure funding from every city in San Mateo County whose residents benefit from HIP Housing’s program. This year, we are implementing a Moves Management campaign that will strengthen the process of managing major donor relationships and change people's attitudes so they want to give. Our unique funding model continues to use earned revenue from property development to cover the organization’s overhead costs ensuring that every dollar donated to the organization goes directly to programs. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications South County Coordinator Barbara Liedtke Coordinates South County home sharing activities as well as working with other county residents, provides counseling for clients and conducts outreach for the South San Mateo County area. Barbara has twenty three years experience in social work, holds a BA degree from San Francisco State University, and completed graduate courses from Universidad Iberameric in Santa Domiingo. She is tri-lingual, including Spanis. North County Coordinator Shirley Fok Coordinates North County home sharing activities as well as working with other county residents, provides counseling for clients and conducts outreach for North San Mateo County. Shirley has ten years of experience creating home sharing matches, has a degree is Sociology with an emphasis in Law and Society from UC Davis and a Masters in Social Work from San Francisco State University. Mid County Coordinator Debra Smith Coordinates Mid-County home sharing activities as well as working with other county residents, provides counseling for clients and conducts outreach in the Mid-County area. Debra has thirteen and a half years experience as a Home Sharing Counselor. She is a graduate of the San Mateo/Burlingame/Hillsborough/Foster City 2002 Leadership Program. Debra is also the co- chair of the Minority Elders Committee. Coast side Coordinator Carmella Walls Coordinates Coastside home sharing activities as well as working with other county residents, provides counseling for clients and conducts outreach in the Coastal communities. Carmela has four and a half years experience as a Home Sharing Counselor. She has a BA in Social Services from the California State East Bay University. Page 13 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 64 PROPOSED PROGRAM BUDGET FOR FY 2013-14 Redwood CityCity of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%Requested%RequestedPgm%Requested Labor Barbara Liedtke $55,167100% $55,16720% $10,7586% $3,20029% $16,1590%55%$30,117 Shirley Fok $49,868100% $49,8683% $1,4968% $3,95430% $14,95914% $7,01955%$27,428 Debra Smith $49,868100% $49,8683% $1,49610% $5,12935% $17,4522% $1,21051%$25,287 Carmella Walls $46,953100% $46,9533% $1,2508% $3,71735% $16,4304% $1,77149%$23,168 Inderect salary $762,73627% $205,2470%0%0%0%0%$0 Taxes/Benefits $245,17945%$109,3660%0% $00% $00%0%$0 Administration $374,45723%$85,8110%0%0%0%0% 0 TOTAL $1,584,22838%$602,2802%$15,0003%$16,00011%$65,0002%$10,00018%$106,000 Number of Individual Beneficiaries 220 220 600 130 1,170 Cost per Individual $68.18$72.73$108.33$76.92 $90.60 Number of Household Beneficiaries 170 170 460 96 896 Cost per Household $88.24$94.12$141.30$104.17$118.30 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 2. Provide comprehensive Homeless services with priority given to: Coordinated Services, Homeless Access to Services, and Direct Services: HOM-5: Prevent homelessness. 2. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing CIP (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Other - Please describe: Post rooms for rent on www.smchousingsearch.org; email monthly housing flyers to churches, home owners associations, school districts, nonprofits, county employees, and other groups. b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Flyers/brochures: English, Spanish, Tagalog, Cantonese Outreach presentations: English, Spanish primarily (Tagalog and Cantonese upon request) PSAs: English, Spanish, Cantonese Media articles can be translated into other languages upon request c. How and where are the materials distributed? Housing flyers are produced monthly and emailed Spanish/English flyers are distributed on an ongoing basis to churches, libraries, senior centers, community centers, CORE community centers, City Halls PSAs are typically sent twice a year in English and other languages if accepted by the station 3. Program Outcomes: In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/13: Angie is a senior in her early 80’s who has lived in her mobile home in Redwood City for 33 years. The income she receives from Social Security and a small retirement benefit was not enough to afford the $900 a month rent on her mobile home space. Page 14 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 65 Angie heard about the home sharing program from a friend and she quickly met with a Home Sharing Counselor who helped her find the perfect housemate. A few weeks later, she met Alan, another senior who also lives on a fixed income of Social Security. He had been renting a room for some three years but his landlord decided to move and rent the entire house. Alan was given 60 days to move – Angie found him just in time! Alan pays Angie $550 a month in rent (which is 26% of his income) and $300 less than what he was paying. The rent he pays Angie reduces her housing costs to and she now only pays 30% of her income toward housing. Quarterly follow up calls to Angie and Alan indicate that the match is working out very well. Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors Attachment_1_Board_Resolution.pdf  2. Proof of 501(c)3 / tax-exempt status Attachment_2_HIP_Housing_501_Letter.pdf  3. By-laws Attachment3_HIPHousingBy-Laws.doc  4. Articles of Incorporation Attachment4_Articles_of_Inc_HIPHousing.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term Attachment_5_Brd_Roster_2013-2014.pdf Attachment5B_BoardMtgDatesBoardTerms.doc  6. Organizational chart for entire organization Attachment_6_HIP_Housing_Organization_Chart.doc  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. Attachment7C- CertificationletterthatHIPHousingnotsubjecttoSingleAudit.docx HIP_-_Audited_Financial_Statements_2012-2013.pdf  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget Copy_of_2013-14_Program_Budget_approved_by_BOD.xls 2014-15_HIPHousingOperatingBudgetVersion_1_01-23- 14_.pdf  9. Mission Statement Attachment9_Mission_Statement.pdf  10. Non-discrimination policy for Staff and Clients Attachment10_Non-discriminationPolicyHIPHousing.doc  11. Reasonable Accommodations Policy for Staff and Clients Attachment11_ReasonableAccomodationsPolicy.pdf  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) FINALConflictofInterestPolicy_Jan2014.pdf  13. Other - Home Sharing Success Stories ClientSuccessStories_CDS_2014-2015.docx Program Manager Signature Clarice Veloso Date Signed 01/23/2014 Initially submitted: Jan 23, 2014 - 23:05:58 Page 15 of 15City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2933&prop=320 Ap p l i c a t i o n 4 66 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: John Papan Memorial 2. Project Title: Johns Closet We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons South San Francisco $5,000 8% 155 100% $32.26 Total $5,000 8% 155 100% $32.26 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. We obtain and verify income by an initial screening and through a certification on client in-take forms. The initial screening is either by phone or by another agency in completing a referral form. Over the phone, we ask for the household income and the source of the income. Our screening includes questions about the type of employment and the employer or the type and source of aid being received. Similarly, a referring agency such as a social worker, headstart teacher, other agency director, school staff, teachers or principals must complete income information on our referral form. If a potential client's income is within the guidelines, we will schedule an appointment. Upon arriving for an appointment, a client must complete an intake form and certify his or her income. 3. Project Address: 700 Stewart Ave., Room 43 City: Daly City Zip: 94015-3519 4. Provide a one sentence project summary: Johns Closet provides NEW CLOTHES to needy school-aged children. Organization Address: 700 Stewart Ave., Room 43 City: Daly City Zip: 94015-3519 Organization Phone: 650-871-7440 Website: johnscloset.org Type of Applicant: Non-Profit Our agency serves: Persons 5. Contact Person / Project Administrator: Name: Diane and Gina Papan Title: director Telephone: 650-871-7440 Contact Email: dianepapan@gmail.com Fax: 650-875-7743 Page 1 of 5City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2960&prop=77 Ap p l i c a t i o n 5 67 6. Name of Agency Director: Diane and Gina Papan 7. Fiscal Officer:Name: Diane Papan Email: dianepapan@gmail.com Telephone: 650-871-7440 Fiscal Officer Address: 440 Green Hills Drive City: MIllbrae Zip: 94030 8. Authorized Signatory:Name: MIllbrae Email: dianepapan@gmail.com Telephone: 650-871-7440 Authorized Signatory Address: 440 Green Hills Drive City: Millbrae Zip: 94030 9. Please provide days and hours of regularly scheduled operation: Monday through Friday, 9:30 to 12:00. August through June. 10. DUNS Number: 926757311 Federal EIN/TIN Number: 94-2826366 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05D - Youth Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. All funds received by John's Closet will be used to purchase new clothing for needy school children. We distribute the clothing at our rent-free space at Ben Franklin Middle School. John's Closet is a 100% volunteer program, with no salaries or fixed costs. All the work is done by about 30 volunteers, who answer the phones, schedule appointments, assist children at the Closet, keep shelves organized and stocked, mend items, shop for needed clothing not supplied by in-kind donations, account for documentation, maintain the books and prepare grant requests. 13A. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. We are addressing the ever-growing needs of low-income families to provide clothing for their children. Our clients range from single mothers living on TANF, elderly grandparents who have become primary caretakers of their children's children, and intact families with parents earning very little. After these families pay rent, utilities, transportation and food, there is very little money left for clothing. The high cost of living in San Mateo County greatly impacts the number of families needing help to survive. John's Closet is the only program in the area to provide NEW CLOTHING to needy children. We receive some in-kind donations of new clothes, but we must still purchase a great deal. This is particularly true given that the GAP has greatly cut back on its donations. Jackets and shoes are expensive items for families and for us to buy and the prices are going up. The source of our information on who we serve comes from intake forms and a telephonic screening process we conduct prior to setting an appointment. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. The money will be spent to purchase NEW CLOTHES as needed to distribute to needy children throughout the school year. We are open from August through June. Our biggest demand is from August through December. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Our goal is to build self-esteem and to eliminate the alienation and discrimination children feel as school when they are poorly dressed. Adequate clothing will make them all they belong and enable them to be full participants in the academic experience. This participation will motivate them to stay in school and reach their full potential. Staying in school is crucial to preventing involvement in the criminal justice system. Statistics show that 80% of those in jail dropped out of school. An additional goal is to alleviate the economic pressure and subsequent emotional stress on poor families by providing NEW CLOTHES for their children. Page 2 of 5City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2960&prop=77 Ap p l i c a t i o n 5 68 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. John's Closet receives referrals from the schools, San Mateo County Health and Human Services Agency, Headstart, Shelter Network, Edgewood Kinship Program, and various family resource centers. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. These funds are essential to allow us to purchase new clothing for kids. While we sometimes receive in-kind donations from the GAP, the donations are infrequent and usually limited in size to certain sample sizes. We must purchase all other sizes and all of the new shoes and new jackets that we distribute. Over one-third of our clients come from South San Francisco. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City 200 78 200 78 Redwood City City of San Mateo County of San Mateo South San Francisco 155 65 155 65 Totals 355 143 355 143 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration  Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%155 100% Page 3 of 5City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2960&prop=77 Ap p l i c a t i o n 5 69 White 23,76037.34% 31.94% Hispanic 21,64534.02% 12681.29% Asian 23,29336.61% 63.87% African American 1,6252.55% 10.65% Pacific Islander 1,1111.75% 138.39% Native American 3950.62%0.00% Other 9,59815.08% 63.87% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: The vast majority of the clients that we serve are Hispanic. As this group appears to make up a significant percentage of the residents in South San Francisco, John's Closet believes it is reaching a large enthnic group with significant need. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. John's Closet applies for CDBG funds from Daly City and South San Francisco. We also apply for grants from private foundations including the Carl and Celia Berta Gellert Foundation and the Wyss Foundation. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications PROPOSED PROGRAM BUDGET FOR FY 2013-14 South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %RequestedPgm%Requested Taxes/Benefits $0 Materials New Clothing & Hygiene Items $60,000 $60,000 $5,000 $0 Administration 0% 0 TOTAL $60,000100%$60,0008%$5,0008%$5,000 Number of Individual Beneficiaries 155 155 Cost per Individual $32.26 $32.26 Number of Household Beneficiaries 65 65 Cost per Household $76.92 $76.92 Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors Scan_Doc0297.pdf  2. Proof of 501(c)3 / tax-exempt status Scan_Doc0190.pdf  3. By-laws Scan_Doc0191.pdf  4. Articles of Incorporation Scan_Doc0192.pdf  5. Board roster, including:Scan_Doc0298.pdf Page 4 of 5City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2960&prop=77 Ap p l i c a t i o n 5 70 •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term  6. Organizational chart for entire organization Scan_Doc0298.pdf  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. Scan_Doc0299.pdf  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget Scan_Doc0299.pdf  9. Mission Statement Scan_Doc0195.pdf  10. Non-discrimination policy for Staff and Clients Scan_Doc0196.pdf  11. Reasonable Accommodations Policy for Staff and Clients Scan_Doc0197.pdf  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Johns_Closet_Conflict_of_Interest_Policy.pdf 13. Other - Program Manager Signature Diane Papan Date Signed 01/23/2014 Initially submitted: Jan 23, 2014 - 15:28:28 Page 5 of 5City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2960&prop=77 Ap p l i c a t i o n 5 71 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Latino Commision on Alcohol and Drug Abuse Services of San Mateo County 2. Project Title: Entre Familia Community Services We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons City of San Mateo $15,000 25% 72 16% $208.33 County of San Mateo $25,000 42% 100 22% $250.00 South San Francisco $20,000 33% 280 62% $71.43 Total $60,000 100% 452 100% $132.74 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. We collect and securely store extensive data from our clients at initial intake to qualify them using the Federal Poverty Level Guidelines. This confidential information includes: Name, address, race, gender, age, marital status, childrens age, disabilities, employment, military service, residency status, birth certificates, housing situation, languages spoken, social security and income documentation. All clients are extremely low income, $15,000 a year or less. 3. Project Address: 301 Grand Avenue #301 City: South San Francisco Zip: 94080- 3641 4. Provide a one sentence project summary: The Entre Familia Project brings together our Mental Health and Residential Behavioral Health Services for Substance Use, with our Outpatient Programs and Services to help stabilize the health and well-being of our communities. Organization Address: 301 Grand Avenue #301 City: South San Francisco Zip: 94080- 3641 Organization Phone: 650-244-1444 Website: www.thelatinocommission.org Type of Applicant: Non-Profit Our agency serves: Persons Page 1 of 9City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3132&prop=367 Ap p l i c a t i o n 6 72 5. Contact Person / Project Administrator: Name: Doren Martin Title: Fund Development Telephone: 650-204-4690 Contact Email: doren.martin@thelatinocommission.orgFax: 650-244-1447 6. Name of Agency Director: Debra Camarillo 7. Fiscal Officer:Name: Sonia Ellis Email: sonia.ellis@thelatinocommission.org Telephone: 650-244-1444 Fiscal Officer Address: 301 Grand Avenue #301 City: South San Francisco Zip: 94080- 3641 8. Authorized Signatory:Name: Debra Camarillo Email: debra.camarillo@thelatinocommission.org Telephone: 650-244-1444 Authorized Signatory Address: 301 Grand Avenue #301 City: South San Francisco Zip: 94080- 3641 9. Please provide days and hours of regularly scheduled operation: Monday to Friday 8 a.m. to 6 p.m. 10. DUNS Number: 019167381 Federal EIN/TIN Number: 94-3149136 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05F - Substance Abuse Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. For 22 years we develop and use an innovative model including Cultural Affirmation and Restoration of Family Traditions as key elements where the well-being of the person/family/community is central to the process to provide bilingual/bicultural health and human services to the Latino Community and others, helping people improve their quality of life and health. We are a community-based non-profit health and human services agency which aims to improve the health status of individuals and in turn improves the health of the community. Our major focus on substance use treatment responds to the increasing demands of people in need with health and psychosocial issues in addition to those of substance use disorders. These co-occurring disorders (COD) require comprehensive programs using highly- trained professional staff to implement complex interventions. Some overall outcomes we expect to achieve each year for all jurisdictions include: • reduction in emergency room visits • increased access and responsible use of health care system • reduced need for behavioral / program sanctions • reduction in psychiatric symptoms • increased community profile of our programs and services • increased knowledge base of community members • reduction of mental health stigmas Entre Familia Project brings together our Mental and Behavioral Health Services for Substance Use, with our Outpatient Programs Services. Our Residential Recovery Housing facilities are in San Mateo, North Fair Oaks, and San Bruno with our Outpatient Facility in South San Francisco. Counseling is offered one-on-one with our licensed psychologist and future contracted MFT, or in a small family group, both at our housing facilities and outpatient facility. A children case manager provides assistance to our moms and babies program in San Mateo. A medical doctor will be contracted to help severe clients with prescription review and medication maintenance schedules. Page 2 of 9City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3132&prop=367 Ap p l i c a t i o n 6 73 TLC also provides transportation to take clients to their daily medical, social service or justice system appointments, then each Wednesday bring all clients together at our outpatient facility for an all-day group training session offering assistance with: anger management relapse prevention self-esteem issues life-skills training financial coaching addictive thinking patterns co-dependency HIV education and prevention Since Entre Familia translates to ‘amongst family’, all of our programs and services involve the family to improve treatment success, so this project includes individual counseling sessions for many client family members based on indicated need from each client’s personalized treatment plan. City of San Mateo (priorities and objectives) Casa Maria: 300 Rolling Hills Avenue, San Mateo, CA 94403-4321 MFT, Children Case Manager, Outreach Coordinator MFT individual sessions with 24 clients and 24 of their babies plus 24 families members.their babies each year (some sessions may be repeated. Case Manager will see 4 babies per week times 50 weeks, to include playtime sessions, social skills, and massage therapy. Outreach will include reaching 50 people in general public for mental health forums, increase knowledge and reduce stigmas to mental health are desired. County of San Mateo (priorities and objectives) Casa Aztlan, 660 McArthur Ave, Redwood City, CA 94063-3418 [North Fair Oaks] Psychologist, Medical Doctor Individual Psychologist mental health sessions for 50 men, 50 family members Medical Doctor prescription review and medical maintenance schedule for 50 of the clients City of South San Francisco Outpatient Services and Community Outreach, 301 Grand Avenue #301, South San Francisco, CA 94080-3641 Psychologist, Medical Doctor, MFT, Community Outreach Coordinator Individual Psychologist mental health sessions for 40 outpatient clients determined in severe need Medical Doctor prescription review and medical maintenance schedule for 30 of these clients Outreach assists with the implementation of an emergency food pantry from this facility, to help a minimum of 80 people per month (clients and the nearby community) Covered California enrollment offered to clients as well as the nearby Spanish speaking Community. 13A. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Casa Maria: 300 Rolling Hills Avenue, San Mateo, CA 94403-4321 women's residential program, plus moms and babies program. at full capacity, 6 women, 4 of them with a child 0-5 years old. Illness, disability, and premature death can be directly attributed to alcohol use. Use of alcohol also contributes in many instances to other costs to society, including injuries, criminal activity, emergencies, and motor vehicle crashes. Each year, the City of San Mateo realizes costs resulting from alcohol use, including the costs of providing medical care for people with alcohol-related illness, treatment and prevention costs, costs to the law enforcement system, costs resulting from alcohol-related motor vehicle crashes and other injuries, and the costs associated with disability, diminished capacity, and premature death from alcohol-related causes. The Centers for Disease Control and Prevention (CDC) has called alcohol consumption the third leading 'actual cause of death,' or modifiable behavioral risk factor, in the United States, after tobacco and the combination of poor diet and physical inactivity. Two-thirds of San Francisco Bay Area adults are current drinkers, compared with 55% Page 3 of 9City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3132&prop=367 Ap p l i c a t i o n 6 74 of United States adults. Several studies found that alcohol and drug use collectively increase the risk of people returning to homelessness after housing placement by up to 32%. Many studies have shown a relationship between alcoholism and homelessness both as a contributing cause to homelessness and an effect of homelessness. Similarly, Crane and colleagues (2005) found that among newly homeless adults 50 years of age or older, substance abuse was a primary contributory cause to their homelessness. NIAAA data show that per capita consumption in California has remained relatively constant over the last fifteen years. This suggests that alcohol shipments to California increases each year, as the total population has been growing. More alcohol being shipped corresponds to more alcohol being consumed each year. (This information is found in the report The Cost of Alcohol to San Francisco: Analyses Supporting an Alcohol Mitigation Fee, prepared for: City and County of San Francisco by The Lewin Group, Inc., dated June 30, 2010. other supporting data at http://pubs.niaaa.nih.gov/publications/survelliance87/tab2_07.htm) 13B. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Casa Aztlan, 660 McArthur Ave, Redwood City, CA 94063-3418 men's residential program with 6 men, 90% are coming from the justice system or court mandated for alcohol and drug recovery. Illness, disability, and premature death can be directly attributed to alcohol use. Use of alcohol also contributes in many instances to other costs to society, including injuries, criminal activity, emergencies, and motor vehicle crashes. Each year, the County of San Mateo realizes costs resulting from alcohol use, including the costs of providing medical care for people with alcohol-related illness, treatment and prevention costs, costs to the law enforcement system, costs resulting from alcohol-related motor vehicle crashes and other injuries, and the costs associated with disability, diminished capacity, and premature death from alcohol-related causes. The Centers for Disease Control and Prevention (CDC) has called alcohol consumption the third leading 'actual cause of death,' or modifiable behavioral risk factor, in the United States, after tobacco and the combination of poor diet and physical inactivity. Two-thirds of San Francisco Bay Area adults are current drinkers, compared with 55% of United States adults. Several studies found that alcohol and drug use collectively increase the risk of people returning to homelessness after housing placement by up to 32%. Many studies have shown a relationship between alcoholism and homelessness both as a contributing cause to homelessness and an effect of homelessness. Similarly, Crane and colleagues (2005) found that among newly homeless adults 50 years of age or older, substance abuse was a primary contributory cause to their homelessness. NIAAA data show that per capita consumption in California has remained relatively constant over the last fifteen years. This suggests that alcohol shipments to California increases each year, as the total population has been growing. More alcohol being shipped corresponds to more alcohol being consumed each year. (This information is found in the report The Cost of Alcohol to San Francisco: Analyses Supporting an Alcohol Mitigation Fee, prepared for: City and County of San Francisco by The Lewin Group, Inc., dated June 30, 2010. other supporting data at http://pubs.niaaa.nih.gov/publications/survelliance87/tab2_07.htm) 13C. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Outpatient Facility site: 301 Grand Avenue #301, (Grand and Linden) South San Francisco, CA: serving the largely bi-lingual Spanish-speaking communities in South San Francisco. more then 85% are homeless and 75% are from the justice system, requiring AOD recovery assistance. This population needs help with life-skills, financial sustainability and job skills. The majority are bilingual Spanish speaking. 50% women 50% men. Illness, disability, and premature death can be directly attributed to alcohol use. Use of alcohol also contributes in many instances to other costs to society, including injuries, criminal activity, emergencies, and motor vehicle crashes. Each year, the City of South San Francisco realizes costs resulting from alcohol use, including the costs of providing medical care for people with alcohol-related illness, treatment and prevention costs, costs to the law Page 4 of 9City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3132&prop=367 Ap p l i c a t i o n 6 75 enforcement system, costs resulting from alcohol-related motor vehicle crashes and other injuries, and the costs associated with disability, diminished capacity, and premature death from alcohol-related causes. The Centers for Disease Control and Prevention (CDC) has called alcohol consumption the third leading 'actual cause of death,' or modifiable behavioral risk factor, in the United States, after tobacco and the combination of poor diet and physical inactivity. Two-thirds of San Francisco Bay Area adults are current drinkers, compared with 55% of United States adults. Several studies found that alcohol and drug use collectively increase the risk of people returning to homelessness after housing placement by up to 32%. Many studies have shown a relationship between alcoholism and homelessness both as a contributing cause to homelessness and an effect of homelessness. Similarly, Crane and colleagues (2005) found that among newly homeless adults 50 years of age or older, substance abuse was a primary contributory cause to their homelessness. NIAAA data show that per capita consumption in California has remained relatively constant over the last fifteen years. This suggests that alcohol shipments to California increases each year, as the total population has been growing. More alcohol being shipped corresponds to more alcohol being consumed each year. (This information is found in the report The Cost of Alcohol to San Francisco: Analyses Supporting an Alcohol Mitigation Fee, prepared for: City and County of San Francisco by The Lewin Group, Inc., dated June 30, 2010. other supporting data at http://pubs.niaaa.nih.gov/publications/survelliance87/tab2_07.htm) 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. - beginning July 1, 2014 the number of 1-1 counseling sessions with on-staff Psychologist and MFT increase by 25 additional sessions per month - July and October 2014 Community Mental Health Forums will be offered at the College of San Mateo and Skyline College - beginning July 1, 2014, with contracted M.D., clients in North Fair Oaks and the SSF Outpatient Facility will receive proper medication review and management to comply with their prescription regimen. This project is annually budgeted. The cost of staffing and operations is needed throughout the year. Payroll is every two weeks and cost of operations are paid monthly. All funding will be expended within the 2014-2015 fiscal year. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. We implement a recovery program considering the following ‘Phases of Recovery’ (attached). - Phase I. Genesis (beginning) [14-30 days] The orientation phase for new participants who are under close supervision and are not allowed to make outside contact. - Phase II. En-lak-etch (working as one) [30-60 days] Participants are challenged to examine personal feelings, addictive behaviors, criminal thinking and short and long-term goals. - Phase III. Floreciendo (blooming, transitioning) [60-90 days] The independence phase where emphasis is on preparing participants for community reintegration, and family reunification. - Phase IV. Ollin (Movement with balance and integrity) Residents graduate from the treatment program and receive support to apply new skills for clean and sober living. Our organization measures success in many ways, however the most useful indicators are the following, where we far exceed all averages: * Completion Rate: The number of people who start and complete the TLC substance abuse treatment program is 23% more than the national average. Last year we graduated 160 people nearly 70% of participants, compared to the National average of 52%. * Overall Recovery Rates: We monitor the number of people who retain their sobriety after their stay at our facilities. With relapse prevention as a focus in our Outpatient Therapy Program we help graduates into full recovery, maintaining their living environment and not returning to homelessness. * Long-Term Success Rates: Our treatment program is effective in maintaining people’s sobriety on their own. We foster lasting sobriety stability for people by involving their families! Page 5 of 9City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3132&prop=367 Ap p l i c a t i o n 6 76 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. We have community partner agreement with Second Harvest Food Bank to provide food for our residential facilities and pantries and will seek to increase donations to fill an emergency pantry in our South San Francisco Outpatient Facility. Our Outpatient clients are willing and able to volunteer to help with future food distribution at the Second Harvest and USDA Distribution sites through South San Francisco. We collaborate and refer to St. Vincent de Paul. We refer current outpatient clients to Safe Harbor and Shelter Network when temporary housing is needed. We coordinated outreach efforts with the North Peninsula Neighborhood Center over the past 2 years. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. CDBG funding will allow for additional counseling sessions to improve the mental health of both our clients and their families. We will be able to add counseling sessions with a licensed MFT to improve family relations and in many cases the reunification of families. Our Children Case Manager will improve the health and well-being of the moms and babies in our program, and the children will be better prepared to enter school and perform. We will increase our outreach efforts to address the stigmas associated with mental health in all communities. We will increase the access to food for people in crisis, as we will offer an emergency food pantry in our Outpatient Facility. We will also increase people's access to health insurance, as we will offer Covered California enrollment to our clients and the general public using our 3 Certified Enrollment Counselors (2 are on-staff, 1 is a volunteer). 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City Redwood City City of San Mateo 48 48 48 48 County of San Mateo 72 72 72 72 South San Francisco 60 60 60 60 Totals 180 180 180 180 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification.  Persons exiting incarceration Low-income youth Other Page 6 of 9City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3132&prop=367 Ap p l i c a t i o n 6 77 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207100%100 100% White 45,24046.54% 1515.00% Hispanic 25,81526.56% 6060.00% Asian 18,15318.67% 33.00% African American 2,0992.16% 1010.00% Pacific Islander 1,9371.99% 44.00% Native American 1400.14%0.00% Other 3,8233.93% 88.00% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%100 100% White 23,76037.34% 1515.00% Hispanic 21,64534.02% 6565.00% Asian 23,29336.61%0.00% African American 1,6252.55% 1010.00% Pacific Islander 1,1111.75% 77.00% Native American 3950.62%0.00% Other 9,59815.08% 33.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: We received 3,000 inquiries last year requesting some type of information or assistance needed from a broad range and highly diverse population. If needed, we mail the appropriate language materials, or deliver to prospective clients when they attend an intake meeting. We also physically distribute at local shelters, public health clinics and other ethnic specific programs. Our 50 member staff is bilingual bicultural, with 90% speaking both English and Spanish. All materials are available in English and Spanish. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. We maintain multi-year contracts with the County of San Mateo - Behavioral Health Recovery Services, Families and Children, and Criminal Justice System. We have additional contracts with HHS SNAP, the California Department of Corrections and Rehabilitation-Bay Area Services Network, and the City/County of San Francisco - Department of Public Health. We receive significant contributions from private foundation and corporations such as the Fresno Regional Foundation, the Latino Community Foundation, Mental Health Service Association, Hitachi, and from community partners such as Second Harvest Food Bank, and St. Vincent de Paul. . We have received a $45,000 grant from Peninsula Health Care District to use towards this project for clients in our houses in San Bruno and San Mateo. We are also able to report a new and energized Board of Directors, who will be seeking additional private funds through donor campaigns, special events and private foundation solicitations. Our goal is to begin reducing the high need for public funding in all of our programs. Page 7 of 9City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3132&prop=367 Ap p l i c a t i o n 6 78 Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Psychologist Annette Goldman Mosqueda, PsyD individual counseling, public forum education, agency clinical director CA License #23504 MFT TBD family counseling sessions state license required Outreach Coordinator Doren Martin organize public forums, corddinate food distribution, coordinate Covered California enrollment Covered California CEC enroller #1000001914, BBA marketing Children Case Manager Maribel Leiva, CNA child therapy, education, socialization, child massage therapy Certified Alcohol and Drug Counselor, Certifried Nurse Assistant, Certified Child Massage Medical DoctorTBD prescription review, medication mantainence licensed M.D. PROPOSED PROGRAM BUDGET FOR FY 2013-14 City of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%RequestedPgm%Requested Labor Psychologist $94,00022% $21,0000%71% $15,00029% $6,000100%$21,000 MFT $10,000100% $10,00050% $5,0000%50% $5,000100%$10,000 Outreach Coordinator $6,000100% $6,00050% $3,0000%50% $3,000100%$6,000 Children Case Manager $7,000100% $7,000100% $7,0000%0%100%$7,000 Medical Doctor $31,00052% $16,0000%62% $10,00038% $6,000100%$16,000 Taxes/Benefits $0 Administration 0% 0 TOTAL $148,00041%$60,00025%$15,00042%$25,00033%$20,000100%$60,000 Number of Individual Beneficiaries 72 100 280 452 Cost per Individual $208.33$250.00$71.43$132.74 Number of Household Beneficiaries 72 100 280 452 Cost per Household $208.33$250.00$71.43$132.74 Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors CDBG_Board_Resolution_2014.pdf  2. Proof of 501(c)3 / tax-exempt status LATINO_COMMISSION_TAX_EXMPT_LTR.pdf  3. By-laws TLC_board_by_laws.pdf  4. Articles of Incorporation articles_of_incorporation.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term Board_Roster_2013.pdf  6. Organizational chart for entire organization organizational_positions_chart_2013.pdf Page 8 of 9City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3132&prop=367 Ap p l i c a t i o n 6 79  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. LATINO_COMMISSION_AUDIT_FIN_2013.pdf no_single_audit.pdf  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget Agency_Budget_2013_2014.pdf Agency_Budget_2014_2015.pdf  9. Mission Statement Mission_Statement_2013.pdf  10. Non-discrimination policy for Staff and Clients Latino_Commission_NON_DISCRIMINATION_POLICY.pdf  11. Reasonable Accommodations Policy for Staff and Clients TLCADAPOlicy_reasonable_accommodations.pdf  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) conflict_of_interest.pdf  13. Other - Labor Units and Clients served Budget_labor_and_clients_served_all_jurisdictions.pdf Download All Attachments Program Manager Signature Debra Camarillo Date Signed 01/24/2014 Initially submitted: Jan 24, 2014 - 15:50:55 Page 9 of 9City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3132&prop=367 Ap p l i c a t i o n 6 80 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Legal Aid Society of San Mateo County 2. Project Title: Homesavers We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons Redwood City $15,000 7% 480 26% $31.25 City of San Mateo $16,000 7% 300 16% $53.33 County of San Mateo $25,000 11% 800 44% $31.25 South San Francisco $10,000 4% 250 14% $40.00 Total $66,000 29% 1,830 100% $36.07 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Every client who is seen by Legal Aid staff member or volunteer is required to complete an intake sheet that includes a signature certifying the accuracy of the information given, including income. Income verification obtained in the course of representation includes pay stubs, notices evidencing receipt of government benefits, and Social Security and tax records, as appropriate. 3. Project Address: 330 Twin Dolphin Drive, Suite 123 City: Redwood City Zip: 94065-1455 4. Provide a one sentence project summary: Legal assistance to people threatened with losing their homes or living in substandard conditions with the goals of keeping people in their homes; preventing homelessness through the enforcement of legal rights, in and out of court; and remedying substandard living conditions through advocacy. Organization Address: 330 Twin Dolphin Drive, Suite 123 City: Redwood City Zip: 94065-1455 Organization Phone: 650-558-0915 Website: www.legalaidsmc.org Type of Applicant: Non-Profit Our agency serves: Persons 5. Contact Person / Project Administrator: Name: Shirley Gibson Title: Directing Attorney Telephone: 650-517-8911 Contact Email: SGibson@legalaidsmc.org Fax: 650-517-8973 6. Name of Agency Director: M. Stacey Hawver 7. Fiscal Officer:Name: Susan Stortini Telephone: 650-517-8913 Page 1 of 9City Data Services -South San Francisco 1/31/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3121&prop=19 81 Email: SStortini@legalaidsmc.org Fiscal Officer Address: 330 Twin Dolphin Drive, Suite 123 City: Redwood City Zip: 94065-1455 8. Authorized Signatory:Name: M. Stacey Hawver Email: mshawver@legalaidsmc.org Telephone: 650-517-8917 Authorized Signatory Address: 330 Twin Dolphin Drive, Suite 123 City: Redwood City Zip: 94065-1455 9. Please provide days and hours of regularly scheduled operation: Monday through Friday, 9 am to 12 noon and 1 pm to 5 pm. 10. DUNS Number: 034237727 Federal EIN/TIN Number: 94-1451894 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05C - Legal Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. A range of services is provided to tenants through the Homesavers Program, from brief advice on specific legal questions, to full-scale litigation of important disputed issues. Through three weekly intake clinics, more than 1000 households per year contact Legal Aid for some type of legal assistance related to housing. Legal Aid holds housing clinics every week at the Daly City Community Services Center, the Fair Oaks Community Center in Redwood City, and at the Superior Court building in Redwood City. All clinics are open to all low-income tenants who reside in San Mateo County who need legal assistance with eviction defense, habitability, and general landlord/tenant issues. Services are available by appointment and on a drop-in basis. During the intake process, each tenant receives one-on-one legal counseling, and also screening for other possible services that Legal Aid or other agencies might provide. For households facing eviction proceedings, the clinic serves the important function of assisting with the legal papers necessary to allow the tenants to contest the eviction case. Timely access to legal assistance can be critical to preventing homelessness for these households. When a property owner seeks possession of a property by way of the unlawful detainer process, the tenant has just five calendar days in which to submit a written response to the Court. If this deadline is missed by even one day, the occupant may lose the case by default and be evicted just one week later. Approximately half of all responses filed by tenants in eviction court proceedings in San Mateo County in the past year were prepared at a Legal Aid clinic. After intake and initial response preparation at the clinic, all eviction cases are reviewed by the Legal Aid staff for potential representation by Legal Aid staff attorneys or pro bono placement with a collaborating law firm or other legal services agency. Tenants in subsidized housing, rent-controlled housing, or post-foreclosure properties are typically the clients selected for representation, but we also prioritize cases with unique legal issues or household members with special vulnerabilities such as disability or language barriers. The volume of tenants and legal issues that come through our intake process also provides Legal Aid with a wealth of information with which to assess trends and emerging issues in San Mateo County rental housing. This data is useful in directing our choices of impact litigation and helps us anticipate the information and materials needed in the tenant community. Program Specific objectives are: 1. Prevent evictions that will result in homelessness; 2. Assist people through the eviction court process to give them their best opportunity to avoid becoming homeless; 3. Advocate on behalf of tenants living in substandard conditions to improve the conditions of the home; 4. Advise people with legal problems regarding the law, their options, and the consequences of their actions and the actions of their landlords so they can make informed decisions; and 5. Enforce fair housing laws to prevent housing discrimination. Through HomeSavers, Legal Aid expects to help 1100 extremely low, very low and low income households throughout San Mateo County in FY 2014-15. The key funding priorities for the five jurisdictions in San Mateo County include: • Daly City: To benefit lower-income people in the area of Public Services. • Redwood City: Funding Priority 2. Homeless Assistance Activities: provision of legal intervention to prevent homelessness • South San Francisco: Public Services; Housing-Related Services (e.g. home sharing, housing counseling) • City of San Mateo: Community Funding Priority, Basic Human Needs; such as access to food, shelter, clothing, legal services, etc. • San Mateo County: Funding Priority B(3) – Public Services; Supportive services, including financial literacy programs, which are aimed at keeping people in their homes, including fair housing services. Providing public services to low income persons to keep them housed is the primary goal of the HomeSavers program. Over 90% of the households we serve fall at or below the low income category as defined by HUD. Our legal services often help a family avoid eviction altogether, and at a minimum almost always help the tenants gain the additional time they need to find new housing and not end up in the shelters or on the streets. The impact and range of our services are best illustrated by the case stories. Page 2 of 9City Data Services -South San Francisco 1/31/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3121&prop=19 82 Redwood City: Julia rents a space for her mobile home at a mobile home park in Redwood City. She suffers from anxiety and depression, but manages a part time job to pay the rent and take care of her three children. Julia was shocked when her landlord served her with an eviction notice and took her to court complaining about the alleged failure to maintain her space. Julia’s mobile home space looked the same as all of the other homes where the maintenance rules were not strictly enforced. Because of her mental illness, Julia shut down rather than taking the immediate action needed to clean up her home to satisfy the landlord’s threats. Julia’s doctor confirmed that the arbitrary and ambiguous threat was harmful to Julia’s mental health and was the wrong way to seek a change in her behavior. Julia came to Legal Aid for help with the eviction, and Legal Aid’s investigation led to the conclusion that the mobile home park’s action against Julia was not just discriminatory but was vindictive and personal. Legal Aid convinced the mobile home park to drop the attempt to evict her, give Julia a new lease agreement, stop demanding a rent increase, and return her $500 deposit. Most importantly, Legal Aid made the park management agree to apply the park rules evenly as to all residents and not single out Julia with threats. Julia and her three children remain peacefully in their home now that it is, and always was, in the same condition as the homes of her neighbors. South San Francisco: Perry is a disabled senior veteran with a Section 8 voucher from the Veteran’s Administration, who lives in an apartment in South San Francisco. His landlord filed an eviction case against Perry alleging that his conduct had created a nuisance and violated the lease. However, this manager is known to many of the residents of these apartments to have a drinking problem, to exaggerate and fabricate allegations against tenants he does not like, and to hold unfounded grudges against certain tenants. Perry completely denied the allegations, saying he is a disabled senior veteran who mostly keeps to himself and does not bother anyone. Perry went to Legal Aid to fight back in the unlawful detainer (eviction case) and defend against the false charges. Legal Aid’s attorneys used the court process to challenge the landlord to prove his claims against Perry. When challenged to support the allegations, the landlord backed down and dismissed the case. These kinds of allegations in an unlawful detainer are particularly risky for a tenant with a Section 8 voucher because it could cause the tenant to lose that voucher forever. Perry was able to keep his home and his Section 8 voucher. San Mateo County: Tom and Kate have lived for the past 19 years in a small rental home in the redwood forest of La Honda on the San Mateo County coast. They have established themselves in a close-knit community where they enjoy spending their retirement years. When the friends from whom they had been renting the house lost ownership of the home in foreclosure, the Federal Home Loan Mortgage Corporation (aka “Freddie Mac”) took over the property. Tom and Kate received a letter from a real estate agent asking that they agree to move quickly in exchange for a $2,000 payment. Unfortunately, by the time the letter arrived the date by which the agent wanted the tenants to move was only ten days later. Because Kate’s physical disabilities required them to live in a home accessible for Kate’s wheelchair, the couple knew they would not be able to find a suitable place so quickly, much less pack and move 19 years’ worth of accumulated possessions. When Tom and Kate received an eviction notice from Freddie Mac, they were panicked that they would be forced from their home before they were ready. They came to a Legal Aid housing clinic in Half Moon Bay for advice. The volunteer attorney reviewed their paperwork and prepared a written answer for filing at court to contest the eviction. Based on similar cases previously litigated by Legal Aid, the attorney knew that the notice Freddie Mac had served to Tom and Kate was not in compliance with the latest legal requirements for such notices under recent state law amendments. Legal Aid staff filed a motion for summary judgment on behalf of Tom and Kate, asking the court to dismiss the case. After briefing and argument of the issue, the court granted the motion and dismissed the case. This court victory meant that no further eviction could proceed against Tom and Kate for a least three more months. Tom and Kate have secured a new home in La Honda and are in the process of moving, with much more time than they expected. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Demand for help from the HomeSavers program is as high as ever. Approximately halfway through the current program year, HomeSavers has already assisted more than 670 San Mateo County extremely low, very low, and low income households, including 197 Redwood City households. Housing legal services, particularly related to eviction, continue to be the most requested assistance by callers to the Legal Aid Society. On an average day, more than 17 San Mateo County residents call Legal Aid requesting legal advice regarding housing. According to the current National Low Income Housing Coalition report “Out of Reach 2013” (http://nlihc.org/sites/default/files/oor/2013_OOR.pdf), San Mateo County continues to top the list of least affordable counties in the United States. The San Mateo County Department of Housing reports that between September 2012 and September 2013, rental rates for a one bedroom unit increased 8.9% to an average market rent of $2,095 per month, while rental rates for two bedroom units increased by 7.0% to an average market rent of $2,365 per month. The vacancy rate for rental units has dipped to approximately 2%. Our clients struggling to subsist on extremely low, very low, and low incomes have found it increasingly difficult to compete in such a housing market, and are rarely able to secure suitable replacement housing if their current tenancy is terminated. This has enhanced the need to keep such families in their current housing whenever possible. Other housing advocates that work in the Redwood City community include Project Sentinel and Bay Area Legal Aid. The services of each of these agencies is distinguished from but complementary to Legal Aid Society’s. Project Sentinel, as a fair housing agency, is able to refer housing discrimination litigation matters related to current tenancies to Legal Aid Society, and Legal Aid Society refers to Project Sentinel many pre-litigation fair housing disputes and issues related to discriminatory refusal to rent. Bay Area Legal Aid provides comprehensive services Page 3 of 9City Data Services -South San Francisco 1/31/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3121&prop=19 83 for survivors of domestic violence, and participates with Legal Aid Society in the Domestic Violence Collaborative to provide representation in various civil matters for these survivors. The Bay Area Legal Aid telephone hotline refers housing law matters in San Mateo County to Legal Aid Society. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Demand for help from the HomeSavers program is as high as ever. Approximately halfway through the current program year, Homesavers has already assisted more than 670 San Mateo County extremely low, very low, and low income households, including 70 City of San Mateo households. That the number of City of San Mateo households served in the first two quarters of 2013-14 is very similar to the 76 City of San Mateo households served in the first two quarters of 2012-13 is an indicator that the need for tenants’ housing rights advocacy has not diminished in the City of San Mateo. Housing legal services, particularly related to eviction, continue to be the most requested assistance by callers to the Legal Aid Society. On an average day, more than 17 San Mateo County residents call Legal Aid requesting legal advice regarding housing. According to the current National Low Income Housing Coalition report “Out of Reach 2013” (http://nlihc.org/sites/default/files/oor/2013_OOR.pdf), San Mateo County continues to top the list of least affordable counties in the United States. The San Mateo County Department of Housing reports that between September 2012 and September 2013, rental rates for a one bedroom unit increased 8.9% to an average market rent of $2,095 per month, while rental rates for two bedroom units increased by 7.0% to an average market rent of $2,365 per month. The vacancy rate for rental units has dipped to approximately 2%. Our clients struggling to subsist on extremely low, very low, and low incomes have found it increasingly difficult to compete in such a housing market, and are rarely able to secure suitable replacement housing if their current tenancy is terminated. This has enhanced the need to keep such families in their current housing whenever possible. In the City of San Mateo, where at least 46% of the housing stock is occupied by renters and 61% of all very-low- income households are renters, there is a tremendous overlap of very-low-income renters. These City of San Mateo tenants suffer disproportionately severe cost burdens for their rental housing, spending more than 50% of their income on housing cost. Many such households also suffer from overcrowding. Very-low-income tenants are more vulnerable to eviction, because even the smallest financial setback can prevent timely rent payment and result in termination of the tenancy. The same very-low-income households are the least able to relocate quickly, because they lack the resources to finance a move and to successfully compete in the City of San Mateo housing market. Legal services that extend the period in which the family can remain in the house, and in some instances help the family resume their tenancy in the same home, are an essential part of the safety net services in the City of San Mateo. This is particularly true of the tenants who rely on Section 8 vouchers to help pay their rent, since the voucher can be lost after an eviction. In the past five years, the City of San Mateo has had the highest number of households utilizing Section 8 vouchers in the county. Other housing advocates that work in the City of San Mateo community include Project Sentinel and Bay Area Legal Aid. The services of each of these agencies is distinguished from but complementary to Legal Aid Society’s. Project Sentinel, as a fair housing agency, is able to refer housing discrimination litigation matters related to current tenancies to Legal Aid Society, and Legal Aid Society refers to Project Sentinel many pre-litigation fair housing disputes and issues related to discriminatory refusal to rent. Bay Area Legal Aid provides comprehensive services for survivors of domestic violence, and participates with Legal Aid Society in the Domestic Violence Collaborative to provide representation in various civil matters for these survivors. The Bay Area Legal Aid telephone hotline refers housing law matters in San Mateo County to Legal Aid Society. 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Demand for help from the HomeSavers program is as high as ever. Approximately halfway through the current program year, Homesavers has already assisted more than 670 San Mateo County extremely low, very low, and low income households, including 193 households in the urban County area. Housing legal services, particularly related to eviction, continue to be the most requested assistance by callers to the Legal Aid Society. On an average day, more than 17 San Mateo County residents call Legal Aid requesting legal advice regarding housing. According to the current National Low Income Housing Coalition report “Out of Reach 2013” (http://nlihc.org/sites/default/files/oor/2013_OOR.pdf), San Mateo County continues to top the list of least affordable counties in the United States. The San Mateo County Department of Housing reports that between September 2012 and September 2013, rental rates for a one bedroom unit increased 8.9% to an average market rent of $2,095 per month, while rental rates for two bedroom units increased by 7.0% to an average market rent of $2,365 per month. The vacancy rate for rental units has dipped to approximately 2%. Our clients struggling to subsist on extremely low, very low, and low incomes have found it increasingly difficult to compete in such a housing market, and are rarely able to secure suitable replacement housing if their current tenancy is terminated. This has enhanced the need to keep such families in their current housing whenever possible. Other housing advocates that work in the San Mateo County community include Community Legal Services of East Palo Alto, Stanford Community Law Clinic, Project Sentinel and Bay Area Legal Aid. The services of each of these agencies is distinguished from but complementary to Legal Aid Society’s. Community Legal Services of East Palo Alto provides eviction defense and rent control advocacy for East Palo Alto tenants, accepts referral of East Palo Alto cases from Legal Aid Society, and facilitates shared information among the various agencies that serve East Page 4 of 9City Data Services -South San Francisco 1/31/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3121&prop=19 84 Palo Alto, including Legal Aid. The Stanford Community Law Clinic, also located in East Palo Alto, provides representation in eviction cases that are referred from the Legal Aid intake clinics. Project Sentinel, as a fair housing agency, is able to refer housing discrimination litigation matters related to current tenancies to Legal Aid Society, and Legal Aid Society refers to Project Sentinel many pre-litigation fair housing disputes and issues related to discriminatory refusal to rent. Bay Area Legal Aid provides comprehensive services for survivors of domestic violence, and participates with Legal Aid Society in the Domestic Violence Collaborative to provide representation in various civil matters for these survivors. The Bay Area Legal Aid telephone hotline refers housing law matters in San Mateo County to Legal Aid Society. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Demand for help from the HomeSavers program is as high as ever. Approximately halfway through the current program year, Homesavers has already assisted more than 670 San Mateo County extremely low, very low, and low income households, including 54 South San Francisco households. Housing legal services, particularly related to eviction, continue to be the most requested assistance by callers to the Legal Aid Society. On an average day, more than 17 San Mateo County residents call Legal Aid requesting legal advice regarding housing. According to the current National Low Income Housing Coalition report “Out of Reach 2013” (http://nlihc.org/sites/default/files/oor/2013_OOR.pdf), San Mateo County continues to top the list of least affordable counties in the United States. The San Mateo County Department of Housing reports that between September 2012 and September 2013, rental rates for a one bedroom unit increased 8.9% to an average market rent of $2,095 per month, while rental rates for two bedroom units increased by 7.0% to an average market rent of $2,365 per month. The vacancy rate for rental units has dipped to approximately 2%. Our clients struggling to subsist on extremely low, very low, and low incomes have found it increasingly difficult to compete in such a housing market, and are rarely able to secure suitable replacement housing if their current tenancy is terminated. This has enhanced the need to keep such families in their current housing whenever possible. Other housing advocates that work in the South San Francisco community include Project Sentinel and Bay Area Legal Aid. The services of each of these agencies is distinguished from but complementary to Legal Aid Society’s. Project Sentinel, as a fair housing agency, is able to refer housing discrimination litigation matters related to current tenancies to Legal Aid Society, and Legal Aid Society refers to Project Sentinel many pre-litigation fair housing disputes and issues related to discriminatory refusal to rent. Bay Area Legal Aid provides comprehensive services for survivors of domestic violence, and participates with Legal Aid Society in the Domestic Violence Collaborative to provide representation in various civil matters for these survivors. The Bay Area Legal Aid telephone hotline refers housing law matters in San Mateo County to Legal Aid Society. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. The HomeSavers program is already well-established in the community and is currently running three direct services clinics at capacity each week. The primary expense of this program is staffing, and the regular staff salaries and benefits will result in timely expenditure of all funds by the end of the year. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Numbers of households and persons served in each jurisdiction are tracked in Legal Aid’s computerized case management system. All staff time spent on any matter in any jurisdiction is also entered into a case activity log in the same computerized case management system, so that the staff time attributable to work for any particular jurisdiction can be tracked and reported precisely. Outcomes in individual cases will be evaluated through a pre- and post-service structured case review. The attorney and the client determine a case goal at the outset of representation. When the case is closed, the attorney reviews the outcome and determines whether the goal was achieved. Cases are rated as having a favorable outcome if the client achieved their goal in seeking legal consultation and either obtained a positive legal result or received legal counsel that was helpful in resolving the situation. Legal Aid also tracks each matter by case type so that various special issues such as foreclosure and subsidized housing can be analyzed separately. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Legal Aid continues to offer weekly housing clinics at the Daly City Community Center on Tuesday afternoons and the Fair Oaks Community Center on Friday mornings, where attendance continues to stretch the limits of our resources. In collaboration with the Self-Help Center of the San Mateo Superior Court, Legal Aid continues to hold a Landlord/Tenant clinic at the main courthouse in Redwood City that started in July 2008. Legal Aid works with each of the core service agencies and other providers of rental assistance to help clients obtain emergency rental assistance grants to prevent eviction and homelessness. Legal Aid continues to refer Fair Housing matters that it does not handle in-house to Project Sentinel. We regularly exchange referrals with Housing and Economic Rights Advocates and Community Legal Services of East Palo Alto, based on an established referral protocol. Legal Aid also works with the Stanford Community Law Clinic to select several eviction cases each year for representation by certified law students. Legal Aid also hosts Page 5 of 9City Data Services -South San Francisco 1/31/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3121&prop=19 85 quarterly housing advocate meetings that include staff from Project Sentinel, Housing and Economic Rights Advocates, Community Legal Services of East Palo Alto, Stanford Community Law Clinic, and Bay Area Legal Aid. Legal Aid staff members have been recent participants in the Housing Element Coalition with Housing Leadership Council and other community organizations. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. The Legal Aid housing staff has been reduced, due to the conclusion of staff attorney Larisa Bowman's two-year Skadden fellowship. Her departure and the end to the funding for her position has reduced our capacity for taking on time-intensive litigation matters, and increased the case load for the remaining two housing attorneys. Other multi-year grants previously received from the State Bar and the Silicon Valley Community Foundation to support the HomeSavers program have now reached the end of their funding period, such that the future viability of the HomeSavers program is more dependant than ever on CDBG funding. Without CDBG funding for 2014-15, we would be unable to continue provision of any housing services at Legal Aid. We hope that in the near future funding can be secured for housing-related litigation and the necessary staff hours so we can continue this important work on a scale to meet the tremendous need. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City 450 200 459 204 Redwood City 480 240 490 245 City of San Mateo 300 150 306 153 County of San Mateo 800 400 832 416 South San Francisco 250 100 256 102 Totals 2,280 1,090 2,343 1,120 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%445 100% White 40,656 54.64% 8619.33% Hispanic 23,55731.66% 29265.62% Asian 6,715 9.03% 102.25% African American 1,9162.58% 276.07% Pacific Islander 6630.89% 30.67% Native American 3840.52% 51.12% Other 1,5112.03% 224.94% Page 6 of 9City Data Services -South San Francisco 1/31/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3121&prop=19 86 Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207100%154 100% White 45,240 46.54% 4931.82% Hispanic 25,81526.56% 6844.16% Asian 18,153 18.67% 127.79% African American 2,0992.16% 138.44% Pacific Islander 1,9371.99% 21.30% Native American 1400.14% 53.25% Other 3,823 3.93% 53.25% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%114 100% White 23,760 37.34% 1815.79% Hispanic 21,64534.02% 5750.00% Asian 23,293 36.61% 2017.54% African American 1,6252.55% 87.02% Pacific Islander 1,1111.75% 21.75% Native American 3950.62% 21.75% Other 9,598 15.08% 76.14% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Legal Aid partners with core service agencies in each area to to raise awareness of Legal Aid's services among their client populations. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Legal Aid has a successful development program that has allowed it to consistently secure general funding from individual donors and events, including an annual awards luncheon and annual golf tournament. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Directing AttorneyShirley Gibson Oversees program; supervises clinics; represents clients; drafts and updates self-help materials; designs evaluation protocols; monitors progress toward desired outcomes J.D. 1999 Director of LitigationDavid CarducciSupervises clinics; represents clients J.D. 1991 Project CoordinatorAleli Caballero Screens clients; schedules appointments; provides information and referrals; interprets for Spanish-speaking clients; translates self-help and outreach materials into Spanish; coordinates clinic volunteers paralegal certification; Spanish fluency PROPOSED PROGRAM BUDGET FOR FY 2013-14 Redwood CityCity of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%Requested%RequestedPgm%Requested Labor Shirley Gibson $90,00080% $72,0007% $5,0006% $4,50014% $10,0005% $3,60032%$23,100 David Carducci $84,00080% $67,2009% $6,00012% $8,00015% $10,0006% $4,00042%$28,000 Aleli Caballero $38,500100% $38,5003% $1,0001% $5003% $1,0001% $5008%$3,000 Page 7 of 9City Data Services -South San Francisco 1/31/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3121&prop=19 87 Taxes/Benefits $70,12573%$50,9006% $3,0006% $3,0008% $4,0004% $1,9000%$0 Administration 0% 0 TOTAL $282,62581%$228,6007%$15,0007%$16,00011%$25,0004%$10,000 29%$66,000 Number of Individual Beneficiaries 480 300 800 250 1,830 Cost per Individual $31.25$53.33$31.25$40.00 $36.07 Number of Household Beneficiaries 240 150 400 100 890 Cost per Household $62.50$106.67$62.50$100.00 $74.16 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 3. Support Human Service programs that meet the basic human services needs of low income persons with an emphasis on serving priority needs populations: HS-1: Meet the basic human services needs of low income persons with an emphasis on serving priority needs populations. 2. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website CIP (Handbook/Database) Outreach presentations to service providers Outreach presentations to public b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? All printed materials are in English and Spanish. c. How and where are the materials distributed? Our informational brochures on housing law are made available at the core service agencies, the Redwood City courthouse, at the Legal Aid Society office and clinics, and through our website. 3. Program Outcomes: In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/13: Tenants in the City of Redwood City have faced the misfortune of two major apartment fires in the past year. In July 2013, when fire at the 72-unit Hallmark House apartment building displaced numerous low-income households, many agencies answered the call to assist these tenants with emergency services, including Legal Aid Society. Legal Aid staff set up consultations at the Red Cross service center so that tenants could assess their legal rights regarding their tenancies, personal possessions, security deposits, and landlord’s liability. Over twenty of the households displaced sought and received legal advice from Legal Aid staff in the days following the fire. In October 2013, another apartment building on Woodside Road burned down, and again numerous low-income households were displaced. During the process of recovering their personal property from the damaged building, many of the residents became alarmed that the landlord was asking them to sign a general release of liability in exchange for retrieval of their personal items. In collaboration with the staff of the Fair Oaks Community Center, Legal Aid staff held an information session for these residents attended by 14 of the displaced households, and spoke with the property manager on their behalf. Thanks to the advocacy of Legal Aid, the property management company agreed to modify the release form, and Legal Aid worked with the management to alter the language of the document to better protect the tenants. Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors Funding_Resolution_for_Cities_11.20.2013.pdf  2. Proof of 501(c)3 / tax-exempt status 501c3_ltr_short10-4-79.pdf  3. By-laws ByLaws_updated_09.13.2011.pdf  4. Articles of Incorporation ArticlesofIncorporation_2012.pdf Page 8 of 9City Data Services -South San Francisco 1/31/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3121&prop=19 88  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term Board_List_with_the_year_they_start_on_the_board_1.24.2014.pdf Board_Meeting_Schedule_2013.pdf  6. Organizational chart for entire organization organizationchart__11.05.2013.pdf  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. Audit_Report_FYE-2013.pdf  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget Operating_Budget_FY-14.pdf Budget_FY2015.pdf  9. Mission Statement Mission_Statement_2012.docx  10. Non-discrimination policy for Staff and Clients Equal_Opportunity_PolicyonLtrHead.pdf  11. Reasonable Accommodations Policy for Staff and Clients Equal_Opportunity_PolicyonLtrHead.pdf  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Conflict_of_Interest_Policy.pdf  13. Other - xyz Download All Attachments Program Manager Signature M. Stacey Hawver Date Signed 01/31/2014 Initially submitted: Jan 24, 2014 - 16:39:12 Returned to Draft 01-28-2014 by City of San Mateo Reason: Project specific narrative is not the place for stories about people assisted. It is about the specific service you intend to provide. Under assessment of need, the same information is inserted for all jurisdictions. Demographics are very different from city to city. Please demonstrate needs unique to San Mateo. Please resubmit ASAP. Thank you. Page 9 of 9City Data Services -South San Francisco 1/31/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3121&prop=19 89 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Parca 2. Project Title: Family Support Services We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons South San Francisco $10,000 13% 128 100% $78.13 Total $10,000 13% 128 100% $78.13 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Income data is obtained through demographic profile sheets submitted by each family served. Family Support Services are provided free of charge and Parca does not discriminate on the basis of income level or any other basis. 3. Project Address: 800 Airport Bl., Suite 320 City: Burlingame Zip: 94010-1919 4. Provide a one sentence project summary: Parca's Family Support Services program provides support groups, information and referral, community outreach, advocacy, a professional speaker series, and inclusive recreation to low-income families dealing with developmental disabilities, addressing education, health, housing, transportation, the service delivery system, and other issues affecting the target population. Organization Address: 800 Airport Bl., Suite 320 City: Burlingame Zip: 94010-1919 Organization Phone: 650-312-0730 Website: www.parca.org Type of Applicant: Non-Profit Our agency serves: Persons 5. Contact Person / Project Administrator:Name: Beth Brown Title: Development Telephone: 650-312-0730 Page 1 of 7City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2983&prop=337 Ap p l i c a t i o n 7 90 Contact Email: bethb@parca.org Fax: 650-312-0737 6. Name of Agency Director: Diana Conti 7. Fiscal Officer:Name: Brad Pence Email: bradp@parca.org Telephone: 650-312-0730 Fiscal Officer Address: 800 Airport Bl., Suite 320 City: Burlingame Zip: 94010 8. Authorized Signatory:Name: Diana Conti Email: dianac@parca.org Telephone: 650-312-0730 Authorized Signatory Address: 800 Airport Bl., Suite 320 City: Burlingame Zip: 94010 9. Please provide days and hours of regularly scheduled operation: Parca's hours of operations are Monday through Friday, 9 am to 5 pm. 10. DUNS Number: 020009510 Federal EIN/TIN Number: 94-1650851 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05B - Handicapped Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. The requested funds will be used to continue Parca's Family Support Services' one-on-one and family support, information and referral services, advocacy and community outreach to South San Francisco families with one or more members who are affected by developmental disabilities. These services are provided through one-on-one and family meetings and advocacy/community outreach events. Program goal #1 is to hold 20 individual and family meetings per year with South San Francisco families during fiscal year 2014-2015 and 20 individual and family meetings per year during fiscal year 2015-2016. Program goal #2 is to hold 20 advocacy/community outreach meetings and events to include South San Francisco families each year during the two-year time period. These services are aligned with the identified needs within the county for various supports concerning rights, education, housing, employment and recreation among affected, underserved families. Parca's Family Support Services program is unique in that its services are provided free of charge; all age groups are served; and it offers professional speakers to inform, educate, and empower families, as well as inclusive recreational opportunities to encourage socialization and community-building. The program is headed by a woman who has an adult son with Down syndrome who is unrelenting in her efforts to help families like hers in South San Francisco and throughout San Mateo County. Family Support Services is currently serving 128 people in 31 households in South San Francisco. Of those people, 123 are low-income and of those households, 30 are low-income. 13A. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Due to the lifelong, complex, and far-reaching effects of developmental disabilities, families of people who have them are often overwhelmed by and ill-prepared for the challenges they face. In a world where it is difficult enough to navigate health, education, housing, employment and support systems for those without disabilities, it can be extremely stressful on the family when disabilities are involved. In fact, according to Lucile Packard Children's Hospital, recent studies have shown that 57% of children with special needs have clinically-significant stress as compared to just 8% of other parents. Families need to understand their loved ones' unique life challenges; know their legal rights; plan for their futures Page 2 of 7City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2983&prop=337 Ap p l i c a t i o n 7 91 when parents are no longer able to provide for them; work with school districts to design special education programs; find out what resources and supports are available; be aware of ongoing recreational, employment, education and housing opportunities; and, perhaps most importantly, know they are not alone. Parca's Family Support Services' distinct array of direct services was designed to offer a place for families to turn for advice, help and comfort; it serves both the family and the affected individual within it. The program provides support groups, networking, one-on-one family meetings, information and referral, community outreach, advocacy, a professional speaker series, and inclusive recreational opportunities to people with developmental disabilites and their families. The City of South San Francisco's web site puts the city's population at 63,632. According to the California State Council on Developmental Disabilities, the number of people with developmental disabilities is .018% of any population; therefore, 1,145 South San Franciscans are affected by one or more developmetnal disabilities and this number is rapidly growing as autism cases are as high as 1 in 88 (CDC statistics). Our program offers assistance to individuals and families in South San Francisco by a person who has firsthand experience in facing the challenges of having a family member who is disabled. Family Support Services serves approximately 900 families in San Mateo County, 31 of them in South San Francisco. All but one of those families are in the low, very low and extremely low income categories per the County's Income Limits table for 2014 and our demographic information provided by the families. Requested funds are needed to offset costs to enable the program to run for another two years. Developmental disabilities include mental retardation, Down syndrome, autism, epilepsy, cerebral palsy and other neurological disorders. These are lifelong disabilities attributable to mental or physical impairments, manifested prior to age 18. They affect daily functioning in three or more of the following areas: capacity for independent living, economic self-sufficiency, learning, mobility, receptive and expressive language, self-care, and self-direction. Developmental disabilities are usually classified as severe, profound, moderate or mild, as assessed by the individual's need for supports, which may be lifelong. Parca's Family Support Services program serves all of San Mateo County. Similar programs in the community include Community Gatepath; however, they do not have a designated Family Support Services director who provides services in clients' homes and acts on their behalf in legal and employment matters. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Family Support Services is an ongoing, year-round program. Goals stated in #12 above will be achieved in fiscal years 2014-2015 and 2015-2016 with grant funds from the City of South San Francisco directed toward program support and expended in full during these fiscal years. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Evaluation is performed by means of grant reports, conversation logs, client records, client emails, program activity calendars and surveys. If the client and his or her family does not express satisfaction with the services they have received, changes are made to ensure the attainment of desired results. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Family Support Services collaborates with many other organizations and agencies in bringing its programs and services to the community at large. Among them are: Children's Collaborative Action Team of the San Mateo Child Abuse Council Aging and Adult Commission Child Care Coordinating Council (to work on the Peninsula Partnership for Children) Youth and Families Child Care Action Team Community Advisory Committee (to work on the Special Education Local Plan Area) Mid-San Mateo Council Counselor Colelgial Sharing Group Children and Families First Preemie Project Page 3 of 7City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2983&prop=337 Ap p l i c a t i o n 7 92 ARAP on Recreation Inclusion Sharing Project Watch Me Grow Family Support Systems Change Group Department of Rehabilitation West Bay Housing Legal Aid All of these collaborations focus on the health, well-being, security and stability of families dealing with members who are affected by developmental disabilities. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. The CDC states that developmental disabilities are increasing in the US, indicating a serious health problem, and suggesting that future research should focus on understanding risk factors, changes in acceptance and awareness of conditions, and benefits of early intervention services. The main findings showed that about 1 in 6 children in the U.S. had a DD in 2006–2008. The study underscores the increasing need for health, education and social services, and more specialized health services for people with DDs. Over the last 12 years, the: •Prevalence of DDs has increased 17.1%—that's about 1.8 million more children with DDs in 2006–2008 compared to a decade earlier; •Prevalence of autism increased 289.5%; •Prevalence of ADHD increased 33.0%; and, In addition, data from this study showed: •Males had twice the prevalence of any DD than females and more specifically had higher prevalence of ADHD, autism, learning disabilities, stuttering/stammering and other DDs; •Hispanic children had lower prevalence of several disorders compared to non-Hispanic white and non-Hispanic black children, including ADHD and learning disabilities; •Non-Hispanic black children had higher prevalence of stuttering/stammering than non-Hispanic white children; •Children insured by Medicaid had a nearly two-fold higher prevalence of any DD compared to those with private insurance; and, •Children from families with income below the federal poverty level had a higher prevalence of DDs. City funding would enable us to continue to meet the needs of the increasing numbers of families coming to us for assistance in dealing with the challenges posed by developmental disabilities. Grant funding from the City would allow us to offset operating costs for the upcoming two fiscal years while seeking additional support from other grantors and individuals. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table Page 4 of 7City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2983&prop=337 Ap p l i c a t i o n 7 93 b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City 0 0 0 0 Redwood City 0 0 0 0 City of San Mateo 0 0 0 0 County of San Mateo 0 0 0 0 South San Francisco 123 30 128 31 Totals 123 30 128 31 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth  Other People with developmental disabilities 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%128 100% White 23,76037.34% 7054.69% Hispanic 21,64534.02% 5039.06% Asian 23,29336.61% 00.00% African American 1,6252.55% 00.00% Pacific Islander 1,1111.75% 86.25% Native American 3950.62% 00.00% Other 9,59815.08% 00.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: We continue to conduct outreach to various ethnic groups at our parent support group. Parents have volunteered to act as translators for other parents in Spanish, Chinese, Tagalog and Russian. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Parca derives revenue for this program and for the the entire organization through grants, individual donations, special events proceeds and salvage resale. Grant funds received to date for the Family Support program for FY2013-2014 total $20,700. Page 5 of 7City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2983&prop=337 Ap p l i c a t i o n 7 94 Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Program DirectorSue Digre Oversees all aspects of Family Support Services program 17 years in this position at Parca; BA Notre Dame de Namur University; professional educator; well-known and highly-respected authority on developmental disabilities; tireless advocate for independence and quality of life for the target population. PROPOSED PROGRAM BUDGET FOR FY 2013-14 South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %RequestedPgm%Requested Labor Personnel $1,546,1184% $61,26516% $10,00016%$10,000 Taxes/Benefits $121,4590%$6,5860% $00%$0 Supplies Office Supplies $9,240 $0 $0 $0 Operations/Maintenance $86,033 $0 $0 $0 Administration $1,095,2481%$8,2630% $00% 0 TOTAL $2,858,0983%$76,11413%$10,00013%$10,000 Number of Individual Beneficiaries 128 128 Cost per Individual $78.13 $78.13 Number of Household Beneficiaries 31 31 Cost per Household $322.58$322.58 Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors city_of_ssf_bd_res_1-14.docx  2. Proof of 501(c)3 / tax-exempt status 501c3.pdf  3. By-laws bylaws_1-12.doc  4. Articles of Incorporation art_of_inc_1-12.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term board_list_fy12-13.docx  6. Organizational chart for entire organization org_chart_1-12.doc  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) 11-12_audited_finl_stmt.pdf Page 6 of 7City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2983&prop=337 Ap p l i c a t i o n 7 95 •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit.  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget parca_budg_13-14.pdf Parca_draft_budget_fy14- 15.docx  9. Mission Statement mission_statement.docx  10. Non-discrimination policy for Staff and Clients non-disc_1-12.doc  11. Reasonable Accommodations Policy for Staff and Clients reason_accomm.pdf  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) conflict_of_interest.pdf 13. Other - Download All Attachments Program Manager Signature Diana Conti, CEO Date Signed 01/16/2014 Initially submitted: Jan 16, 2014 - 13:30:40 Page 7 of 7City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2983&prop=337 Ap p l i c a t i o n 7 96 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Peninsula Family Service 2. Project Title: Leo J. Ryan Child Development Center We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons South San Francisco $10,000 2% 270 100% $37.04 Total $10,000 2% 270 100% $37.04 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Incomes are verified through the recertification process as a condition of the Center's ongoing contract with the California Department of Education, Child Development Division. Families receiving subsidies for child care services must recertify during enrollment, annually, and when incomes change, by providing a pay stub, check stub, or employer verification. Income verification paperwork is filed onsite at the child development center and is available for review at any time. 3. Project Address: 1200 Miller Avenue City: South San Francisco Zip: 94080- 1221 4. Provide a one sentence project summary: CDBG funds will be used to support the continuation of child development services for children ages 2-5 at Leo J. Ryan Child Development Center. Organization Address: 24- 2nd Avenue City: San Mateo Zip: 94401- 3828 Organization Phone: 650-403-4300 Website: www.peninsulafamilyservice.org Type of Applicant: Non-Profit Our agency serves: Persons 5. Contact Person / Name: Liliya Sergiyenko Title: Site Director Telephone: 650-925- 6848 Page 1 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2949&prop=325 Ap p l i c a t i o n 9 97 Project Administrator: Contact Email: lsergiyenko@peninsulafamilyservice.org Fax: 650-952-6948 6. Name of Agency Director: Arne Croce 7. Fiscal Officer: Name: Inessa Shishmanyan; Heather Cleary Email: ishishmanyan@peninsulafamilyservice.org; hcleary@peninsulafamilyservice.org Telephone: 650-403- 4300 x 4610 Fiscal Officer Address: 24 2nd Avenue City: San Mateo Zip: 94401- 3828 8. Authorized Signatory:Name: Arne Croce Email: acroce@peninsulafamilyservice.org Telephone: 650-403- 46300 x 4421 Authorized Signatory Address: 24 2nd Avenue City: San Mateo Zip: 94401- 3828 9. Please provide days and hours of regularly scheduled operation: Monday - Friday 8:00 AM - 5:00 PM 10. DUNS Number: 95646782 Federal EIN/TIN Number: 94-1186169 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05L - Child Care Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Leo J. Ryan Child Development Center was established in 1989 as part of Peninsula Family Service. It is located on the campus of Sunshine Gardens Elementary School and is operated in partnership with the South San Francisco Unified School District. The center has the capacity to accommodate 130 children. The program provides opportunities for children to learn, explore and have fun in an exciting, creative and bilingual environment through an innovative classroom curriculum. Our staff prepares 48 pre-schoolers (age 2.6 – 5 years old) for success in kindergarten. The center’s philosophy emphasizes building positive self-image and fosters an appreciation for diversity. Through our child development services, we promote school readiness for children and support working families. We conduct an annual Parent Outcomes Survey, to measure desired outcomes for our child development services. The survey is distributed to the parents of children enrolled at all ten of our child development centers. The survey topics range from parents’ satisfaction with staff qualifications, classroom equipment and curriculum, to the impact their child’s enrollment has had on their employment. Our findings from last year’s survey reveal that 89% of parents were able to keep their job as a result of services, while 57% were able to accept a better job; and 99% of parents reported feeling that their child is happy in the program. 13A. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Our program addresses the need for high quality child care for low-income, working families in the community. Leo J. Ryan Child Development Center is one of two subsidized child care programs in South San Francisco providing full day care, and the only one which accepts children ages 2.6 to 5 years old (Subsidized Child Care Programs in San Mateo County, Child Care Coordinating Council, 2012). As indicated in the 2013 Community Assessment: Health & Quality of Life in San Mateo County, 'The quality of childcare, including preschool, during a child's early years influences socio-emotional and cognitive development, including language learning, problem solving, self control, social skills and school readiness. Consistent, quality child care can be a stabilizing force for children and their families during times of change... Further, child care is indispensable to the many families who need two incomes to afford San Mateo County's high cost of living' (Community Assessment, 2013). Currently, licensed child Page 2 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2949&prop=325 Ap p l i c a t i o n 9 98 care is available for only 28% of San Mateo County children with parents in the labor force (2013 Child Care Portfolio, California Child Care Resource & Referral Network). Access to subsidized child care is critical for low- income families because of the high cost of care: 'for a family in California earning minimum wage ($14,040/year), the combined costs of housing and child care add up to more than 200% of that family's annual income' (Community Assessment, 2013). According to the 2013 Community Assessment, 'as governmental funding for subsidies has decreased, families who meet very low income guidelines for subsidized care are not assured of assistance, often remaining unserved for years ... Only 40% of the preschoolers and infants who need child care subsidies actually get them' (Community Assessment, 2013). Leo J. Ryan Child Development Center offers a vital service to the children and families of South San Francisco. Our services are targeted to meet the needs of low-income, working families. We provide care on a sliding fee scale to income-eligible families who are working or enrolled in school or vocational training. According to our client demographics from 2012-2013, 54% of the families we serve earn less than $25,000 annually, and 9% earned less than $10,000. The self-sufficiency standard to meet basic needs in San Mateo County for two adults with one preschool age child is $73,348 annually, a standard which 0% of our families meet (Insight Center for Community Economic Development, 2014). According to the 2009 Child Care Needs Assessment, 52% of income-eligible families in South San Francisco do not receive subsidized child care due to a shortage of slots. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Child development services are provided on an ongoing basis and with the requested funding from CDBG, we can meet our goals. Our fiscal year runs from July 1 - June 30. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. To measure each child’s developmental progress, Peninsula Family Service uses the “Desired Results Developmental Profile” (DRDP). The DRDP assessment tool was developed by the California Department of Education to evaluate each child’s developmental progress and accomplishments. The profile is completed by the child’s primary teacher and includes a parent survey component. Children under 36 months are assessed three times a year, and our preschoolers (3-5 year olds), are assessed twice a year. By analyzing multiple individual evaluations, our directors can get the most accurate readings for each child’s progress and provide measurable outcomes of our program’s success. Our goal is to provide children with a strong foundation in preschool which will enable them to be academically successful in elementary school and beyond. As part of our state contract, Peninsula Family Service also engages in an environmental assessment utilizing the Early Childhood Rating Scale (ECRS), a standardized instrument intended to assess the program's physical environment, materials and interaction of teachers and children. ECRS evaluations are conducted annually and submitted to the state. Any centers below 5 are placed on an improvement plan. Leo Ryan scored a 5.88 in the last review. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Leo J. Ryan Child Development Center collaborates with a variety of partners in the community in order to better serve our clients. The center is located on the campus of Sunshine Gardens Elementary School, which facilitates a partnership between the two schools and provides parents the convenience of enrolling their young children in a program located on the same site where their older children attend elementary school. One of the center's most vocal partners is Congresswoman Jackie Speier. She was instrumental in helping Peninsula Family Service acquire the program in 1989 and having it named after the late Congressman Leo J. Ryan. Congresswoman Speier remains a strong advocate for the center. Leo J. Ryan CDC also benefits from the generosity of Genentech Inc. employees who donate books and volunteer their time to read to the children. The center also collaborates with the Raising A Reader program which provides a weekly lending library of books for families and training for parents on 'how to effectively share books to promote family literacy habits, language and literacy skills, and a love of learning'. The staff at Leo J. Ryan were invited to participate in the San Mateo County Office of Education's EQuIP program, which provides professional development opportunities to increase teachers' knowledge and improve their skills. The center collaborates with the Child Care Coordinating Council of San Mateo County to provide parents with alternative payment options like vouchers to help them pay for child care. Another key partner is the Watch Me Grow program, which provides developmental screenings for young children. The staff at Leo J. Ryan Page 3 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2949&prop=325 Ap p l i c a t i o n 9 99 refer families to Watch Me Grow if they observe any developmental delays and based on the results of the screening, those families receive additional services as needed. Each of these partnerships amplifies the impact of the services we provide at Leo J. Ryan Child Development Center, further benefiting the children and families of South San Francisco. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. Due to decreased government funding for early childhood education, the current deficit for Leo J. Ryan Child Development Center is over $110,000. CDBG funding would enable us to continue providing services at the same level. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City 45 0 45 0 Redwood City 2 0 2 0 City of San Mateo 3 0 3 0 County of San Mateo 33 0 33 0 South San Francisco 182 0 182 0 Totals 265 0 265 0 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration  Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%270 100% White 23,76037.34% 155.56% Hispanic 21,64534.02% 23285.93% Asian 23,29336.61% 134.81% African American 1,6252.55% 41.48% Page 4 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2949&prop=325 Ap p l i c a t i o n 9 100 Pacific Islander 1,1111.75% 62.22% Native American 3950.62% 00.00% Other 9,59815.08% 00.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: As indicated, we are underrepresented in Asian, African American and Caucasian/White populations, with a higher proportion of Hispanic and Pacific Islander clients. This could be explained by the local demographics of the area, which indicates a much higher concentration of Hispanic population. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Peninsula Family Service has a marketing and development team who works to fundraise for our organization. We receive our funds from both foundations as well as individual donors. Our development team works to market our services to our community while our grant writers work to identify foundations that meet our needs and to write proposals for project funding. We actively solicit alternative funding on an ongoing basis to support child development services at Leo J. Ryan Child Development Center. We have ongoing contracts with the California Department of Education State Preschool Program for $379,856 and the Child Care Food Program for $40,794. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Site Director Liliya Sergiyenko Responsible for the administration of the preschool and school-age programs including: carrying out the programs philosophy; staff and volunteer hiring, training and personnel management; program activities and curriculum; parent education and involvement; reporting and compliance in accordance with California Department of Education and licensing guidelines. Bachelor of Arts in Theater Arts, Site Supervisor Permit, Course work in child development and adult supervision, over 20 years experience in child development field. Program DirectorAnn Torres Oversees the direction of six child development centers; including supervision of Site Directors, oversight of hiring, budgets and contracts. Bachelor of Arts in Elementary Education from San Francisco State University, over 30 years experience in Early Childhood Education. VP of ProgramsDeborah Miller Development and acquisition of new programs, the transition of existing programs, and high-level oversight of all program functions, including the development and monitoring of program budgets, supervision of program directors, and approval of program policies. Bachelor of Arts in Business and an MBA in International Economics from the University of Washington, PROPOSED PROGRAM BUDGET FOR FY 2013-14 South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %RequestedPgm%Requested Labor Salaries $7,550,2756% $436,6762% $6,8832%$6,883 Page 5 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2949&prop=325 Ap p l i c a t i o n 9 101 Taxes/Benefits $955,2535%$95,3822% $1,5030%$0 Supplies Supplies $158,3622% $8,4992% $13412%$134 Telephone/Internet $54,4282% $1,1112% $182%$18 Postage $40,4749% $7712% $120%$12 Food & Refreshments $559,591 $50,564 $797 $797 Materials Printing $43,9761% $1,0382% $167%$16 Public Relations $21,3191% $2252% $41%$4 Travel $50,9517% $3612% $60%$6 Events $17,3046% $1,2362% $192%$19 Equipment $16,0344% $9862% $160%$16 Operations/Maintenance Occupancy $496,4005% $19,1252% $3016%$301 Insurance $97,850 $4,696 $74 $0 Administration $181,3538%$13,7752% $2172% 217 TOTAL $10,243,5706%$634,4452%$10,0002%$10,000 Number of Individual Beneficiaries 270 270 Cost per Individual $37.04 $37.04 Number of Household Beneficiaries 0 Cost per Household Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors Peninsula_Family_Service_Board_Resolution.pdf  2. Proof of 501(c)3 / tax-exempt status Peninsula_Family_Service_501_c3_Letter.pdf  3. By-laws Peninsula_Family_Service- Attachment_3-4_Bylaws_and_Articles_of_Incorporation.pdf  4. Articles of Incorporation Peninsula_Family_Service- Attachment_4_Articles_of_Incorporation.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term Peninsula_Family_Service_Board_Roster_13-14.pdf  6. Organizational chart for entire organization Peninsula_Family_Service_Organization_Chart_-_Dec_2013.pdf  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. Peninsula_Family_Service_Audited_Financial_Statements_FY13.pdf  8. The following are required: Page 6 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2949&prop=325 Ap p l i c a t i o n 9 102 •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget Peninsula_Family_Service_Organizational_Budget_FY_13-14.pdf Peninsula_Family_Service_Proposed_Operating_Budget_FY14- 15.pdf  9. Mission Statement Peninsula_Family_Service-Attachment_9-Mission_Statement.pdf  10. Non-discrimination policy for Staff and Clients Peninsula_Family_Service-Nondiscrimination_Policy.pdf  11. Reasonable Accommodations Policy for Staff and Clients Peninsula_Family_Service-Attachment_11- Reasonable_Accommodations_Policy.pdf  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Peninsula_Family_Service_Conflict_of_Interest_Policy.pdf 13. Other - Program Manager Signature Katie Harkin Date Signed 01/24/2014 Initially submitted: Jan 24, 2014 - 13:10:12 Page 7 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2949&prop=325 Ap p l i c a t i o n 9 103 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Rape Trauma Services: A Center for Healing and Violence Prevention 2. Project Title: Sexual Abuse Services for Children and Youth We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons Redwood City $15,000 5% 70 37% $214.29 City of San Mateo $15,900 6% 70 37% $227.14 South San Francisco $10,000 4% 50 26% $200.00 Total $40,900 15% 190 100% $215.26 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required):  Abused children Homeless persons Victims of domestic violence Illiterate adults Elderly persons/seniors (age 62+) Persons living with AIDS Severely disabled adults Migrant farm workers Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. The Sexual Abuse Services Program for Children and Youth provides direct services to child abuse survivors from infancy through 17 years of age. As abused children is a 'presumed benefit' group income verification is not required. RTS verifies the presumed benefit status by completing a Client Contact Data Form for each child served. The form is used to collect detailed information about the types of trauma/abuse suffered, the services requested and provided, follow-up services provided and the age, gender, and ethnicity of each survivor. Client Contact Data forms are kept in a locked cabinet and RTS has kept all data forms from the beginning of the agency (19 years). RTS reports by 'individuals' rather than 'households' as to comply with our legal responsibilities to confidentiality. Due to legal restrictions, RTS is unable to actively seek and record information regarding personal affiliations between clients; we are therefore unable to report victims who share living spaces as 'households' as to preserve the confidentiality of all clients. 1860 El Camino Real, Suite 406 City: Burlingame Zip: 94010-3117 Page 1 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3088&prop=359 Ap p l i c a t i o n 1 0 104 3. Project Address: 4. Provide a one sentence project summary: The Sexual Abuse Services Program for Children and Youth provides mental health services to address the multiple healing needs of child survivors of sexual trauma including: crisis intervention, individual and group counseling, advocacy, medical/legal and forensic accompaniment, and information and referrals. Organization Address: 1860 El Camino Real, Suite 406 City: Burlingame Zip: 94010-3117 Organization Phone: 650-652-0598 Website: rapetraumaservices.org Type of Applicant: Non-Profit Our agency serves: Persons 5. Contact Person / Project Administrator: Name: Emily Abrams Title: Director Telephone: 650-652-0598 x14 Contact Email: emily@rapetraumaservices.org Fax: 650-652-0596 6. Name of Agency Director: Emily Abrams 7. Fiscal Officer:Name: Sheree Polonsky Email: sheree@rapetraumaservices.orgTelephone: 650-652-0598 Fiscal Officer Address: 1860 El Camino Real, Suite 406 City: Burlingame Zip: 94010-3117 8. Authorized Signatory:Name: Emily Abrams Email: emily@rapetraumaservices.org Telephone: 650-652-0598 x14 Authorized Signatory Address: 1860 El Camino Real, #406 City: Burlingame Zip: 94010-3117 9. Please provide days and hours of regularly scheduled operation: RTS’ crisis intervention services (crisis counseling, advocacy, accompaniment, information and referrals) are available 24-hours a day. Counseling is scheduled to meet the needs of clients. In addition to Monday - Friday 9:00am - 5:00 pm hours, sessions are available in the early mornings, evenings and on weekends. 10. DUNS Number: 876425245 Federal EIN/TIN Number: 94-3215045 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05N - Abused and Neglected Children 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Program activities: At Risk Teen Counseling provides on campus services at middle schools and high schools throughout San Mateo, Redwood City, and South San Francisco. Specific schools include: Aragon, Hillsdale, and San Mateo High School (San Mateo) Redwood High School and Sequoia High School (Redwood City) and Baden High School and El Camino High School (South San Francisco). Services provided include counseling groups, crisis intervention and support as well as prevention of future sexual violence. RTS counselors provide ongoing Ending Cycles of Violence workshops and support to the Teen Age Parent Program (TAPP), in English and Spanish. Individual Counseling provides one-on-one support to child survivors. Crisis counseling and short-term counseling assist youth in dealing with immediate trauma issues. Page 2 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3088&prop=359 Ap p l i c a t i o n 1 0 105 Support Group Counseling gives child and youth survivors the opportunity to continue the healing process with others who have had similar experiences. Support groups can help break through the isolation that is common among survivors. Examples of groups offered: Children's Group; Teen Girls Group; Teen Boys Group; Middle School Peer Empowerment Group. Advocacy & Accompaniment supports children and youth who report their assault/abuse to police. During medical exams, police interviews, and court proceedings RTS provides children with emotional support, answers questions, and makes sure young survivors understand what is happening and that their rights are protected under the law. Counselors are specially trained to provide services to youth of all ages and support for any parents or loved ones who are also present. RTS works with police to make sure victims and their families receive verbal and written information about RTS services, including information about resources for survivors, with an emphasis on Victim of Crime compensation assistance and availability of RTS follow-up. Information, Referrals and Community Outreach: RTS responds to requests from survivors, the general public, persons seeking services, and community agencies. RTS focuses on information such as low-cost services and special cultural, language, or other needs to meet the requirements of our diverse population. Program Objectives: RTS aims to help child survivors learn the skills they need to heal from sexual abuse/trauma, prevent continued or future abuse and develop the tools to be supportive of their own healing and the healing of others. RTS' comprehensive program works with children and youth to develop these emotional skills so they can: - Heal from the sexual abuse or assault(s) that they have experienced, - Increase their ability to create an environment supportive of their own healing or that of others, - Decrease the likelihood of developing Post-Traumatic Stress Disorder (PTSD), - Use the same skills to overcome other past traumas like verbal or physical abuse, poverty, racism, etc., - Apply these skills to new situations; to become better able to cope with and heal from new traumas that may occur, - Decrease the likelihood of re-victimization, - Understand and prevent their own acting out behaviors (alcohol/drug abuse, suicide, sexual risk-taking, etc.) The primary goal of RTS is to ensure that when a child reaches out for help we are available to offer support. Key Priorities: Redwood City: Public Services Activities related to health: RTS' program meets the basic human services needs of abused children as outlined in Redwood City's Consolidated Plan (HS-1). We provide mental health services, advocacy (HS-1, 2,4), information and referral and outreach (HS-1, 3), crisis intervention (HS-5) and violence prevention through counseling and education (HS-5, 6) to the child survivors of sexual abuse. The City of San Mateo: Our program clearly matches many HUD activities. RTS provide mental health services to abused and neglected children, provides crime awareness in the form of prevention and provides no-cost youth services. RTS' program addresses core service needs, as defined by the CDBG program, within the City of San Mateo by addressing Basic Human Needs and Youth Services. Program activities are provided to abused children within the city limits at local high schools, community schools, the hospital, police station or wherever needed. South San Francisco: Our program clearly matches many HUD activities. RTS provide mental health services to abused and neglected children, provides crime awareness in the form of prevention and provides no-cost youth services. RTS' program addresses core service needs, as defined by the CDBG program, within the City of South San Francisco. Public service activities are provided to abused children within the city limits at local high schools, community schools, police station or wherever needed. Basic Human Needs and Youth Services are addressed through program activities. Page 3 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3088&prop=359 Ap p l i c a t i o n 1 0 106 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Following a two-year investigation, the Grand Jury of San Mateo County discovered “everyday, a child in San Mateo County is sexually abused, and nearly half of the time the sexual abuse was inflicted by the child’s parent or close relative.” According to the report, “over half of the reported sexually abused children are under 12 years old.” Last year, Rape Trauma Services (the only Rape Crisis Center serving all of San Mateo County) provided crisis intervention to a total of 433 children (male and female) ranging in age from infancy to 17 years. In Redwood City, RTS provided crisis intervention, counseling and support to 28 at risk teens at city high schools; on going individual or group counseling services to an additional 18 children living in Redwood City; and accompaniment and advocacy services to 22 Redwood City youth. Funding allows us the opportunity to provide a larger percentage of children with comprehensive ongoing services. Children who are not afforded a chance to learn healing skills have a harder time developing socially and emotionally. Children who are sexually abused often exhibit emotional, cognitive, and behavioral problems, such as depression, suicidal behavior, difficulty in school, use of alcohol and drugs, and early sexual activity. Sexual abuse contributes to teen pregnancy, by lowering the age of first voluntary intercourse and increasing sexual risk-taking among young people. Victims of childhood sexual assault are 3 times as likely to become pregnant before 18. Children who are abused are also more likely to repeat the cycle of violence by entering into violent relationships or by abusing their own children. Many sexually abused children also experience other traumas, such as physical and emotional abuse, exposure to violence, and parental substance abuse. A recent study found that 22% of child trauma victims had experienced four or more kinds of victimization in one year (Finkelhor D, Ormrod RI, and Turner HA. Child Abuse and Neglect. 2007). Early intervention is especially important for child and adolescent victims to prevent re-victimization over their lifetimes. According to statistics, every two and a half minutes, somewhere in America, someone is sexually assaulted. One- in-3 females and 1-in-6 males will be sexually abused by the time they are 18 (National Crime Victimization Survey). Sexual violence victimization starts very early in life. More than half of all rapes of women (54%) occur before age 18; 22% of these rapes occur before age 12. For men, 75% of all rapes occur before age 18, and 48% occur before age 12 (Tjaden and Thoennes, 2000). Men who experienced childhood sexual abuse are at much greater risk than those who haven't for serious mental health problems, including: symptoms of post-traumatic stress disorder and depression, alcoholism and drug abuse, suicidal thoughts and suicide attempts, problems in intimate relationships, and underachievement at school and at work (Dube, S.R., Anda, R.F., Whitfield, C.L., et al. 2005). From these statistics we can see how sexual trauma, if left unhealed, leads to a dependence on acting out and self-harming behaviors. Victims often do not have the emotional tools, role models, or social support to heal. RTS is a place where survivors can find the much needed support they deserve. The ability to heal from past trauma is fundamental to a child's safety and well-being. Indeed, not only would the lives of the children and youth that we serve be starkly different, so would the social health of our community. The target groups for Counseling and Advocacy are child victims of sexual abuse/assault. In Redwood City, At Risk Teen Counseling and workshops are offered to the Sequoia and Redwood High School student body, specifically to the Teen Age Parent Program (TAPP). 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Following a two-year investigation, the Grand Jury of San Mateo County discovered “everyday, a child in San Mateo County is sexually abused, and nearly half of the time the sexual abuse was inflicted by the child’s parent or close relative.” According to the report, “over half of the reported sexually abused children are under 12 years old.” Last year, Rape Trauma Services (the only Rape Crisis Center serving all of San Mateo County) provided crisis intervention to a total of 433 children (male and female) ranging in age from infancy to 17 years. Page 4 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3088&prop=359 Ap p l i c a t i o n 1 0 107 In San Mateo, RTS provided crisis intervention, counseling and support to 31 at risk teens at city high schools; on going individual or group counseling services to an additional 16 children living in San Mateo; and accompaniment and advocacy services to 19 San Mateo City youth. Funding allows us the opportunity to provide a larger percentage of children with comprehensive ongoing services. Children who are not afforded a chance to learn healing skills have a harder time developing socially and emotionally. Children who are sexually abused often exhibit emotional, cognitive, and behavioral problems, such as depression, suicidal behavior, difficulty in school, use of alcohol and drugs, and early sexual activity. Sexual abuse contributes to teen pregnancy, by lowering the age of first voluntary intercourse and increasing sexual risk-taking among young people. Victims of childhood sexual assault are 3 times as likely to become pregnant before 18. Children who are abused are also more likely to repeat the cycle of violence by entering into violent relationships or by abusing their own children. Many sexually abused children also experience other traumas, such as physical and emotional abuse, exposure to violence, and parental substance abuse. A recent study found that 22% of child trauma victims had experienced four or more kinds of victimization in one year (Finkelhor D, Ormrod RI, and Turner HA. Child Abuse and Neglect. 2007). Early intervention is especially important for child and adolescent victims to prevent re-victimization over their lifetimes. According to statistics, every two and a half minutes, somewhere in America, someone is sexually assaulted. One- in-3 females and 1-in-6 males will be sexually abused by the time they are 18 (National Crime Victimization Survey). Sexual violence victimization starts very early in life. More than half of all rapes of women (54%) occur before age 18; 22% of these rapes occur before age 12. For men, 75% of all rapes occur before age 18, and 48% occur before age 12 (Tjaden and Thoennes, 2000). Men who experienced childhood sexual abuse are at much greater risk than those who haven't for serious mental health problems, including: symptoms of post-traumatic stress disorder and depression, alcoholism and drug abuse, suicidal thoughts and suicide attempts, problems in intimate relationships, and underachievement at school and at work (Dube, S.R., Anda, R.F., Whitfield, C.L., et al. 2005). From these statistics we can see how sexual trauma, if left unhealed, leads to a dependence on acting out and self-harming behaviors. Victims often do not have the emotional tools, role models, or social support to heal. RTS is a place where survivors can find the much needed support they deserve. The ability to heal from past trauma is fundamental to a child's safety and well-being. Indeed, not only would the lives of the children and youth that we serve be starkly different, so would the social health of our community. The target groups for Counseling and Advocacy are child victims of sexual abuse/assault. In San Mateo, At Risk Teen Counseling and workshops are offered at Aragon, Hillsdale, San Mateo and Peninsula Alternative High School. 13C. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Following a two-year investigation, the Grand Jury of San Mateo County discovered “everyday, a child in San Mateo County is sexually abused, and nearly half of the time the sexual abuse was inflicted by the child’s parent or close relative.” According to the report, “over half of the reported sexually abused children are under 12 years old.” Last year, Rape Trauma Services (the only Rape Crisis Center serving all of San Mateo County) provided crisis intervention to a total of 433 children (male and female) ranging in age from infancy to 17 years. In South San Francisco, RTS provided crisis intervention, counseling and support to 17 at risk teens at city high schools; on going individual or group counseling services to an additional 12 children living in South San Francisco; and accompaniment and advocacy services to 21 SSF youth. Funding allows us the opportunity to provide a larger percentage of children with comprehensive ongoing services. Children who are not afforded a chance to learn healing skills have a harder time developing socially and emotionally. Children who are sexually abused often exhibit emotional, cognitive, and behavioral problems, such as depression, suicidal behavior, difficulty in school, use of alcohol and drugs, and early sexual activity. Sexual abuse contributes to teen pregnancy, by lowering the age of first voluntary intercourse and increasing sexual risk-taking among young people. Victims of childhood sexual assault are 3 times as likely to become pregnant before 18. Page 5 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3088&prop=359 Ap p l i c a t i o n 1 0 108 Children who are abused are also more likely to repeat the cycle of violence by entering into violent relationships or by abusing their own children. Many sexually abused children also experience other traumas, such as physical and emotional abuse, exposure to violence, and parental substance abuse. A recent study found that 22% of child trauma victims had experienced four or more kinds of victimization in one year (Finkelhor D, Ormrod RI, and Turner HA. Child Abuse and Neglect. 2007). Early intervention is especially important for child and adolescent victims to prevent re-victimization over their lifetimes. According to statistics, every two and a half minutes, somewhere in America, someone is sexually assaulted. One- in-3 females and 1-in-6 males will be sexually abused by the time they are 18 (National Crime Victimization Survey). Sexual violence victimization starts very early in life. More than half of all rapes of women (54%) occur before age 18; 22% of these rapes occur before age 12. For men, 75% of all rapes occur before age 18, and 48% occur before age 12 (Tjaden and Thoennes, 2000). Men who experienced childhood sexual abuse are at much greater risk than those who haven't for serious mental health problems, including: symptoms of post-traumatic stress disorder and depression, alcoholism and drug abuse, suicidal thoughts and suicide attempts, problems in intimate relationships, and underachievement at school and at work (Dube, S.R., Anda, R.F., Whitfield, C.L., et al. 2005). From these statistics we can see how sexual trauma, if left unhealed, leads to a dependence on acting out and self-harming behaviors. Victims often do not have the emotional tools, role models, or social support to heal. RTS is a place where survivors can find the much needed support they deserve. The ability to heal from past trauma is fundamental to a child's safety and well-being. Indeed, not only would the lives of the children and youth that we serve be starkly different, so would the social health of our community. The target groups for Counseling and Advocacy are child victims of sexual abuse/assault. In South San Francisco, At Risk Teen Counseling and workshops are offered to the El Camino and Baden High School student body. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. The Sexual Abuse Services Program for Children and Youth is an ongoing program in which individuals seek needed services at any time throughout the year. Activities and staff are in place to implement all aspects of the program. By the end of the Fiscal Year, RTS will provide: 70 Child Abuse survivors in Redwood City with the following services - 20 children will receive in person counseling (individual or group) 30 children will receive Crisis Intervention, counseling and/or support services on their school campus 20 children will receive Advocacy and Accompaniment services 70 Child Abuse survivors in the City of San Mateo with the following services - 20 children will receive in person counseling (individual or group) 30 children will receive Crisis Intervention, counseling and/or support services on their school campus 20 children will receive Advocacy and Accompaniment services 50 Child Abuse survivors in the City of South San Francisco with the following services - 15 children will receive in person counseling (individual or group) 20 children will receive Crisis Intervention, counseling and/or support services on their school campus 15 children will receive Advocacy and Accompaniment services 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. A variety of measures are used to evaluate services. The Client Contact Data Form is completed for all clients. It collects detailed information about the services requested and provided, types of trauma/abuse suffered, demographics, and follow-up services provided. RTS holds weekly meetings to review individual cases, provide Page 6 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3088&prop=359 Ap p l i c a t i o n 1 0 109 assessment, and assign cases. This process allows us to track the number of services provided to city residents and evaluate a client's ability to identify and address immediate and long-term trauma needs as well as gauge if a client has gained skills needed for healing, an understanding of services, and/or received appropriate referral information. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Children and teens who have suffered sexual trauma have a high likelihood of needing other services. RTS works with organizations throughout the County to assure survivors receive all necessary services (teen pregnancy prevention, substance abuse, housing needs, Child Protective Services). RTS is a member of the County Sexual Assault Task Force & Multidisciplinary Interview Team to create better understanding regarding child victim issues, provide trainings, and enhance the coordination and cooperation of all parties involved (law enforcement, medical personnel, DA, and Victim Witness). RTS works with City and County Police Departments. We are called in during an investigation to facilitate useful communication, supporting the creation of an environment that minimizes re- traumatization. RTS' role is to provide basic legal-medical information and answer questions. RTS addresses prevention by providing education programs in high schools. 40% of students reach out for further information, advocacy, and/or counseling. As a current recipient of the San Mateo County Human Service Agency Child Abuse Prevention Grant, RTS has become an active member of the Children's Collaborative Action Team and attends monthly meetings to discuss different issues of Child Abuse and Child Abuse Prevention throughout San Mateo County. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. Each year, new people reach out in need of victim services. Funding allows us to better meet this growing demand. RTS continues to provide a large percentage of direct services to Hispanic children. We have continued to implement our expanded counseling and advocacy to children by providing additional counseling groups. Our numbers continue to indicate a high percentage of low-income clients. Additionally, funding allows RTS to provide an intense outreach campaign to at-risk communities. Through our Programa Para Latinos, RTS focuses outreach to underserved populations actively targeting people that have limited resources to receive services elsewhere. Without funds, RTS would have to initiate a waiting list for counseling services, fewer school communities would receive on campus services making it necessary for youth to travel to RTS’ Burlingame office, some child victims may not receive accompaniment support during forensic interviews, and fewer residents would receive information and referrals needed to make important and informed decisions. An ongoing trend is the increasing number of children seeking services who are victims of CSEC (Commercial Sexual Exploitation of Children). CSEC includes the prostitution of children, child pornography, child sex tourism and other forms of transactional sex where a child engages in sexual activities to have key needs fulfilled, such as food, shelter or access to education. Providing services to these children is often difficult, it is very time consuming and often hard to coordinate due to the presence of the justice system. This is the story of one such client: “Catherine” is a 14 year-old African-American girl who had been in and out of 9 different foster care homes before the age of 10; she was removed from the care of her biological mother after experiencing sexual abuse and neglect as a very young child. As a six year old, a boy molested her in one of her foster care placements. At the age of 14, she ran away and was missing for 4 months. Catherine disclosed that while she was on the run, she met an adult male who “took pity on her” and promised her food and shelter. Feeling that she had nowhere else to go, she began living with this man. The relationship quickly turned violent, in addition to the physical violence she suffered, she was repeatedly raped and forced to have sex daily with several different men who paid the man who held her captive. She was not allowed to leave the house or use the telephone. She finally escaped through a window and contacted her foster mother who turned her into probation. An RTS counselor accompanied her to the hospital and provided her with emotional support during a medical exam. During the exam she learned that she had contracted Chlamydia and Herpes. While receiving counseling at RTS, she told her counselor that for the first time in her life she truly feels safe and can talk about what has happened to her. Page 7 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3088&prop=359 Ap p l i c a t i o n 1 0 110 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City 20 0 20 0 Redwood City 70 0 70 0 City of San Mateo 70 0 70 0 County of San Mateo 80 0 80 0 South San Francisco 50 0 50 0 Totals 290 0 290 0 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%95 100% White 40,65654.64% 3637.89% Hispanic 23,55731.66% 3941.05% Asian 6,7159.03% 1010.53% African American 1,9162.58% 33.16% Pacific Islander 6630.89% 22.11% Native American 3840.52% 11.05% Other 1,5112.03% 44.21% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207100%99 100% White 45,24046.54% 4141.41% Hispanic 25,81526.56% 3636.36% Asian 18,15318.67% 1212.12% African American 2,0992.16% 33.03% Page 8 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3088&prop=359 Ap p l i c a t i o n 1 0 111 Pacific Islander 1,9371.99% 22.02% Native American 1400.14% 00.00% Other 3,8233.93% 55.05% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%87 100% White 23,76037.34% 2225.29% Hispanic 21,64534.02% 3742.53% Asian 23,29336.61% 1921.84% African American 1,6252.55% 33.45% Pacific Islander 1,1111.75% 11.15% Native American 3950.62%0.00% Other 9,59815.08% 55.75% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: RTS is committed to making programs accessible by minimizing cultural, geographic, and economic barriers to participation. Staff is trained to be culturally sensitive to the needs of individuals and groups that have experienced oppression. Bilingual multicultural staff provides outreach to residents and specifically to the Latino immigrant community. Presentations are given where there is a high likelihood of contact with survivors or potential victims. Whites are underrepresented in RTS client pool because as a nonprofit agency with no cost counseling and support services, low-income and other underserved communities (i.e., non-White populations) overwhelmingly utilize RTS' programs due to a lack of resources to receive support elsewhere. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. RTS receives an ongoing Rape Crisis Grant from CalOES - the funding amount will be in the range of $115,000 for the Sexual Abuse Services Program for Children and Youth. RTS is in the first year of a two-year grant from The San Mateo County Human Service Agency for Child Abuse Prevention and Intervention. The funding amount is $50,000 per year. RTS has received current funding from Kaiser Permanente, The Junior League of Palo Alto Mid Peninsula, The Lurie Foundation, and The Skolnick Foundation. We will re-apply to these sources for the upcoming fiscal year and apply to additional Corporations and Foundations, including: The Intero Foundation, David B. Gold Foundation and The Forever Young Foundation. A financial commitment from San Mateo, Redwood City, and South San Francisco lends additional credibility to our requests from all types of funders. When approaching business owners and city residents it has been helpful to discuss ongoing city support. RTS has continued its Non-profit membership of the RWC/SM Chamber of Commerce and speaks to and receives support from several service organizations (Rotary, Kiwanis, Lions, Soroptimist) throughout the county. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Agency DirectorEmily Abrams Provides staff and volunteers training and oversight, community collaboration and education, information and referral services. Founding member of RTS. 20 years experience working in Sexual Assault Movement. CA State Certified Sexual Assault Counselor. Katya HenriquezTherapist provides crisis intervention, individual and group Licensed Therapist who has worked for RTS for 3 years. Has provided Page 9 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3088&prop=359 Ap p l i c a t i o n 1 0 112 Trauma Therapist/Programa para Latinos therapy, and facilitates direct services to Spanish speaking residents. Trains staff and volunteers on issues of trauma and counseling. group and individual therapy to children in San Mateo County for 6 years. Has a degree in La Raza Studies. CA State Certified Sexual Assault Counselor. Prevention Educator/Trauma Counselor Jessica Seipel Provides Direct Services (counseling, advocacy, accompaniment, information and referrals) and coordinates and implements services and programs to At Risk Youth. Has worked in the field of sexual assault and domestic violence for 4 years. Advocate and Educator specially trained to work with LGBTQ community. CA State Certified Sexual Assault Counselor. PROPOSED PROGRAM BUDGET FOR FY 2013-14 Redwood CityCity of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%RequestedPgm%Requested Labor Agency Director (60% FTE) $60,00050% $30,00010% $3,00012% $3,5008% $2,50030%$9,000 Operations Coordinator/Trauma Counselor (50% FTE) $20,00040% $8,0000% $00% $00% $00%$0 Trauma Therapist/Programa para Latinos $65,00058% $38,0008% $3,0009% $3,4005% $2,00022%$8,400 Direct Services Coordinator/Trauma Counselor $50,40059% $29,8008% $2,5007% $2,0005% $1,50020%$6,000 Prevention Educator/Trauma Counselor $46,20050% $23,10013% $3,00013% $3,00013% $3,00039%$9,000 Volunteer Coordinator/Trauma Counselor $46,20058% $27,0000% $00% $00% $00%$0 Post Graduate Interns $15,00062% $9,25016% $1,50011% $1,0000% $027%$2,500 Clinincal Supervision $25,00050% $12,50016% $2,00024% $3,0008% $1,00048%$6,000 Taxes/Benefits $89,51039%$32,0000% $00% $00% $00%$0 Supplies Office Supplies and Equipment $8,330 $3,250 $0 $0 $0 $0 Materials Materials $4,40032% $1,5000% $00% $00% $00%$0 Postage and Delivery $7,50034% $2,3750% $00% $00% $00%$0 Printing and Reproduction $8,000 $2,700 $0 $0 $0 $0 Operations/Maintenance Occupancy $59,10034% $24,0000% $00% $00% $00%$0 Local Travel $6,50040% $2,2000% $00% $00% $00%$0 Telephone and Communication $11,80038% $4,7200% $00% $00% $00%$0 Page 10 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3088&prop=359 Ap p l i c a t i o n 1 0 113 Professional Services: $24,000 $9,000 $0 $0 $0 $0 Administration $58,00028%$16,5000% $00% $00% $00% 0 TOTAL $604,94046%$275,8955%$15,0006%$15,9004%$10,00015%$40,900 Number of Individual Beneficiaries 70 70 50 190 Cost per Individual $214.29$227.14$200.00$215.26 Number of Household Beneficiaries 0 0 0 0 Cost per Household For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 3. Support Human Service programs that meet the basic human services needs of low income persons with an emphasis on serving priority needs populations: HS-1: Meet the basic human services needs of low income persons with an emphasis on serving priority needs populations. 2. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing CIP (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? All RTS materials are printed two sided in English and Spanish. Outreach presentations are provided in either English or Spanish. Radio and TV announcements are provided on English and Spanish stations. c. How and where are the materials distributed? Materials are sent to over 75 agencies that target underserved populations, for example Native American Health Center, LGBT Community Center, Bayshore Prevention Project, Pyramid Alternatives, Kaiser Permanente (Redwood City, South San Francisco and San Mateo Medical Office) San Mateo County Human Services Agencies, and Asian American Recovery Services. Materials are distributed at each Police Station in the county, The District Attorney's office, The Keller Center, schools, libraries, and other social service agencies. Outreach presentations are provided throughout San Mateo County with a concentrated effort in low-income communities. 3. Program Outcomes: In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/13: “John” is a 13-year-old resident of Redwood City. John disclosed to his parents that a member of his church community had sexually abused him. John’s parents called the police, and an RTS counselor met them at the Keller Center when John was brought in for a forensic interview (medical and legal). John shared with the counselor that he had tried to keep his abuse a secret because he felt so embarrassed that a man had sexually abused him. He was worried that his friends and family would judge him. He decided to tell his parents about the abuse after he saw this man hanging around other children and feared for their safety. John and his parents are Page 11 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3088&prop=359 Ap p l i c a t i o n 1 0 114 receiving ongoing family counseling at RTS and told their counselor that they “feel like they’re closer than ever now that the silence is broken.” Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors RTS_Board_Resolution_14.doc  2. Proof of 501(c)3 / tax-exempt status Rape_Trauma_Services_IRS_Tax_Exempt_Letter.pdf  3. By-laws RTS_BYLAWS.pdf  4. Articles of Incorporation RTS_articles_of_incorporation.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term RTS_Board_List_14.doc  6. Organizational chart for entire organization RTS_Organizational_Chart_14.doc  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. RTS_Financial_Audit_Update.doc RTS_2012_Audit.pdf  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget RTS_Current_Budget_13-14.xls RTS_Proposed_Budget_14-15.xls  9. Mission Statement RTS_Mission_Statement_14.doc  10. Non-discrimination policy for Staff and Clients RTS_Non_Discrimination_Policy_14.doc  11. Reasonable Accommodations Policy for Staff and Clients RTS_Reasonable_Accommodations_Policy_14.doc  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) RTS_Conflict_of_Interest_Policy_14.doc 13. Other - Program Manager Signature Emily Abrams Date Signed 01/23/2014 Initially submitted: Jan 23, 2014 - 09:43:14 Page 12 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3088&prop=359 Ap p l i c a t i o n 1 0 115 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Renaissance Entrepreneurship Center 2. Project Title: Redwood City Entrepreneurship Training Program We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons Redwood City $100,000 12% 78 40% $1,282.05 County of San Mateo $40,000 5% 80 41% $500.00 South San Francisco $25,000 3% 35 18% $714.29 Total $165,000 21% 193 100% $854.92 Grant Funded Programs: We are applying for a Microenterprise Assistance Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Upon entering Renaissance, each client completes an intake form that includes information on household and personal income. We require clients to provide documentation to demonstrate their financial need by submitting tax returns, pay stubs and/or unemployment verification. Renaissance uses Housing and Urban Development (HUD) income guidelines to determine if a client is classified as low-income. 3. Project Address: 1848 Bay Road City: East Palo Alto Zip: 94303-1311 4. Provide a one sentence project summary: Renaissance Mid-Peninsula requests funding in the amount of $100,000 from the City of Redwood City, $25,000 from the City of South San Francisco, and $40,000 from the County of San Mateo to support our entrepreneurship training programs for lower-income, English- and Spanish-speaking Redwood City, South San Francisco, and San Mateo County women and men, promoting the launch and growth of sustainable new businesses, jobs, and lasting economic development. Organization Address: 1848 Bay Road City: East Palo Alto Zip: 94303-1311 Organization Phone: 650-321-2193 Website: www.rencenter.org Type of Applicant: Non-Profit Our agency serves: Persons 5. Contact Person / Project Administrator: Name: Timothy Russell Title: Program Director Telephone: 650-321-2193 x1102 Contact Email: trussell@rencenter.org Fax: Page 1 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2995&prop=69 Ap p l i c a t i o n 1 1 116 6. Name of Agency Director: Sharon Miller 7. Fiscal Officer:Name: Philip Smith Email: psmith@rencenter.org Telephone: 415-348-6259 Fiscal Officer Address: 275 Fifth Street City: San Francisco Zip: 94103-4117 8. Authorized Signatory:Name: Sharon Miller Email: sharon@rencenter.org Telephone: 415-348-6243 Authorized Signatory Address: 275 Fifth Street City: San Francisco Zip: 94103-4117 9. Please provide days and hours of regularly scheduled operation: Monday-Friday, 9 AM - 5PM 10. DUNS Number: 054629282 Federal EIN/TIN Number: 94-2793122 11. HUD Activity: Choose the HUD activity that most closely matches your service: 18C - Micro-Enterprise Assist 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Organizational Mission: Renaissance brings the power of entrepreneurship to under-resourced communities. For 30 years, Renaissance has played a vital role in the Bay Area, providing entrepreneurship training and support services to over 23,500 extremely-low- to moderate-income women and men who in turn have started or grown over 8,600 businesses. Our mission is to empower and increase the entrepreneurial capacities of socially and economically diverse women and men and thereby strengthen our communities through the creation of new sustainable businesses, new jobs and the promotion of financial self-sufficiency. Renaissance’s comprehensive programs and services support entrepreneurs at every stage of business development, from pre-start to launch, sustainability and growth, while at the same time directly addressing the societal, economic and personal challenges lower-income individuals face as they strive to achieve economic independence. As a result, Renaissance graduates are successfully establishing new businesses, creating employment for themselves and other residents, achieving economic self-sufficiency, and contributing to local economic development. Each year, through our four Centers in South of Market and Bayview Hunters Point in San Francisco, East Palo Alto, and San Rafael, and our programs in Daly City, Redwood City and Richmond, Renaissance serves over 1,700 women and men. Our clients reflect the diversity of the Bay Area: 84% are extremely-low- to moderate- income, 72% are women, and 62% are people of color. Renaissance Mid-Peninsula was founded in 2007 through the merger of Start Up, an East Palo Alto-based micro- enterprise organization, and Renaissance Entrepreneurship Center, a San Francisco-based small business development organization, dedicated to providing entrepreneurship training and support services to lower-income women and men. Track Record of Success: Renaissance’s work in supporting low-income entrepreneurial women and men to achieve economic independence by starting and growing their own businesses has generated significant recognition, most recently: • In September 2013, Renaissance received a Diversability Award from The California State Department of Rehabilitation for our work with persons with disabilities. • In May 2013, Renaissance Marin became the Marin County US Small Business Administration Small Business Development Center (SBDC). • Sharon Miller, CEO, received a 2013 World of Difference 100 Award, presented by The International Alliance for Women, which recognizes 100 people from around the world who have contributed to the economic empowerment of women. • In 2012 Renaissance was selected into the Social Impact Exchange's Social Impact 100, a group of 100 top- performing, high impact organizations. The Social Impact Exchange is a cross-sector national membership association for sharing knowledge and increasing investment in scaling effective social programs and solutions. • Renaissance received the 2012 U.S. Bank/San Francisco African American Chamber of Commerce Juneteenth Community Award. Page 2 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2995&prop=69 Ap p l i c a t i o n 1 1 117 Redwood City Project Description: Since 2011, with the support of the City of Redwood City, Renaissance Mid-Peninsula has delivered an English- and Spanish-language entrepreneurship training program for 158 very-low to moderate- income Redwood City residents. In 2014-2015, Renaissance looks forward to continuing our vital work supporting Redwood City women and men in building the skills, accessing the resources and developing the networks needed to start and grow their own sustainable small businesses. Our lead consultant for Redwood City is Redwood City resident and business owner Benjamin Martin. Objectives: Renaissance’s objectives in providing an entrepreneurship training program in Redwood City are to support the launch and growth of local small businesses, increase economic development and create jobs for local residents. Specifically, in FY 2014-15, we will serve 78 extremely-low- to low-income English- and Spanish- speaking residents of Redwood City through our small business training classes and consulting services, who will launch and grow a minimum of 18 small businesses and create 18 jobs for Redwood City residents (including the business owners themselves). Program Activities: All services will be provided in both English and Spanish. • Launch Your Own Business: This 2-hour workshop introduces clients to Renaissance’s training classes and services, addresses the key factors of success as well as the challenges of entrepreneurship, and presents tools to help participants begin to assess the feasibility of their business ideas and business models. Renaissance will offer 10 Launch Your Own Business workshops: 6 in English and 4 in Spanish. • Start and Grow Smart: In this 4-session (12-hour) class, students create mission and vision statements, develop goals and strategies to achieve them, and create action plans for business launch and growth. Each student receives a workbook and an accompanying CD which reinforces the material clients learn in class. The final session focuses on Business Assessment in which clients receive one-on-one assistance in determining the feasibility of their business ideas or business models and guidance in preparing for the Business Preparation class. Renaissance will offer 12 classes: 8 in English and 4 in Spanish. • Business Preparation: This 9-session (27-hour) class provides clients with little or no prior business experience with the tools and skills needed to start and grow their own businesses. Classes cover the fundamentals of personal and business finance, marketing, operations, public speaking, communications and customer service. Based on market analysis, operational plans, and financial projections, participants create practical written Business Action Plans for the launch and growth of their own enterprises. A written Business Assessment is required for individuals who are not yet in business to enroll in this class. Renaissance will offer 6 classes: 4 in English and 2 in Spanish. • Individual Consulting: Clients who are either already in business or in the process of implementing their Action Plans will receive customized one-on-one consulting services on such topics as personal and business finance and budgeting, credit building and credit repair, access to capital, sales, marketing and operations, etc. to assist them in their business launch and growth. • Workshops: Renaissance will offer 5 standalone skill-building and topical workshops, which increase business knowledge and provide clients with networking opportunities, including: o Business Law Basics: Offered in partnership with Community Legal Services in East Palo Alto, this workshop will assist clients in choosing a business entity, licensing, employment regulations, contracts, intellectual property and general considerations and resources. o Marketing/Branding: Topics include determining a business and personal “identity” creating logos, tag lines and accompanying promotional materials to help businesses stand out among the competition. o Business Finance: Clients learn to use financial statements to create projections and prepare to access business capital. Renaissance will bring laptops (one per student) to provide access to online financial tools. o Accounting & Bookkeeping: This workshop is an introduction to bookkeeping, accounting and financial software for small businesses, and a QuickBooks tutorial using Renaissance’s laptops (one per student). o Social Media and Website Development: This workshop is a guide to using online marketing tools such as email, Twitter and Facebook to reach target markets and teaches clients tools to develop a simple, effective, easy to manage website. • Business Mixers: These networking events bring together current and potential Renaissance clients, local businesses, nonprofit organizations and government agencies, City officials, and our staff and consultants, to discuss business ideas and goals, discover available resources, access potential customers, build networks, and learn about local businesses. Renaissance will host 2 Business Mixers at the Redwood City Library. San Mateo County Project Description: Renaissance, with the support of San Mateo County (SMC), will provide comprehensive small business training and support services to extremely-low- to low-income English- and Spanish-speaking San Mateo County women and men, with a focus on East Palo Alto (EPA) and the surrounding low-income communities including East Menlo Park, Belle Haven, Pacifica and Half Moon Bay. Our lead consultant for the County of San Mateo is San Mateo County resident and business owner Ron Visconti. Page 3 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2995&prop=69 Ap p l i c a t i o n 1 1 118 Objectives: Renaissance Mid-Peninsula’s objectives for FY 2014-2015 are to support the launch and growth of local small businesses, increase economic development and create jobs for low-income residents of San Mateo County. Specifically, we will serve 80 extremely-low- to low-income San Mateo County English- and Spanish- speaking women and men, who will launch and grow 30 small businesses and create 30 jobs for San Mateo County residents (including the business owners themselves). Program Activities: All services will be provided in both English and Spanish. • Launch Your Own Business: This 2-hour workshop introduces clients to Renaissance’s training classes and services, addresses the key factors of success as well as the challenges of entrepreneurship, and presents tools to help participants begin to assess the feasibility of their business ideas and business models. Renaissance will offer 8 Launch Your Own Business workshops: 4 in English and 4 in Spanish. • Start and Grow Smart: In this 4-session (12-hour) class, students create mission and vision statements, develop goals and strategies to achieve them, and create action plans for business launch and growth. Each student receives a workbook and an accompanying CD which reinforces the material clients learn in class. The final session focuses on Business Assessment in which clients receive one-on-one assistance in determining the feasibility of their business ideas or business models and guidance in preparing for the Business Preparation class. Renaissance will offer 8 classes: 5 in English and 3 in Spanish. • Business Preparation: This 9-session (27-hour) class provides clients with little or no prior business experience with the tools and skills needed to start and grow their own businesses. Classes cover the fundamentals of personal and business finance, marketing, operations, public speaking, communications and customer service. Based on market analysis, operational plans, and financial projections, participants create practical written Business Action Plans for the launch and growth of their own enterprises. A written Business Assessment is required for individuals who are not yet in business to enroll in this class. Renaissance will offer 4 classes: 2 in English and 2 in Spanish. • Individual Consulting: Clients who are either already in business or in the process of implementing their Action Plans will receive customized one-on-one consulting services on such topics as personal and business finance and budgeting, credit building and credit repair, access to capital, sales, marketing and operations, etc. to assist them in their business launch and growth. • Workshops: Renaissance will offer 5 standalone skill-building and topical workshops, which increase business knowledge and provide clients with networking opportunities, including: o Business Law Basics: Offered in partnership with Lawyers' Committee for Civil Rights, this workshop will assist clients in choosing a business entity, licensing, employment regulations, contracts, intellectual property and general considerations and resources. o Marketing/Branding: Topics include determining a business and personal “identity” creating logos, tag lines and accompanying promotional materials to help businesses stand out among the competition. o Business Finance: Clients learn to use financial statements to create projections and prepare to access business capital. Renaissance will bring laptops (one per student) to provide access to online financial tools. o Accounting & Bookkeeping: This workshop is an introduction to bookkeeping, accounting and financial software for small businesses, and a QuickBooks tutorial using Renaissance’s laptops (one per student). o Social Media and Website Development: This workshop is a guide to using online marketing tools such as email, Twitter and Facebook to reach target markets and teaches clients tools to develop a simple, effective, easy to manage website. City of South San Francisco Project Description: Renaissance requests support to launch a new entrepreneurship program in partnership with the City of South San Francisco to provide comprehensive small business training and support services to extremely-low- to low-income English- and Spanish-speaking women and men in South San Francisco. Providing services directly in South San Francisco will allow residents to receive customized, community-specific support that will lead to the launch and growth of local businesses and the creation of new jobs. Objectives: Renaissance’s objectives are to support the launch and growth of local small businesses, increase economic development and create jobs for low-income South San Francisco women and men. Specifically, in FY 2014-15, the first year of the program, we will serve 35 English- and Spanish-speaking residents of South San Francisco through our small business training classes and consulting services, who will launch and grow a minimum of 5 small businesses and create 5 jobs for South San Francisco residents. Program Activities: All services will be provided in both English and Spanish. • Launch Your Own Business: This 2-hour workshop introduces clients to Renaissance’s training classes and services, addresses the key factors of success as well as the challenges of entrepreneurship, and presents tools to help participants begin to assess the feasibility of their business ideas and business models. Renaissance will offer 8 Launch Your Own Business workshops: 4 in English and 4 in Spanish. • Start and Grow Smart: In this 4-session (12-hour) class, students create mission and vision statements, develop goals and strategies to achieve them, and create Action Plans for business launch and growth. Each student receives a workbook and an accompanying CD which reinforces the material clients learn in class. The final Page 4 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2995&prop=69 Ap p l i c a t i o n 1 1 119 session focuses on Business Assessment in which clients receive one-on-one assistance in determining the feasibility of their business ideas or business models and guidance in preparing for the Business Preparation class. Renaissance will offer 4 classes: 2 in English and 2 in Spanish. • Business Preparation: This 9-session (27-hour) class provides clients with little or no prior business experience with the tools and skills needed to start and grow their own businesses. Classes cover the fundamentals of personal and business finance, marketing, operations, public speaking, communications and customer service. Based on market analysis, operational plans, and financial projections, participants create practical written Business Action Plans for the launch and growth of their own enterprises. A written Business Assessment is required for individuals who are not yet in business to enroll in this class. Renaissance will offer 2 classes: 1 in English and 1 in Spanish. • Individual Consulting: Clients who are either already in business or in the process of implementing their Action Plans will receive customized one-on-one consulting services on such topics as personal and business finance and budgeting, credit building and credit repair, access to capital, sales, marketing and operations, etc. to assist them in their business launch and growth. • Workshops: Renaissance will offer 5 standalone skill-building and topical workshops, which increase business knowledge and provide clients with networking opportunities, including: o Business Law Basics: Offered in partnership with Lawyers' Committee for Civil Rights, this workshop will assist clients in choosing a business entity, licensing, employment regulations, contracts, intellectual property and general considerations and resources. o Marketing/Branding: Topics include determining a business and personal “identity” creating logos, tag lines and accompanying promotional materials to help businesses stand out among the competition. o Business Finance: Clients learn to use financial statements to create projections and prepare to access business capital. Renaissance will bring laptops (one per student) to provide access to online financial tools. o Accounting & Bookkeeping: This workshop is an introduction to bookkeeping, accounting and financial software for small businesses, and a QuickBooks tutorial using Renaissance’s laptops (one per student). o Social Media and Website Development: This workshop is a guide to using online marketing tools such as email, Twitter and Facebook to reach target markets and teaches clients tools to develop a simple, effective, easy to manage website. • Passion to Profit Conference: Renaissance proposes to host this new conference in partnership with the City of South Francisco, with additional sponsorship funds to be raised from corporate partners. Passion to Profit will bring together local aspiring and established entrepreneurs to network, learn and be introduced to the products and services of local businesses. It will include presentations and panel discussions with small business experts and representatives from government agencies, financial institutions and nonprofit organizations. The Conference will also feature an E2Pitch (Entrepreneur TWO Minute Pitch) Contest in which participating entrepreneurs will make 2-minute pitches to a panel of community leaders, small business experts and potential lenders/investors who will provide feedback, advice and possible financing. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Business ownership is a key mechanism through which extremely-low- to low-income individuals facing barriers to wage employment can achieve financial self-sufficiency, build assets for future generations and contribute to the economic vitality of local communities. While the population of Redwood City includes 38.8% persons of Hispanic descent, 50.2% women and 9.1% individuals living below the poverty line (US Census, 2010) these groups are underrepresented in Redwood City’s small business community. For example, persons of Hispanic descent represent just 14.9% of the business owners and only 29.1% of businesses are women-owned (US Census, 2010). Renaissance recognizes that a lack of access to appropriate business training, capital and networks can hamper individuals from under-served populations, such as low-income individuals, persons of color and women, in their efforts to successfully start and grow competitive and sustainable businesses. Renaissance targets our work to support motivated entrepreneurial women and men in Redwood City who do have access to traditional business development resources and services. 78% of our Redwood City clients are Hispanic; 87% are people of color; 52% are women, and 85% are extremely-low- to low-income. Our services provide the training and resources all entrepreneurs need to succeed while directly addressing the societal, economic and personal barriers individuals from under resourced communities face as they strive to achieve economic independence. Cañada College in Redwood City and Skyline College in San Bruno both offer entrepreneurial training through certificate programs, which are only available to their students. The San Mateo SBDC provides consulting services, yet they are not targeted to specifically meet the needs of extremely-low to lower-income aspiring entrepreneurs. We make cross referrals with these organizations when appropriate. Renaissance is the only organization offering comprehensive entrepreneurship training and support services in English and Spanish specifically targeted to extremely-low- to low-income residents of Redwood City. Page 5 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2995&prop=69 Ap p l i c a t i o n 1 1 120 13B. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Renaissance’s services in the County of San Mateo will focus on East Palo Alto (EPA) and the surrounding low- income communities including East Menlo Park, Belle Haven, Pacifica and Half Moon Bay. Despite being located in Silicon Valley, an area known for its successful high-tech companies and one of the most highly-educated resident populations the country, 18% of the population in East Palo Alto lives below the poverty level, household income, at $47,950, is the lowest in the county, and only 18% of residents over age 25 have a high school diploma (US Census, 2010). In August 2013, the official unemployment rate was 13%, almost double the nation rate of 7.3% (google.com/publicdata) with estimates of under- and unemployment at high as 25-35% in the most under- resourced populations. Business ownership is a key mechanism through which individuals facing barriers to wage employment can achieve financial self-sufficiency and build assets. Small businesses are a growing force in the national economy; in the United State, small businesses comprise 99.7% of the employer firms, employ over 50% of the working population and created over 64% of the net new jobs from 2003-2011 (US SBA, September 2012). However, a lack of access to training, capital, and networks can hamper women and men, especially those from underserved communities, in their efforts to successfully start and develop competitive, sustainable businesses. With support from San Mateo County, Renaissance will address these challenges by providing County residents with appropriate, effective entrepreneurship training, financial education, and support services that directly address the societal, economic, and personal barriers lower-income individuals face as they strive to achieve economic independence through small business ownership. Cañada College in Redwood City and Skyline College in San Bruno both offer entrepreneurial training through certificate programs, which are only available to their students. The San Mateo SBDC provides consulting services, yet they are not targeted to specifically meet the needs of extremely-low to lower-income aspiring entrepreneurs. We make cross referrals with these organizations when appropriate. Renaissance is the only organization offering comprehensive entrepreneurship training and support services in English and Spanish specifically targeted to extremely-low- to low-income residents of San Mateo County. 13C. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Business ownership is a key mechanism through which low-income individuals facing barriers to wage employment can achieve financial self-sufficiency, build assets for future generations and contribute to the economic vitality of our communities. The population of South San Francisco includes: 34% persons of Hispanic descent, 50.6% women and 7% individuals living below the poverty line (US Census, 2010). However, these groups are underrepresented in South San Francisco’s small business community. For example, persons of Hispanic represent just 12.1% of the business owners and only 21.4% of businesses are women-owned (US Census, 2010). A lack of access to business training, capital and networks can hamper individuals from under- served populations, such as low-income individuals, persons of color and women, in their efforts to successfully start and grow competitive and sustainable businesses. With the support of South San Francisco, Renaissance will begin to address these disparities in the small business owner community by introducing small business training and support services, directly targeting local under-resourced populations. Cañada College in Redwood City and Skyline College in San Bruno both offer entrepreneurial training through certificate programs, which are only available to their students. The San Mateo SBDC provides consulting services, yet they are not targeted to specifically meet the needs of extremely-low to lower-income aspiring entrepreneurs. We make cross referrals with these organizations when appropriate. Renaissance is the only organization offering comprehensive entrepreneurship training and support services in English and Spanish specifically targeted to extremely-low- to low-income residents of South San Francisco. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Redwood City Quarter 1: Offer 5 Launch Your Own Business workshops Offer 6 Start and Grow Smart classes Host 1 Business Mixer Quarter 2: Offer 2 workshops Offer 2 Business Prep classes Quarter 3: Offer 5 Launch Your Own Business workshops Offer 6 Start and Grow Smart classes Host 1 Business Mixer Quarter 4: Offer 3 workshops Page 6 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2995&prop=69 Ap p l i c a t i o n 1 1 121 Offer 2 Business Prep classes In all Quarters: Individual Consulting and Business Development Services will be offered. San Mateo County Quarter 1: Offer 4 Launch Your Own Business workshops Offer 4 Start and Grow Smart classes Quarter 2: Offer 2 workshops Offer 2 Business Prep classes Quarter 3: Offer 4 Launch Your Own Business workshops Offer 4 Start and Grow Smart classes Quarter 4: Offer 3 workshops Offer 2 Business Prep classes In all Quarters: Individual Consulting and Business Development Services will be offered. South San Francisco Quarter 1: Offer 4 Launch Your Own Business workshops Offer 2 Start and Grow Smart classes Host the Passion to Profit Conference Quarter 2: Offer 2 workshops Offer 1 Business Prep class Quarter 3: Offer 4 Launch Your Own Business workshops Offer 2 Start and Grow Smart classes Quarter 4: Offer 3 workshops Offer 1 Business Prep class In all Quarters: Individual Consulting and Business Development Services will be offered. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Renaissance evaluates our programs using both quantitative and qualitative measurements. Each client completes an intake form upon entering Renaissance which provides baseline data on his/her work experience, business status and goals, education level, household and personal income and other demographic data. We track clients using Vista Share, a database designed for the Microenterprise Industry. We then conduct online, in person and telephone surveys at six month intervals to determine client progress. Renaissance will continue to use these methods to evaluate the impact of our programs and measure our results against our proposed deliverables in Redwood City, the County of San Mateo and South San Francisco. To determine effectiveness of our programs, we distribute surveys at the completion of each training class and workshop to assess the value of the program based on clients' needs, the quality of program delivery and overall client satisfaction. We then analyze this information to see where we are succeeding and where our programs may need improvement. Renaissance also participates in MicroTest, a national survey conducted by the Aspen Institute’s Fund for Innovation, Education, Learning and Dissemination (FIELD) program, which evaluates clients on their experience one year after they complete our training. According to our 2012 MicroTest survey: • 98% of graduates who entered Renaissance with an existing business remain in business. • 67% of clients who came to Renaissance in the pre-launch stage are now operating a business. • The median gross revenues of our clients who have been in business full-time for one year is $60,656. • 94% of Renaissance clients agreed that “It would not have been possible to start or sustain my business without participation in Renaissance’s programs.” Redwood City: In the first two quarters of FY 2013-2014 (July 1-December 31, 2013), Renaissance served 32 women and men who started and grew 8 small businesses and created 8 jobs. Renaissance is on track to reach our goals of serving 60 women and men who will start and grow 15 businesses and create 15 jobs. San Mateo County: In the first two quarters of FY 2013-2014 (July 1-December 31, 2013), Renaissance served 82 women and men who started and grew 20 small businesses and created 20 jobs. Renaissance has already surpassed our goals of serving 80 women and men and we are on track to achieve our goal of 30 businesses started and grown and 30 jobs created. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Renaissance conducts extensive community outreach and has developed relationships with multiple community- serving organizations to both promote our services and to introduce our clients to their services. Renaissance Page 7 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2995&prop=69 Ap p l i c a t i o n 1 1 122 utilizes the facilities of the Redwood City Library and Sequoia Adult School to provide trainings and conduct outreach to community members. We also partner with Community Legal Services in East Palo Alto (CLSEPA) and Lawyers' Committee for Civil Rights (LCCR) to offer legal support services. Renaissance partners with Community Legal Services in East Palo Alto (CLSEPA), Samaritan House, Community Financial Resources (CFR), Project WeHope, Nuestra Casa, the San Mateo Credit Union and Opportunity Fund to offer Secure Future$/Futuros Seguro$ a financial education, skill-building and savings program. Additional organizations that Renaissance refers clients to and receives client referrals from include Thrive Alliance, Phase2Careers, Score, Job Train, Cañada College, Skyline College and the San Mateo SBDC. Renaissance also recognizes that the needs of some community members go beyond entrepreneurship training. To best serve these clients, we will develop a directory of available resources and will refer clients to organizations that can best serve their personal needs for support such as housing assistance, language proficiency, substance abuse, grief counseling, mental health, reentry, child care and other needs. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. A condition that continues to have dramatic impact on all the residents of San Mateo County, including Redwood City, Daly City, and South San Francisco, is income inequality. These disparities are particularly pronounced between racial groups and genders. Per capital incomes of Caucasian individuals in San Mateo County increased by 4% between 2009-2011, while incomes of Hispanic and African American residents decreased by 5% and 18%, respectively (U.S. Census Bureau, American Community Survey). In 2011, the median income of women in San Mateo County was $41,916, 20% lower than the median income of men, $52,437 (U.S. Census Bureau, American Community Survey). Renaissance Mid-Peninsula will continue to target our services to people of color and women to provide avenues for residents to achieve economic success, and build assets for future generations. Without the support of the City of Redwood City, Renaissance would not be able to offer local services, tailored specifically to Redwood City residents. Without the support of the County of San Mateo, fewer County residents would have access to Renaissance Mid- Peninsula’s small business training and support services. New funds from the City of South San Francisco will allow Renaissance Mid-Peninsula to offer South San Francisco women and men in-community services customized to meet the needs of South San Francisco entrepreneurs. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City 75 75 75 75 Redwood City 78 78 78 78 City of San Mateo 0 0 0 0 County of San Mateo 80 80 80 80 South San Francisco 35 35 35 35 Totals 268 268 268 268 18. c. Micro-Enterprose Please complete the following table for your project: Page 8 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2995&prop=69 Ap p l i c a t i o n 1 1 123 Jurisdiction Low Income Jobs Created Total Jobs Created # of New Businesses Assisted # of Existing Businesses Assisted Redwood City 18 18 7 11 County of San Mateo 30 30 12 18 South San Francisco 5 5 2 3 Totals 0 0 0 0 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth  Other Low-income adults 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%100 100% White 40,65654.64% 1313.00% Hispanic 23,55731.66% 7878.00% Asian 6,7159.03% 11.00% African American 1,9162.58% 55.00% Pacific Islander 6630.89% 11.00% Native American 3840.52% 11.00% Other 1,5112.03% 11.00% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%100 100% White 23,76037.34% 77.00% Hispanic 21,64534.02% 6666.00% Asian 23,29336.61% 55.00% African American 1,6252.55% 55.00% Pacific Islander 1,1111.75% 1515.00% Native American 3950.62% 11.00% Other 9,59815.08% 11.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Renaissance has been very successful at serving the low-income populations in Redwood City; the majority of our clients are Hispanic and African American, and extremely-low- to low-income. Renaissance is expanding our outreach efforts by working with local chapters of the African American, Hispanic, and Asian Chambers of Commerce, and is further engaging Asian Americans and Pacific Islanders by working with consultants who have direct connections within these communities. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. In addition to the City of Daly City, the City of Redwood City and the County of San Mateo, Renaissance’s Mid- Peninsula funders include: Atkinson Foundation ($3,000 committed), City of East Palo Alto ($18,321 committed), eBay ($4,000 committed), Federal Home Loan Bank ($25,000 committed), Palo Alto Community Fund ($10,000 committed), Sand Hill Foundation ($40,000 committed), and Silicon Valley Community Foundation (for Secure Page 9 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2995&prop=69 Ap p l i c a t i o n 1 1 124 Futures $42,000 committed) In addition, Renaissance Mid-Peninsula receives a portion of Renaissance’s general operating support. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Program DirectorTim Russell Tim will be responsible for overseeing all program operations, marketing, recruitment and training of staff and consultants in San Mateo County, including East Palo Alto, Daly City, South San Francisco and Redwood City. Prior to Renaissance, Tim was the Dean of Students at Sequoia Institute (now Wyotech) and School Director, National Training Institute. Program CoordinatorLuis Vizcardo Luis will organize and lead Renaissance’s Spanish and English outreach efforts in San Mateo County, including East Palo Alto, Daly City, South San Francisco and Redwood City. Luis has held this role since 1999, prior to the 2007 StartUp EPA and Renaissance merger that created Renaissance Mid-Peninsula. Originally from Perú, Luis is bilingual English/Spanish and holds a degree from the University of San Ignacio de Loyola and a certificate in Multi- Cultural Community Health Studies from El Concilio of San Mateo County. Program CoordinatorTo Be Hired The Program Coordinator will coordinate the implementation of Renaissance’s programs in all of San Mateo County, including East Palo Alto, Daly City, South San Francisco and Redwood City, oversee evaluation and assist in outreach. Renaissance is seeking a candidate with experience in program delivery and coordination and conducting outreach to diverse communities. Program AssistantMelissa Segura Melissa provides reception services and administrative assistance to all of Mid- Peninsula’s programs; she is also responsible for some of the Center’s program marketing. After graduating from Palo Alto High School, Melissa received her Bachelors’ Degree in Business Administration from San Jose State University. Her father, Jesus Amador, owner of Jesus’s Painting, is a 2003 Mid-Peninsula/Start Up graduate. She is bilingual English/Spanish. Program Assistant (PT)Jesus Magana Jesus is responsible for audit preparations and maintaining client files for all classes and workshops. Jesus is a student at CSU East Bay and is working towards a B.S. in Business Administration with a focus in finance. He is an East Palo Also resident and an Eastside College Prep Graduate. He is bilingual English/Spanish. PROPOSED PROGRAM BUDGET FOR FY 2013-14 Redwood City County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%RequestedPgm%Requested Labor Program Director $80,000100% $80,00025% $20,0005% $4,0005% $4,00035%$28,000 Program Coordinator $50,000100% $50,00030% $15,00015% $7,5005% $2,50050%$25,000 Page 10 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2995&prop=69 Ap p l i c a t i o n 1 1 125 Program Coordinator $48,000100% $48,00020% $9,6007% $3,3605% $2,40032%$15,360 Program Assistant $37,000100% $37,00025% $9,2505% $1,8505% $1,85035%$12,950 Program Assistant (PT) $14,250100% $14,25020% $2,85010% $1,4255% $71335%$4,988 Program Coordinator (PT) $28,000100% $28,0000% $00% $00% $00%$0 Taxes/Benefits $19,680100%$19,68022% $4,3387% $1,3874% $8770%$0 Operations/Maintenance Consultants/Instructors $527,80010% $172,0000% $38,9620% $20,4780% $12,66021%$72,100 Other Direct Expenses/Overhead $3,396,634 $351,070 $0 Administration $0 0% 0 TOTAL $4,201,36419%$800,00012%$100,0005%$40,0003%$25,00021%$165,000 Number of Individual Beneficiaries 78 80 35 193 Cost per Individual $1,282.05$500.00$714.29$854.92 Number of Household Beneficiaries 78 80 35 193 Cost per Household $1,282.05$500.00$714.29$854.92 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 5. Create Economic Development opportunities including training/re-training, job development/creation, small business lending and cleanup/remediation of contaminated sites and market employment opportunities to local residents that create job skills and create/retain employment: ED-3: Encourage small business growth. 2. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Outreach presentations to service providers Outreach presentations to public PSA’s Other - Please describe: Radio, Television b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? All of our materials are available in English and Spanish. c. How and where are the materials distributed? Renaissance will promote our services through community outreach and in print, online, television and radio and recently received the following publicity: •Television: “La Bamba”, 8/11; Univision, 9/3 •Radio: Radio La Bamba, 8/16; Universal 92.3 FM, 10/29 •Print: Secure Future$/Futuros Securo$, East Palo Alto Today, April-May •Online: Small Business Networking Mixer, Redwood City Patch, 12/2 Renaissance conducts community outreach though community-serving organizations; we promote our services to their clients at their community meetings, in their newsletters and by providing our materials at their locations. We provide our materials at local government City Halls and attend job fairs, community college fairs, networking mixers and events hosted by local Chambers of Commerce, small business expositions, and other local events. Our graduates with retail locations display our brochures and materials, and word of mouth referrals by clients remain a strong source to promote Page 11 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2995&prop=69 Ap p l i c a t i o n 1 1 126 3. Program Outcomes: In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/13: Renaissance’s programs and services have positively impacted the lives of the women and men we have served in Redwood City. It is demonstrated by the businesses started and grown, the commercial vacancies filled, and the residents who have been hired. One example of an entrepreneur who has benefited from Renaissance’s services in Redwood City is Jorge Madero, owner of Fantasy Marshmellows (fantasymarshmellows.com). Jorge first came to Renaissance Mid- Peninsula in 2012; he took Start and Grow Smart and Business Preparation and in 2013 received individual consulting to support him with the launch and growth of his new business. Jorge says, “I was clueless about what… I was going to need to open my business. By fortune I found Renaissance. They offered me a lot of support. They told me exactly… what to do in order to open my business and now, finally, I am so happy!” Renaissance is proud to report that Jorge hosted the grand opening of Fantasy Marshmellows at 2853 El Camino Real on December 7, 2013. The event was a great success, with local residents, potential customers and the then Redwood City Mayor, Alicia A. Aguirre, in attendance. Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors Board_Resolution_Signed.pdf  2. Proof of 501(c)3 / tax-exempt status IRS_Determination_Letter.pdf  3. By-laws By-Laws.pdf  4. Articles of Incorporation Articles_of_Incorporation.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term Board_Roster.xlsx  6. Organizational chart for entire organization Org_Chart.docx  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. 2012_Audited_Financial_Statements.pdf  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget Organization_Budget_FY_2013- 2014_and_2014-2015.xlsx  9. Mission Statement Mission_Statement.docx  10. Non-discrimination policy for Staff and Clients Non-Discrimination_Policy.doc  11. Reasonable Accommodations Policy for Staff and Clients Reasonable_Accommodations_Policy.doc  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Conflict_of_Interest_Policy.docx 13. Other - Program Manager Signature Alice Gleason Date Signed 01/24/2014 Initially submitted: Jan 24, 2014 - 11:50:57 Page 12 of 12City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2995&prop=69 Ap p l i c a t i o n 1 1 127 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: The Salvation Army 2. Project Title: The Salvation Army - Rental Assistance Program We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons South San Francisco $48,000 50 100% $960.00 Total $48,000 50 100% $960.00 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. We will verify income the same way we presently do for the REACH Program. Third party documentation and client signatures will be available and on file for review. 3. Project Address: 409 South Spruce Ave City: South San Francico Zip: 94080-5959 4. Provide a one sentence project summary: This project will provide much needed rental assistance to low income families and will provide housing stability. Organization Address: 409 south spruce ave City: south san francisco Zip: 94080-5959 Organization Phone: 6502664591 Website: www.tsagoldenstate.org Type of Applicant: Non-Profit Our agency serves: Persons 5. Contact Person / Project Administrator: Name: Cindy Sutter-Tkel Title: Divisional Social Services Consultant Telephone: 415- 515-7983 Contact Email: Cynthia.suttertkel@usw.salvationamy.orgFax: 6. Name of Agency Director: Lt. Sean O Name: David Prince Page 1 of 6City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3109&prop=295 Ap p l i c a t i o n 1 2 128 7. Fiscal Officer: Email: david.prince@usw.salvationarmy.org Telephone: 415- 553-3534 Fiscal Officer Address: 832 Folsom Ave.City: San Francisco Zip: 94107-1140 8. Authorized Signatory:Name: Lt. Sean O Email: sean.obrien@usw.salvationarmy.org Telephone: 6502664591 Authorized Signatory Address: 409 south spruce ave.City: south san francisco Zip: 94080 9. Please provide days and hours of regularly scheduled operation: M-F 9:30-4:30 Sat for meal - 10:30-11:30, except third Sat Sunday for service - 11-1 10. DUNS Number: 074629460 Federal EIN/TIN Number: 94-1156347 11. HUD Activity: Choose the HUD activity that most closely matches your service: Choose 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. The Rental Assistance Project will be administered through our Family Service Dept. that regularly assists low income families in crisis with utility assistance (through the REACH Program), referrals, and seasonal assistance. This rental assistance will be key to keeping families housed. In combination with the rental assistance families will be required to attend a Financial Mentoring Program. This Program will be facilitated by the Corps Officer, Lt. Sean O'Brien and he will use the curriculum created by the National Endowment for Financial Education for The Salvation Army. The curriculum covers Budgeting, Reducing Debt, Saving, Credit, Banking, and Setting Financial Goals. The objective of the program is twofold - to keep families housed and increase financial literacy. These two objectives support the City's objective of reducing homelessness. 13A. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. The Family Service Worker who has been assisting low income families for many years reports that weekly she has multiple families approach her for rental assistance. These families are behind one or two months and at the third month face eviction. The families can be elderly couples or families with 6-7 young children. What they all have in common is low fixed income and a hardship such as a medical emergency, loss of work, or loss of person in the home. The families served are from South San Francisco. The source of the information is Marlina Molina, Family Service Worker, South San Francisco, The Salvation Army. The date of information is January 21, 2013. Marlina currently refers to St. Vincent De Paul for rental assistance in San Mateo County and the Daly City Community Resource Center for Daly City and Colma. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. This project would begin July 1, 2014 through December 31, 2014. TSA would assist two or three families a month integrating the Financial Education/Mentoring. The classes would be offered weekly to accommodate families completing them within the time frame of receiving their assistance. Because the amount of money to be dispersed will only serve 10-12 families there will be no problem expending the funds in a timely manner. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Success will be determined by the following: 10-12 families will be kept housed. 10-12 families will complete 2-3 financial education classes each for a total of 20-36 classes offered, taken, and completed. Eligible families will also receive REACH assistance. Families will be referred to other services as needed. Page 2 of 6City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3109&prop=295 Ap p l i c a t i o n 1 2 129 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. The partnerships that will be in play for this project will be: The REACH Program for utility assistance with PG&E. The Financial Education Program which is a product produced by the National Endowment for Financial Education. The local bank Wells Fargo who has been involved already in providing Financial Education on site. Other Service Providers dependent on family needs. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. These funds will allow our agency to provide rental assistance which we have not been able to do to date due to a lack of funds. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City Redwood City City of San Mateo County of San Mateo South San Francisco 50 10 50 10 Totals 50 10 50 10 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth  Other Undocumented Latino 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%100 100% White 23,76037.34% 88.00% Hispanic 21,64534.02% 7070.00% Asian 23,29336.61% 55.00% African American 1,6252.55% 1010.00% Pacific Islander 1,1111.75% 55.00% Page 3 of 6City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3109&prop=295 Ap p l i c a t i o n 1 2 130 Native American 3950.62% 22.00% Other 9,59815.08%0.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Our program serves a low income population segment. We do not deny service to anyone based on race, gender, age, religion, sexual orientation, etc. While funds are available, all who qualify will receive assistance. Information about this program will be made available to all demographics. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. We have an annual amount designated for South City San Francisco through the REACH Program with PG&E. In addition the Corps does fundraising through bell ringing/ kettles and mail appeal. The development department at divisional headquarters also does fundraising including planned giving and major gifts. All of this contributes to the operating budget. At present there is no other money designated for rental assistance but the 2 staff involved will be paid by TSA. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Corp Officer Lt. Sean O'BrienSupervise Staff and teach financial Ed. Officer Training Collage Grad. Family Service WorkerMarline MolinaCaseworker Many years of experience in this position PROPOSED PROGRAM BUDGET FOR FY 2013-14 South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %RequestedPgm%Requested Labor $114,4600% $0 $0 Taxes/Benefits 0%0% $00%$0 Supplies $5,020 $0 $0 $0 Operations/Maintenance Rental Assistance $0 $48,000 $0 Administration $00% 0 TOTAL $119,4800%$0$48,000$48,000 Number of Individual Beneficiaries 50 50 Cost per Individual $960.00$960.00 Number of Household Beneficiaries 10 10 Cost per Household $4,800.00$4,800.00 Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors Pages_from_2013.11.21_GS_-_South_San_Francisco_CA_-_Corps_-_CDBG_Safety_Net_Programs_-_City_of_South_San_Francisco_-_HUD.pdf 501C3.pdf Page 4 of 6City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3109&prop=295 Ap p l i c a t i o n 1 2 131  2. Proof of 501 (c)3 / tax-exempt status  3. By-laws By_Laws.pdf  4. Articles of Incorporation Articles_of_Incorporation.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term 2013.11.19_Board_of_Directors_-_appointment_dates_and_Meeting_Information.pdf  6. Organizational chart for entire organization orgchartssf.pdf  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. divisionalaudit.pdf Grant_Letter.pdf Page 5 of 6City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3109&prop=295 Ap p l i c a t i o n 1 2 132  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget SSF_Income__Statements.pdf FY_2015.doc  9. Mission Statement Mission_Statement_of_The_Salvation_Army.doc  10. Non- discrimination policy for Staff and Clients AfAct4EqualEmployOpp.pdf  11. Reasonable Accommodations Policy for Staff and Clients Reasonable_Accommodation.doc  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Conflict_of_Interest.pdf 13. Other - Download All Attachments Program Manager Signature Sean O Date Signed 01/24/2014 Initially submitted: Jan 24, 2014 - 07:57:18 Page 6 of 6City Data Services -South San Francisco 1/29/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3109&prop=295 Ap p l i c a t i o n 1 2 133 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Samaritan House 2. Project Title: Safe Harbor We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons Redwood City $15,000 1% 40 9% $375.00 County of San Mateo $70,000 5% 358 78% $195.53 South San Francisco $10,000 1% 63 14% $158.73 Total $95,000 7% 461 100% $206.07 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required): Abused children  Homeless persons Victims of domestic violence Illiterate adults Elderly persons/seniors (age 62+) Persons living with AIDS Severely disabled adults Migrant farm workers Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Homeless persons who are extremely low income are a presumed benefit population in San Mateo County. All homeless clients served by Safe Harbor are extremely low to very low income, and Samaritan House has a strict application and verification process to document eligibility based on household income. To verify income data, Safe Harbor staff obtains and reviews copies of pay stubs for employed clients and obtains and reviews checks stubs for Social Security, General Assistance and other forms of income. For client homeless certification, Intake Staff verifies presumed benefit status utilizing a County form that is also utilized by the Housing Authority. This third party documentation is available on file for review at all times. 3. Project Address: 295 North Access Road City: South San Francisco Zip: 94080- 6907 4. Provide a one sentence project summary: Safe Harbor provides emergency and transitional shelter for homeless adults over age 18 in San Mateo County. Organization Address: 4031 Pacific Blvd.City: San Mateo Zip: 94403- 4666 Organization Phone: 650-341-4081 Website: www.samaritanhousesanmateo.org Page 1 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 134 Type of Applicant: Non-Profit Our agency serves: Persons 5. Contact Person / Project Administrator: Name: Laura Bent/Amy Hsieh Title: Director of Programs & Services; Grants Manager Telephone: 650-523- 0824; 650- 523-0816 Contact Email: laura@samaritanhousesanmateo.org; ahsieh@samaritanhousesanmateo.org Fax: 650-294-4338; 650-523-0839 6. Name of Agency Director: Neela Gentile 7. Fiscal Officer:Name: Jolie Bou Email: jbou@samaritanhousesanmateo.org Telephone: 650-523- 0810 Fiscal Officer Address: 4031 Pacific Blvd.City: San Mateo Zip: 94403- 4666 8. Authorized Signatory:Name: Patricia Hsiu Email: patty@flyingleap.com Telephone: 650-340- 1395 Authorized Signatory Address: 4031 Pacific Blvd.City: San Mateo Zip: 94403- 4666 9. Please provide days and hours of regularly scheduled operation: 24 hours per day, 7 days per week, 365 days each year. 10. DUNS Number: 884486341 Federal EIN/TIN Number: 237416272 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05 - Public Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Safe Harbor Shelter is a 90 bed homeless shelter located in South San Francisco that provides both emergency and transitional housing for homeless women and men 18 years and older from San Mateo County. Shelter residents are permitted to enter the shelter by referral through a member of the Core Service Agency Network or other agency. Safe Harbor is San Mateo County’s only shelter where people who are homeless and under the influence have access to the shelter without a sobriety requirement. Safe Harbor houses clients that are among the County’s most vulnerable, many being dually diagnosed with both addiction and mental health disorder or addiction and physical health disorder. Our goal is to meet the very complex needs of our residents. Each day, 90 people receive safe and warm shelter at Safe Harbor as well as nutritious meals, on-site case management, counseling, educational programming, daily transportation vouchers, access to benefits enrollment and other supportive services. In addition, dinner is served daily. The program utilizes a tiered case management model that is carried out by our dedicated Safe Harbor case management and intake team. Case managers act as advocates for residents, connecting them with much needed community services, including referrals to housing resources, mental health services, AOD programming, and employment resources. Participants are encouraged to save 50% of their income and work closely with their case manager on a budgeting and housing plan. Safe Harbor works with each client to develop an individual case plan that addresses any barriers to housing. 127 clients found permanent housing during the last fiscal year ending 6/30/2013. On-site services offered to clients include San Mateo County Mobile Public Health Clinic and Mobile Dental Clinic, County Mental Health Services, housing workshops, plus budgeting and financial education workshops taught by volunteers from the financial sector. Case managers work directly with the San Mateo Behavioral Health and Recovery Services to treat clients who have a history of mental illness or who are identified through assessment to exhibit symptoms associated with mental illness. Residents are involved in the daily operations of the shelter. They are assigned, according to their abilities, duties Page 2 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 135 assisting with housekeeping, food service set-up and clean-up, and other basic chores. Safe Harbor clients are required to make their beds daily and keep the area around their bed clean and tidy. To increase a sense of community and connectedness, clients volunteer to decorate the shelter for holidays, and some volunteer to help at the front desk answering phones. We are particularly proud of our successful Safe Harbor for Health program, now funded by San Mateo Medical Center’s Healthcare for the Homeless program, that provides health case management for a cohort of shelter clients who have been identified with healthcare needs. As a lifeline for the county’s most chronically ill homeless adults, Safe Harbor for Health continues to focus on increasing clients’ access to healthcare services through tireless patient advocacy, helping clients navigate through an often difficult and complex healthcare system, working with community partners to develop a diverse array of health awareness programming, and linking clients to eligible benefits, including CareAdvantage, Medi-Cal and ACE. The health case manager’s commitment to building meaningful collaborations with outside agencies to ensure continual quality care for clients in her caseload and her active participation on numerous countywide advocacy committees and taskforces provides Safe Harbor clients with a true advocate for their healthcare needs. We are continuing our “Suportive Services for Veteran Families” program in partnership with InnVision Shelter Network. This project provides additional services and resources for our veteran population at the shelter and outside the shelter with homelessness prevention services. We also received new federal funding for fiscal year 2014 to provide rapid re-housing assistance for homeless individuals and families who reside at Safe Harbor and other shelters and are ready to move to permanent housing but lack fiscal resources. This funding provides financial assistance for moving costs, security deposits and first month’s rent to help clients move to permanent housing. Funding to support Safe Harbor under the CDBG program is integral to Safe Harbor’s continued success and sustainability. Funding from the County of San Mateo, the City of Redwood City, and the City of South San Francisco ensures ongoing and uninterrupted progress in residents’ case management plans to regain self- sufficiency. To this end, CDBG funding benefits Safe Harbor Clients by ensuring continuous supportive services. Our proposed program objectives below are provided within a framework that also outlines our proposed activities, indicators and outcomes. All of these activities support the needs identified in this grant proposal while offering opportunities for Shelter clients to build self-sufficiency skills and resources in a safe and supportive environment. Safe Harbor 2014-2015 Outcomes OBJECTIVE 1: To reduce the number of homeless individuals living on the streets or other inhabitable places in Redwood City, City of South San Francisco and San Mateo County. ACTIVITY 1: To provide emergency and transitional shelter for homeless adults living in San Mateo County. INDICATOR 1: Utilization rates. OUTCOME 1: The shelter will be at full capacity 95% of the time. OBJECTIVE 2: Homeless individuals will secure permanent, transitional or supportive housing. ACTIVITY 2: Development of treatment plans and goals that help clients work towards securing permanent housing. INDICATOR 2: Percent of homeless clients who move into permanent, transitional or supportive housing. OUTCOME 2: 60% of Safe Harbor clients will move into permanent, transitional or supportive housing. OBJECTIVE 3: To make mental health services available to homeless clients identified as needing them. ACTIVITY 3: Refer clients to an array of on site and off site mental health services. INDICATOR 3: Clients identified as having mental health needs will receive referrals to mental health services. OUTCOME 3: 75% of clients identified as having mental health needs will receive referrals to mental health services. OBJECTIVE 4: To make AOD services available to homeless clients identified as needing them. ACTIVITY 4: Refer clients to an array of on site and off site AOD services. INDICATOR 4: Clients identified as having substance abuse issues will receive referrals to AOD services. OUTCOME 4: 75% of clients identified as having substance abuse issues will receive referrals to AOD services. Key priorities are expressed in the above chart as short-term outcomes and their related indicators. These priorities support the overall goal to decrease chronic homelessness and support the related objectives to provide emergency and transitional shelter while connecting clients to permanent, transitional or supportive housing, mental health and AOD services. Page 3 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 136 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. According to San Mateo County’s HOPE Plan (Housing Our People Effectively – the County’s ten-year plan to address homelessness at its core), “due to the County's severe housing crisis, the need for more shelter beds is greater than ever.” Safe Harbor addresses the identified client needs by providing a total of 90 emergency and transitional beds every night for County residents who become homeless. Safe Harbor Shelter is located in South San Francisco. Admission to Safe Harbor Shelter is accessed by obtaining a referral from a core homeless service provider in San Mateo County. Safe Harbor primary referrals come through the County Human Services Agency Office in South San Francisco that now manages the shelter waiting list of men and women who have been screened for eligibility according to Safe Harbor individual eligibility requirements. Residents are provided referrals for beds on a first come, first serve basis. Access to the shelter is dependent on bed availability. Safe Harbor is open 365 days a year, seven days a week, twenty-four hours per day, and provides over 30,200 nights of shelter every year. Residents are eligible to participate in the emergency housing program for a maximum of 60 consecutive days and in the transitional housing program for a maximum of 180 consecutive days. Safe Harbor’s service plan is consistent with the second recommendation of the County's HOPE Plan, which is to “Prevent and End Homelessness by Delivering Timely, Flexible Services to Support Stability and Independence.” Identified Program Needs The County of San Mateo determined the need for Safe Harbor. In early 1988, the County of San Mateo approached Samaritan House to run the Armory as a winter shelter. In 1999, the County again approached Samaritan House to expand services for the Shelter to year round services. Funding was raised and a new 90 bed facility in South San Francisco opened in 2000 housing the County’s homeless with emergency and transitional shelter services. As with our other services, we determine the evolving needs for our program through a mix of experience, input from collaborators, findings of local studies sponsored by task forces concerned with homelessness, and from the clients themselves. Throughout all of these sources a common thread that runs through each is that the high cost of living of San Mateo County, as well as the other jurisdictions within the County, masks significant pockets of poverty. Our request for funding responds to the City of Redwood City’s CDBG program goal “to support projects that provide assistance to low and moderate income households” including “Homeless Assistance Activities” such as “emergency shelter and transitional housing and related services for homeless and those at risk of homelessness, youth and single persons.” Redwood City’s homeless population needs are documented in Redwood City’s Consolidated Plan 2010 – 2015, the County’s HOPE Plan, and the 2011 and 2013 Homeless Censuses. Redwood City has determined priority need services for the homeless, including: job training and education, mental health services, routine and preventative health care, access to existing services, and utilization of entitlement programs. All of these activities are offered as part of the continuum of services provided through Safe Harbor in house or through our extensive referral network. According to the May 2013 San Mateo County Homeless Census and Survey count, there were 645 total homeless people and 307 unsheltered homeless persons counted in the City of Redwood City. 23.62% of all unsheltered homeless persons in the County are residents of Redwood City, a 32% increase from the previous count. Meanwhile, Redwood City residents comprise 10.69% of the County population, in general. Without shelter facilities and supportive homeless services, most of these homeless individuals have little opportunity to find employment or stable housing and are likely to further strain the city's resources. Other Factors Determining Needs Input we receive from homeless services providers who collaborate with us on sheltering the homeless indicates the demand for emergency housing remains high. This is borne out by community needs data as well as shelter census data and the 2013 San Mateo County Homeless Census and Survey. Results of the county’s biennial “one night count” from May 2013 indicate: --Overall, the 2013 homeless count of 2,281 total people represented a 6% increase compared to 2011. Looking at the long-term trend, the total number of homeless people has been rising slowly since 2007. Page 4 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 137 --South San Francisco – the city in which Safe Harbor homeless shelter is situated – has the second highest population of unsheltered people – 172; and --A very high proportion of unsheltered homeless people in San Mateo County have been homeless repeatedly and/or for long periods of time. The survey found that 65% were “chronically” homeless, meaning that they were disabled and had been homeless for longer than 12 months or for 4 times in the past 3 years. This represented an increase from 2011, when only 46% were chronically homeless. High unemployment, rising rents and lack of affordable housing continue to be a factor in the rate of homelessness. San Mateo County Department of Housing data shows that the average market rent for a one-bedroom apartment in the county is now $2,053 a month — an 8.2 percent increase from last year. There was also a 9.7 percent increase in renting a two-bedroom apartment, with an average of $2,337 rent price. Meanwhile, the county’s homeless rate has risen 12 percent since 2011, according to a report from the county’s Human Services Agency. In a July 31, 2013 article in the Daily Journal, Bill Lowell, director of the county’s Department of Housing, said that “it’s a crisis to find places to rent in the county.” He said the “county’s Section 8 Housing Choice Voucher program is not enough in this climate to help those struggling to pay rents in the area.” Target Population At Safe Harbor, Samaritan House serves homeless single adults over 18 years of age who face multiple and serious barriers to achieving stability and permanent housing. Safe Harbor is San Mateo County’s only shelter where people who are homeless and under the influence have access to the shelter without a sobriety requirement. Safe Harbor houses clients that are among the County’s most vulnerable, many being dually diagnosed with both addiction and mental health disorder or addiction and physical health disorder. All homeless clients served by Safe Harbor are extremely low to very low income, and Samaritan House has a strict application and verification process to document eligibility based on household income. Extremely Low-Income individuals have a maximum income of 30% of median family income (MFI). The Very-low income limit reflects 50% of MFI. Clients of Safe Harbor arrive from all areas of San Mateo County, including Redwood City. Similar Programs in the Community In the North County (i.e. Daly City, Brisbane, South San Francisco, San Bruno) there are no other homeless shelters. Instead, there are motel voucher programs through St. Vincent de Paul; transitional housing in Daly City through Caminar (Eucalyptus House); and transitional housing for those with substance abuse issues through Catholic Charities (San Bruno), and the Latino Commission (Brisbane & Daly City). Safe Harbor’s Admissions Policy is to accept homeless individuals under the influence unless they are a danger to themselves or others. For this reason, this program is unique in San Mateo County. 13B. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. According to San Mateo County’s HOPE Plan (Housing Our People Effectively – the County’s ten-year plan to address homelessness at its core), “due to the County's severe housing crisis, the need for more shelter beds is greater than ever.” Safe Harbor addresses the identified client needs by providing a total of 90 emergency and transitional beds every night for County residents who become homeless. Safe Harbor Shelter is located in South San Francisco. Admission to Safe Harbor Shelter is accessed by obtaining a referral from a core homeless service provider in San Mateo County. Safe Harbor primary referrals come through the County Human Services Agency Office in South San Francisco that now manages the shelter waiting list of men and women who have been screened for eligibility according to Safe Harbor individual eligibility requirements. Residents are provided referrals for beds on a first come, first serve basis. Access to the shelter is dependent on bed availability. Safe Harbor is open 365 days a year, seven days a week, twenty-four hours per day, and provides over 30,200 nights of shelter every year. Residents are eligible to participate in the emergency housing program for a maximum of 60 consecutive days and in the transitional housing program for a maximum of 180 consecutive days. Safe Harbor’s service plan is consistent with the second recommendation of the County's HOPE Plan, which is to “Prevent and End Homelessness by Delivering Timely, Flexible Services to Support Stability and Independence.” Identified Program Needs The County of San Mateo determined the need for Safe Harbor. In early 1988, the County of San Mateo Page 5 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 138 approached Samaritan House to run the Armory as a winter shelter. In 1999, the County again approached Samaritan House to expand services for the Shelter to year round services. Funding was raised and a new 90 bed facility in South San Francisco opened in 2000 housing the County’s homeless with emergency and transitional shelter services. As with our other services, we determine the evolving needs for our program through a mix of experience, input from collaborators, findings of local studies sponsored by task forces concerned with homelessness, and from the clients themselves. Throughout all of these sources a common thread that runs through each is that the high cost of living of San Mateo County, as well as the other jurisdictions within the County, masks significant pockets of poverty. Our request for funding to the County responds to the County CDBG priority to Support Public Services Programs, including “operational support for emergency shelters and transitional housing programs.” According to the County of San Mateo Human Services Agency Neighbors in Need Report 2005: “San Mateo County and the low-income population identify housing and homelessness as a significant problem.” (p. v) “When compared to other residents, people with low incomes and HSA clients are two-to-three times as likely to have been displaced from their home over the past two years. About one-in-twenty HSA clients have been homeless in the last two years. About seventy percent of residents grade the availability of homeless shelters and programs as fair or poor.” (ibid, p. 11) Input we receive from homeless services providers who collaborate with us on sheltering the homeless indicates the demand for emergency housing remains high. This is borne out by community needs data as well as shelter census data and the 2013 San Mateo County Homeless Census and Survey. Results of the county’s biennial “one night count” from May 2013 indicate: --Overall, the 2013 homeless count of 2,281 total people represented a 6% increase compared to 2011. Looking at the long-term trend, the total number of homeless people has been rising slowly since 2007. --South San Francisco – the city in which Safe Harbor homeless shelter is situated – has the second highest population of unsheltered people – 172; and --A very high proportion of unsheltered homeless people in San Mateo County have been homeless repeatedly and/or for long periods of time. The survey found that 65% were “chronically” homeless, meaning that they were disabled and had been homeless for longer than 12 months or for 4 times in the past 3 years. This represented an increase from 2011, when only 46% were chronically homeless. High unemployment, rising rents and lack of affordable housing continue to be a factor in the rate of homelessness. San Mateo County Department of Housing data shows that the average market rent for a one-bedroom apartment in the county is now $2,053 a month — an 8.2 percent increase from last year. There was also a 9.7 percent increase in renting a two-bedroom apartment, with an average of $2,337 rent price. Meanwhile, the county’s homeless rate has risen 12 percent since 2011, according to a report from the county’s Human Services Agency. In a July 31, 2013 article in the Daily Journal, Bill Lowell, director of the county’s Department of Housing, said that “it’s a crisis to find places to rent in the county.” He said the “county’s Section 8 Housing Choice Voucher program is not enough in this climate to help those struggling to pay rents in the area.” Target Population At Safe Harbor, Samaritan House serves homeless single adults over 18 years of age who face multiple and serious barriers to achieving stability and permanent housing. Safe Harbor is San Mateo County’s only shelter where people who are homeless and under the influence have access to the shelter without a sobriety requirement. Safe Harbor houses clients that are among the County’s most vulnerable, many being dually diagnosed with both addiction and mental health disorder or addiction and physical health disorder. All homeless clients served by Safe Harbor are extremely low to very low income, and Samaritan House has a strict application and verification process to document eligibility based on household income. Extremely Low-Income individuals have a maximum income of 30% of median family income (MFI). The Very Low-Income limit reflects 50% of MFI. Clients of Safe Harbor arrive from all areas of San Mateo County. Similar Programs in the Community In the North County (i.e. Daly City, Brisbane, South San Francisco, San Bruno) there are no other homeless shelters. Instead, there are motel voucher programs through St. Vincent de Paul; transitional housing in Daly City through Caminar (Eucalyptus House); and transitional housing for those with substance abuse issues through Catholic Charities (San Bruno), and the Latino Commission (Brisbane & Daly City). Safe Harbor’s Admissions Policy is to accept homeless individuals under the influence unless they are a danger to themselves or others. For this reason, this program is unique in San Mateo County. Page 6 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 139 13C. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. According to San Mateo County’s HOPE Plan (Housing Our People Effectively – the County’s ten-year plan to address homelessness at its core), “due to the County's severe housing crisis, the need for more shelter beds is greater than ever.” Safe Harbor addresses the identified client needs by providing a total of 90 emergency and transitional beds every night for County residents who become homeless. Safe Harbor Shelter is located in South San Francisco. Admission to Safe Harbor Shelter is accessed by obtaining a referral from a core homeless service provider in San Mateo County. Safe Harbor primary referrals come through the County Human Services Agency Office in South San Francisco that now manages the shelter waiting list of men and women who have been screened for eligibility according to Safe Harbor individual eligibility requirements. Residents are provided referrals for beds on a first come, first serve basis. Access to the shelter is dependent on bed availability. Safe Harbor is open 365 days a year, seven days a week, twenty-four hours per day, and provides over 30,200 nights of shelter every year. Residents are eligible to participate in the emergency housing program for a maximum of 60 consecutive days and in the transitional housing program for a maximum of 180 consecutive days. Safe Harbor’s service plan is consistent with the second recommendation of the County's HOPE Plan, which is to “Prevent and End Homelessness by Delivering Timely, Flexible Services to Support Stability and Independence.” Identified Program Needs The County of San Mateo determined the need for Safe Harbor. In early 1988, the County of San Mateo approached Samaritan House to run the Armory as a winter shelter. In 1999, the County again approached Samaritan House to expand services for the Shelter to year round services. Funding was raised and a new 90 bed facility in South San Francisco opened in 2000 housing the County’s homeless with emergency and transitional shelter services. As with our other services, we determine the evolving needs for our program through a mix of experience, input from collaborators, findings of local studies sponsored by task forces concerned with homelessness, and from the clients themselves. Throughout all of these sources a common thread that runs through each is that the high cost of living of San Mateo County, as well as the other jurisdictions within the County, masks significant pockets of poverty. Our request for funding responds to the City of South San Francisco’s CDBG core service need to support Safety Net Services (e.g. food, shelter, clothing, medical services, etc.), serving a limited clientele of low to moderate income persons who are “homeless persons.” According to the May 2013 San Mateo County Homeless Census and Survey count, there were 260 total homeless people and 172 unsheltered homeless persons counted in the City of South San Francisco. 13.22% of all unsheltered homeless persons in the County were residents of South San Francisco, a 41% increase from the previous count. Meanwhile, South San Francisco residents comprise 8.86% of the County population, in general. Without shelter facilities and supportive homeless services, most of these homeless individuals have little opportunity to find employment or stable housing and are likely to further strain the city's resources. Input we receive from homeless services providers who collaborate with us on sheltering the homeless indicates the demand for emergency housing remains high. This is borne out by community needs data as well as shelter census data and the 2013 San Mateo County Homeless Census and Survey. Results of the county’s biennial “one night count” from May 2013 indicate: --Overall, the 2013 homeless count of 2,281 total people represented a 6% increase compared to 2011. Looking at the long-term trend, the total number of homeless people has been rising slowly since 2007. --South San Francisco – the city in which Safe Harbor homeless shelter is situated – has the second highest population of unsheltered people – 172; and --A very high proportion of unsheltered homeless people in San Mateo County have been homeless repeatedly and/or for long periods of time. The survey found that 65% were “chronically” homeless, meaning that they were disabled and had been homeless for longer than 12 months or for 4 times in the past 3 years. This represented an increase from 2011, when only 46% were chronically homeless. High unemployment, rising rents and lack of affordable housing continue to be a factor in the rate of homelessness. San Mateo County Department of Housing data shows that the average market rent for a one-bedroom apartment Page 7 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 140 in the county is now $2,053 a month — an 8.2 percent increase from last year. There was also a 9.7 percent increase in renting a two-bedroom apartment, with an average of $2,337 rent price. Meanwhile, the county’s homeless rate has risen 12 percent since 2011, according to a report from the county’s Human Services Agency. In a July 31, 2013 article in the Daily Journal, Bill Lowell, director of the county’s Department of Housing, said that “it’s a crisis to find places to rent in the county.” He said the “county’s Section 8 Housing Choice Voucher program is not enough in this climate to help those struggling to pay rents in the area.” Target Population At Safe Harbor, Samaritan House serves homeless single adults over 18 years of age who face multiple and serious barriers to achieving stability and permanent housing. Safe Harbor is San Mateo County’s only shelter where people who are homeless and under the influence have access to the shelter without a sobriety requirement. Safe Harbor houses clients that are among the County’s most vulnerable, many being dually diagnosed with both addiction and mental health disorder or addiction and physical health disorder. All homeless clients served by Safe Harbor are extremely low to very low income, and Samaritan House has a strict application and verification process to document eligibility based on household income. Extremely Low-Income individuals have a maximum income of 30% of median family income (MFI). The Very-low income limit reflects 50% of MFI. Clients of Safe Harbor arrive from all areas of San Mateo County, including South San Francisco. Similar Programs in the Community In the North County (i.e. Daly City, Brisbane, South San Francisco, San Bruno) there are no other homeless shelters. Instead, there are motel voucher programs through St. Vincent de Paul; transitional housing in Daly City through Caminar (Eucalyptus House); and transitional housing for those with substance abuse issues through Catholic Charities (San Bruno), and the Latino Commission (Brisbane & Daly City). Safe Harbor’s Admissions Policy is to accept homeless individuals under the influence unless they are a danger to themselves or others. For this reason, this program is unique in San Mateo County. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Safe Harbor is an ongoing, continuing program, open to San Mateo County’s homeless population, 24 hours a day, 7 days per week. Therefore, we do not foresee any obstacles to implementing our project workplan as described, fully achieving our projected goals, and fully expending our contracted funds by the end of the fiscal year ending June 30, 2015. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Samaritan House utilizes a mix of process and outcomes evaluation strategies to measure its program outcomes and effectiveness. Safe Harbor tracks the number of clients who participate in support services and who achieve successful milestones. Given the quantitative objectives we have set, evaluating our success is a fairly straightforward process. Specifically, given the current year’s objectives, the process of determining whether or not we were successful involves accounting for what percentage of shelter residents were referred to housing assistance, received help with transportation, were connected to permanent housing, and were connected to job training and placement. This data is shared with the various jurisdictions through regularly submitted contract reports. Accomplishments to date include: exceeded mid-year contract outcomes for the City of Redwood City and County of San Mateo. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. To effectively work with the most challenging homeless population in the County, Samaritan House leverages its resources and ensures timely and relevant services for its clients through close collaborations with local nonprofits and government agencies. Main collaborators include the in-County shelter and housing system and social service agencies. For example, Safe Harbor works with the Core Agencies and the County HSA office in South San Francisco to ensure all county residents in need of shelter are aware of the shelter's services. To increase a client’s chances of success, a number of social services are provided through agencies that are aligned with Safe Harbor through formal linkages designed to address the root causes of homelessness (i.e., substance abuse, lack of employment, health issues, mental health problems, and a lack of financial literacy.) Safe Harbor also partners with InnVision Shelter Network and other shelters to form a continuum of care for the homeless. Page 8 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 141 Existing collaborations include: InnVision Shelter Network--SSI/SSDI application support for Safe Harbor residents; Redwood City Private Defender’s Office--Monthly in-house clinics for Safe Harbor residents; Free At Last--Housing for recent parolees in order to lower recidivism rates among those who are recently released; County HSA Office and Fair Oaks Community Center—Referrals; H & I--In house Alcoholics Anonymous and Narcotics Anonymous meetings three days a week; San Mateo County Mobile Health Van--Free on site medical support, triage and referrals; Mobile Dental Clinic--Free on site dental services; BHRS--In house intake and assessment for mental health services; HIP Housing --Shared housing support through the Homesharing Program; and Veterans Administration--Promoting stand downs, taking referrals when beds are available, and connecting clients to V.A. services when eligible. These are just a few of the many partnerships and collaborations we have established with our referral partners in San Mateo County. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. Safe Harbor clients continue to face challenges with respect to the lack of employment opportunities, which exacerbates their ability to stay stably housed. While the job market has improved in certain sectors, especially for professional and business services, these gains are not applicable to our clients who are generally employed in retail trade and other low skilled occupations. Although several of our clients are able to secure employment, their wages are often not enough to reach realistic housing goals, especially for our increasingly aging and disabled adult population. The lack of affordable housing in San Mateo County is a formidable obstacle that is increasingly preventing our clients from locating permanent housing. As rents continue to rise in San Mateo County, many of our homeless clients are increasingly unable to transition to permanent housing, even if they have received a three year HRP housing voucher. The gap between what our clients can afford to pay and the average rental cost is increasingly unmanageable. Recent data suggests that some 18 percent of San Mateo County residents live in poverty, almost three times as many people as are considered poor by the federal government. According to county Housing Department data, the average rental cost of a one-bedroom apartment in the county is $2,053 a month — an 8.2 percent increase over last year. The Housing Authority offers multiple 30 day extensions, which our clients have had to request, because of the struggles they are facing finding rentals. Given the economic trends that are adversely affecting our service population, our program would be tremendously affected by any loss or decrease in CDBG funds that are an integral part of Safe Harbor Shelter’s budget. Without these funds we cannot assure the same level of service we have historically provided to all of the County’s homeless adults seeking our help. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City Redwood City 40 40 40 40 City of San Mateo County of San Mateo 358 358 358 58 South San Francisco 63 63 63 63 Totals 461 461 461 161 Page 9 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 142 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth  Other chronically homeless 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%61 100% White 40,65654.64% 3557.38% Hispanic 23,55731.66% 1219.67% Asian 6,7159.03% 58.20% African American 1,9162.58% 711.48% Pacific Islander 6630.89% 23.28% Native American 3840.52% 00.00% Other 1,5112.03% 00.00% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%157 100% White 23,76037.34% 6038.22% Hispanic 21,64534.02% 2717.20% Asian 23,29336.61% 1710.83% African American 1,6252.55% 4327.39% Pacific Islander 1,1111.75% 63.82% Native American 3950.62% 00.00% Other 9,59815.08% 42.55% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: In existence since 1974, Samaritan House bolsters its accessibility by regularly: --Providing local agencies with information about its services in both English and Spanish; --Securing opportunities for stories in local English and Spanish language newspapers and other media; --Securing opportunities to speak to local service organizations (i.e., Rotary, Lion’s) --Participating in local community celebrations/fairs; --Reaching out to agencies outside the mainstream of “Safety Net Services”; and --Reaching out to bilingual service providers to establish cross-referral relationships; --And as requested, attending County facilitated Family Self-Sufficiency Team (FSST) and Team Decision Making (TDM) meetings. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Samaritan House’s Development Department writes grants to foundation, corporations, and government entities; forges partnerships with local businesses and community groups; holds fundraising events; cultivates donors in the community; and conducts large scale direct mail appeals to support the agency’s operations. Besides CDBG funds from the City of Redwood City and County of San Mateo, Samaritan House receives government funding from the HUD Continuum of Care Program ($107,000); FEMA: Supporting Housing Program, Emergency Food and Shelter Program ($25,000); City of San Mateo ($15,000); City of Burlingame ($4,000); San Mateo Medical Center Page 10 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 143 Healthcare for the Homeless Program ($55,000) and State of CA HCD: Emergency Shelter Grants (ESG) Program ($167,250). We also receive private support for Safe Harbor from foundations such as the Gellert Foundation ($25,000), Silicon Valley Community Foundation ($63,000) and San Francisco Foundation ($15,000), among others. These funds have already been committed fro 2013-14. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Associate Director Anje Rodriguez Serves as Shelter Associate Director. Responsible for the management, administration and supervision of staff associated with intake and assessment, client services, programming, facility and data operations. 7 years experience at Samaritan House. GED. Some college, AOD Studies. Prior experience with shelter programming and services. Associate Director Eric Brown Serves as Shelter Associate Director. Responsible for the management, administration and supervision of case management services, programming, safety and compliance. Directly supervises all case management staff and ensures the overall operational compliance related to case management. 8 years experience at Samaritan House. GED. Some college, Human Services. Prior experience with shelter programming and services. Healthcare Case Manager Kathryn Barrientos Serves as Healthcare Case Manager. Provides assessment and case plan development for residents who have been identified to have health stability barriers; works with residents to develop case plans to support health stability; provides referrals to health coverage programs and benefits, health education programs, or other ongoing supportive services. Develops and implements monthly programming around health stability. 2 years experience at Samaritan House. H.S. Diploma. Certified Medical Assistant. 16 years experience in medical office management. Case Manager Cory Carr Serves as Case Manager. Conducts assessments and develops a case plan to support client goals. Collaborates with other case managers to provide wrap-around services to clients. Makes referrals to internal and external supportive services. 3 years experience at Samaritan House. H.S. Diploma. Two years of college completed, College of San Mateo. 18 years experience in counseling and AOD services. Intake Coordinator Salina Riddic Serves as the Intake Coordinator. Manages the day to day intake and orientation process. Supports shelter processes of entrances and exits and management of documents to support case management. Manages front desk operations, such as laundry, bed assignments, client concerns/complaints, referral process 4 years experience at Samaritan House. HS Diploma. Some college. Prior experience with shelter programming and services. PROPOSED PROGRAM BUDGET FOR FY 2013-14 Redwood City County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%RequestedPgm%Requested Labor Intake Coordinator - (SR) $37,150100% $37,1500%20% $7,4300%20%$7,430 Client Services Aide (CC) $39,312100% $39,3120%32% $12,4770%32%$12,477 Client Services Aide (GW) $32,344100% $32,3440%99% $31,9670%99%$31,967 Page 11 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 144 Case Manager (BC) $28,126100% $28,1260%64% $18,12636% $10,000100%$28,126 Lead Case Manager (EB) $51,064100% $51,06429% $15,0000% $00%29%$15,000 Other Salaries $2,904,21519% $556,7060%0%0%0%$0 $0 $0 Taxes/Benefits $898,88620%$305,6370%0%0%0%$0 Supplies Office Supplies $75,28338% $15,2040%0%0%0%$0 Program Supplies & Meals $330,068 $126,000 $0 Operations/Maintenance Occupancy $153,0034% $00%0%0%0%$0 Utilities & Communications $142,42821% $5,2170%0%0%0%$0 Housekeeping $58,85725% $12,6000%0%0%0%$0 Professional Fees $338,58311% $85,7420%0%0%0%$0 Transportation & Conf. $47,9543% $5,0930%0%0%0%$0 Repairs & Main $69,8282% $1,8590%0%0%0%$0 Fees and Taxes $19,1865% $4200%0%0%0%$0 Equipment Rental $38,8130% $2,1080%0%0%0%$0 Other $488,478 $0 Administration $558,22315%$86,0000%0%0%0% 0 TOTAL $6,311,80122%$1,390,5821%$15,0005%$70,0001%$10,0007%$95,000 Number of Individual Beneficiaries 40 358 63 461 Cost per Individual $375.00$195.53$158.73$206.07 Number of Household Beneficiaries 40 358 63 461 Cost per Household $375.00$195.53$158.73$206.07 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 2. Provide comprehensive Homeless services with priority given to: Coordinated Services, Homeless Access to Services, and Direct Services: HOM-2: Support existing emergency shelter facilities and programs. 2. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website CIP (Handbook/Database) Outreach presentations to service providers Outreach presentations to public Other - Please describe: social media (Facebook, Twitter, blog), newsletter, print advertising, press releases b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Samaritan House makes every attempt to market its program services in multi-lingual formats by: --Providing local agencies with information about our services (program flyers are available in both English and Spanish); Page 12 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 145 --Reaching out to bilingual service providers to establish cross-referral relationships. c. How and where are the materials distributed? Marketing/advertising materials for Samaritan House programs are generally distributed through City programs, Core Service agencies and the County. 3. Program Outcomes: In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/13: Safe Harbor Homeless Shelter provides warmth, shelter, nutrition, and basic healthcare for the homeless in a compassionate manner so they can meet their basic needs for shelter. The following client story demonstrates the impact that Safe Harbor has made on the life of just one recent resident of the shelter. Kate, a resident of Redwood City, is spending her fourth visit at Safe Harbor. She became homeless when her spouse passed away, and she could no longer afford her rent. In her early seventies, Kate is a senior citizen with history of substance abuse. She has two adult children who live in New York, but she has no contact with them and unfortunately has no family in the immediate area. Her only income is Social Security, so she cannot afford housing in San Mateo County. During a previous stay, Kate was placed on a waiting list for Gateway Properties, through the San Mateo County Housing Authority. She was recently notified that space had opened up with a monthly rental payment of one third of her monthly income and that she can move in as early as February. Because Kate was showing signs of dementia and confusion, her case manager contacted Adult Protective Services, and with the support of her physician, they have set up a Rep Payee through the County who will help manage her finances, see that her bills are paid, and ensure that a representative from the county makes home visits to check on her well being. All these arrangements will be made prior to he Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors SamHouse_CDBG_Resolution_012413.pdf  2. Proof of 501(c)3 / tax- exempt status IRS_501c3_Determination_Letter_NEW.pdf  3. By-laws Samaritan_House_Bylaws_rev_061908.doc  4. Articles of Incorporation Samaritan_House_Articles_of_Incorporation.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term Samaritan_House_Board_List_2014.doc  6. Organizational chart for entire organization 01d_Samaritan_House_Organization_Chart_--__Rev_100113.pdf  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer Samaritan_House_FY13_Audit.pdf Page 13 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 146 certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit.  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget Total_Agencywide_budget_FY14.pdf SamHouse_Total_Projected_Agency_Budget_FY15.pdf  9. Mission Statement Samaritan_House_Mission_Statement.doc  10. Non-discrimination policy for Staff and Clients Samaritan_House_Non-Discrimination_Policy.doc  11. Reasonable Accommodations Policy for Staff and Clients Samaritan_House_Reasonable_Accommodations_Policy.doc  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) CONFLICT_OF_INTEREST_POLICY_-_Approved_by_the_SH_Board_061908.doc 13. Other - Program Manager Signature Amy Hsieh Date Signed 01/24/2014 Initially submitted: Jan 24, 2014 - 15:21:34 Page 14 of 14City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3081&prop=357 Ap p l i c a t i o n 1 3 147 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Sitike Counseling Center 2. Project Title: Sitike We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Served % of Served Total $ Per South San Francisco $10,000 21% 17 100% $588.24 Total $10,000 21% 17 100% $588.24 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Sitike verifies client income by examining source documentation which provides evidence of annual income, such as: • wage statements • pay stubs • interest statements • unemployment compensation and disability statements • proof of General Assistance We also have each client complete and sign an Income Verification and Demographic Information form. 3. Project Address: 306 Spruce Avenue City: South San Francisco Zip: 94080-2741 4. Provide a one sentence project summary: Provides substance abuse, mental and violence prevention services to San Mateo County residents Organization Address: 306 Spruce Avenue City: South San Francisco Zip: 94080-2741 Organization Phone: 650-589-9305 Website: www.sitike.org Type of Applicant: Non-Profit Our agency serves: Page 1 of 6City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3097&prop=82 Ap p l i c a t i o n 1 4 148 5. Contact Person / Project Administrator: Name: Joe Wagenhofer Title: Administrator Telephone: 650-589-9305 Contact Email: sitike@sbcglobal.net Fax: 650-589-9330 6. Name of Agency Director: Rhonda Ceccato 7. Fiscal Officer:Name: Joe Wagenhofer Email: sitike@sbcglobal.net Telephone: 650-589-9305 Fiscal Officer Address: 306 Spruce Avenue City: South San Francisco Zip: 94080-2741 8. Authorized Signatory:Name: Rhonda Ceccato Email: sitike306@aol.com Telephone: 650-589-9305 Authorized Signatory Address: 306 Spruce Avenue City: South San Francisco Zip: 94080-2741 9. Please provide days and hours of regularly scheduled operation: Monday through Thursday, 9AM to 89PM Friday, 9AM to 2PM 10. DUNS Number: 792740102 Federal EIN/TIN Number: 94-3065810 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05F - Substance Abuse Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Funds will be used to offset the cost of services for our adult clients in our Discover Recovery Program and our Women's Intensive Day Treatment Program. We will serve 17 adults in South San Francisco. The Women's Intensive Day Treatment Program is a gender specific and responsive program for adult pregnant, parenting, and non-parenting women of childbearing age. Clients are required to attend four hours per day, 3-5 days per week, for a period of 3 to 9 months. On-site therapeutic daycare for children 4 years and younger, transportation to and from the agency and one nutritionally balanced lunch is provided daily. The program utilizes the evidence-based work of Dr. Stephanie Covington, a clinician, author, organizational consultant, and lecturer who is recognized for her pioneering work in the area of women's issues and the evidence-based work of Lisa M. Najavits, PhD, a professor of Psychiatry and the author of Seeking Safety. Services include group and individual counseling; case management; 12-step meeting attendance monitoring, health education, parenting education, child development classes, life skills, relapse prevention, vocational rehabilitation; anger management, General Education Diploma preparedness, reading, writing, and math classes taught by South San Francisco Adult School. Objectives: Each child and mother will have a treatment plan addressing individual goals of growth for the child and parenting areas that need to be improved. Each mother will meet weekly with Childcare Specialist to receive hands on training and evaluate progress towards individualized goals. Discover Recovery Program is a three to twelve month outpatient program for adult men and women. Clients attend two to four times per week based on their individual need for a minimum of three months to a maximum of one year. The program utilizes the evidence-based work of Lisa M. Najavits, PhD, a professor of Psychiatry and the author of Seeking Safety. Services include group and individual counseling; case management, 12-step meeting attendance monitoring, health education, communication skill development, relapse prevention; anger management. Objectives Provide services to all who walk in our doors regardless of the ability to pay. Intervene in the use of alcohol and other drugs. Assist clients in developing a quality of life for themselves and their families. Improve client health Improve client family relationships. Funds will enable us to provide lower fees to 17 clients, supporting them with fee grants ranging from $100 to $300 each, depending on where the client falls on our sliding fee scale. The funds will also help us cover the true cost of providing treatment that is not covered by clients who are not able to pay the full fee. This additional support provides fee grants ranging from $300 to $600 each, depending on where the client is on our sliding scale. Since clients are not able to complete the program unless all of their fees are paid, we will be able to measure the outcome of this program by the increased client completion rate in our programs. As a result: 75% of clients completing the program will report no alcohol or drug use in the prior 30 days. Page 2 of 6City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3097&prop=82 Ap p l i c a t i o n 1 4 149 65% of clients completing will report no new arrests. 75% of clients completing the program will report an improvement in health 75% of clients completing will report improved family relationships. 13A. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. All San Mateo County residents are directly or indirectly affected by the negative impact of alcohol and other drug abuse and/co-occurring disorders. The harmful affects are seen daily in our child welfare system, our hospital emergency rooms, our jails and criminal justice system, our homeless population, and schools. According to the U.S. Census Bureau, 707,161 people lived in San Mateo County in 2000. In 2006, there are approximately 57,000 people in the county who suffer directly from alcohol and other drug abuse and are in need of treatment including approximately 52,105 adults and 4,556 youth ages 12 to 17 years old. In other words, approximately 1 in 12 San Mateo County residents abuse alcohol or drugs. However, this does not quantify the collateral impact on the lives of family members, friends and the community at large. Of the 57,000 people who suffer from alcohol and other drug abuse, there are approximately 20,000 low-income people who would qualify for publicly funded treatment. Unfortunately, in 2005-2006, San Mateo County was only able to provide alcohol and drug treatment to approximately 3,790 people. (AOD Strategic Directions 2010 – Challenges & Choices) 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Services are currently being provided and we are ready to continue services July 1, 2014. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Sitike interviews the clients with the Addiction Severity Index (ASI) evaluation a standard evaluation tool used in California. In addition we conduct “Feedback Week, twice per year. Our Program Manager visits each group and/or Clinical Director and the clients are given an evaluation form to complete and a dialouge ensues about the client’s experience. Clients are encouraged to fill out a Client Feedback Form, at any time during their services. The form is also given to the client when they receive their last individual counseling session and are asked to complete the form. The responses are then reviewed with the clinical director and the counselor. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. We work closely with San Mateo County Behavioral Health & Recovery Services, San Mateo County Child Protective Services and San Mateo County Adult Probation Department to provide services that the client is mandated to attend. We accept referrals from and make referrals to Pyramid Alternatives, Latino Commission, Asian American Recovery Services, Goodwill, Catherine Center, Project Read and St. Vincent De Paul Society. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. The current economy has made it very difficult for clients to afford the full cost of providing services. We have seen a marked increase in the number of unemployed clients requesting to pay no or drastically reduced fees. Our contracts with County departments have remained flat while we have experienced an increase in the cost of health insurance and workers compensation premiums. Not receiving these funds adds an additional pressure to raise funds through other means such as Foundations and private donors who are also experiencing an economic pressure and as a result are giving less than in years before. Page 3 of 6City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3097&prop=82 Ap p l i c a t i o n 1 4 150 The only solution to this fiscal crisis is to reduce staff, which equals a reduction in the number of people we can serve. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City Redwood City City of San Mateo County of San Mateo South San Francisco 17 17 25 25 Totals 17 17 25 25 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%36 100% White 23,76037.34% 1541.67% Hispanic 21,64534.02% 719.44% Asian 23,29336.61% 411.11% African American 1,6252.55% 513.89% Pacific Islander 1,1111.75% 25.56% Native American 3950.62% 00.00% Other 9,59815.08% 38.33% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Sitike is committed to ensuring that its programs are available to all without regard to race, color, national origin, sex, age, or disability. A majority of our clients are referred to us by the County of San Mateo, mainly from the criminal justice system or Child Protective Services. We have Spanish speaking counselors and office staff who are Page 4 of 6City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3097&prop=82 Ap p l i c a t i o n 1 4 151 able to serve that specific population. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Sitike Counseling Center has had a contract with San Mateo County Behavioral Health and Recovery Services for over 20 years. San Mateo County is committed for approximately $450,000, see attached budget. We actively solicit funds through a mail campaign twice per year. We submit proposals to a number of service organizations throughout San Mateo County and to Foundations. We have solicited and received funding for multiple years from the following sources although all are uncommitted for FY 2014-15 City of South San Francisco Atkinson Foundation Town of Colma Kiwanis BHRSCA Mental Health Funds Soroptimists of North County Five Bridges Crescent Porter Hale Lockheed Martin Employee’s Foundation San Francisco Foundation Genentech Charles Schwab Foundation Van/Loben/Sels/Rembe Rock Foundation South San Francisco Foundation for Youth Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Counselor Lance Jamison Provide individual and group counseling services CAADE Addiction Treatment Counselor II Counselor Jan Bordeaux Provide individual and group counseling services Licensed MFT PROPOSED PROGRAM BUDGET FOR FY 2013-14 South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %RequestedPgm%Requested Labor Lance Jamison $36,49877% $28,10321% $6,00021%$6,000 Jan Bordeaux $21,42495% $20,35220% $4,00020%$4,000 Taxes/Benefits $0 $0 Administration $00% 0 TOTAL $57,92284%$48,45521%$10,00021%$10,000 Number of Individual Beneficiaries 17 17 Cost per Individual $588.24$588.24 Number of Household Beneficiaries 17 17 Cost per Household $588.24$588.24 Page 5 of 6City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3097&prop=82 Ap p l i c a t i o n 1 4 152 Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors CDBG_Board_Authorization_FY_14-15.pdf  2. Proof of 501(c)3 / tax-exempt status 2.Sitike_501c3.pdf  3. By-laws 3._Sitike_Bylaws.pdf  4. Articles of Incorporation 4.Sitike_Articles_of_Incorporation.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term Sitike_Board_list_and_Meeting_Dates.pdf  6. Organizational chart for entire organization Sitike_OrgChart_December_2013.pdf  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. Sitike_FY_12-13_Audit_and_letter.pdf  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget Sitike_FY_13-14_Budget.pdf Sitike_Budget_FY_14-15_.pdf  9. Mission Statement 9._Sitike_Mission_Statement.pdf  10. Non-discrimination policy for Staff and Clients 10._Sitike_Non-Discrim_Policy.pdf  11. Reasonable Accommodations Policy for Staff and Clients 11._Sitike_Reasonable_Accomadations_Policy.pdf  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Sitike_Conflict_of_Interest_Policy.pdf 13. Other - Program Manager Signature Joe Wagenhofer Date Signed 01/24/2014 Initially submitted: Jan 24, 2014 - 09:57:27 Page 6 of 6City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3097&prop=82 Ap p l i c a t i o n 1 4 153 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: StarVista 2. Project Title: Transitional Housing Placement Plus We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons South San Francisco $15,000 6% 13 100% $1,153.85 Total $15,000 6% 13 100% $1,153.85 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Verification of low income status will be documented by a statement of income signed by the client or verified by pay stubs, income tax returns, report of benefits, pensions or other suitable verification of income. 3. Project Address: 701 Grand Ave City: South San Francisco Zip: 94080-2553 4. Provide a one sentence project summary: Subsidized apartments in South San Francisco and case management services for emancipated foster youth aged 18-25, in addition to essential life skills training and assistance finding employment or attending school. Organization Address: 610 Elm Street Suite 212 City: San Carlos Zip: 94070-3070 Organization Phone: 650-591-9623 Website: www.star- vista.org Type of Applicant: Non-Profit Our agency serves: Persons 5. Contact Person / Project Administrator: Name: Douglas Styles & Sharon Navarro Title: Associate Director and Grants Manager Telephone: 650-591-9623 Contact Email: douglas.styles@star-vista.org & sharon.navarro@star- vista.org Fax: 650-591-9750 6. Name of Agency Director: Dr. Sara Larios Mitchell, CEO Page 1 of 7City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3123&prop=121 Ap p l i c a t i o n 1 5 154 7. Fiscal Officer:Name: Dianette Washer, CFO & Jill Kingery, AR Director Email: dwasher@star- vista.org & jill.kingery@star-vista.org Telephone: 650-591-9623 Fiscal Officer Address: 610 Elm Street, Suite 212 City: San Carlos Zip: 94070-3070 8. Authorized Signatory: Name: Sara Larios Mitchell & Dianette Washer Email: smitchell@star- vista.org Telephone: 650-591-9623 Authorized Signatory Address: 610 Elm Street, Suite 212 City: San Carlos Zip: 94070-3070 9. Please provide days and hours of regularly scheduled operation: 24 hours a day, seven days a week, year round. 10. DUNS Number: 165376799 Federal EIN/TIN Number: 943094966 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05 - Public Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. We are seeking funds for our Transitional Housing Placement Plus (THP+) program that serves emancipated foster youth aged 18-25. The program serves approximately 18 youth each year (including parenting youth) with safe and stable living accommodations for up to two years (cumulative) with, among other options, a three-unit apartment complex in South San Francisco. Our counselors provide basic life skill building, consumer education and instruction in budgeting, the use of credit, housekeeping, menu planning, food preparation and parenting skills; educational opportunities such as GED preparation, post-secondary training and vocational education; assistance in job preparation and attainment, career counseling and job placement; interpersonal skill building, to enhance young peoples abilities to establish positive relationships with peers and adults, make decisions and manage stress, and mental health and physical health care. Youth are provided with a matched savings account that they receive upon completion; a stipend for groceries and transportation. We use a positive youth development approach which has been proven to prevent risky behavior and give young people the chance to exercise leadership, build skills and become involved in their communities. 13A. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Homeless and former foster youth have an elevated risk for a variety of mental health problems and a history of foster care correlates with becoming homeless at an earlier age and remaining homeless for a longer period of time. As victims of abuse or neglect, these youth cant return to their families but they are not equipped to live on their own. They have to work to support themselves, often without having a high school degree. They have to seek their own role models rather than leaning on parents. Many use drugs or participate in survival sex to stay fed and alive. Our THP program serves emancipated foster youth aged 18-24 with safe and stable housing, independent living skills training, financial education, a matched savings account and pairs them with caring adult mentors case managers and therapists that help them stay in and complete high school, access health care, obtain job training, fill out employment and college applications and provide mental health support. The programs break the cycle of homelessness among these youth, connect youth to community resources and promote personal economic stability. Research has shown that 82% of youth who enter transitional living programs like ours make the transition to positive independent living rather than to the streets or homeless shelters. The Corporation for Supportive Housing and the John Burton Foundation have established that supportive housing and independent living skills training are effective and necessary in assisting homeless and former foster youth in making successful transitions to positive self-sufficient living. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. The project is in existence and requires no implementation time. Goals will be achieved with individual clients throughout their participation in the program as follows:80% of youth will transition to a positive living situation (live in safe and appropriate setting, with relative or other adult role models; in shared housing with host families; or stable alternative independent living situation)80% of youth who have not attained basic educational qualifications will maintain enrollment in or complete an educational program such as high school or GED 80% of youth who have graduated from high school will secure and maintain employment, volunteer placement or pursue post- Page 2 of 7City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3123&prop=121 Ap p l i c a t i o n 1 5 155 secondary or vocational training100% of youth with substance abuse issues referred to treatment. The project has expenses that are consistent throughout the year and if awarded funding from the City of South San Francisco, our Finance Department will draw down an amount necessary according to actual expenses. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. We are not currently receiving CDBG grant funds but did receive a general fund grant in 2012-2013. We submitted quarterly reports describing our accomplishments, which included: Goal 1: The THP+ program is working with emancipated foster youth to stabilize their housing situation. All residents are working towards their goals, improving their independent living skills, and developing plans to transition to being self-sufficient and planning toward their future goals. Goal 2: 7 of the 10 residents were attending school and working with staff and other school resources to support their success.6 of those residents are in community colleges (5 at City College of SF, 1 at CSM, and 1 at Skyline) and 1 resident is at a 4-year college, San Francisco State. The 3 residents who are not in school are planning on attending and recently moved in. 2 of these new residents are in process of enrolling at Skyline and connected with the foster youth liaison. The other youth is connecting with Baden College to work on his GED. 9 of the 10 residents are working. The residents are employed in a variety of jobs in the community. The one resident not working is attending college full time and playing sports for her school. 6 of these youth are employed by STEP. However, the one youth who remains unemployed was not able to start her STEP internship but was hired. 3 of the other youth in STEP are working at other jobs as well. Goal 3: Measure 1- 100% (8) of the participants in the program entered with a high school diploma or GED. This one youth is working toward his diploma at City College while also obtaining college credits.Measures 2- 100% (8) of the participants in the program were involved in educational or vocational programs. Evaluation methods to measure success include pre and post youth development asset gains surveys; Ansel- Casey Life Skills assessments; client self-evaluations and clinicians' assessments of client progress. Most of our direct service measures are tracked through the national 'Runaway and Homeless Youth Management Information System' (RHYMIS). We also evaluate success through our internal data monitoring and evaluation. Data on participants' progress towards education and work goals are noted in individual case files and in our database for tracking against annual goals. Client data is collected and stored in Efforts to Outcomes (ETO) software, developed Social Solutions, a company founded by a former case manager with foster youth. ETO is a secure, web-based performance management data base that is accessed for tracking and reporting purposes. Clients participate in program evaluation by providing information during weekly group meetings. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Our transitional housing placement plus program is the only one of its kind in our County. We are forutnate to collaborate with a number of noteworthy organizations. To support outreach to former foster youth, the program partners with local high schools, as well as area community colleges. We also collaborates with JobTrain, which provides low-income individuals with vocational skills and life skills development and with groups who give presentations to our residents such as the Rape Crisis Center, Standing Against Global Exploitation project, which works with youth traumatized by prostitution. Over the past two years, we have also collaborated with Narcotics Anonymous and Community Overcoming Relationship Abuse (CORA) to provide presentations to residents highlighting self respect, emotional balance and setting boundaries. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. In California, 65% of youth leaving foster care do so without a place to live. Former foster youth face disproportionately higher rates of dependence on public assistance, incarceration, unemployment, substance abuse and mental health disorders. Over 70% of all State Penitentiary inmates have spent time in foster care. These youth make the transition to adulthood alone and un-served. They remain largely unclaimed, falling through the cracks. Poverty is pervasive and families struggle to meet their basic needs. Because the cost of housing is so high, families respond by doubling and tripling up in studio apartments or they seek shelter in substandard dwellings such as garages and storage sheds. Youth stay away from home to avoid overcrowded conditions and many describe lining up on whatever floor space is available to sleep at night. Funds would allow us to serve more Page 3 of 7City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3123&prop=121 Ap p l i c a t i o n 1 5 156 needy youth, avoid placing youth on a waitlist and run our program without operating at a loss, as we do currently. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City 0 0 0 0 Redwood City 0 0 0 0 City of San Mateo 0 0 0 0 County of San Mateo 0 0 0 0 South San Francisco 15 0 15 0 Totals 15 0 15 0 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration  Low-income youth  Other Emancipated and former foster youth 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%13 100% White 23,76037.34% 00.00% Hispanic 21,64534.02% 538.46% Asian 23,29336.61%0.00% African American 1,6252.55% 753.85% Pacific Islander 1,1111.75%0.00% Native American 3950.62%0.00% Other 9,59815.08% 17.69% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: We use various strategies to ensure that we reach all ethnic backgrounds. This includes recruiting a diverse group of student and adult volunteers; actively recruiting for bilingual and Spanish-speaking volunteers; maintaining strong relationships with community-based workers; having materials available in Spanish as well as English; and maintaining an up-to-date list of Spanish-speaking referral resources so that clients can receive services in their own language. Many staff and volunteers are bilingual. We work with the Lifeline Spanish language network to meet their requirements for sharing Bay Area calls and having a dedicated Spanish line. We have served the community for the past 36 years by addressing issues that disproportionately affect the health and well-being of Page 4 of 7City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3123&prop=121 Ap p l i c a t i o n 1 5 157 children, youth and families in the lower socio-economic strata, those without insurance and those from communities of color, which may be the reason we serve a lower percentage of Caucasian and Asian clients. In addition, according to kidsdata.org, a majority of children in foster care in San Mateo County are African American, Latino/a and Caucasian. The above statistics are taken from our most recently completed 12 months (2013) and reflect that we did not serve Caucasian clients. However, in 2012, 16% of youth served were Caucasian. Our population ethnicity fluctuates and generally is majority Latino/a, African American, Caucasian and Other/Multi race. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Funding already committed for 2013-2014 is $50,000 from the California Wellness Foundation; $20,000 from the Stulsaft Foundation, $20,000 from the Genentech Foundation and $15,000 from the Cisco Foundation. The other revenue sources listed in the proposed budget are all pending. They are included based on past approvals and applications planned or under consideration. Our Youth Supportive Housing programs have been in existence for over 30 years and we would continue to sustain the program after funding from the community foundation ends. StarVista is a large multi-service agency with a diversified funding base and we have over 37 years of experience in maintaining programs as grant sources change. We have had the opportunity to implement numerous grants over the years, allowing an array of creative and effective services, including receiving consecutive years of federal grants from the Family and Youth Services bureau. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Program DirectorStephanie Weisner manages staff and coordinates with the County and other providers to coordinate care for youth and provide best practices, supervises and supports staff, assists in reporting and grants, works with individual clients as needed and runs group therapy, works with community members and agencies supporting work of Transitional Youth Services licensed clinical social worker with many years of working with transition age youth in residential settings Program CoordinatorSophia Daniel coordinates the Tri-Plex in South San Francisco for former foster and probation youth. Upkeeps the apartment and engages with the community to gain support for residents and outreach. Runs groups and supports relief staff, provides individual case management for youth working towards successful independence, and provides aftercare to residents who 'graduate' from the program has a bachelor's degree and many years of experience working with transition age youth in residential settings Case ManagerChristopher Speed provides invidual case management to support youth as they work towards independence meet paperwork requirements, intake and outreach with youth in the community, work with the County and social workers, support youth who are transitioning out of care and provide Aftercare services and attend transitional conferences and network with landlords, work with host families and engage community partners Masters degree and years of case management experience Resident CounselorJose Moreia provide counseling and support to residential clients Supervises relief workers and voluntee Bachelor's degree and experience with psychology, social work, working with adoloscents in crisis Page 5 of 7City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3123&prop=121 Ap p l i c a t i o n 1 5 158 PROPOSED PROGRAM BUDGET FOR FY 2013-14 South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %RequestedPgm%Requested Labor Coordinator $49,275100% $49,27514% $7,10714%$7,107 Counselor $29,993100% $29,99312% $3,67312%$3,673 Other THP+ staff $49,644100% $49,6440% $00%$0 Other StarVista staff $7,653,2620% $0 $0 $0 Taxes/Benefits $1,634,2573%$27,0720% $2,2630%$0 Supplies telephone/internet/printing/postage $250,1052% $7,950 0% $00%$0 employee costs and mileage $282,1949% $4,3500% $00%$0 client costs: food, housing, stipends, transportation, drug testing, other $494,7090% $45,3870% $00%$0 Americorps, volunteer, intern costs $31,000 $0 $0 $0 Materials Fees: state, county, license, audit, insurance, sub-contractor $205,786 $412 $0 $0 Operations/Maintenance maintenance, utilities, security $780,8750% $17,1000% $00%$0 other $27,900 $0 $0 $0 Administration $0$34,6776% $1,9576% 1957 TOTAL $11,489,0002%$265,8606%$15,0006%$15,000 Number of Individual Beneficiaries 13 13 Cost per Individual $1,153.85$1,153.85 Number of Household Beneficiaries 0 Cost per Household Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors Pending_Resolution.pdf  2. Proof of 501(c)3 / tax-exempt status StarVista_501c3.pdf  3. By-laws Bylaws_FY_12.pdf  4. Articles of Incorporation Articles_of_Incorporation_StarVista.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term StarVista__Board_Roster__Mtgs_July_2013.doc  6. Organizational chart for entire organization StarVista_Orgchart_Nov_2013.pptx  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than Audit_FINAL_11-12.pdf Page 6 of 7City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3123&prop=121 Ap p l i c a t i o n 1 5 159 $500,000 in federal funds and is not subject to the Single Audit.  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget StarVista_Org_Budget_FY_2013-2014.doc StarVista_Org_Budget_FY_2014-2015.doc  9. Mission Statement Mission_Statement_StarVista.pdf  10. Non-discrimination policy for Staff and Clients StarVista_Non-Discrimination_Policy.doc  11. Reasonable Accommodations Policy for Staff and Clients Reasonable_Accomodations.pdf  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Conflict_of_Interest_Policy.doc 13. Other - Download All Attachments Program Manager Signature Sharon Navarro Date Signed 01/23/2014 Initially submitted: Jan 23, 2014 - 14:23:26 Page 7 of 7City Data Services -South San Francisco 1/28/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3123&prop=121 Ap p l i c a t i o n 1 5 160 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: South San Francisco Youth Service Bureau 2. Project Title: Latino, Spanish Language Parents Groups We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Served % of Served Total $ Per South San Francisco $10,000 100% 40 100% $250.00 Total $10,000 100% 40 100% $250.00 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Upon entry into the group, each parent undergoes an initial assessment with the Education Coordinator. In that session, the Education Coordinator asks each potential participant to choose a range of household income figures that reflect their income. She tells the participants that the question is for informational purposes only and does not bear upon their eligibility to join the group. We use the income categories established by the City of South San Francisco as reflected in this document. We cannot guarantee that a participant will respond to our questions and do not have any authority to ask for verification of income. 3. Project Address: 1486 Huntington Avenue, Suite 100 City: South San Francisco Zip: 94080-5970 4. Provide a one sentence project summary: The Latino Parents Group Program is a psycho-social support group for low-income, Spanish-speaking parents of high risk children and youth. Organization Address: 1486 Huntington Avenue, Suite 100 City: South San Francisco Zip: 94080-5970 Organization Phone: 650.877.8642 Website: www.youthservicebureaus.org Type of Applicant:Our agency serves: Name: Marisa Title: Picchi Telephone: (650) 286-3914 Page 1 of 10City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2942&prop=83 Ap p l i c a t i o n 1 6 161 5. Contact Person / Project Administrator: Contact Email: mpicchi@ymcasf.org Fax: (650) 349-1103 6. Name of Agency Director: Marie Ciepiela 7. Fiscal Officer:Name: Kathy Cheng Email: kcheng@ymcasf.org Telephone: (415) 281-6730 Fiscal Officer Address: 50 California Street City: San Francisco Zip: 94111 8. Authorized Signatory:Name: Linda Griffith Email: lgriffith@ymcasf.org Telephone: (415) 281-6725 Authorized Signatory Address: 50 California Street City: San Francisco Zip: 94111 9. Please provide days and hours of regularly scheduled operation: The YMCA of San Francisco business operations are 8am - 5pm, Monday - Friday. The Latino Parents Groups run on Friday morning from 8:30 - 10:30am and on Wednesday afternoons from 4:00 - 5:00pm. 10. DUNS Number: 07-877-7146 Federal EIN/TIN Number: 94-0997140 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05O - Mental Health Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. We are submitting this proposal to redesign and continue providing our Spanish language Latino Parents’ Group in South San Francisco. The goal of our parent’s group is to improve family functioning by providing parents with effective parenting skills; and to specifically address issues in a cultural context associated with immigration, acculturation, and generational differences between parents and children. Many of the parents who seek out the group are dealing with the challenges of their pre-adolescent and adolescent children who are growing up in a different cultural context and have associated trauma due to immigration and separation resulting from coming to the United States. The most common issues are communication problems within the family, loss of cultural systems, school performance, domestic violence, household substance abuse, deportation/legality issues, and anxiety over how to prevent dangerous, risk-taking behaviors as their children get older. In some cases, they are parents of youth who have been arrested for first-time offenses or are gang-involved. These issues usually affect the entire family; even when the triggering issue is about an older child, there are often other siblings touched by the crisis in the family system. Immigrant and Spanish-speaking parents are usually more isolated from services that enable them to directly address and resolve critical issues. Therefore, we have designed the group to empower parents to overcome barriers and see themselves as problem solvers in their families. The Latino Parents’ group is a psycho education group facilitated by a mental health professional. Topics for parenting groups will include but are not limited to: developing a family vision; teaching children to feel safe, strong, and good about themselves; learning about children's emotional development; responding to difficult/challenging behavior; helping children deal with separation and fear; communicating effectively; negotiating the educational system; dealing with emotional issues of cultural dislocation and establishing new identities; identifying substance use and abuse; identifying indicators of depression, anxiety and mental disorders; and, building a supportive community. Parents will be involved in setting discussion agendas and proposing new topics for discussion. Discussion topics and case reviews include: trauma associated with immigration; Latino family systems; identity conflict among children and parents; culturally appropriate assessment, developing therapeutic alliances, making referrals that “stick”; destigmatizing behavioral health, and connecting families to resources. Despite the group being facilitated by a mental health professional, the group members are actively involved in defining the issues they need to discuss. Many times, the activities presented by the therapist are altered as needed, and over time, parents begin to claim the process of the group, taking over some facilitation. This means that the therapist is carefully skilled at balancing the client-led process with opportunities for psycho-social education and communications and problems-solving skills practice. Page 2 of 10City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2942&prop=83 Ap p l i c a t i o n 1 6 162 Changes to the Parents Group. For over 15 years, this group has been led by Dr. Gloria Castro. For the first time, we will transfer the facilitation of the Friday morning group to a new clinician. The transition and “warm hand-off” will take place between February and March of 2014, before the new funding cycle. Dr. Castro will continue to work with our agency as a mental health consultant and trainer for cultural and linguistically appropriate services for Latino and immigrant families as we continue to expand our team to ten Spanish speaking clinicians. Second, the location of the parents group moved in 2013 from Spruce Elementary School to the South San Francisco Youth Service Bureau clinic at 1486 Huntington Avenue. We were required to move the group as a result of policy changes at the South San Francisco School District that were cost prohibitive. This move did not reduce the participation of the dedicated parents from that school. However, since this morning group has been focused primarily on parenting issues associated with younger children and is conveniently scheduled from 8:30 – 10:00am after parents drop their children for school, we will expand vigorously to attract parents from Martin and Los Cerritos Elementary Schools, where we have YSB Counselors currently working on site. Third, we will create a second parents group to meet in the afternoon at the South San Francisco Youth Service Bureau that will be focused more strategically on parenting issues associated with middle and high school youth. The meeting will run from 4:00 – 5:00, between the end of school and before dinner time. This new group will be formed through two different community outreach efforts. The first is outreach in the middle schools in South San Francisco through YSB counseling staff already providing on-site mental health services at Alta Loma, Parkway and Westborough Middle Schools. (Additional outreach efforts listed below). In addition, we will offer the group to the parents of all MediCal qualified families currently receiving clinic services or who are awaiting counseling appointments at the YSB clinic. Since our demand is so high, we regularly have 10-15 families or individual youth waiting for appointment openings. Since many of the participants in this group are anxious about engaging in family therapy for the first time, we will integrate the topic of “what to expect in counseling” as a major theme of that group. Forty (40) parents per year will participate in a least 10 group sessions during each fiscal year. Thirty-six (36) of the participants will qualify as low-income by CDBG standards. The five components of the program are: 1. Initial mental heath assessment. 2. Weekly 1 to 1.5 hour parent support/education groups that each run for a duration of 15 weeks. 3. Information and referral service to community resources. 4. Crisis intervention and follow up services, when necessary. 5. Liaison service with schools and their ESL programs. Goals and Objectives. The goal of the program is to improve family functioning by providing effective parenting skills in a safe, supportive, empowering environment. Our objectives are both quantitative and qualitative. Quantitative: 40 parents will participate in at least ten sessions. 36 of them will qualify as low-income. Qualitative: The mental health outcomes we seek are measured by outcomes and satisfaction surveys. We expect 80% of surveyed participants to strongly agree with the following outcomes: 1. The group helped them better understand their children's behavior and learn to set limits in an effective and appropriate manner with their children. 2. Participating in a supportive group with other parents with similar challenges relieved some of the stress and anxiety of parenting. 3. They feel that they can communicate better with their children and within the family. 4. They feel better equipped to support their children in school and more capable of communicating with their child's school or teachers. 5. They feel better able to identify signs of and talk about drug and alcohol use and other risky behaviors with their children as they get older. 6. They can seek out at least one person from the group they could call on for support. 7. They know where to go to find family or individual counseling if needed. 8. They feel more comfortable talking about mental health conditions and emotional issues than before participating in the group. 9. They feel they are part of a supportive community that understands their problems and challenges. Page 3 of 10City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2942&prop=83 Ap p l i c a t i o n 1 6 163 10. They would recommend this program to other parents. The Community Learning Center offers a Spanish-speaking parenting class on Friday nights. Our program is distinguished by being part of a mental health clinic that attracts its own clientele who come for help with precisely the issues our groups are designed to address. It also offers flexible options for morning hours and evening hours with child care. More importantly, our program integrates mental health assessment, individual assistance, referrals and crises intervention. Our close working relationship with schools, for example, enables us to help a parent directly with school issues that may be caused by a cultural or language barrier or fear of the system. Since many families are experiencing high levels of stress, we also provide referrals for community resources, assist with language translation and intervene in crises as necessary. This includes an assessment of eligibility of any family members for Medi-Cal and Healthy Kids, and assisting them through the enrollment process. Our groups are also conducted registered Marriage and Family Therapists or Clinical Social Workers who bring a high level of expertise in clinical practices as well as emotional issues associated with immigration. Dr. Castro, who will provide consultation and training to the group clinicians, is embedded in the Latino community and the support service complex of South San Francisco; she simply knows everyone and is instrumental in helping parents navigate this community. She is bilingual and bicultural and is well-respected in the community from which many of the parents come. Agency background. Since 1976, the South San Francisco Youth Service Bureau (SSF YSB) has been providing mental health and social services to low-income families in our clinic on Huntington Avenue and in numerous schools. We have built a high-quality parent education and support program for low-income, limited-English speaking and immigrant families that has met for several years at Spruce Elementary School. It represents one of our signature programs that we provide free to low-income, isolated populations. Our goal is to keep the program free and accessible.Overview of Agency. The mission of the Youth Service Bureaus is to support families in nurturing and developing connected, healthy and productive youth. We do this by making mental health and social services affordable and accessible to families, schools, and communities throughout San Mateo and San Francisco Counties. Forty-one years ago, the YSBs opened their doors with AB 90 funds to keep young people out of juvenile hall. Initial services were developed in close collaboration with the San Mateo Juvenile Probation Department, local police departments, city and county leaders and local school districts. As times changed, the YSBs adapted to the shifting trends in the community with a major emphasis on serving families through both intervention and treatment in our clinics and in schools.We offer clinical counseling services in our three Youth Service Bureaus clinics in San Mateo County on a sliding fee scale and free to Medi-Cal and Victims of Crime (VOC) recipients. We work in over 50 schools providing on-site counseling and assessment; crisis intervention, on-campus violence prevention, and adolescent life skills/support groups.We support parents through both counseling programs and education/therapeutic support groups.We mentor youth in our Building Futures program, matching youth with adult mentors in year-long nurturing relationships.We work as a therapeutic partner with the San Mateo Department of Probation providing diversion counseling for 1st-time juvenile offenders, alternatives to incarceration and re-entry programs for youth in the juvenile justice system.We are a clinical training center for Trainees and Interns working toward licensure in their professional fields of Social Work and Marriage & Family Therapy. All of our Counselors and Case Managers are professional-level staff who are Licensed Clinical Social Workers, Marriage and Family Therapists, and those with Masters degrees in Social Work or Counseling Psychology. Our highly-respected Trainee program allows 20-25 graduate students each year to gain hours toward licensure while working in our programs. YSB staff members are experienced in working with mandated, school-referred and self-referred clients with a broad array of presenting problems and diagnosis. Our expertise includes working with youth and families dealing with depression, anxiety, drugs/alcohol abuse, truancy, school challenges, neglect, abuse, and high-risk youth behaviors, and juvenile law enforcement. Our agency's philosophy is to work from a family systems perspective. 13A. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Targeted Community Need: The rising demand for mental health and family support services for low-income, Spanish-speaking parents. The YSBs are committed to eliminating barriers to mental health and prevention services through culturally competent and bi-lingual staff. We are adjusting our Latino Parent's Group in response to escalating demand from low-income clients and financial pressure to keep this service accessible and free of charge. The demand for family counseling, youth counseling and parent support groups from low-income clients has skyrocketed since 2008. We are committed to serving the families who come to us and not turning clients away Page 4 of 10City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2942&prop=83 Ap p l i c a t i o n 1 6 164 for inability to pay. We are able to this by providing free services to Medi-Cal, Healthy Kids, and Victims of Crime recipients, charging sliding scale fees, by raising funds through contracts, foundations and individual donors.While the total number of clients at the YSB of SSF has remained consistent over the past two years, (380 per annum in the clinic and 280 in schools), the number of clients covered by Medi-Cal has doubled since the 2011; and those using the General Family Clinic through deeply reduced fees grew from 31 to 116 in 2010, and continues at that rate now. Historically, 95% of all of the parents in the Latino Parent's Group qualify for Med-Cal. However, Medi-Cal does not cover this service.) Our largest increase in demand is from Latino, Spanish-speaking families qualified for Medi-Cal. In 2008- 2009, the percentage of Latino families enrolled in our services rose to 58%, or 387 clients and remains steady at that percentage. Most of these families come to us in crises that require timely intervention and support. These crises include children's behavior and school problems, suicide or self-harm, parental or child anxiety and depression, a household abuse crisis, or even a juvenile misdemeanor arrest in the family. Joining a group includes undergoing our standard and mental health assessment. This enables us to move families more quickly into assessment and case management and make referrals for support services complimentary to ours. We also screen for incidences of child abuse or domestic violence that require a crisis response. The YSB of SSF will use a wider range of staff Counselors and Social Workers to facilitate the groups. (Dr. Gloria Castro will still be the key leader of this program and will help train new facilitators though her present the site.) Moving the group from Spruce Elementary to our clinic has also given us more flexibility for parents to bring pre-school aged siblings to regular weekly group sessions. And since we are not bound by the school calendar, we can continue to run the groups over the summer as well.We are responding in other ways to address client demand. We are approaching long-time foundation supporters for core financial support to enhance more wide ranging support for Latino families, such as these parent groups and issue-based therapy groups for Latino youth. Both the Mills Peninsula Foundation and the Atkinson Foundation have responded to help. We continue to screen families for public insurance eligibility (Medi- Cal and Healthy Kids) and help them apply for coverage. We are increasing our marketing efforts to clients who can pay full fees to subsidize the costs of other programs. We have recruited an auxiliary fund-raising board of professionals connected to local corporations who can focus on longer-term infrastructure and technical needs. Low-income parents need support groups. Parenting, for anyone, is difficult and challenging. Early preventative parenting practices increase the likelihood that children will develop into successful young adults who are productive members of the South San Francisco community. But how can parents create good family communication, maintain healthy relationships and support their children in school when job stress, poverty, poor housing, language barriers, and sometimes substance abuse, work against it? The families we work with in our groups are economically stressed and have the least access to resources to get this type of preventative support. Our parent groups give these parents a head start in establishing healthy patterns and structure that increase the likelihood that their children can navigate the challenges of adolescence. By pursuing the community resources recommended by and supported by our staff and by sharing their strategies with each other, they are better able to reduce isolation and get the resource they need. And, keeping these groups free and accessible to those who need it most is our primary objective. The group represents our best work in the early phases of prevention and intervention where the success of young children is tied inexorably to the supportive role of parents. Parents, particularly mothers, influence their children's behavior more than anyone else. They are tasked with providing positive inputs that contribute to their children's emotional and physical health, their ability to communicate, engage in healthy relationships and ultimately navigate their world as productive adults. Yet many parents find this role stressful, confusing and frightening. New immigrant families in South San Francisco, primarily from Mexico and Central America, face unique challenges and need support groups where they can safely talk about personal issues. These parents, especially women, are often the most economically impoverished as they try to re-establish their work and community life in the United States. Many do not speak English and are cut off from their own families and cultural support systems. Research indicates that immigrant women who are isolated, economically disadvantaged, and/or experience cultural conflicts within their families are at risk for developing a range of social and psychological problems, including depression, psychosomatic disorders, and sometimes psychosis. The immigrant mothers' access to emotional refueling through their contact with members of similar groups and with friends outside their ethnic group can be a critical source of support for their development as bicultural mothers. This has proven to be true as immigrant, Spanish-speaking parents, both newly arrived and American-born, have sought out and benefited most from our group. Latino Parent's Group has evolved organically to serve them. The parents in the group has developed a bilingual curriculum that addresses not only parenting issues but the attendant issues of cultural dislocation, separation from mother and motherland, and new identity formation. The Clinicians serve a pivotal role in the group, reflecting the best practices of working within the Latino community on mental health issues. They know the community Page 5 of 10City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2942&prop=83 Ap p l i c a t i o n 1 6 165 resources and provide practical support in accessing them, making referrals to government and community agencies and helping parents communicate with teachers and school personnel. They are Latino, speak Spanish and reflect the mother's identity. And, should an individual or family require counseling in our clinic, the clinicians can facilitate that process easily. Profile of the Mental Health Needs of Low-Income Latino Population. As we have written before, there is still a great need for mental health services for Latino Spanish-speaking families that is culturally and linguistically appropriate, but more and more Latinos are seeking services. Economics. Latinos make up the fastest growing ethnic community in South San Francisco. Thirty-two percent (32%) of the city population is Hispanic/Latino. Three of the City's public elementary schools are predominantly Latino: Spruce, Los Cerritos, and Martin. Together, 75% of the students are Latino; 58% are English learners; and, 71% are designated economically disadvantaged by the school district. Latinos make up the largest recipient group in CALWORKS by more than double. In a survey commissioned by the Lucile Packard Foundation for Children's Health in 2007, 55% of Latino families said that household income was adequate to meet only basic needs and 28% said it was not. The need for mental health and prevention services, particularly for Latino adolescents and their parents, is high. While American-born Latinos exhibit similar profiles as non-Latino groups for mental health diagnoses and treatment, Latinos are over- represented in social problem areas, such as substance abuse, adolescent risk behaviors, involvement in the juvenile probation system, school behavior and learning problems, child abuse, and gang activity. A report from the Urban Institute in October 2007 indicates that roughly 20% - 40% of Latino enrollees in San Mateo Healthy Kids have emotional or behavioral needs such as mood and anxiety conditions, developmental diagnoses, learning issues, schizophrenia, and substance abuse. Some studies have found higher rates of depression and distress among Latinos than American Whites, while the U.S. Surgeon General reports relatively high rates of substance abuse among Latino men compared to other groups, especially among US-born Mexican Americans. According to the 2007 San Mateo Children's Report, Latino/Hispanic children make up 45% of substantiated child abuse/neglect cases in 2005, but they comprise only 31% of the child population (7.2 per 1,000 Latino Hispanic children versus 3.1 for Caucasian and 2.5 per Asian/Pacifica Islander children). The most recent surveys on adolescent health and wellness indicate that Latino youth fare worse than other ethnic groups nationally. The 2007 National Youth Risk Behavior Survey (YRBS) from the Centers for Disease Control showed overall improvement in health-related issues among 14,000 youth ages 9-12 in public and private schools, except for Latinos. 'Latino students were more likely than either black or whites to attempt suicide (11%), ride with a driver who had been drinking alcohol, or use cocaine heroin or ecstasy. Latinos also most often drank alcohol on school property, were offered or sold drugs, and occasionally skipped school because they feared for their safety.' In San Mateo, juvenile felony arrests are two times higher for Latino youth than Caucasian youth. While studies show nationally that Latinos are less likely to seek mental health services, we feel that is changing. In fact, our efforts over the last two years of targeted outreach, enhancing Spanish-speaking staff and staff-wide cultural competency training, have produced a service population that now challenges our capacity. However, cultural-specifics issues are still significant and we continue to address them in our overall agency and through Latino Parent's Group. There is a dearth of Latino and Spanish- speaking mental health professionals in the field of community mental health. According to the Surgeon General's mental health report in 1999, only 1% of the licensed Psychologists who were also members of the American Psychological Association are Hispanic, and there are 29 Hispanic mental health professionals for every 100,000 Hispanics in the United States - compared to 173 non-Hispanic white providers per 100,000. Cultural differences between Latinos and traditional counseling and therapy are still common. In rolling out the San Mateo Mental Health Services Act, the Health Department conducted a thorough community assessment with the Latino community about mental health services. The responses mirror what studies from the Surgeon General have found over the last decade. Stigma and embarrassment remain significant barriers to seeking services. However, participants also said they lacked information and an understanding of mental illness, signs and symptoms and where to go for help. Many participants asked for educational materials and called for a public health campaign. Significantly, many did not view mental illness as a medical problem and said they often relied on home remedies or prayer and are more likely to report emotional and stress problems to their doctors, teachers and other school staff than to a mental health professional. Participants in the community assessment made recommendations about how to deliver services most of which are reflected in Latino Parent's Group.Parents who join our Latino Parent's Group will not to have to relinquish their spot on the waiting list for our Family or Individual Counseling program. Nor we will limit access to those on the list, but continue our traditional outreach in the schools we have targeted - Spruce, Los Cerritos & Martin Elementary Schools. And we will expand outreach in Alta Loma, Parkway & Westborough Middle Schools. The Youth Service Bureaus have also been working for 41 years to keep youth out of the Juvenile Justice system. One of our largest efforts is our Juvenile Justice Diversion program that provides family therapy to first-time youth offenders and their families in lieu of being booked through the system. Over 90% of the clients in diversion do not Page 6 of 10City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2942&prop=83 Ap p l i c a t i o n 1 6 166 re-offend. But we work to reduce this case load by building prevention programs. Our SSF Latino Parent's Group is a key part of this effort, not only by including parents of offenders in the group, but by working to build family resilience that reduces juvenile involvement in crime. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. July – August 2014. The existing Friday morning group will continue over the summer months. During the month of May, we will have conducted vigorous outreach at Spruce, Martin and Los Cerritos elementary schools for new participants in both the Friday morning, and at Alta Loma, Parkway and Westborough middle schools for the new Wednesday evening group. Christina Cabrera, ASW and clinician for the new evening group, will personally call all parents on the counseling waiting list to explain the purpose of the group and invite them to participate. We will initiate a new cycle of both groups in September, January and April. At the conclusion of each group, we will have participants fill out outcomes and satisfaction surveys and conduct one focus group to get feedback on what was successful and what can be improved in the group activities. Outreach in collaboration with community partners will continue throughout the year. We will repeat the process in July 2015-June 2016. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. We will track parent numbers enrolled in each group; frequency and consistency of parent participation, and demographics. We will administer a survey at the end of 15-week session or at the last session of a participant based on the outcomes articulated above. Parents will participate in an informal discussion to evaluate the program two times a year during sessions in December and in May and fill out an anonymous satisfaction survey. Staff will review this information to make appropriate changes for next year. The Latino Parent's Group shared how parents became more aware and sensitive, deepening their understanding of and strengthening their emotional bond to their children - thus enabling parents to respond rather than react to them. The ability to empathize was also developed. In past years, both the qualitative evaluation revealed that the group helped parents have appropriate parenting expectations, become mutually supportive, and provide feedback and advice to each other. Parents developed skills to provide safety, protection, and comfort for their children as well as improve communication with them. Among the most-cited benefits was being able to celebrate holidays in culturally appropriate ways and also mourning the losses of family members and loved one, in some cases due to violence. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Collaboration is an integral part of the program's success. We accept referrals from Human Service Agency and have an agreement with them that allows parents to come to the group on a voluntary basis rather than being mandated. We recruit heavily in the South San Francisco schools by making our program known to counseling staff, administration, teachers who work with English Learners and PTAs. We also have our won staff embedded in those schools providing counseling and they communicate with parents regularly and encourage them to join the group. We also work with public health nurses, the South San Francisco Police Department, the Medi-Cal /Healthy Families program, legal services and community colleges. These agencies all work with the target population and can assist families in participating in the program. We also serve parents from the child care center and preschool run by the Peninsula YMCA on Gateway. We will also coordinate outreach and advertising with the following agencies: the Boys & Girls Club, North Peninsula Family Neighborhood Services Center, Samaritan House, The Latino Commission and the Community Learning Center. We will meet personally with staff at each agency to educate them about the program and to design a strategy for them to make direct referrals through their case management systems and to have flyers on hand for distribution at all times. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. In an effort to increase the number of parents benefiting from the group, we have made the following changes: Created a second afternoon group targeted at parents of adolescent formed through outreach in middle and high schools we work in and by offering the group to families on our counseling waiting list. Increasing and coordinating outreach efforts with other community organization more strategically through planning Page 7 of 10City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2942&prop=83 Ap p l i c a t i o n 1 6 167 meetings. Involving more appropriately qualified clinicians facilitating the groups under the guidance of Dr. Gloria Castro. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City Redwood City City of San Mateo County of San Mateo South San Francisco 36 32 40 35 Totals 36 32 40 35 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration  Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632100%36 100% White 23,76037.34%0.00% Hispanic 21,64534.02% 36100.00% Asian 23,29336.61%0.00% African American 1,6252.55%0.00% Pacific Islander 1,1111.75%0.00% Native American 3950.62%0.00% Other 9,59815.08%0.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Our target population for this program is Latino, Spanish-speaking families. Our outreach efforts are well established through our contracts with San Mateo County Departments of Human Services, Behavioral Health & Recovery Services, and Juvenile Probation. We received referrals on a daily basis. Referrals of Latino families Page 8 of 10City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2942&prop=83 Ap p l i c a t i o n 1 6 168 make up close to 50% of all referrals to our clinic services. Our staff is also present at six local schools where we serve the demographics of those schools that reflect the middle and low income community of South San Francisco. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. We leverage resources for this program through two grants from local foundations, the Atkinson Foundation and Wells Fargo Foundation. We are also able to leverage funds through fees that higher income clients who are not MediCal eligible but pay for services on a sliding scale. We do not anticipate any changes to those secure funding sources in the next two years. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Clinical ConsultantDr. Gloria CastroClinical consultation and trainingPsyD. YSB DirectorMarie CiepielaProgram oversight and quality assuranceNonprofit managment Group FacilitatorEricka DiazFacilitator of Friday morning groupMFTI Group FacilitatorChristina CabreraFacilitator of Wednesday afternoon groupSocial Worker PROPOSED PROGRAM BUDGET FOR FY 2013-14 South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %RequestedPgm%Requested Labor Ericka Diaz $3,588100% $3,588100% $3,588100%$3,588 Christina Cabrera $3,588100% $3,588100% $3,588100%$3,588 Taxes/Benefits $2,83225%$1,698100% $1,6980%$0 Supplies Food & Supplies $500 $126 $126 $0 Administration $1,000100%$1,000100% $1,000100% 1000 TOTAL $11,50887%$10,000100%$10,000100%$10,000 Number of Individual Beneficiaries 40 40 Cost per Individual $250.00$250.00 Number of Household Beneficiaries 35 35 Cost per Household $285.71$285.71 Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors Urban_YMCA_Board_Authorization.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term Urban_Board_Roster_Final_11-12.xls Board_Meeting_Dates_2013.doc  6. Organizational chart for entire organization YSB_Org_Chart_New_2011-12.doc YMCA_of_SF_Org_Chart_New_2011-12.doc YMCA_Audit-June_2012.pdf Page 9 of 10City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2942&prop=83 Ap p l i c a t i o n 1 6 169  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit.  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget 13-14_Budget_Urban_Services_YMCA.xls 13- 14_Budget_Youth_Service_Bureau_YMCA.xls  9. Mission Statement Mission_Statements.doc  10. Non-discrimination policy for Staff and Clients YMCASF-NonDiscrimination-1.doc  11. Reasonable Accommodations Policy for Staff and Clients ADA_Accomodations_SF.doc  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Revised_Conflict_of_Interest_Policy_3-20- 07.doc 13. Other - Program Manager Signature Marie Ciepiela Date Signed 01/24/2014 Initially submitted: Jan 24, 2014 - 12:19:33 Page 10 of 10City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2942&prop=83 Ap p l i c a t i o n 1 6 170 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Center for Independence of Individuals with Disabilities 2. Project Title: Housing Accessibility Modifications (HAM) We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Households Served % of Households Served Total $ Per Households Redwood City $25,000 35 15% $714.29 City of San Mateo $15,000 30 13% $500.00 County of San Mateo $75,000 140 61% $535.71 South San Francisco $13,500 25 11% $540.00 Total $128,500 230 100% $558.70 Grant Funded Programs: We are applying for a Minor Home Repair Program CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required): Abused children Homeless persons Victims of domestic violence Illiterate adults  Elderly persons/seniors (age 62+) Persons living with AIDS  Severely disabled adults Migrant farm workers Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. All Home Accessibility Modification (HAM) consumers/applicants must qualify under the income requirement’s limiting benefits exclusively to extremely low, very low, and low income status. Services are only available to individuals and families with special needs; thus CID requires all applicants to do a complete intake to verify that they qualify under the terms stated under each grant agreement, as well as the policies necessary for consumers of an Independent Living Center (e.g. Disabilities, income requirements, and needs) in accordance to becoming more independent. When more than self-verification is required under a specific grant policy and stipulation, we gather all pertinent income information prior to starting modifications to any households. Examples of acceptable forms of income verification are as follows: W-2 from prior years, recent payroll check stubs (3 months), copies of SSI/SSDI award letters, AFDC award letters etc. 3. Project Address: 1515 So. El Camino Real, Suite 400 City: San Mateo Zip: 94402-3098 4. Provide a one sentence project summary: The Housing Accessibility Modification (HAM) program will provide modifications to homes of persons with disabilities to improve accessibility and increase safety. Page 1 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3104&prop=26 Ap p l i c a t i o n 1 7 171 Organization Address: 1515 So. El Camino Real, Suite 400 City: San Mateo Zip: 94402-3098 Organization Phone: 650-645-1780 Website: http://www.cidsanmateo.org/ Type of Applicant: Non-Profit Our agency serves: Households 5. Contact Person / Project Administrator:Name: Donna Reed Title: Program Manager Telephone: 650- 645-1780, Ext. 113 Contact Email: donnar@cidsanmateo.org Fax: 650-645-1785 6. Name of Agency Director: David DeNola 7. Fiscal Officer:Name: Tsegereda Andarge Email: cid_accounting@cidsanmateo.org Telephone: 650- 645-1780 Ext. 111 Fiscal Officer Address: 1515 So. El Camino Real, Suite 400 City: San Mateo Zip: 94042-3098 8. Authorized Signatory:Name: Donna Reed Email: donnar@cidsanmateo.org Telephone: Authorized Signatory Address: 1515 So. El Camino Real, Suite 400 City: San Mateo Zip: 94402-3098 9. Please provide days and hours of regularly scheduled operation: Office hours are from 9 am - 5pm. Home Accessibility Modification Administrator is only a 20 hour position. Approximately 10:30am - 2:30pm ( hours may vary) All other employees are full time and operate within normal business hours. 10. DUNS Number: 049014111 Federal EIN/TIN Number: 94-2581080 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05B - Handicapped Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Accessible, Affordable housing is a major concern for people with disabilities in San Mateo County. A recent government report showed that San Mateo County ranks among the top 10 counties in the nation for highest housing cost. The major emphasis in CID’s housing efforts is our Housing Accessibility Program (HAM). The program puts in ramps, rails, grab bars, vertical lifts, and other modifications to make home accessibility. These modifications assist people with disabilities to remain at home or move back into their home with greater independence, and are not forced into skilled nursing or other institutional care. CID cooperates with cities and the County housing agencies in San Mateo County to increase the number of accessible and affordable housing. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Determination of Needs: Determination for each specific jurisdiction that we are applying for funds is based on past performances of the agency, demand identified by request, and similar programs within a specific jurisdictional area. Additionally, we audit our organization on key demographics of nationality and diverse populations of services provided – and outreach to different communities as needed. Population: Disabled individuals, according to the 2000 census, 16% of the population in Daly city have disabilities. Additional increase projection in the future, occurring with growing population of the elderly community. Areas: : All residential households within the Redwood City limits that are low, very low, or extremely low income level. (Disability Planning Data, Brault, Mathew W. (2008). Americans with Disabilities: 2010. Current Population Reports, P70-117, U.S. Census Bureau, Washington D. Retrieved Nov 17,2011) 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Determination of Needs: Determination for each specific jurisdiction that we are applying for funds is based on past performances of the agency, demand identified by request, and similar programs within a specific jurisdictional Page 2 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3104&prop=26 Ap p l i c a t i o n 1 7 172 area. Additionally, we audit our organization on key demographics of nationality and diverse populations of services provided – and outreach to different communities as needed. Population: Disabled individuals, according to the 2000 census, 17% of Redwood City’s population are individuals with disabilities. With an increase, occurring with growing elderly community. Areas: All residential households within the City of San Mateo limits that are low, very low, or extremely low income level. (Disability Planning Data, Brault, Mathew W. (2008). Americans with Disabilities: 2010. Current Population Reports, P70-117, U.S. Census Bureau, Washington D. Retrieved Nov 17.2011) 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Determination of Needs: Determination for each specific jurisdiction that we are applying for funds is based on past performances of the agency, demand identified by request, and similar programs within a specific jurisdictional area. Additionally, we audit our organization on key demographics of nationality and diverse populations of services provided – and outreach to different communities as needed. Population: According to the census 21% of households within San Mateo County have a Household member with a disability. Areas: : All residential households within the San Mateo County ( not covered by other similar grants held by CID) limits that are low, very low, or extremely low income level. (Disability Planning Data, Brault, Mathew W. (2008). Americans with Disabilities: 2010. Current Population Reports, P70-117, U.S. Census Bureau, Washington D. Retrieved Nov 17,2011.) 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Determination of Needs: Determination for each specific jurisdiction that we are applying for funds is based on past performances of the agency, demand identified by request, and similar programs within a specific jurisdictional area. Additionally, we audit our organization on key demographics of nationality and diverse populations of services provided – and outreach to different communities as needed. Population: disabled individuals, according to the 2000 census, 20% of South San Francisco population are individuals with disabilities, with an increase, occurring with growing population of elderly community. Areas: All residential household within the South San Francisco limits that are low, very low, aor extremely low income level. (Disability Planning Data, Brault, Mathew W. (2008). Americans with Disabilities: 2010. Current Population Reports, P70-117, U.S. Census Bureau, Washington D. Retrieved Nov 17,2011.) 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Our Home Accessibility Modification (HAM) Program is monitored to make sure that projective time lines and milestones are met throughout the fiscal year. In the beginning of each fiscal year we evaluate the amount of funding that is allotted for each individual city and/or county to determine what goals were purposed in each grant. We then determine monthly and quarterly milestones to be met in order to hit each specific target set forth. After each monthly review we evaluate which cities/counties may be lacking in consumer request and schedule outreaches in the target areas to enhance awareness to our program and organization. Structurally we intend to achieve our projected goals in the time line allotted by having a list task in logical order to demonstrate feasible work plans. We identify and evaluate all resources needed to preform proposed activities. All our HAM project goals are set, achievable, measurable, time limited, and clearly stated on our work plans for each project. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. CID provides quality satisfaction surveys for all Home Accessibility Clients served in order to monitor the services provided by the clients. We gauge our program success by our customer’s satisfactions, as well as reaching milestones set in the grants stipulations; those include, the number of households and people served, modifications provided, and diversification of consumers. Internally, one of our greatest accomplishments to date is cutting our waiting list down by 50% from prior years. On a consumer stand point we are happy to report that we are getting great feedback from our consumers and changing individuals lives by giving the more independence. We provide that independence in simple ways by installing grab bars in their bathrooms so that they can shower without care attendants, and or install ramps in their homes so that the can move in and out freely without assistance. This essentially prevents them from having to be institutionalized and allows them to live more independent. Page 3 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3104&prop=26 Ap p l i c a t i o n 1 7 173 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. We are currently collaborating with Mz.Shrilez – a non-profit agency that under their contractor license trains individuals in the field in order to give individuals live skills and vocational training. Since they can provide the services at cost, we are able to provide services for the Home Accessibility Modification (HAM) program at an affordable rate, to serve more clients cost effectively. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. Trends show that the elderly and disabled population in San Mateo County could increase by 30-40% by 2020 (Lisa et al). As an independent living center for individuals of all ages and disabilities we are seeing an increase in needs for our Home Accessibility program as well as our Assistive Technology Department (e.g stair lifts). Without these funds there could be an increase of individuals ho will no longer be able to live independently in their homes, and consequently stripped of their independence. It could also potentially put a financial strain on the individual family, county, and sate due to high costs of institutionalization. As a Center, our HAM program is the most vital to the San Mateo County Community and without these funds we would inevitably have to lay off staff and lose one of our most valued and long standing programs in the community. ( Lisa, Alexcih, and el at, eds. Services Needs Projections for Aging and Disabled Population’ Lewin Group 2007). 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City 15 30 0 0 Redwood City 20 35 0 0 City of San Mateo 20 30 0 0 County of San Mateo 70 140 0 0 South San Francisco 15 25 0 0 Totals 140 260 0 0 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth  Other Disabled 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402100%100 100% White 40,65654.64% 2626.00% Hispanic 23,55731.66% 4343.00% Asian 6,7159.03% 22.00% Page 4 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3104&prop=26 Ap p l i c a t i o n 1 7 174 African American 1,9162.58% 1515.00% Pacific Islander 6630.89% 44.00% Native American 3840.52% 1010.00% Other 1,5112.03% 00.00% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207100%100 100% White 45,24046.54% 5555.00% Hispanic 25,81526.56% 2222.00% Asian 18,15318.67% 1414.00% African American 2,0992.16% 55.00% Pacific Islander 1,9371.99% 22.00% Native American 1400.14% 00.00% Other 3,8233.93% 22.00% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632100%100 100% White 23,76037.34% 3939.00% Hispanic 21,64534.02% 2525.00% Asian 23,29336.61% 1818.00% African American 1,6252.55% 1010.00% Pacific Islander 1,1111.75% 33.00% Native American 3950.62% 11.00% Other 9,59815.08% 44.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: According to demographic information above outreach efforts needs to be approved in the below areas: Redwood City: White and Asian populations City of San Mateo: White, Hispanic, and Asian populations South San Francisco:Hispanic, Asian, and other populations CID will incorporate an extensive outreach plan to increase the number of undeserved people and change the characteristics of the services at the center to reflect the actual population in each city. Our outreach plans is to network directly with organizations that specifically work with undeserved populations. Provide different community partners with flyers and/or presentations of the services that the center provides with a focal point on our Home Accessibility Modification Programs. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Majority of our administrative cost are funded by the Department of Rehabilitation (DOR) revenue. As of date, we have already allocated funding from DOR, to help fund support staff to help coordinate the modification jobs, contractors, billing, and all additional administrative duties associates with the HAM program. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications HAM AdministratorUnknown Coordination of all HAM projects between cities, contractors, and consumers Background in Administration Bookkeeper/Fiscal Tsegereda AndargeFiscal management of the entire organizaiton including HAM Background in Fiscal management Page 5 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3104&prop=26 Ap p l i c a t i o n 1 7 175 Program Director Donna Reed Overseer of grants and staff of the entire organization Background in Program Management Occupational ThearpistLois Glover Independent living skills and recommendation/assessment of HAM program Degree/Certification in Occupational Thearpy Executive DirectorDavid DeNola Director of the entire organization including HAM Experience in directoring organizations. PROPOSED PROGRAM BUDGET FOR FY 2013-14 Redwood City City of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%Requested%RequestedPgm%Requested Labor $22,500 $13,500 $67,500 $12,150$115,650 Taxes/Benefits $400 $240 $1,200 $216 $0 Administration $2,100 $1,260 $6,300 $1,1340% 10794 TOTAL $0 $0$25,000$15,000$75,000$13,500$128,500 Number of Individual Beneficiaries 20 20 70 15 125 Cost per Individual $1,250.00$750.00$1,071.43$900.00$1,028.00 Number of Household Beneficiaries 35 30 140 25 230 Cost per Household $714.29$500.00$535.71$540.00$558.70 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 3. Support Human Service programs that meet the basic human services needs of low income persons with an emphasis on serving priority needs populations: HS-1: Meet the basic human services needs of low income persons with an emphasis on serving priority needs populations. 2. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Brochures are in Spanish, English, Tagalog, and Chinese. Large print or braille are available upon request. We also have trained staff that are certified to interpret in American Sign Language. Languages Spoken in the office: Hebrew, Chinese (Cantonese), Filipino (Tagalog), Spanish, Arabic, and Nigerian (Yoruba) c. How and where are the materials distributed? Materials on our Home Accessibility Modification (HAM), is prominently displayed in the lobby of our Main Office (San Mateo) and our Branch office (San Bruno). Additionally, when any of our programs do an intake on individuals, materials for the HAM program are distributed to the client. In all outreaches to different community partners in San Mateo County, we distribute pamphlets describing the services at our center, including availability of modification or AT services. Some of our common outreaches for the HAM program are: Hospitals, Social Workers, Teachers, organizations that are specially geared towards diverse ethnic groups, independent living centers, seniors center events, and organization that specifically work with clients with disabilities (Parents Helping Parents), Social Security Administration, and mass mailing to targeted communities. 3. Program Outcomes: In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/13: Page 6 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3104&prop=26 Ap p l i c a t i o n 1 7 176 Our program helps the lives in our community by modifying homes or using assistive technology (e.g. stair lifts). These are just two of several related efforts that may assist us to maintain peoples independence, safety, while fostering community integration. With our program, going to the grocery story, getting to work or to a doctor becomes possible. One of the biggest impacts we have through this programs is helping individuals remain in their homes as well as return home from institutional settings, by providing structural improvements that give power an independence back to our consumers. Please see below examples from our consumers and the impact of the HAM program has had on their lives: Thank you for installing this grab bar in my shower. It has made bathing so much easier for me. When I requested this item, the response was so prompt and the Occupational Therapist came out within a week. I’ve been coming to CID for years and am so thankful for the work that the do. Thank you for working with me to get a new scooter and helping with me with the grab rails in my bathroom. Thank you. Dear CID – thank you so much for installing this ramp outside of my home – it has made my life so much easier and allowing my mother to feel more free and not rely on us in and out of the home. We have seen a change in her attitude and we are so grateful. Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors 01._Board_Resolutions_Cities_and_County.pdf  2. Proof of 501(c)3 / tax-exempt status 02._501c3_IRS_Exemption_Letter.pdf  3. By-laws 03._By-Laws.pdf  4. Articles of Incorporation 04._Articles_of_Incorporation.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term 05._BOARD_OF_DIRECTORS_-_ROSTER_2014.pdf  6. Organizational chart for entire organization 06._Organization_Chart_2013-2014.pdf  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. 07._CID_Audit_Report.pdf  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget 08._CID_AGENCY_2013- 2014_OPERATING_BUDGET.pdf  9. Mission Statement 09._Mission_Statement.pdf  10. Non-discrimination policy for Staff and Clients 10._Non-Discrimination_Policy.pdf  11. Reasonable Accommodations Policy for Staff and Clients 11._Reasonable_Accommodations_Policy.pdf  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) 12._Conflict_of_Interest.pdf 13. Other - Program Manager Signature Donna Reed Date Signed 01/24/2014 Initially submitted: Jan 24, 2014 - 14:03:06 Page 7 of 7City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3104&prop=26 Ap p l i c a t i o n 1 7 177 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: El Concilio of San Mateo County 2. Project Title: Peninsula Minor Home Repair We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Households Served % of Households Served Total $ Per Households Redwood City $50,000 20% 35 21% $1,428.57 City of San Mateo $50,000 20% 35 21% $1,428.57 County of San Mateo $100,000 40% 65 38% $1,538.46 South San Francisco $50,000 20% 35 21% $1,428.57 Total $250,000 100% 170 100% $1,470.59 Grant Funded Programs: We are applying for a Minor Home Repair Program CDBG National Objective Eligibility - How are you serving low income populations? Minor home repairs for low income households whose incomes are verified. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Income verification is a standard requirement for all ESCMC programs. The income thresholds for the PMHR program are consistent with San Mateo County and entitlement cities standards. We require documented proof of income for all programs, such as the Energy Savings Assistance program, which has strict qualification and income verification requirements. For the PMHR program, we require the two most current proofs of income (pay check stubs or proof of amount given to applicant by Social Security, Disability or unemployment). A proof of ownership waiver needs to be signed by owner. Ownership of the home is verified by checking with the County Assessor's office. If the name on this waiver is different than the name that the house is under, the application will not be approved. Renters can apply but must have the property owner waiver signed by the owner of the house or apartment. All documents collected go into customer files and are available for review at all times. Along with maintaining appropriate documentation for new customers, the PMHR program will leverage existing documents on file and in ESCMC's database to ensure appropriate income verification is documented and maintained for all PMHR customers. 3. Project Address: 1419 Burlingame Avenue, Suite N City: Burlingame Zip: 94010-4123 4. Provide a one sentence project summary: ECSMC proposes to continue providing minor home repair services to residents of San Mateo County enabling extremely low, very low, low and fixed income residents whose homes do not initially qualify for the Energy Savings Assistance program to become eligible to benefit from energy and water conservation solutions. Organization Address: 1419 Burlingame Avenue, Suite N City: Burlingame Zip: 94010-4123 Organization Phone: 650-373-1080 Website: www.el- concilio.com Page 1 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 178 Type of Applicant: Non-Profit Our agency serves: Households 5. Contact Person / Project Administrator: Name: Joaquin Narvaez Title: PMHR Manager Telephone: 650-918-9533 Contact Email: joaquinn75@yahoo.com Fax: 6. Name of Agency Director: Ortensia Lopez 7. Fiscal Officer:Name: T.L. Minahan Email: tlminahan@yahoo.com Telephone: 650-373-1099 Fiscal Officer Address: 1419 Burlingame Avenue, Suite N City: Burlingame Zip: 94010-4123 8. Authorized Signatory:Name: Ortensia Lopez Email: or10sia@aol.com Telephone: 650-373-1080 Authorized Signatory Address: 1419 Burlingame Avenue, Suite N City: Burlingame Zip: 94010-4123 9. Please provide days and hours of regularly scheduled operation: Monday-Friday 8:30 AM to 5:00 PM 10. DUNS Number: 94-6525250 Federal EIN/TIN Number: 94-2772110 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05 - Public Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. El Concilio of San Mateo County (ECSMC) is a 501C.3 nonprofit organization that uses a family centered, community based, and culturally focused model to increase education, employment, and access to quality of life services for underserved communities in San Mateo County. In support of this mission, ECSMC’s Peninsula Minor Home Repair (PMHR) program provides home repair services to Extremely Low Income (ELI), Very Low Income (VLI) and Low Income (LI) residents of San Mateo County and its entitlement cities, including those living on a fixed income. The PMHR program meets the national CDBG objective of benefiting low income residents through limited clientele activities. The PMHR program meets San Mateo County’s funding priority of housing repair and modification programs operated by nonprofit agencies that provide cost-effective improvements focusing on health and safety, housing quality standards, and/or access modifications. In conjunction with ECSMC’s Energy Savings Assistance (ESA), Moderate Income Direct Install (MIDI), and Telecommunication programs, the PMHR program’s key priority is helping provide minor home repairs to increase energy and water efficiency, conservation, and savings for San Mateo County, City of San Mateo, Redwood City, and South San Francisco ELI/VLI/LI residents. The PMHR program’s objectives for the jurisdictions of San Mateo County, City of San Mateo, City of Redwood City, and the City of South San Francisco are to: 1) improve home safety through minor home repairs, 2) make more homes eligible for energy and weatherization improvements that would otherwise not be completed, and 3) increase energy and water conservation among ELI/VLI/LI residents. The PMHR target audience is San Mateo County, City of San Mateo, City of Redwood City, and the City of South San Francisco ELI/VLI/LI households who: 1) need but are unaware of programs available to improve their homes through minor home repairs, 2) may be eligible for low-cost installation of energy and water conservation solutions, and 3) would benefit significantly from a 20% discount on utility bills and reducing their monthly energy and household water expenses. In conjunction with ECSMC’s Energy Savings Assistance (ESA), Moderate Income Direct Install (MIDI), and Telecommunication programs, the PMHR program helps to address the needs of the community by assisting the County in providing: 1) decent and affordable housing, 2) a suitable living environment, 3) increased energy conservation, and 4) economic opportunities for ELI/VLI/LI individuals. Page 2 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 179 Under the PMHR program, the services ECSMC Specialists provide to ELI/VLI/LI households include (but are not limited to): - Electrical work - Attic insulation - Water heater wrapping - Carbon monoxide/fire alarm inspections and installation - Repair/replace heating, ventilation, and air condition (HVAC) - Natural gas appliance testing - Refrigerator replacement - Water leak testing - Energy audits and concurrent energy education - Quality control inspections - Repair and replace doors, windows, and fences - Weatherization - Accessibility for disabled and elderly The unique feature and benefit of the PMHR program is the holistic approach and considerable experience ECSMC has in working with ELI/VLI/LI residents eligible for minor home repair through the ECSMC ESA, MIDI, and Telecommunications programs. ECSMC’s team of ESA and MIDI Specialists has direct contact with ELI/VLI/LI residents (including in their native language) as they verify income eligibility, assess the conditions of income eligible housing units, and perform energy audits. Often, a resident may be eligible for the ESA program, but is unable to participate fully because of an unmet minor home repair requirement. Minor home repairs such as broken or moldy windows or faulty electrical work make these living environments unsuitable, especially for children or the elderly. These ELI/VLI/LI households are unable to make these minor home repairs due to health conditions and/or financial reasons, and do not have the means to perform this work without assistance, resulting in a lost opportunity to receive energy and water conservation services. The PMHR program is a viable solution to this growing trend, and is a way to offer holistic solutions that maximize access to available benefits for ELI/VLI/LI residents of San Mateo County, City of San Mateo, City of Redwood City, and the City of South San Francisco. As another example of the benefit to ECSMC’s holistic approach, an elderly resident may contact the PMHR program to install a safety rail in their home. While completing the home repair as part of the PMHR service, since the PMHR Specialist is already in their home, they will take the extra step of gas appliance testing and smoke detector checks. There are times PMHR Specialists find high carbon monoxide readings and can help resolve the issue via the ESA program. Instances like this where ECSMC programs overlap occur frequently, and through the unique capability of ECSMC’s PMHR and Energy Specialists, ELI/VLI/LI households are able to become safer while also realizing energy conservation and water savings because of the number of programs under ECSMC’s umbrella that help ELI/VLI/LI residents. The energy and water saving measures installed through the PMHR program yield savings in monthly utility bills, which in turn help to provide economic opportunities by providing discretionary funds for families who are economically disadvantaged. ECSMC is also a PG&E contractor for the Moderate Income Direct Install (MIDI) program, which only provides lighting and water measures for working households. Many of these families meet County and entitlement cities CDBG income requirements, but are not eligible for the PG&E ESA program. MIDI funds can only be used for water and lighting measures, so the PMHR program helps to provide energy saving measures that these households could not otherwise receive. By leveraging its different programs, ECSMC can provide expanded services to ELI/VLI/LI San Mateo County households. For example, one VLI family in need could get their broken windows and a fence replaced through the PMHR program. Since the family did not qualify for the ESA program, they could also receive attic insulation through the PMHR program. That same family could also receive updated faucets, showerheads, and energy efficient exterior lighting through the MIDI program. This VLI family could contact ECSMC and receive all of these services through our organization’s different programs, helping to provide decent housing and suitable living environments, while also setting these households up for increased energy and water conservation and savings. We are not aware of any other CBO that has a holistic focus and approach to minor home repair in the County. ECSMC’s family centered, community based, and culturally focused model allows for the opportunity to leverage well-established marketing and outreach efforts. ECSMC partners with governmental entities such as the San Mateo County Energy Watch, performing outreach for the residential portion of the program and performing energy audits and handles quality-control inspections. With outreach programs, such as the Diabetes Program, Promotor Education and Employment Project, and Multi-Cultural Community Health Educator Program, ECSMC is a trusted advocate for members of the community, making it in a turn a trusted service provider for community households that would benefit from the PMHR program. The PMHR program allows ECSMC to expand its services to households already in contact with ECSMC regarding the ESA, Moderate Income Direct Install (MIDI), Telecommunication, and health and employment programs. Through word of mouth, these ELI/VLI/LI households contact ECSMC because of the positive reputation the organization holds in the community. PMHR staff is multilingual beyond English (Spanish, Chinese, Tagalog, Tongan, and Russian) and many come from households with a limited income as well, which helps build a rapport with households that are often hesitant to contact non Page 3 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 180 community-based providers due to cultural and linguistic barriers, in addition to privacy concerns. PMHR provides an opportunity to educate a captive audience on the importance of energy and water conservation, and the opportunities available to ensure safe housing, energy conservation, and home weatherization using a culturally appropriate outreach and service model. ECSMC’s holistic focus and approach to minor home repair is a unique, resourceful, and effective solution for San Mateo County, City of San Mateo, Redwood City, and South San Francisco ELI/VLI/LI households. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. ECSMC determined the need for the PMHR program based on our extensive experience as a contractor for PG&E’s Energy Savings Assistance (ESA) program. The unique feature and benefit of the PMHR program is the holistic approach and considerable experience ECSMC has in working with ELI/VLI/LI residents eligible for minor home repair through the ESA program and more recently the Moderate Income Direct Install (MIDI) program. ECSMC’s team of ESA and MIDI Specialists has direct contact with ELI/VLI/LI residents (including in their native language) as they verify income eligibility and assess the conditions of income eligible housing units. Often, a resident may be eligible for the ESA program, but is unable to participate fully because of an unmet minor home repair requirement. Minor home repairs such as broken or moldy windows make these living environments unsuitable and unsafe, especially for children or the elderly. These ELI/VLI/LI households are unable to make these minor home repairs due to health conditions and/or financial reasons, and do not have the means to perform this work without assistance. The PMHR program is a viable solution to this growing trend, and is a way to offer holistic solutions that maximize access to available benefits for ELI/VLI/LI residents of Redwood City. In addition to the housing units ECSMC already contacts through the ESA and MIDI programs, the PMHR program also targets ELI/VLI/LI and fixed income Redwood City residents who: 1) need but are unaware of programs available to improve their homes through minor home repairs, 2) may be eligible for low-cost installation of energy conservation solutions, and 3) would benefit significantly from a 20% discount on utility bills and reducing their monthly energy expense. Under the PMHR program, the services ECSMC Specialists provide to ELI/VLI/LI households include (but are not limited to): - Electrical work - Attic insulation - Water heater wrapping - Carbon monoxide/fire alarm inspections and installation - Repair/replace heating, ventilation, and air condition (HVAC) - Natural gas appliance testing - Refrigerator replacement - Water leak testing - Energy audits and concurrent energy education - Quality control inspections - Repair and replace doors, windows, and fences - Weatherization - Accessibility for disabled and elderly The PMHR program’s minor home repair services are in line with many of Redwood City’s Housing and Human Concerns Committee’s Consolidated Plan Funding Priorities. According to the Consolidated Plan, the PMHR program meets the city’s Affordable Housing priority needs of preserving existing affordable rental housing and improving the condition of existing housing (renter and owner). With 10.6% of Redwood City being persons over the age of 65 (US Census 2012 estimate), the PMHR program also helps the special needs group of the elderly and frail elderly, helping to meet the Special Needs Housing priority objective of improving housing accessibility and safety (existing housing). In 2013, 57% of PMHR’s clients were elderly. There are other agencies offering similar minor home repair services within Redwood City, including Rebuilding Together Peninsula who works in conjunction with the City. However, this and other programs are limited to specific jurisdictions and do not have the necessary resources to meet all of the needs within Redwood City. Based on 2012 US Census estimates, in Redwood City there were 79,009 people, 27,953 households, with 9.1% persons below poverty level. In line with Redwood City’s Safe at Home Minor Home Repair Program, ECSMC’s PMHR program gives ELI/VLI/LI residents of Redwood City an opportunity to address minor repair needs before they become serious safety or deferred maintenance issues. The PMHR program offers minor home repairs in addition to several housing accessibility modifications, such as safety hand rails. ECSMC’s PMHR program provides another much needed service provider for improving home safety through minor home repairs within Redwood City, thus enabling more residents to realize Redwood City’s affordable housing and special needs funding priorities in addition to making more homes eligible for energy and weatherization improvements that would otherwise not be completed. The energy and water conservation measures installed through the PMHR program Page 4 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 181 yield savings in monthly utility bills, which in turn help to provide economic opportunities by providing discretionary funds for families who are economically disadvantaged. A unique feature of the ECSMC program is the multicultural staff. The ECSMC staff is multilingual beyond English (Spanish, Chinese, Tagalog, Tongan and Russian) and many come from households with limited income levels as well, which helps build a rapport with households that are often hesitant to contact non community-based providers due to cultural and linguistic barriers, in addition to privacy concerns. In Redwood City, the percentage of households where a language other than English is spoken is 44.9%, making PMHR’s multilingual staff a great asset in reaching a broad customer base. ECSMC attributes its success to working with all ethnic groups within the community to our organization’s use of a family centered, community based, and culturally focused model. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. ECSMC determined the need for the PMHR program based on our extensive experience as a contractor for PG&E’s Energy Savings Assistance (ESA) program. The unique feature and benefit of the PMHR program is the holistic approach and considerable experience ECSMC has in working with ELI/VLI/LI residents eligible for minor home repair through the ESA program and more recently the Moderate Income Direct Install (MIDI) program. ECSMC’s team of ESA and MIDI Specialists has direct contact with ELI/VLI/LI residents (including in their native language) as they verify income eligibility and assess the conditions of income eligible housing units. Often, a resident may be eligible for the ESA program, but is unable to participate fully because of an unmet minor home repair requirement. Minor home repairs such as broken or moldy windows make these living environments unsuitable and unsafe, especially for children or the elderly. These ELI/VLI/LI households are unable to make these minor home repairs due to health conditions and/or financial reasons, and do not have the means to perform this work without assistance. The PMHR program is a viable solution to this growing trend, and is a way to offer holistic solutions that maximize access to available benefits for ELI/VLI/LI residents of the City of San Mateo. In addition to the housing units ECSMC already contacts through the ESA and MIDI programs, the PMHR program also targets ELI/VLI/LI and fixed income City of San Mateo residents who: 1) need but are unaware of programs available to improve their homes through minor home repairs, 2) may be eligible for low-cost installation of energy conservation solutions, and 3) would benefit significantly from a 20% discount on utility bills and reducing their monthly energy expense. Under the PMHR program, the services ECSMC Specialists provide to ELI/VLI/LI households include (but are not limited to): - Electrical work - Attic insulation - Water heater wrapping - Carbon monoxide/fire alarm inspections and installation - Repair/replace heating, ventilation, and air condition (HVAC) - Natural gas appliance testing - Refrigerator replacement - Water leak testing - Energy audits and concurrent energy education - Quality control inspections - Repair and replace doors, windows, and fences - Weatherization - Accessibility for disabled and elderly The PMHR program’s minor home repair services are in line with the City of San Mateo Community Funding priority of Affordable Housing Services. The PMHR program meets Affordable Housing priority needs of preserving existing affordable rental housing and improving the condition of existing housing. With 14.4% of City of San Mateo being persons over the age of 65 (US Census 2012 estimate), the PMHR program also helps the special needs group of the elderly, helping to meet the City of San Mateo Community Funding priority of Senior Services. In 2013, 57% of PMHR’s clients were elderly. There are other agencies offering similar minor home repair services within the City of San Mateo, including Rebuilding Together Peninsula who works in conjunction with the City. However, this and other programs are limited to specific jurisdictions and do not have the necessary resources to meet all of the needs within San Mateo. Based on 2012 US Census estimates, in San Mateo there were 99,670 people, 37,217 households, with 6.5% persons below poverty level. In line with San Mateo’s Minor Home Repair Program, ECSMC’s PMHR program gives ELI/VLI/LI residents of San Mateo an opportunity to address minor repair needs before they become serious safety or deferred maintenance issues. The PMHR program offers minor home repairs in addition to several housing accessibility modifications, such as safety hand rails. ECSMC’s PMHR program provides another much needed service provider for improving home safety through minor home repairs within the City of San Mateo, thus Page 5 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 182 enabling more residents to realize the City’s affordable housing services and senior services funding priorities in addition to making more homes eligible for energy and weatherization improvements that would otherwise not be completed. The energy and water conservation measures installed through the PMHR program yield savings in monthly utility bills, which in turn help to provide economic opportunities by providing discretionary funds for families who are economically disadvantaged. Since starting the PMHR program, ECSMC has collaborated with Rebuilding Together Peninsula (who works in conjunction with the City of San Mateo) on several occasions in order to select and choose which types of repair work each organization could provide to maximize ELI/VLI/LI household benefits. As the program continues, ECSMC hopes to further partner with other community-based agencies and governmental agencies to help meet the City’s goals. ECSMC also partners with governmental entities such as the San Mateo County Energy Watch, performing outreach for the residential portion of the program and performing energy audits and handles quality- control inspections. A unique feature of the ECSMC program is the multicultural staff. The ECSMC staff is multilingual beyond English (Spanish, Chinese, Tagalog, Tongan and Russian) and many come from households with limited income levels as well, which helps build a rapport with households that are often hesitant to contact non community-based providers due to cultural and linguistic barriers, in addition to privacy concerns. In the City of San Mateo, the percentage of households where a language other than English is spoken is 43%, making ECSMC’s multilingual staff a great asset in reaching a broad customer base. ECSMC attributes its success to working with all ethnic groups within the community to our organization’s use of a family centered, community based, and culturally focused model. 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. ECSMC determined the need for the PMHR program based on our extensive experience as a contractor for PG&E’s Energy Savings Assistance (ESA) program. The unique feature and benefit of the PMHR program is the holistic approach and considerable experience ECSMC has in working with ELI/VLI/LI residents eligible for minor home repair through the ESA program and more recently the Moderate Income Direct Install (MIDI) program. ECSMC’s team of ESA and MIDI Specialists has direct contact with ELI/VLI/LI residents (including in their native language) as they verify income eligibility and assess the conditions of income eligible housing units. Often, a resident may be eligible for the ESA program, but is unable to participate fully because of an unmet minor home repair requirement. Minor home repairs such as broken or moldy windows make these living environments unsuitable and unsafe, especially for children or the elderly. These ELI/VLI/LI households are unable to make these minor home repairs due to health conditions and/or financial reasons, and do not have the means to perform this work without assistance. The PMHR program is a viable solution to this growing trend, and is a way to offer holistic solutions that maximize access to available benefits for ELI/VLI/LI residents of San Mateo County. In addition to the housing units ECSMC already contacts through the ESA and MIDI programs, the PMHR program also targets ELI/VLI/LI and fixed income County of San Mateo residents who: 1) need but are unaware of programs available to improve their homes through minor home repairs, 2) may be eligible for low-cost installation of energy conservation solutions, and 3) would benefit significantly from a 20% discount on utility bills and reducing their monthly energy expense. Under the PMHR program, the services ECSMC Specialists provide to ELI/VLI/LI households include (but are not limited to): - Electrical work - Attic insulation - Water heater wrapping - Carbon monoxide/fire alarm inspections and installation - Repair/replace heating, ventilation, and air condition (HVAC) - Natural gas appliance testing - Refrigerator replacement - Water leak testing - Energy audits and concurrent energy education - Quality control inspections - Repair and replace doors, windows, and fences - Weatherization - Accessibility for disabled and elderly The PMHR program’s minor home repair services are in line with the County of San Mateo’s three goals of decent and affordable housing, a suitable living environment, and expanded economic opportunities (as outlined in San Mateo County’s Consolidated Plan 2013-14 – 2017-18). The energy and water saving measures installed through the PMHR program yield savings in monthly utility bills, which in turn help to provide economic opportunities by providing discretionary funds for families who are economically disadvantaged. The PMHR program meets San Page 6 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 183 Mateo County’s priority of housing development/housing repair and modification programs, and falls within the Funding Category of Minor Home Repair Programs (Nonprofit administered). With 14% of County of San Mateo being persons over the age of 65 (US Census 2012 estimate), the PMHR program also helps the County’s non- homeless special needs group of the elderly or frail elderly. In 2013, 57% of PMHR’s clients were elderly. There are other agencies offering similar minor home repair services within the County of San Mateo, including Rebuilding Together Peninsula who works in conjunction with the City of San Mateo and other cities within the County. However, this and other programs are limited to specific jurisdictions and do not have the necessary resources to meet all of the needs within San Mateo County. A key provider, North Peninsula Neighborhood Services Center, ended their home repair program this past year making the need for service providers even greater. Based on 2012 US Census estimates, in San Mateo County there were 739,311 people, 257,369 households, with 7.4% persons below poverty level. San Mateo County’s Consolidated Plan 2013-14 – 2017-18 using Housing and Urban Development (HUD) Comprehensive Housing Affordability Strategy (SHAS) data identifies 1,048 lower income homeowners or tenants with substandard housing, which means they need of improvements that focus on health and safety, housing quality standards and/or access modifications (pg 24). ELI/VLI/LI households with a housing cost burden 30% totaled 36,797 (20,037 renter plus 16,760 owner). ELI/VLI/LI households with a housing cost burden 50% totaled 22,939 (11,260 plus 11,679 owner). ECSMC’s PMHR program gives San Mateo County‘s many ELI/VLI/LI residents an opportunity to address minor repair needs before they become serious safety or deferred maintenance issues. The PMHR program offers minor home repairs in addition to several housing accessibility modifications, such as safety hand rails. ECSMC’s PMHR program provides another much needed service provider for improving home safety through minor home repairs within the City of San Mateo, thus enabling more residents to realize the County’s goals of the County of San Mateo’s three goals of decent and affordable housing, a suitable living environment, and expanded economic opportunities in addition to making more homes eligible for energy and weatherization improvements that would otherwise not be completed. A unique feature of the ECSMC program is the multicultural staff. The ECSMC staff is multilingual (Spanish, Chinese, Tagalog, Tongan and Russian) and many come from households with limited income levels as well, which helps build a rapport with households that are often hesitant to contact non community-based providers due to cultural and linguistic barriers, in addition to privacy concerns. In the County of San Mateo, the percentage of households where a language other than English is spoken is 45.6%, making PMHR’s multilingual staff a great asset in reaching a broad customer base. ECSMC attributes its success to working with all ethnic groups within the community to our organization’s use of a family centered, community based, and culturally focused model. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. ECSMC determined the need for the PMHR program based on our extensive experience as a contractor for PG&E’s Energy Savings Assistance (ESA) program. The unique feature and benefit of the PMHR program is the holistic approach and considerable experience ECSMC has in working with ELI/VLI/LI residents eligible for minor home repair through the ESA program and more recently the Moderate Income Direct Install (MIDI) program. ECSMC’s team of ESA and MIDI Specialists has direct contact with ELI/VLI/LI residents (including in their native language) as they verify income eligibility and assess the conditions of income eligible housing units. Often, a resident may be eligible for the ESA program, but is unable to participate fully because of an unmet minor home repair requirement. Minor home repairs such as broken or moldy windows make these living environments unsuitable and unsafe, especially for children or the elderly. These ELI/VLI/LI households are unable to make these minor home repairs due to health conditions and/or financial reasons, and do not have the means to perform this work without assistance. The PMHR program is a viable solution to this growing trend, and is a way to offer holistic solutions that maximize access to available benefits for ELI/VLI/LI residents of South San Francisco. In addition to the housing units ECSMC already contacts through the ESA and MIDI programs, the PMHR program also targets ELI/VLI/LI and fixed income South San Francisco residents who: 1) need but are unaware of programs available to improve their homes through minor home repairs, 2) may be eligible for low-cost installation of energy conservation solutions, and 3) would benefit significantly from a 20% discount on utility bills and reducing their monthly energy expense. Under the PMHR program, the services ECSMC Specialists provide to ELI/VLI/LI households include (but are not limited to): - Electrical work - Attic insulation - Water heater wrapping - Carbon monoxide/fire alarm inspections and installation - Repair/replace heating, ventilation, and air condition (HVAC) - Natural gas appliance testing - Refrigerator replacement Page 7 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 184 - Water leak testing - Energy audits and concurrent energy education - Quality control inspections - Repair and replace doors, windows, and fences - Weatherization - Accessibility for disabled and elderly The PMHR program’s minor home repair services are in line with South San Francisco’s Consolidated Plan Funding priority of Affordable Housing. The PMHR program meets Affordable Housing priority needs of preserving existing affordable rental housing and improving the condition of existing housing. There are other agencies offering similar minor home repair services within South San Francisco including Rebuilding Together Peninsula who works in conjunction with the City. However, this and other programs are limited to specific jurisdictions and do not have the necessary resources to meet all of the needs within South San Francisco. A key provider, North Peninsula Neighborhood Services Center, ended their home repair program this past year making the need for service providers even greater. Based on 2012 US Census estimates, in South San Francisco there were 65,547 people, 21,436 households, with 7% persons below poverty level. In line with South San Francisco’s Minor Home Repair Program, ECSMC’s PMHR program gives ELI/VLI/LI residents of South San Francisco an opportunity to address minor repair needs before they become serious safety or deferred maintenance issues. The PMHR program offers minor home repairs in addition to several housing accessibility modifications, such as safety hand rails. ECSMC’s PMHR program provides another much needed service provider for improving home safety through minor home repairs within South San Francisco, thus enabling more residents to realize the City’s affordable housing services and senior services funding priorities in addition to making more homes eligible for energy and weatherization improvements that would otherwise not be completed. The energy and water conservation measures installed through the PMHR program yield savings in monthly utility bills, which in turn help to provide economic opportunities by providing discretionary funds for families who are economically disadvantaged. Since starting the PMHR program, ECSMC has collaborated with Rebuilding Together Peninsula (who works in conjunction with the City of South San Francisco) on several occasions in order to select and choose which types of repair work each organization could provide to maximize ELI/VLI/LI household benefits. As the program continues, ECSMC hopes to further partner with other community-based agencies and governmental agencies to help meet the City’s goals. A unique feature of the ECSMC program is the multicultural staff. The ECSMC staff is multilingual beyond English (Spanish, Chinese, Tagalog, Tongan and Russian) and many come from households with limited income levels as well, which helps build a rapport with households that are often hesitant to contact non community-based providers due to cultural and linguistic barriers, in addition to privacy concerns. In South San Francisco, the percentage of households where a language other than English is spoken is 60.6%, making PMHR’s multilingual staff a great asset in reaching a broad customer base. ECSMC attributes its success to working with all ethnic groups within the community to our organization’s use of a family centered, community based, and culturally focused model. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Quarter 1: A) Preparation, negotiation and execution of contract. B) Revise marketing materials and outreach plan based on prior year experience. Develop PMHR flyers in multilingual format. C) Review administrative protocols/staff training update. D) Generate PMHR customer leads. E) Begin contacting additional residents who did not qualify for ESA due to minor home repair needs. F) Implement Environmental review process. G) Assess need for additional PMHR staff to adequately expand program to entitlement cities. H) Hire and train new PMHR staff. I) Quarterly expense review and report. Quarter 2: A) Submit 1st Qtr report. B) Validate monthly home repair completions/QA paperwork. C) Assess materials and labor actuals. D) Adjust service forecast and/or staffing assumptions. E) Produce mid-term production reports. F) Complete training of new PMHR staff. G) Quarterly expense review and report. Page 8 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 185 Quarter 3: A) Submit 2nd Qtr report. B) Monitor progress and results/QA paperwork . C) Identify any operational modification needs. D) Quarterly expense review and report. Quarter 4: A) Submit 3rd Qtr report. B) Complete remaining contract commitments/QA paperwork. C) Assess actual vs. forecasted expenses. D) Reassess program and staffing needs. E) Quarterly expense review and report. F) Review outcomes/prepare and submit year-end report. If the requested funding is received, the total number of units the PMHR program will target for FY2014-2015 is: • San Mateo County: 65 households/families, benefiting 180 individuals within San Mateo County. • City of San Mateo: 35 households/families, benefiting 90 individuals within San Mateo. • Redwood City: 35 households/families, benefiting 95 individuals within Redwood City. • South San Francisco: 35 households/families, benefiting 100 individuals within South San Francisco. Progress towards meeting these goals will be assessed on a quarterly basis. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. PMHR program goals for FY14-15 are: 1) provide cost-effective home repair and improvements focusing on energy education, home safety, and energy conservation through weatherization 2) increase awareness and participation of ELI/VLI/LI in low cost home improvement 3) provide further “Green Job” opportunities through job training, internships and placement of County residents in PMHR related training and employment; hire at least 2 more adults and summer youth jobs from the community. The success of PMHR will be measured by: 1) # of homes receiving repairs that will improve home safety and comfort 2) # of ELI/VLI/LI dwellings that did not qualify for ESA that became eligible as a result of minor home repairs being completed through PMHR 3) # of trainees who learn skills that make them job ready or certification read 4) Ability to complete repairs within budget and timeline In FY11-12 the PMHR program exceeded its goal, completing minor home repair services for 61 households, making a positive difference in the lives of 148 County residents. Of the 61 households, 57% were single mother households, 41% were elderly, and 16% were disabled households. In FY12-13 the PMHR program was able to complete minor home repair services to 30 households, and had started work with two clients that could not be completed by 6/30/2013 due to special order materials and customer schedules. Of the 30 households, 60% were single mother households, 40% were elderly, and 17% were disabled households. The program did not meet its projected 60 household units in FY12-13 due to a variety of factors. There were challenges with changes made in on-line reporting, which delayed some services for residents and report submittals. Much communication with the housing staff and City Data Services was the solution. There were also complications with a delay to our contract starting after 11/4/13 resulting in many of the persons who signed up for PMHR in the first quarter declining service when funding was finally available. Additional households were not served by the PMHR program because of unforeseen materials/supplies, labor and contractor services. Excessive costs of $10,000 for two clients needing County approved work. So far during Quarters 1-2 of FY13-14, we have provided PMHR services to 14 households. There has been an issue with some renters being declined by the County, resulting in 10 households not being able to have minor home repairs to their homes. However, we are communicating with the County of San Mateo to clarify and resolve these issues. If the requested funding is received, the total number of units the PMHR program will target for FY2014-2015 is: • San Mateo County: 65 households, benefiting 180 individuals. • City of San Mateo: 35 households, benefiting 90 individuals. • Redwood City: 35 households, benefiting 95 individuals. • South San Francisco: 35 households, benefiting 100 individuals Prog Page 9 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 186 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. ECSMC’s mission is to increase education, employment, and access to quality of life services for underserved communities in San Mateo County. In support of this mission, ECSMC has partnered with a number of community based organizations (CBO’s) and government entities over the years, such as the Chicana Latina Foundation, San Mateo County Behavioral Health and Alcohol, Tobacco and Other Drugs program, One East Palo Alto, Free At Last, Nuestra Casa, Ecumenical Hunger Project, For Youth By Youth, San Mateo County Health Services Agency, JobTrain, Ravenswood Family Health Center, Voices of Recovery for collaborative services, Second Harvest for food distribution along with other collaborations that serve the area to increase the visibility and access of needed prevention and intervention services and resources. Through our work with these CBO’s, ECSMC leverages its outreach efforts to maintain visibility of the PMHR program, along with its many other programs for ELI/VLI/LI residents of San Mateo County, including the cities of San Mateo, South San Francisco, and Redwood City. For example, ECSMC’s partnership with the San Mateo Medical Center and Clinics and Human Services Department in providing access to healthcare education, health screenings and medical treatment to ELI/VLI/LI and fixed income seniors, youth and families has helped in outreach efforts. ECSMC also partners with governmental entities such as San Mateo County Energy Watch, performing outreach for the residential portion of the program and performing energy audits and handles quality-control inspections. In conjunction with ECSMC’s numerous outreach programs, its partnerships over the years have resulted in ECSMC being a trusted advocate for members of the community, a trusted name as a service provider, and a large customer base for the PMHR program. PG&E has contracted ECSMC for the past 10 years, providing us with extensive experience in reaching ELI/VLI/LI and fixed income residents in the County and its entitlement cities, conducting energy usage assessments and arranging to install energy conservation and weatherization solutions as part of the Energy Savings Assistance Program. This 10 year partnership has helped ECSMC establish a positive reputation as an installation and repair service provider to ELI/VLI/LI households and has helped build a large customer base within the community. Due to ECSMC’s success running the ESA program, PG&E has contracted ECSMC for the past three years to manage the Moderate Income Direct Install (MIDI) program, which provides lighting and water measures for working households. Since starting the PMHR program, ECSMC has collaborated with Rebuilding Together Peninsula on several occasions in order to select and choose which types of repair work each organization could provide to maximize ELI/VLI/LI household benefits. As the program continues, ECSMC hopes to further partner with other community- based agencies and governmental agenci 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. Over the past three years, grant funding has helped underwrite the cost of PMHR program materials and labor, as well as a portion of the administrative costs related to program administration and management. These funds will allow ECSMC to continue providing minor home repairs to County residents whose homes do not initially meet the eligibility requirements for energy conservation installments because of required minor home repairs. Minor home repairs such as broken or moldy windows and faulty electrical work make these living environments unsuitable, especially for children or the elderly. These ELI/VLI/LI households are unable to make these minor home repairs due to health conditions and/or financial reasons, and do not have the means to perform this work without assistance, resulting in a lost opportunity to receive energy conservation services. These funds will help ECSMC provide minor home repairs to ELI/VLI/LI households of County of San Mateo, City of San Mateo, South San Francisco, and Redwood City. These funds will also help ECSMC to continue helping homes to become qualified for energy and water efficiencies, conservation, and savings for ELI/VLI/LI residents. Without these funds, ECSMC would not be able to justify leveraging other limited funding and program resources to supplement the PMHR program. Without these funds, ECSMC will be forced to discontinue the PMHR program, resulting in a lost opportunity for ELI/VLI/LI and fixed income San Mateo County, City of San Mateo, South San Francisco, and Redwood City residents who do not have the means to perform these minor home repairs without assistance, along with lost opportunities to receive energy and water conservation services. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Page 10 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 187 Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City Redwood City 95 35 95 35 City of San Mateo 90 35 90 35 County of San Mateo 180 65 180 65 South San Francisco 100 35 100 35 Totals 465 170 465 170 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402100%100 100% White 40,65654.64% 4040.00% Hispanic 23,55731.66% 5050.00% Asian 6,7159.03% 44.00% African American 1,9162.58% 33.00% Pacific Islander 6630.89% 22.00% Native American 3840.52% 00.00% Other 1,5112.03% 11.00% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207100%100 100% White 45,24046.54% 5050.00% Hispanic 25,81526.56% 3030.00% Asian 18,15318.67% 1010.00% African American 2,0992.16% 55.00% Pacific Islander 1,9371.99% 22.00% Native American 1400.14% 11.00% Other 3,8233.93% 22.00% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632100%100 100% White 23,76037.34% 1818.00% Hispanic 21,64534.02% 5555.00% Asian 23,29336.61% 1010.00% African American 1,6252.55% 33.00% Pacific Islander 1,1111.75% 1010.00% Page 11 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 188 Native American 3950.62% 00.00% Other 9,59815.08% 44.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: A unique feature of the ECSMC program is the multicultural staff. The ECSMC staff is multilingual beyond English (Spanish, Chinese, Tagalog, Tongan and Russian) and many come from households with limited income levels as well, which helps build a rapport with households that are often hesitant to contact non community-based providers due to cultural and linguistic barriers, in addition to privacy concerns. In South San Francisco, the percentage of households where a language other than English is spoken is 60.6%, in the County of San Mateo, 45.6%, in Redwood City, 44.9%, and in the City of San Mateo, 43%, making PMHR’s multilingual staff a great asset in reaching a broad customer base. ECSMC attributes its success to working with all ethnic groups within the community to our organization’s use of a family centered, community based, and culturally focused model. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. 1) $4.3 million dollar contract (already committed) with PG&E/Richard Heath & Associates for 2014 to provide energy education, enrollment in 20% discount on energy bills and conservation solutions for 3,000 residents of San Mateo County, 2) $250,000 contract (already committed) with PG&E/Richard Heath & Associates for 2014 to provide lighting and water measures for working households of San Mateo County. 3) $60,000 contract (already committed) with Self-Help for the Elderly/CPUC to provide Outreach, Consumer Education Workshops and Dispute Resolution with utility bills that we will leverage to meet the PMHR FY14-15 goals of: 1) provide cost-effective home repair and improvements focusing on energy education, home safety, and energy conservation through weatherization 2) increase awareness and participation of ELI/VLI/LI in low cost home improvement, and 3) provide further “Green Job” opportunities through job training, internships and placement of County residents in PMHR related training and employment. We plan to hire at least 2 more adults and summer youth jobs from the community. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Executive DirectorOrtensia Lopez ECSMC Executive Director. Overall management of PMHR program. Executive Director of ECSMC for over 17 years and 35 years of executive positions in non- profit sector. Peninsula Minor Home Repair Program Supervisor/National Gas Appliance Technician (NGAT)/Team Leader Lead Weatherization Joaquin Narvaez As supervisor, oversees the minor home repair program and ensures coordination, quality assurance and documentation activities. Performs minor home repairs, natural gas appliance testing, duct testing, combustible appliance services, blower door and weatherization services. 5 years as lead crew member. Graduate of Fire Fighter academy and is a certified Emergency Medical Technician. Possesses the following certifications: - OSHA - Asbestos - Lead - Natural Gas Appliance Technician, - Duct Testing - Combustible Appliance Services - Blower Door - Weatherization. Currently training for electrical license. Minor Home Repair Specialist Luis CisnerosPerforms minor home repairs, natural gas appliance testing, duct testing, combustible appliance services, blower door and weatherization services. Possesses the following certifications: - Lead - Natural Gas Appliance Technician (NGAT) - Duct Testing - Combustible Appliance Services - Blower Door - Page 12 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 189 Weatherization. Currently training for electrical license. Minor Home Repair Specialist Jesus Cintora Performs minor home repairs, natural gas appliance testing, duct testing, combustible appliance services, blower door and weatherization services. Possesses the following certifications: - Lead - Natural Gas Appliance Technician (NGAT) - Duct Testing - Combustible Appliance Services - Blower Door - Weatherization. Currently training for electrical license. Minor Home Repair Specialist Seoli Tuipoluto Performs minor home repairs, duct testing, combustible appliance services, blower door and weatherization services. Possesses the following certifications: - OSHA - Lead - Duct Testing - Combustible Appliance Services - Blower Door - Weatherization. Currently training for electrical license Minor Home Repair Specialist/ Energy Specialist Moises Guardado Intake, verification/documentation of eligibility, environmental review picture. ECSMC Energy Specialist 3 years. Possesses the following certifications: - Lead - Natural Gas Appliance Technician (NGAT) - Duct Testing - Combustible Appliance Services - Blower Door - Weatherization. Administrative AssistantJennifer McCray Environmental review process to San Mateo County and entitlement cities. Income verification review, data entry, schedule appointments, quality assurance checks, complete paperwork. Bachelor of Arts Degree. Over 3 years with ECSMC. Accountant Timothy MinahanFiscal billing and financial reporting. ECSMC accountant for 6 years. Bachelor of Arts Degree in accounting and 11 years accounting experience. PROPOSED PROGRAM BUDGET FOR FY 2013-14 Redwood CityCity of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%Requested%RequestedPgm%Requested Labor Lead Weatherization Crew Supervisor $52,00065% $33,80022% $7,43621% $7,09835% $11,83022% $7,436100%$33,800 Minor Home Repair Specialist $41,60065% $27,04022% $5,94821% $5,67835% $9,46422% $5,949100%$27,039 Minor Home Repair Specialist $41,60065% $27,04022% $5,94821% $5,67835% $9,46422% $5,949100%$27,039 Minor Home Repair Specialist $31,20065% $20,28022% $4,46221% $4,25935% $7,09822% $4,462100%$20,281 Accountant $75,00010% $7,50025% $1,87525% $1,87525% $1,87525% $1,875100%$7,500 Taxes/Benefits $81,127100%$47,56217% $10,51716% $10,05850% $16,47217% $10,5150%$0 Supplies Subcontractor $5,700 $5,700 $969 $912 $2,850 $969 $5,700 Materials Permits $6,300100% $6,3000% $1,5750% $1,575100% $1,5750% $1,575168%$6,300 NEPA FEES $3,750100% $3,75016% $018% $050% $3,75016% $05%$3,750 Page 13 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 190 Program Supplies (Construction Materials) $71,028 $71,028 $11,270 $12,867 $35,622 $11,270 $71,029 Operations/Maintenance Indirect $0 Administration 0% 0 TOTAL $409,30561%$250,00020%$50,00020%$50,00040%$100,00020%$50,000100%$250,000 Number of Individual Beneficiaries 0 Cost per Individual Number of Household Beneficiaries 35 35 65 35 170 Cost per Household $1,428.57$1,428.57$1,538.46$1,428.57$1,470.59 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 1. Increase the supply of Affordable Rental housing; preserve existing affordable rental housing, and improve the condition of existing housing (renter and owner). This goal includes the provision of special needs housing: AH-3: Improve the condition of existing housing (renter and owner) 2. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website CIP (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? ECSMC currently has flyers available in English, Spanish, Chinese, and Tagalog. This year we plan on developing PMHR flyers in a multilingual format. c. How and where are the materials distributed? ECSMC staff informs local agencies of our services including the PMHR program through site visits, meetings, presentations and correspondence, as well as distributing the project brochure at outreach events. We conduct monthly outreach efforts to help ensure community residents in need of assistance are aware of and know how to access program services. ECSMC is a collaborative partner and lead on issues impacting the quality of life in the communities we serve, partnering with the SM County Behavioral Health and Alcohol, Tobacco and Other Drugs program, One East Palo Alto, Free At Last, Nuestra Casa, Ecumenical Hunger Project, For Youth By Youth, SM County Health Services Agency, JobTrain, Ravenswood Family Health Center, Voices of Recovery, and Second Harvest, to increase visibility and access to needed prevention and intervention resources. Through our work with CBO’s, we promote awareness and maintain an extensive inter-agency referral system helping to promote the PMHR progr 3. Program Outcomes: In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/13: The PMHR program has made a significant difference in the lives of the people we have served. In FY13 Q2, a disabled senior had a rotted stairway that was not safe to walk on. With pending surgery, she was unsure how she was going to get down the steps in her even more fragile condition, or how how her caretakers would safely walk on the steps. PMHR repaired this stairway in time for her return from surgery, enabling a safe walkway for her and her caretakers throughout her recovery. In January 2013, PMHR assisted an elderly couple in Colma living on a fixed income with significant healthcare expenses. They went over a year without heat because they could not afford to replace their broken furnace. The Page 14 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 191 cold exacerbated the wife’s congestive heart problems. PMHR funded a new furnace, replaced broken windows and weatherized the home stopping wind and rain from leaking in. After many months without a stove, PMHR provided a new one. These Colma residents have repeatedly voiced their extreme gratitude to PMHR. In FY13 Q4, a single mother on welfare contacted ECSMC in need of a lot of safety and comfort work done. Through a combination of ECSMC programs, including PMHR, Specialists provided this single mother and her children with combustible, vented rooms, a thermostat, attic insulation and weatherization measures. Now the children can breathe better. With an energy efficient washer and dryer, this single mother is able to keep her family clean while conserving energ Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors Attach_1_El_Concilio_Bd_of_Dir_Resolution.pdf  2. Proof of 501(c)3 / tax-exempt status Attach_2_El_Concilio_501_c3_ltr.pdf  3. By-laws Attach_3_El_Concilio_By_Laws.pdf  4. Articles of Incorporation Attach_4_El_Concilio_Articles_of_Incorp.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term Attach_5_El_Concilio_Board_of_Dir_Roster_Mtgs.pdf  6. Organizational chart for entire organization Attach_6_El_Concilio_Org_Chart.pdf  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. Attach_7_El_Concilio_Financial_Letters.pdf  8. The following are required: Attach_8_AgencyandPMHRprogramOPERATING_BUDGETS_FY_13-14__FY_14- 15.xlsx Page 15 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 192 •Current (FY13-14) Agency Operating Budget •Proposed (FY14- 15) Agency Operating Budget  9. Mission Statement Attach_9_El_Concilio_Mission_Statement.pdf  10. Non-discrimination policy for Staff and Clients Attach_10_El_Concilio_Non-Discrimination_Policy_for_Staff_and_Clients.pdf  11. Reasonable Accommodations Policy for Staff and Clients Attach_11_El_Concilio_Reasonable_Accommodations_Policy_for_Staff_and_Clients.pdf  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Attach_12_El_Concilio_Conflict_of_Interest_Policy.pdf 13. Other - Program Manager Signature Kristy Camacho Date Signed 01/24/2014 Initially submitted: Jan 24, 2014 - 15:28:48 Page 16 of 16City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2952&prop=117 Ap p l i c a t i o n 1 8 193 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Rebuilding Together Peninsula 2. Project Title: National Rebuilding Day-Home Rehabilitation Prog. We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Households Served % of Households Served Total $ Per Households Redwood City $20,000 3% 5 24% $4,000.00 City of San Mateo $25,000 3% 5 24% $5,000.00 County of San Mateo $34,000 4% 8 38% $4,250.00 South San Francisco $12,000 2% 3 14% $4,000.00 Total $91,000 11% 21 100% $4,333.33 Grant Funded Programs: We are applying for a Minor Home Repair Program CDBG National Objective Eligibility - How are you serving low income populations? Minor home repairs for low income households whose incomes are verified. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. We require clients to provide proof of income in the form of bank statements, SSI statements, SDI statements, tax returns, etc. Additionally all applications are signed by the client, attesting to the veracity of the information they provided. 3. Project Address: 841 Kaynyne Street City: Redwood City Zip: 94063-3000 4. Provide a one sentence project summary: Volunteer home repair and renovation for low-income neighbors. Organization Address: 841 Kaynyne Street City: Redwood City Zip: 94063-3000 Organization Phone: 650-366-6597 Website: www.rebuildingtogetherpeninsula.org Type of Applicant: Non-Profit Our agency serves: Households 5. Contact Person / Project Administrator: Name: Seana OShaughnessy Title: Executive Director Telephone: 650- 366-6597 Contact Email: seana@rebuildingtogetherpeninsula.orgFax: Seana OShaughnessy Page 1 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2986&prop=36 Ap p l i c a t i o n 1 9 194 6. Name of Agency Director: 7. Fiscal Officer:Name: Seana OShaughnessy Email: seana@rebuildingtogetherpeninsula.org; lauren@rebuildingtogetherpeninsula.org Telephone: 650- 366-6597 Fiscal Officer Address:City: Zip: 8. Authorized Signatory:Name: Seana O Email: seana@rebuildingtogetherpeninsula.org Telephone: 650- 366-6597 Authorized Signatory Address: 841 Kaynyne Street City: Redwood City Zip: 94063-3000 9. Please provide days and hours of regularly scheduled operation: 9am - 5pm Monday through Friday. Available by appointment evenings and weekends. 10. DUNS Number: 11-399-5612 Federal EIN/TIN Number: 94-3106209 11. HUD Activity: Choose the HUD activity that most closely matches your service: Choose 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Rebuilding Together Peninsula (RTP) seeks to maintain and improve the supply of affordable housing for low- income individuals and families so that they can live more independently in safer, cleaner and healthier environments. To accomplish this goal, RTP requests funds from the County of San Mateo, the City of Daly City, the City of Redwood City, the City of San Mateo, and the City of South San Francisco. Funds will be used to cover building materials and supplies for National Rebuilding Day (NRD), April 25, 2015 and any additional projects completed prior to the end of FY 2014-15. RTP is different from other home repair agencies in that the majority of our work is completed by volunteers, collaborating to achieve our mission to help people remain in their own homes, independently in safety and warmth. Each year, on National Rebuilding Day, thousands of volunteers throughout the county--and across the country--come together to complete necessary repair work such as interior and exterior painting, accessibility modifications, debris removal, fencing, yard work, low-maintenance landscaping, weatherization and energy efficiency measures. Their group effort is combined with volunteer project management, private and public funding, donations of materials and partnerships with professionals in the construction trades who install furnaces, repair or replace roofs, complete plumbing and electrical repairs, repair or replace windows and doors, install flooring, and repair stucco. The net result is a near-complete home transformation on a very limited budget. Because of our volunteer-based program, we are able to do more work for less money. Through this program we are limited to accepting projects that directly tie to our mission and are appropriate for a group of volunteers. However, RTP actively refers applicants who do not fit the NRD model to our Safe at Home Minor Home Repair Program and the other agencies providing home repair within the County--El Concilio, CIID, and the jurisdictions' home rehab loan programs. In addition to work completed on homes, RTP also provides free repair work to community facilities serving low- income residents of San Mateo County. Our work with other non-profit and public agencies allows us to impact thousands of individuals. Past facilities in Redwood City include: Fair Oaks Elementary School, InnVision Shelter Network, Hoover Elementary, Hope House, Kainos, Mental Health Association and Family Connections. Past facilities in South San Francisco include: the Boys and Girls Club, Salvation Army, and child care facilities. Past facilities in San Mateo include: Samaritan House, P90, and InnVision Shelter Network. Each year, thousands of low-income individuals benefit from our work on community facilities. RTP is requesting $32,000 to rehabilitate eight homes in San Mateo County, particularly on the coast; $20,000 from the City of Daly City to rehabilitate six homes; $20,000 from the City of Redwood City to rehabilitate five homes; $25,000 from the City of San Mateo to rehabilitate 5 homes; and $12,000 from the City of South San Francisco to rehabilitate between three homes. We anticipate at least one complete roof replacement in each jurisdiction. For any two-year contract, RTP is requesting the same amount for the second year with the goal of serving the same number of homes, at least. Funds will be used to reimburse the cost of materials and supplies, as well as a portion of roofing costs, if applicable. Page 2 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2986&prop=36 Ap p l i c a t i o n 1 9 195 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. RTP supports the City of Redwood City's Consolidated Plan Affordable Housing Priority objective to improve the condition of existing housing, particularly aging housing owned by lower income households that is in need of repair in order to preserve the housing. RTP offers services throughout Redwood City and received 32 requests for service in 2013. While RTP, Center for Independence of Individuals with Disabilities, El Concilio and the City's rehab loan program all work to meet the demand for free/affordable home repair work, the need continues to grow as the housing stock and population continue to age. By providing free repair work, RTP helps Redwood City residents remain safe, warm and independent in their own homes. For many of our senior clients, our work allows them to age in place. RTP works with many clients that fit within Redwood City's preferences for the term of the Consolidated Plan, such as those in large households, those that are elderly, persons with disabilities as well as extremely low and very low income households. Additionally, because we conduct a site visit for all income-eligible applicants, we have a strong sense of the housing stock and conditions in every jurisdiction. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. RTP supports the City of San Mateo’s Consolidated Plan Affordable Housing Priority to preserve affordable housing. RTP offers services throughout San Mateo and received 31 requests for service in 2013. While RTP, Center for Independence of Individuals with Disabilities, El Concilio and the County's rehab loan program all work to meet the demand for free/affordable home repair work, the need continues to grow as the housing stock and population continue to age. By providing free repair work, RTP helps City of San Mateo residents remain safe, warm and independent in their own homes. For many of our senior clients, our work allows them to age in place. Additionally, because we conduct a site visit for all income-eligible applicants, we have a strong sense of the housing stock and conditions in every jurisdiction. 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. RTP meets the San Mateo County NOFA objective of housing repair and modification programs operated by nonprofit agencies that provide cost-effective improvements focusing on health & safety, housing quality standards, and/or access modifications. RTP offers services throughout San Mateo County and received over 123 requests for service in 2013. While RTP, Center for Independence of Individuals with Disabilities, El Concilio and the County's rehab loan program all work to meet the demand for free/affordable home repair work, the need continues to grow as the housing stock and population continue to age. By providing free repair work, RTP helps City of South San Francisco residents remain safe, warm and independent in their own homes. For many of our senior clients, our work allows them to age in place. Additionally, because we conduct a site visit for all income-eligible applicants, we have a strong sense of the housing stock and conditions in every jurisdiction. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. RTP meets the City of South San Francisco NOFA objective of housing repair and modification programs operated by nonprofit agencies that provide cost-effective improvements focusing on health & safety, housing quality standards, and/or access modifications. RTP offers services throughout South San Francisco and received 20 requests for service in 2013. While RTP, Center for Independence of Individuals with Disabilities, El Concilio and the City's rehab loan program all work to meet the demand for free/affordable home repair work, the need continues to grow as the housing stock and population continue to age. By providing free repair work, RTP helps City of South San Francisco residents Page 3 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2986&prop=36 Ap p l i c a t i o n 1 9 196 remain safe, warm and independent in their own homes. For many of our senior clients, our work allows them to age in place. This funding is essential to RTP's work in South San Francisco. In other areas of the county, RTP is able to secure corporate/private funding to cover the majority of repair costs. Through the support of the City and this funding, RTP has been able to increase the number of projects completed and homeowners served. Additionally, because we conduct a site visit for all income-eligible applicants, we have a strong sense of the housing stock and conditions in every jurisdiction. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. During the summer and fall, RTP focuses on client outreach. Site visits of all qualified applicants are conducted in late fall early winter. During this time, RTP is simultaneously recruiting volunteer project managers or 'captains' and soliciting funding for the program. As site visits are completed, RTP makes referrals to applicants better fit for other programs in addition to or instead of National Rebuilding Day. Projects are selected in late January, and applicants are notified of acceptance or denial by early-mid February. Volunteer project managers begin planning projects in February, continuing through April. Heavier construction such as roofs begins at this time as well. The majority of projects are completed the end of April with some carryover into May and June. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Our primary criteria for determining the success of our program is completing the most crucial repairs required to help homeowners occupants remain safe and healthy in their homes. Furthermore, RTP requests post-project surveys from homeowners, volunteer leaders and general volunteers. We also consider our program successful if the time and resources of those involved are leveraged to have a considerable and positive impact. Additionally, the RTP board and staff complete an in-depth critique of NRD every year, including reviewing feedback from sponsors and captains. The program is evaluated financially and for its success in fulfilling RTP's mission. RTP is currently receiving grant funds and we are meeting our goals at this time. We have reviewed the NRD applications and have completed most site visits for qualified applicants. At the end of January, we are scheduled to select projects, matching applicants' needs in line with our mission with funding and volunteers 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. RTP collaborates with many nonprofit and public agencies throughout San Mateo County making reciprocal referrals, coordinating service implementation and leveraging funds. RTP works closely with El Concilio, Community Resource Project, PG&E, Senior Coastsiders, Center for Independence of Individuals with Disabilities, the Child Care Coordinating Council and the Housing and Community Development Departments of the different jurisdictions. In 2009, RTP began hosting a biannual Energy Workgroup to ensure that all agencies providing energy upgrades were familiar with each others' work and could partner and make appropriate referrals. Additionally, RTP is the only agency that provides free community facility repairs with a broad scope ranging from minor yard work to roof replacement. This means that by serving our partner agencies, we're able to help them to better serve their clients. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. The economy has been challenging the past four years. During this time, we have seen several shifts in housing rehab in San Mateo County. Some of the cities have modified or eliminated their programs, North Peninsula Neighborhood Services ended their program, Community Action Agency went bankrupt, CIID has had major personnel changes. El Concilio has moved into minor rehab in addition to their work for PG&E and the Federal contract for weatherization has changed hands many times. While people have been struggling due to the economy, the cost of living has not gone down. Housing, health care, food and energy has all gotten more expensive, but for people living on fixed incomes their ability to pay for these things has not kept pace. Because of this, home maintenance remains a cost that is frequently postponed. Page 4 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2986&prop=36 Ap p l i c a t i o n 1 9 197 Additionally, we've seen an increase in the number of multi-generational families living in the same household. This funding allows RTP to increase the number of projects we complete in San Mateo County, Daly City, Redwood City, City of San Mateo and South San Francisco. It also allows us to expand the scope of work completed at some sites, incorporating the seven principles of Healthy Housing. Without this funding, we would not be able to complete as many homes in these areas and our impact would be minimized. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City 12 6 12 6 Redwood City 10 5 10 5 City of San Mateo 10 5 10 5 County of San Mateo 16 8 30 15 South San Francisco 6 3 6 3 Totals 54 27 68 34 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth  Other Elderly 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402100%11 100% White 40,65654.64% 436.36% Hispanic 23,55731.66% 327.27% Asian 6,7159.03% 19.09% African American 1,9162.58% 00.00% Pacific Islander 6630.89% 00.00% Native American 3840.52% 00.00% Other 1,5112.03% 327.27% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207100%11 100% White 45,24046.54% 545.45% Hispanic 25,81526.56% 545.45% Page 5 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2986&prop=36 Ap p l i c a t i o n 1 9 198 Asian 18,15318.67%0.00% African American 2,0992.16% 19.09% Pacific Islander 1,9371.99%0.00% Native American 1400.14%0.00% Other 3,8233.93%0.00% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632100%7 100% White 23,76037.34% 228.57% Hispanic 21,64534.02% 571.43% Asian 23,29336.61%0.00% African American 1,6252.55%0.00% Pacific Islander 1,1111.75%0.00% Native American 3950.62%0.00% Other 9,59815.08%0.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: The goal of RTP's outreach efforts is that any income-qualified homeowner in our service area in need of home repairs is aware of our programs. If particular groups seem to be underserved, RTP will target outreach at lunch events, food distribution events, senior health and wellness fairs and senior and community centers for those groups, as well as partner with other nonprofit agencies to distribute information to clients, volunteers and members. NOTE: Numbers in tables above are listed in individuals served. Counts do NOT include individuals served through facilities. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. RTP is able to significantly leverage financial contributions from corporate sponsors, individuals, foundations and governmental entities with the enormous amount of donated labor, discounted and donated materials from suppliers, support from the unions and dedicated volunteer project managers. As a result, limited dollars such as those granted through the local jurisdictions are used extremely effectively by our organization. Other funds come from RTP's direct mail appeals to individual donors, which are budgeted to raise $183,000, as well as corporate sponsorships budgeted at $460,000, and foundation grants with an $120,000 goal. On average we are able to leverage each dollar into $5 worth of repairs. NOTE: The program budgets submitted below are a proposal for expenditures in one year; if the jurisdiction requires a two-year contract, the same amounts would be requested for the second year. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Associate Director Carilee Pang Chen Oversight of all programs Program evaluation at foundations and other nonprofits; 5 years with RTP Program Manager - NRD Roger Hoppes Implementation of National Rebuilding Day 30+ years program and facilities management Construction and Warehouse Mgr Adam Widmer Technical support and supply management Licensed contractor; 3 years with RTP Program Associate Patricia Chidyausiku Admin support College grad; organized Development DirectorRandi Knight Sponsor relations and fundraising 20+ years in sales; 10 in nonprofit fundraising Page 6 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2986&prop=36 Ap p l i c a t i o n 1 9 199 PROPOSED PROGRAM BUDGET FOR FY 2013-14 Redwood City City of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%Requested%RequestedPgm%Requested Labor Staff $629,27036% $227,1920%0%0%0%0%$0 Taxes/Benefits $152,50041%$62,8080%0%0%0%0%$0 Materials Repair & Renovation Costs $625,00040% $421,2500% $20,0000% $25,000100% $32,0000% $12,0004,450%$89,000 Enviromental Reviews $5,000 $2,000 $2,000 $2,000 Operations/Maintenance Program Operations $55,95050% $28,1000%0%0%0%0%$0 Outreach $13,50067% $6,7500%0%0%0%0%$0 Volunteer Costs $73,300 $49,150 $0 Administration $129,1700%0% 0 TOTAL $1,683,69047%$797,2503%$20,0003%$25,0004%$34,0002%$12,00011%$91,000 Number of Individual Beneficiaries 10 10 16 6 42 Cost per Individual $2,000.00$2,500.00$2,125.00$2,000.00$2,166.67 Number of Household Beneficiaries 5 5 8 3 21 Cost per Household $4,000.00$5,000.00$4,250.00$4,000.00$4,333.33 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 1. Increase the supply of Affordable Rental housing; preserve existing affordable rental housing, and improve the condition of existing housing (renter and owner). This goal includes the provision of special needs housing: AH-3: Improve the condition of existing housing (renter and owner) 2. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing CIP (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? All flyers/brochures are available in English/Spanish. Some are available in Mandarin and Tagalog. We have some PSA's in Spanish and English as well. We have two Spanish-speaking staff, including our receptionist. We have the ability to converse in Mandarin as well. c. How and where are the materials distributed? Flyers are distributed at fairs, presentations, senior centers and through the Second Harvest Brown Bag program. We work with local jurisdictions to post PSAs on their public access channel. 3. Program Outcomes: In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/13: Page 7 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2986&prop=36 Ap p l i c a t i o n 1 9 200 The biggest impact our program has on people's lives is to improve their living environment by completing essential home repairs. Because of our work people are able to remain more independently in their home. Our work also has a significant impact on the health and safety of our clients. Two concrete examples from this past year happen to both be code enforcement issues. The first in EPA was a family of seven. They were referred to us because they had a dilapidated carport that had because an extreme fire and safety hazard. When we visited their home, we discovered dry rot in the bathroom and kitchen and faulty electrical. We were able to make their home safe. In addition we repaired the front yard fence and purchased a play set for the young children in the family to have a safe and secure place to play. The second code case was in SSF. The family had completed an illegal garage conversion when the homeowner's daughter was forced to move back in after a severe domestic violence incident (she was shot by her husband). The volunteers were able to bring the conversion up to code, most importantly, fixing a frightening electrical mess. The roof was also replaced making the home safe against further deterioration. Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors 1._RTP_Reso_14-15.pdf  2. Proof of 501(c)3 / tax-exempt status 2._RTP_501c3_letter.pdf  3. By-laws 3._RTP_Bylaws_and_Procedres.pdf  4. Articles of Incorporation 4._RTP_Articles_of_Incorporation.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term 5._2013-2014_RTP_Board_Roster.doc  6. Organizational chart for entire organization 6._13-14_RTP_OrgChart.pdf  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. 11-12 Audited Financial Statements - RTP FYE 9.30.2012.pdf  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget 8._2013-15_RTP_budget_CDBG.pdf  9. Mission Statement 9._RTP_Mission_Statement.doc  10. Non-discrimination policy for Staff and Clients 10._RTP_Non-discriminatn-EO_Policy.doc  11. Reasonable Accommodations Policy for Staff and Clients11._RTP_Reasonable_Accomodations_Policy.doc  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) 12._Conflict_of_Interest_Policy.doc  13. Other - Note re: Financial Statements and Conflict of Interest 13._Notes.doc Program Manager Signature Seana O'Shaughnessy Date Signed 01/13/2014 Initially submitted: Jan 13, 2014 - 13:12:01 Page 8 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C2986&prop=36 Ap p l i c a t i o n 1 9 201 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Rebuilding Together Peninsula 2. Project Title: Safe at Home - Minor Home Repair Program We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Households Served % of Households Served Total $ Per Households Redwood City $16,500 4% 18 15% $916.67 City of San Mateo $46,000 11% 21 18% $2,190.48 County of San Mateo $126,000 31% 62 53% $2,032.26 South San Francisco $25,000 6% 16 14% $1,562.50 Total $213,500 52% 117 100% $1,824.79 Grant Funded Programs: We are applying for a Minor Home Repair Program CDBG National Objective Eligibility - How are you serving low income populations? Minor home repairs for low income households whose incomes are verified. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. We require clients to provide proof of income in the form of bank statements, SSI statements, SDI statements, tax returns, etc. Additionally all applications are signed by the client, attesting to the veracity of the information they provided. 3. Project Address: various locations City: Zip: 94063-3000 4. Provide a one sentence project summary: Minor home repair and renovation services for low-income neighbors. Organization Address: 841 Kaynyne Street City: Redwood City Zip: 94063-3000 Organization Phone: 650-366-6597 Website: www.rebuildingtogetherpeninsula.org Type of Applicant: Non-Profit Our agency serves: Households 5. Contact Person / Project Administrator: Name: Seana OShaughnessy Title: Executive Director Telephone: 650- 366-6597 Contact Email: seana@rebuildingtogetherpeninsula.orgFax: 6. Name of Agency Director: Seana OShaughnessy 7. Fiscal Officer:Name: Seana OShaughnessy Email: seana@rebuildingtogetherpeninsula.org; lauren@rebuildingtogetherpeninsula.org Telephone: 650- 366-6597 Page 1 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3015&prop=37 Ap p l i c a t i o n 2 0 202 Fiscal Officer Address: City: Zip: 8. Authorized Signatory:Name: Seana OShaughnessy Email: seana@rebuildingtogetherpeninsula.org Telephone: 650- 366-6597 Authorized Signatory Address: 841 Kaynyne Street City: Redwood City Zip: 94063-3000 9. Please provide days and hours of regularly scheduled operation: 9am - 5pm Monday through Friday. Available by appointment evenings and weekends. 10. DUNS Number: 11-399-5612 Federal EIN/TIN Number: 94-3106209 11. HUD Activity: Choose the HUD activity that most closely matches your service: 14A - Rehab: Single-Unit Residential 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Rebuilding Together Peninsula (RTP) seeks creative and innovative ways to maintain and improve the supply of affordable housing for low-income individuals and families so that they can live more independently in safer, cleaner and healthier environments. For 25 years we have provided free home repair services to low-income homeowners (seniors, individuals with disabilities, and families with children). We have two primary programs – National Rebuilding Day (NRD) and Safe at Home. NRD relies heavily on volunteer labor and inkind donations. Because of this leverage we are able to complete near-complete transformations. Safe at Home focuses on smaller repairs—accessibility, emergencies, preventative maintenance, health and safety. Between both programs we complete work on approximately 175 homes. To accomplish our goals, RTP requests funds from the County of San Mateo, the City of Daly City, the City of Redwood City and the City of South San Francisco. Funds will be used to cover building materials and supplies, outreach, mileage and a portion of staff labor for our Safe at Home - Minor Home Repair Program. Safe at Home is our year-round minor home repair program that addresses minor repair needs before they become more serious safety or deferred maintenance issues. RTP piloted this program in 2010 in partnership with Menlo Park Presbyterian Church and the City of Redwood City. We found that the demand for minor home repairs was not being completely met by the existing service providers and many of RTP's applicants were not appropriate matches for our existing programs at the time. Additionally, we had many skilled volunteers interested in year- round volunteer opportunities. Safe at Home is the logical extension of RTP's work into year-round service to the community and volunteer opportunities for skilled volunteers. Safe at Home will focus on minor home repairs costing between $500-$2,500, including debris removal, fence repair, basic home maintenance, exterior painting, light yard work, minor plumbing, minor electrical, heating repair, roof repair, window repair/replacement, door repair/replacement, energy efficiency measures, and some accessibility modifications. Safe at Home projects will be completed with a combination of skilled volunteer labor and RTP staff. When no appropriate volunteer is available, either RTP staff will complete the repair work or we will subcontract with a local contractor. The primary objective of RTP is to preserve affordable housing, keeping low-income homeowners safe, warm and independent in their own homes by providing free home repair work. Our target population is low-income homeowners, including the elderly, individuals with disabilities and families with children. However, the majority of our homeowners are seniors with disabilities living on a fixed income. RTP serves all of San Mateo County and the cities of Palo Alto, Mountain View and Sunnyvale. If an applicant meets the basic requirements of homeownership, income eligibility and residence, we schedule a preview of their home. If the required work meets our mission of safety, warmth, and independence, as well as the parameters of minor home repair, RTP staff will schedule a volunteer work day or complete the work themselves. RTP is requesting $126,000 to complete minor repairs for 62 homes in San Mateo County, $20,000 from the City of Daly City to complete minor repairs for 10 homes, $25,000 from the City of South San Francisco to complete minor repairs for 16 homes, $16,500 from the City of Redwood City for 18 homes, and $46,000 from the City of San Mateo to complete repairs on 21 homes (including 2-4 paint projects) for one year of each contract. For any two- year contract, RTP is requesting the same amount for the second year with the goal of serving the same number of homes. Funds will be used to reimburse the cost of materials and supplies, as well as a portion of staff labor, and some administrative costs. We are requesting a slightly higher reimbursement rate per project for this two-year cycle because we have been completing the majority of repairs with staff and vendors, because of workers’ compensation rules, the hourly rate for our Safe at Home Technician increased significantly, and the additional reporting requirements. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Page 2 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3015&prop=37 Ap p l i c a t i o n 2 0 203 RTP supports the City of Redwood City's Consolidated Plan Affordable Housing Priority objective to improve the condition of existing housing, particularly aging housing owned by lower income households that is in need of repair in order to preserve the housing. RTP offers services throughout Redwood City and received 32 requests for service in 2013. While RTP, Center for Independence of Individuals with Disabilities, El Concilio and the City's rehab loan program all work to meet the demand for free/affordable home repair work, the need continues to grow as the housing stock and population continue to age. By providing free repair work, RTP helps Redwood City residents remain safe, warm and independent in their own homes. For many of our senior clients, our work allows them to age in place. RTP works with many clients that fit within Redwood City's preferences for the term of the Consolidated Plan, such as those in large households, those that are elderly, persons with disabilities as well as extremely low and very low income households. Additionally, because we conduct a site visit for all income-eligible applicants, we have a strong sense of the housing stock and conditions in every jurisdiction. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. RTP supports the City of San Mateo’s Consolidated Plan Affordable Housing Priority to preserve affordable housing. RTP offers services throughout San Mateo and received 31 requests for service in 2013. While RTP, Center for Independence of Individuals with Disabilities, El Concilio and the County's rehab loan program all work to meet the demand for free/affordable home repair work, the need continues to grow as the housing stock and population continue to age. By providing free repair work, RTP helps City of San Mateo residents remain safe, warm and independent in their own homes. For many of our senior clients, our work allows them to age in place. Additionally, because we conduct a site visit for all income-eligible applicants, we have a strong sense of the housing stock and conditions in every jurisdiction. 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. RTP meets the San Mateo County NOFA objective of housing repair and modification programs operated by nonprofit agencies that provide cost-effective improvements focusing on health & safety, housing quality standards, and/or access modifications. RTP offers services throughout San Mateo County and received over 123 requests for service in 2013. While RTP, Center for Independence of Individuals with Disabilities, El Concilio and the County's rehab loan program all work to meet the demand for free/affordable home repair work, the need continues to grow as the housing stock and population continue to age. By providing free repair work, RTP helps City of South San Francisco residents remain safe, warm and independent in their own homes. For many of our senior clients, our work allows them to age in place. Additionally, because we conduct a site visit for all income-eligible applicants, we have a strong sense of the housing stock and conditions in every jurisdiction. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. RTP meets the City of South San Francisco NOFA objective of housing repair and modification programs operated by nonprofit agencies that provide cost-effective improvements focusing on health & safety, housing quality standards, and/or access modifications. RTP offers services throughout South San Francisco and received 20 requests for service in 2013. While RTP, Center for Independence of Individuals with Disabilities, El Concilio and the City's rehab loan program all work to meet the demand for free/affordable home repair work, the need continues to grow as the housing stock and population continue to age. By providing free repair work, RTP helps City of South San Francisco residents remain safe, warm and independent in their own homes. For many of our senior clients, our work allows them to age in place. This funding is essential to RTP's work in South San Francisco. In other areas of the county, RTP is able to secure corporate/private funding to cover the majority of repair costs. Through the support of the City and this funding, RTP has been able to increase the number of projects completed and homeowners served. Additionally, because we conduct a site visit for all income-eligible applicants, we have a strong sense of the housing stock and conditions in every jurisdiction. Page 3 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3015&prop=37 Ap p l i c a t i o n 2 0 204 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Because this program operates year round, RTP will have a consistent focus on outreach once funding is secured, utilizing existing means of outreach for RTP's other programs to include the Safe at Home - Minor Home Repair Program where applicable. Applications will be accepted on a rolling basis, though homeowners will be encouraged to submit applications prior to each quarterly application deadline. Review of applications and site assessments will occur on a rolling basis. Once an application has been deemed an appropriate fit for Safe at Home, any necessary paperwork/environmental reviews will be filed with the jurisdiction. At the same time, RTP will continually work to match projects with the appropriate volunteers, staff or vendors. As part of the Safe at Home program for the current year, we have been consistently working to grow our pool of skilled volunteers and sources of private funding. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Our primary criteria for determining the success of our program is completing the most crucial repairs required to help homeowners remain safe in their homes. Furthermore, RTP requests post-project surveys from homeowners, volunteer leaders and general volunteers. We also consider our program successful if the time and resources of those involved are leveraged to have a considerable and positive impact. Additionally, the RTP board and staff will complete an in-depth critique of Safe at Home annually, including reviewing feedback from sponsors and captains. The program is evaluated financially and for its success in fulfilling RTP's mission. RTP is currently receiving grant funds and we are meeting our goals at this time. Applications continue to be submitted and staff continues to review applications and match repair needs with volunteers accordingly. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. RTP collaborates with many nonprofit and public agencies throughout San Mateo County making reciprocal referrals, coordinating service implementation and leveraging funds. RTP works closely with El Concilio, Community Resource Project, PG&E, Senior Coastsiders, Center for Independence of Individuals with Disabilities, the Child Care Coordinating Council and the Housing and Community Development Departments of the different jurisdictions. In 2009, RTP began hosting a biannual Energy Workgroup to ensure that all agencies providing energy upgrades were familiar with each others' work and could partner and make appropriate referrals. These partnerships play a large part in making people aware of the Safe at Home - Minor Home Repair Program. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. The economy has been challenging the past four years. During this time, we have seen several shifts in housing rehab in San Mateo County. Some of the cities have modified or eliminated their programs, North Peninsula Neighborhood Services ended their program, Community Action Agency went bankrupt, CIID has had major personnel changes. El Concilio has moved into minor rehab in addition to their work for PG&E and the Federal contract for weatherization has changed hands many times. While people have been struggling due to the economy, the cost of living has not gone down. Housing, health care, food and energy has all gotten more expensive, but for people living on fixed incomes their ability to pay for these things has not kept pace. Because of this, home maintenance remains a cost that is frequently postponed. Additionally, we've seen an increase in the number of multi-generational families living in the same household. At the same time that the need for services is increasing, the regulatory environment is tightening. This has made it much more expensive and staff intensive to complete projects. This funding allowed RTP to expand the Safe at Home Program and to increase the number of homeowners served in San Mateo County, Daly City, Redwood City, the City of San Mateo, and South San Francisco. It also allows us to provide more opportunities to engage skilled and general volunteers. Without this funding, we would not be able to continue the Safe at Home Program in many of these areas. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Page 4 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3015&prop=37 Ap p l i c a t i o n 2 0 205 Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City 20 10 20 10 Redwood City 36 18 36 18 City of San Mateo 42 21 42 21 County of San Mateo 124 62 124 62 South San Francisco 32 16 32 16 Totals 254 127 254 127 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth  Other Seniors 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402100%44 100% White 40,65654.64% 1943.18% Hispanic 23,55731.66% 2250.00% Asian 6,7159.03% 00.00% African American 1,9162.58% 12.27% Pacific Islander 6630.89% 24.55% Native American 3840.52% 00.00% Other 1,5112.03%0.00% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207100%41 100% White 45,24046.54% 1536.59% Hispanic 25,81526.56% 49.76% Asian 18,15318.67% 921.95% African American 2,0992.16% 819.51% Pacific Islander 1,9371.99%0.00% Native American 1400.14% 12.44% Other 3,8233.93% 49.76% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632100%28 100% White 23,76037.34% 725.00% Hispanic 21,64534.02% 1139.29% Asian 23,29336.61%0.00% African American 1,6252.55% 310.71% Pacific Islander 1,1111.75% 725.00% Native American 3950.62%0.00% Other 9,59815.08% 00.00% Page 5 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3015&prop=37 Ap p l i c a t i o n 2 0 206 b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: The goal of RTP's outreach efforts is that any income qualified homeowner in our service area in need of home repairs is aware of our programs. If particular groups seem to be underserved, RTP will target outreach at lunch events, food distribution events, senior health and wellness fairs and senior and community centers for those groups, as well as partner with other nonprofit agencies to distribute information to clients, volunteers and members. NOTE: Numbers in tables above are listed in individuals served. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. RTP is able to significantly leverage funding for the Safe at Home Program with volunteer labor, discounted and donated materials from suppliers, dedicated volunteer project managers, and supplementing the program with private funding. As a result, limited dollars such as those granted through the local jurisdictions are used extremely effectively by our organization. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Safe at Home Manager Lily Abt oversight of program; including site selection, vendor coordination, and reporting 5 years with RTP in role of increasing responsibility Safe at Home Technician Josh Woodscompletion of projects licensed contractor Program Associate Patrician Chidyausiku intake and processing of applications, phones, outreach various office and community work Executive Director Seana O'Shaughnessy support of reporting and applications 12.5 years with RTP; 1.5 working with CDBG PROPOSED PROGRAM BUDGET FOR FY 2013-14 Redwood CityCity of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%Requested%RequestedPgm%Requested Labor Safe at Home Manager $57,00088% $50,0008% $4,00012% $6,00024% $12,00012% $6,00056%$28,000 Safe at Home Technician $62,50080% $50,0008% $4,00012% $6,00040% $20,00016% $8,00076%$38,000 Program Associate $40,00040% $16,0005% $75016% $2,50019% $3,0003% $50042%$6,750 Other Staff $469,77010% $48,9540%0%0%0%0%$0 Taxes/Benefits $152,50040%$45,0360%0% $2,0000% $8,0000% $2,5000%$0 Supplies Program Supplies $10,70040% $4,2800%0%0%0%0%$0 Postage $2,00040% $8000%0%0%0%0%$0 Phone $5,25040% $2,1005%10%20%10%0%$0 MIleage $12,500 $5,000 $250 $500 $1,000 $500 $2,250 Materials Materials and Sub- Contractors $625,00060% $148,5000% $6,0000% $26,500100% $75,5000% $6,5003,817%$114,500 Enviromental Reviews $5,000 $3,000 $3,000 $3,000 Operations/Maintenance Outreach $13,50021% $9,5000% $1,5000% $2,5000% $3,500 0% $1,00054%$8,500 Volunteer Costs $73,30040% $15,7200%0%0%0%0%$0 Utilities $9,20039% $3,6800%0%0%0%0%$0 Misc $16,300 $6,420 $0 Administration $129,1700%0% 0 TOTAL $1,683,69024%$408,9904%$16,50011%$46,00031%$126,0006%$25,00052%$213,500 Number of Individual Beneficiaries 0 Cost per Individual Page 6 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3015&prop=37 Ap p l i c a t i o n 2 0 207 Number of Household Beneficiaries 18 21 62 16 117 Cost per Household $916.67$2,190.48$2,032.26$1,562.50$1,824.79 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 1. Increase the supply of Affordable Rental housing; preserve existing affordable rental housing, and improve the condition of existing housing (renter and owner). This goal includes the provision of special needs housing: AH-3: Improve the condition of existing housing (renter and owner) 2. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing CIP (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? All flyers/brochures are available in English/Spanish. Some are available in Mandarin and Tagalog. We have some PSA's in Spanish and English as well. We have two Spanish-speaking staff, including our receptionist. We have the ability to converse in Mandarin as well. c. How and where are the materials distributed? Flyers are distributed at fairs, presentations, senior centers and through the Second Harvest Brown Bag program. We work with local jurisdictions to post PSAs on their public access channel. 3. Program Outcomes: In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/13: The biggest impact our program has on people's lives is to improve their living environment by completing essential home repairs. Because of our work people are able to remain more independently in their home. Our work also has a significant impact on the health and safety of our clients. This year, two homeowners that we worked with did not have a working water heater. The first homeowner, had not had hot water for several years. We also replaced a broken toilet in a ground-floor bathroom, making her home more accessible. The other family was a single mom with young children. She too had a broken water heater, but in addition to not having hot water, the plumbing in her kitchen was broken. Replacing her water heater and fixing the plumbing completely changed her life. Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors 1._RTP_Board_Resolution.pdf  2. Proof of 501(c)3 / tax-exempt status 2._RTP_501c3_letter.pdf  3. By-laws 3._RTP_Bylaws_and_Procedres.pdf  4. Articles of Incorporation 4._RTP_Articles_of_Incorporation.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term 5._2013-2014_RTP_Board_Roster.doc  6. Organizational chart for entire organization 6._13-14_RTP_OrgChart.pdf  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: 11-12 Audited Financial Statements - RTP FYE 9.30.2012.pdf Page 7 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3015&prop=37 Ap p l i c a t i o n 2 0 208 •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit.  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget 8._2013-15_RTP_budget_CDBG.pdf  9. Mission Statement 9._RTP_Mission_Statement.doc  10. Non-discrimination policy for Staff and Clients 10._RTP_Non-discrimination_Policy.pdf  11. Reasonable Accommodations Policy for Staff and Clients11._RTP_Reasonable_Accomodations_Policy.doc  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) 12._Conflict_of_Interest_Policy.doc  13. Other - Notes 13._Notes.doc Program Manager Signature Seana OShaughnessy Date Signed 01/22/2014 Initially submitted: Jan 22, 2014 - 13:44:33 Page 8 of 8City Data Services -South San Francisco 1/24/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3015&prop=37 Ap p l i c a t i o n 2 0 209 Consolidated Community Funding Application Redwood City, San Mateo County, and S. San Francisco Application for New Funding for FY 2014-15 GENERAL INFORMATION 1. Organization Name: Project Sentinel Inc 2. Project Title: Fair Housing We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Persons Served % of Persons Served Total $ Per Persons Redwood City $27,524 20% 180 28% $152.91 City of San Mateo $15,000 11% 130 20% $115.38 County of San Mateo $34,700 25% 250 38% $138.80 South San Francisco $10,000 7% 91 14% $109.89 Total $87,224 63% 651 100% $133.98 Grant Funded Programs: We are applying for a Fair Housing Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Upon complaint in-take each bona fide complainant is asked to provide income verification by a signed statement or by pay stubs, income tax returns, report of benefits, pensions or other suitable verification of income. 3. Project Address: 626 Jefferson Blvd Ste 6 City: Redwood City Zip: 94063-1726 4. Provide a one sentence project summary: Project Sentinel will provide comprehensive fair housing services including complaint investigation, community outreach and education to San Mateo County residents. Organization Address: 1490 El Camino Real City: Santa Clara Zip: 95050-4609 Organization Phone: 650-321-6291 Website: www.housing.org Type of Applicant: Non-Profit Our agency serves: Persons 5. Contact Person / Project Administrator:Name: Molly Current Title: Fair Housing Director Telephone: 650-321- 6291 Contact Email: mcurrent@housing.org Fax: 650-321-4173 6. Name of Agency Director: Ann Marquart 7. Fiscal Officer:Name: Andrea Elliott Email: andreaE@healthtrust.org Telephone: 408-879- 4117 Fiscal Officer Address: 1490 El Camino Real City: Santa Clara Zip: 95050-4609 8. Authorized Signatory:Name: Ann Marquart Email: amarquart@housing.org Telephone: 650-321- 6291 x 8100 1490 El Camino Real City: Santa Clara Zip: 95050-4609 Page 1 of 8City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3007&prop=261 Ap p l i c a t i o n 2 1 210 Authorized Signatory Address: 9. Please provide days and hours of regularly scheduled operation: Monday-Friday 9:00 AM - 4:30 PM 10. DUNS Number: 781326608 Federal EIN/TIN Number: 77-0266612 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05J - Fair Housing Activities-Subj.to Pub.Serv.Cap 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. To combat illegal housing discrimination and ensure civil rights protection, Project Sentinel provides comprehensive fair housing services of complaint investigation, consultation, information and referral, and community outreach and education. Fair housing investigations that reveal evidence of illegal discrimination are addressed through education, conciliation, HUD or DFEH filings, or litigation. Consultations address fair housing questions that do not warrant an investigation. Information and referral services links a caller with a housing problem to the most appropriate service provider(s). Education and outreach activities increase the targeted population's and the public's awareness of the existence and benefits of fair housing. These services are provided throughout the rental and homeownership process and are available to home seekers, in-place residents, and housing providers. Provision of these services will help create and maintain healthy communities and will assist San Mateo County, Redwood City and South San Francisco in meeting its CDBG obligation to affirmatively further fair housing. Proposed services will be delivered from Project Sentinel's office in Redwood City, Monday through Friday from 9 AM to 4:30 PM, with telephone intake from 9 AM to 4 PM. 'After- hours' work is scheduled as needed and by appointments. Complaints are investigated by testing, interviews, surveys, and document review. The agency maintains a pool of culturally and racially diverse testers. In its enforcement efforts, Project Sentinel processes approximately 120 cases and consultations a year throughout San Mateo county. Approximately 25 to 35 per cent of the investigations reveal evidence substantiating the claim of discrimination. The majority of these meritorious complaints are conciliated by staff with approximately 10 to 15 per cent being referred to a government enforcement office (HUD or DFEH) or to a member of the private bar. Project Sentinel assists the balance of those cases that do not show evidence of a violation by helping the complainant understand the other side of the scenario of their allegation or by counseling on how the complainant can strengthen their home search or stabilize the tenancy. Community outreach and education are accomplished through the use of mass media, public presentations, training workshops and the distribution of multi-lingual educational material. The US Department of Housing and Urban Development and the California Department of Fair Employment and Housing also process complaints of housing discrimination. They use the same types of investigation methods and often rely on the evidence produced by Project Sentinel. Unique elements in our community outreach services include: an annual fair housing symposium, 'Rent Watch' a question and answer newspaper column. transit posters, multi-lingual social service agency presentations. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Fair and equal access to housing is a primary civil right of all people and is a requirement of HUD for the reciept of federal funding. Fair housing services will serve those of protected status, producing integrated, healthy communities for the benefit of all in Redwood City. Victims of housing discrimination are often among the poorest and most underserved residents of our community. Redwood City's demographics shows 31% of the population are Hispanics. The linguistic, cultural, mental, and physical barriers that contribute to discrimination often prevent victims from perceiving, understanding, and addressing discriminatory treatment. Project Sentinel will combat these barriers to fair housing by reaching out directly to target populations. Continued education must be available to housing providers, home seekers, and the community at large on the rights and responsibilities of developing and maintaining a balanced and integrated community. Low Income Renters: While the fair housing laws encompass all housing, rented or owner occupied, it is renters that fall victim to discrimination. Redwood City is part of a geographic area where the rental housing market is particularly volatile and challenging. According to American FactFinder, 31% of renters spend 30-34% of income on rent. The shortage of decent low- and moderate- cost rental housing, remains despite the economic recession where many homes have lost value and places people of protected status, most of whom are low income, at an extreme disadvantage, compounding the effects of pervasive discrimination. Redwood City's 2010 Consolidated Plan reflects a highly diverse ethnic population which serves as the basis for Project Sentinel's multilingual srevices of culturally-sensitive counseling, and educational literature translated into Spanish and various Asian languages. Those with Disabilities: Census 2000 shows twenty-four percent (24%) of the population of Redwood City had a disability. `Discrimination against people with disabilities remains a real and chronic problem. Harmful myths and stereotypes have shut the doors of housing opportunity for many people with disabilities in Redwood City and is the protected category we receive the most calls about. Even when supportive or subsidized housing becomes Page 2 of 8City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3007&prop=261 Ap p l i c a t i o n 2 1 211 available to individuals with disabilities, often these individuals have difficulties getting reasonable accomodation for their disabilities that would enable them to obtain or fully enjoy this housing. Fair housing services can assist in securing this civil right. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Fair and equal access to housing is a primary civil right of all people and is a requirement of HUD for the reciept of federal funding. Fair housing services will serve those of protected status, producing integrated, healthy communities for the benefit of all in San Mateo County. Victims of housing discrimination are often among the poorest and most underserved residents of our community. The linguistic, cultural, mental, and physical barriers that contribute to discrimination often prevent victims from perceiving, understanding, and addressing discriminatory treatment. Project Sentinel will combat these barriers to fair housing by reaching out directly to target populations. Continued education must be available to housing providers, home seekers, and the community at large on the rights and responsibilities of developing and maintaining a balanced and integrated community. Low Income Renters: Census 2010 shows 47.8% of the housing units in San Mateo City are renter occupied. While the fair housing laws encompass all housing, rented or owner occupied, it is renters that fall victim to discrimination. San Mateo is part of a geographic area where the rental housing market is particularly volatile and challenging. The shortage of decent low- and moderate- cost rental housing, remains despite the economic recession where many homes have lost value and places people of protected status, most of whom are low income, at an extreme disadvantage, compounding the effects of pervasive discrimination. San Mateo's population is highly diverse, consisting of 26% Hispanic. Of the non-Hispanic population, Asians comprise 18%. Forty-six percent of the population speak a language other than English. These data serve as the basis for Project Sentinel's multilingual srevices of culturally-sensitive counseling, and educational literature translated into Spanish and various Asian languages. Those with Disabilities: ``Discrimination against people with disabilities remains a real and chronic problem. Harmful myths and stereotypes have shut the doors of housing opportunity for many people with disabilities in San Mateo and is the protected category we receive the most calls about. Even when supportive or subsidized housing becomes available to individuals with disabilities, often these individuals have difficulties getting reasonable accomodation for their disabilities that would enable them to obtain or fully enjoy this housing. Fair housing services can assist in securing this civil right. 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Fair and equal access to housing is a primary civil right of all people and is a requirement of HUD for the reciept of federal funding. Fair housing services will serve those of protected status, producing integrated, healthy communities for the benefit of all in San Mateo County. Victims of housing discrimination are often among the poorest and most underserved residents of our community. The linguistic, cultural, mental, and physical barriers that contribute to discrimination often prevent victims from perceiving, understanding, and addressing discriminatory treatment. Project Sentinel will combat these barriers to fair housing by reaching out directly to target populations. Continued education must be available to housing providers, home seekers, and the community at large on the rights and responsibilities of developing and maintaining a balanced and integrated community. Low Income Renters: Forty percent of housing units in San Mateo County or renter-occupied. While the fair housing laws encompass all housing, rented or owner occupied, it is renters that fall victim to discrimination in San Mateo County. San Mateo County is part of a geographic area where the rental housing market is particularly volatile and challenging. The shortage of decent low- and moderate- cost rental housing, remains despite the economic recession where many homes have lost value and places people of protected status, most of whom are low income, at an extreme disadvantage, compounding the effects of pervasive discrimination. San Mateo's Consolidated Plan an AI Report reflect a highly diverse ethnic population consisting of 25% Hispanic. Of the non- Hispanic, 24% are Asians. This serves as the basis for Project Sentinel's multilingual srevices of culturally-sensitive counseling, and educational literature translated into Spanish and various Asian languages. Those with Disabilities: ``Discrimination against people with disabilities remains a real and chronic problem. Harmful myths and stereotypes have shut the doors of housing opportunity for many people with disabilities in San Mateo County and is the protected category we receive the most calls about. Even when supportive or subsidized housing becomes available to individuals with disabilities, often these individuals have difficulties getting reasonable accomodation for their disabilities that would enable them to obtain or fully enjoy this housing. Fair housing services can assist in securing this civil right. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Page 3 of 8City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3007&prop=261 Ap p l i c a t i o n 2 1 212 Fair and equal access to housing is a primary civil right of all people and is a requirement of HUD for the receipt of federal funding. Fair housing services will serve those of protected status, producing integrated, healthy communities for the benefit of all in South San Francisco. Victims of housing discrimination are often among the poorest and most underserved residents of our community. South San Francisco's demographics shows 34% of the population are Hispanics, 36% Asian, 43% foreign born and 60% speak a language other than English at home. The linguistic, cultural, mental, and physical barriers that contribute to discrimination often prevent victims from perceiving, understanding, and addressing discriminatory treatment. Project Sentinel will combat these barriers to fair housing by reaching out directly to target populations. Continued education must be available to housing providers, home seekers, and the community at large on the rights and responsibilities of developing and maintaining a balanced and integrated community. Low Income Renters: While the fair housing laws encompass all housing, rented or owner occupied, it is renters that fall victim to discrimination. South San Francisco is part of a geographic area where the rental housing market is particularly challenging. According to American FactFinder, 43% of renters spend 35% or more of income on rent. The shortage of decent low- and moderate- cost rental housing, remains despite the economic recession where many homes have lost value and places people of protected status, most of whom are low income, at an extreme disadvantage, compounding the effects of pervasive discrimination. South San Francisco's 2010 Consolidated Plan reflects the most diverse ethnic population in the County. It is this type of diversity which serves as the basis for Project Sentinel's multilingual services of culturally-sensitive counseling, and educational literature translated into Spanish and various Asian languages. Those with Disabilities: Census 2000 shows thirty-six percent (36%) of the population 65 years old or older of South San Francisco had a disability. `Discrimination against people with disabilities remains a real and chronic problem. Harmful myths and stereotypes have shut the doors of housing opportunity for many people with disabilities in South San Francisco and is the protected category we receive the most calls about. Even when supportive or subsidized housing becomes available to individuals with disabilities, often these individuals have difficulties getting reasonable accommodation that would enable them to obtain or fully enjoy this housing. Fair housing services can assist in securing this civil right. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. All program services of I&R, consultations, complaint counseling and investigation, community outreach and education are on-going. Reimbursement requests are based on direct service hours recorded on daily time sheets. Staff time spent on any one jurisdiction will vary based on case load demands but can be controlled by increasing or decreasing outreach to comply with budget requirements and timely draws. All Project Sentinel staff are acutely aware of time management and the need to plan and track time expenditures and to achieve reasonable contract goals: 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Quantitative: Case files will confirm fair housing investigation assistance as well as tangeble outcomes. We follow complaints beyond the investigation stage to final resolution. Phone logs will record information and referal services as well as how callers learned of the service to help shape future outreach efforts. Participant sign-in sheets will confirm attendance at outreach presentations. Qualitative: Process surveys solicit feed back on educational presentations and pre/post tests demonstrate the effectiveness of trainings and presentations by measuring whether the participants' knowledge was increased. Information on enforcement activity as well as outreach and education work efforts are submitted to the jurisdiction in quarterly reports All goals have been met. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Project Sentinel collaborates with a wide range of groups and grassroots community organizations to promote fair housing and to reach protected households and individuals. We believe it is important to educate 'front line' providers on what fair housing is, how to recognize a complaint, and how to make an effective enforcement referral. The more the staff at other service agencies understand what fair housing is, the better they can serve their clientele with a referral to Project Sentinel. Collaborations for enhanced staff training for effective referrals include:Shelter Network (education, referrals), Caminar (referrals), Center for Independence of the Disabled (education, referrals)•Legal Aid of San Mateo (referrals), NAACP (education, referrals), AARP (education, referrals), StarVista (education, referrals), Sunset Project (education, referrals) and Swords to Plowshares (education referrals). Project Sentinel is an active member in the San Mateo Housing Advocates Quarterly Meeting (SMHAQM). This collaborative includes the Legal Aid Society of San Mateo County, the Stanford Law Clinic, and Community Legal Services in East Palo Alto. We are working to coordinate our organizations’ services, as well as strategize about housing equality as it relates to community planning. Project Sentinel fair housing coordinators also frequently communicate informally about specific cases with housing rights attorneys in these agencies to decrease unlawful evictions and homelessness. For instance, we have been working in collaboration with Legal Aid Society and Page 4 of 8City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3007&prop=261 Ap p l i c a t i o n 2 1 213 Community Legal Services in East Palo Alto to protect the housing rights of the tenants in the large complex mentioned above in 'G.' We have worked as a team to further the investigation of fair housing and landlord/tenant law violations.. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. The loss of Federal FHIP funding for FY 1314 and the reduction of local. CDBG funding by 20% has severely reduced our ability to provide as much staff support in San Mateo County as we would like to. Outreach and networking are essential to any viable fair housing service yet, our resources are such that the one staff person assigned to serve all of San Mateo County may not be able to make as many meetings and events as desired. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. *Low-income is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income IndividualsHouseholdsIndividualsHouseholds Daly City Redwood City 153 0 180 90 City of San Mateo 110 0 130 65 County of San Mateo 213 0 250 125 South San Francisco 77 0 91 45 Totals 553 0 651 325 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth  Other LMI persons residing or seeking to reside in San Mateo Co and cities 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%57 100% White 40,656 54.64% 3561.40% Hispanic 23,55731.66% 2035.09% Asian 6,7159.03%0.00% African American 1,9162.58% 23.51% Pacific Islander 6630.89%0.00% Native American 3840.52%0.00% Other 1,511 2.03%0.00% Race & EthnicityCity of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served Your Program % by Ethnicity Page 5 of 8City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3007&prop=261 Ap p l i c a t i o n 2 1 214 by your Program Total 97,207100%35 100% White 45,240 46.54% 1954.29% Hispanic 25,81526.56% 1131.43% Asian 18,153 18.67%0.00% African American 2,0992.16% 514.29% Pacific Islander 1,9371.99%0.00% Native American 1400.14%0.00% Other 3,8233.93%0.00% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%70 100% White 23,760 37.34% 3854.29% Hispanic 21,64534.02% 2231.43% Asian 23,293 36.61% 68.57% African American 1,6252.55% 22.86% Pacific Islander 1,1111.75% 22.86% Native American 3950.62%0.00% Other 9,598 15.08%0.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Project Sentinel has developed and distributed a wide range of educational material in English, Spanish and several Asian languages. We will continue to translate and distribute material. We plan to reach out to more service groups for ethnic Asians, Africans, East Indians and those from the Middle East. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Project Sentinel has historically been able to augment local CDBG funding for fair housing with separate federal grants contributing approximately 30-35% of the agency’s annual fair housing budget. While we were not able to secure additional federal funds for FY 1314 we fully expect to secure those funds in the future. We also provide fee generating fair housing training to housing providers. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Senior Fair Housing Coordinator Sara Matlinprovide direct service J.D., member of the Calilfornia Bar; experienced Pro Bono attorney for various non-profits, including housing agencies Fair Housing Director Molly Currentsupervise and provide direct service J.D.; community service experience in Human Rights Executive Director Ann Marquartadministers overall agency operations 30+ years experience in Fair Housing PROPOSED PROGRAM BUDGET FOR FY 2013-14 Redwood City City of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested%Requested%Requested%RequestedPgm%Requested Labor Senior Fair Housing Coordinator $612,75510% $63,30622% $14,05012% $7,33227% $17,1927% $4,73268%$43,306 Fair Housing Director $189,0006% $11,31818% $2,00010% $1,10022% $2,5006% $71856%$6,318 Executive Director $100,0008% $7,51210% $7506% $41815% $1,0943% $25033%$2,512 Page 6 of 8City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3007&prop=261 Ap p l i c a t i o n 2 1 215 Taxes/Benefits $192,1809%$17,65919% $3,27610% $1,72623% $4,0246% $1,100 0%$0 Operations/Maintenance Rent & Utilities $66,28613% $10,20032% $2,92017% $1,532 40% $3,84011% $1,080242%$9,372 Telephone $28,77610% $3,87610% $1,24810% $67221% $1,53610% $420192%$3,876 Training & Travel $19,3486% $2,02423% $20016% $20031% $42411% $20012%$1,024 Services/Accounting $141,7006% $8,50225% $1,98017% $1,32042% $2,64017% $9001,140%$6,840 Insurance $10,00020% $60023% $15014% $10027% $25014% $10027%$600 Testers $11,0006% $2,20025% $50017% $30033% $60011% $30094%$1,700 Audit $30,000 $1,800 $450 $300 $600 $200 $0 Administration $140,1056%$8,4060%0%0%0%0% 0 TOTAL $1,541,1509%$137,40320%$27,52411%$15,00025%$34,7007%$10,00063%$87,224 Number of Individual Beneficiaries 180 130 250 91 651 Cost per Individual $152.91$115.38$138.80$109.89 $133.98 Number of Household Beneficiaries 90 65 125 45 325 Cost per Household $305.82$230.77$277.60$222.22 $268.38 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 3. Support Human Service programs that meet the basic human services needs of low income persons with an emphasis on serving priority needs populations: HS-1: Meet the basic human services needs of low income persons with an emphasis on serving priority needs populations. 2. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing Outreach presentations to service providers Outreach presentations to public PSA’s Other - Please describe: publication of Rentwatch articles, use of Social Media (Facebook), and press coverage of notable cases filed in court. b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Flyers: Spanish, Mandarin, Vietnamese, Tagalog, and several other Asian languages. Outreach: We have a bilingual staff member who gives outreach presentations in Spanish to both service providers anto the public PSAs: Spanish c. How and where are the materials distributed? The materials are distributed by mail, at outreach events, by keeping a supply at places such as City Hall, public libraries, the offices of cooperating agencies such as Legal Aid of San Mateo County, by posting at public bulletin boards at places such as laundromats and coffee shops, and by tabling at community fairs and events. 3. Program Outcomes: In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/13: Fair and equal access to housing is a primary civil right of all people and is a requirement of HUD for the receipt of federal funding. As a result of services delivered the public is better informed about fair housing to achieve increased compliance and with those needing assistance being rendered that assistance. Project Sentinel actively investigates bona fide complaints and conducts audits to determine the rate of unreported discrimination. FY 1213 cases: Long running case involving East Palo Alto and Redwood City. Active collaboration between Project Sentinel and public interest law groups and the Brancart Law office. Interviews and surveys showed Hispanic households being subjected to substandard living conditions, intimidation and national origin insults. Page 7 of 8City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3007&prop=261 Ap p l i c a t i o n 2 1 216 DFEH has made a cause determination of a familiar status case in San Mateo City where the owners would not allow children to play outside. Bad conduct was not a issue. SSF family was told they were not allowed to live in the senior only housing which did not meet senior only housing standards. The owner and manager have been given fair housing training and the rental practices will be monitored. Project Sentinel’s Fair Housing Director presented at the Housing Expo at the County Fair and maintains close working relationship with TCAA for proactive outreach to housing providers. Attachments  1. Resolution authorizing application and designation of signatory, by the Board of Directors Resolution_for_Signature_authorization_Marquart_and_Eichner.pdf  2. Proof of 501(c)3 / tax-exempt status Federal_and_State_Tax_Exempt.pdf  3. By-laws PROJECT_SENTINEL_Amended_By-Laws_2011.DOC  4. Articles of Incorporation PS_Articles_of_Incorporation_11-26-1990.pdf  5. Board roster, including: •Name, Company, Years on Board •Meeting dates for previous 12 months •Number of years allowed for each board term Board_Roster_and_2013_Board_Meetings.doc  6. Organizational chart for entire organization PS_Organization_Chart_6.8.12.xls  7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: •Management letters (if applicable) •A-122 and A-133 Single Audit (for entities that receive more than $500,000 in federal funding) OR •A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $500,000 in federal funds and is not subject to the Single Audit. AUDITED_FINANCIAL_STATEMENTS_2012-2013.pdf  8. The following are required: •Current (FY13-14) Agency Operating Budget •Proposed (FY14-15) Agency Operating Budget Agency_Budgets_1314_1415.xls  9. Mission Statement Mission_Statement.pdf  10. Non-discrimination policy for Staff and Clients lAffirmative_Action_Plan_-_Non-Discrimination_policy.doc  11. Reasonable Accommodations Policy for Staff and Clients reasonable_accommodation_statement.doc  12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Conflict_of_Interest_Policy.doc 13. Other - Program Manager Signature Ann Marquart Date Signed 01/24/2014 Initially submitted: Jan 24, 2014 - 06:19:48 Page 8 of 8City Data Services -South San Francisco 1/27/2014http://www.citydataservices.net/cities/smatca/app2014arc.pl?rpt=C3007&prop=261 Ap p l i c a t i o n 2 1 217 Community Development Block Grant Program FY 2014-2015 GENERAL INFORMATION Project Title: City of South San Francisco CDBG Administration Project Address: 400 Grand Avenue City: South San Francisco Zip: 94080 Project Summary: The City of South San Francisco CDBG Administration activity provides the planning, management and other administrative oversight that are required to implement the City’s CDBG Program. Budget Summary Amount Requested $87,047 PROJECT INFORMATION Funding Requested: CDBG Funds Project Specific Narrative: The City of South San Francisco CDBG Administration activity provides general management of the City’s CDBG program including management and oversight of the public service grants and rehabilitation programs, federal accounting and reporting functions. Pursuant to federal spending limitations, a total of 20% of the City’s entitlement allocation plus 20% of estimated FY 14-15 program income may be allocated to administrative costs. The estimated spending limit for administrative costs is $87,047 (FY 2014-2015); this spending limit is mandated by congressional statute and may not be exceeded with CDBG funds. Ap p l i c a t i o n 2 2 218 Community Development Block Grant Program FY 2014-2015 GENERAL INFORMATION Project Title: Public Right of Way Improvement Projects Project Address: 400 Grand Avenue City: South San Francisco Zip: 94080 Project Summary: The City will fund public right of way improvement projects in the Downtown such as signage, special lighting, paving, art, trees etc. Budget/Goal Summary Amount Requested Proposed Goals $200,0001 Improvements to Pedestrian Environment, Intersections, Public Open Space, Streetscape, and Street Lighting PROJECT INFORMATION Funding Requested: CDBG Funds Project Specific Narrative: As discussed at the February 19, 2014 City Council Study Session, staff has proposed that the City Council allocate CDBG funding towards Public Right of Way (ROW) Improvements in the Downtown. ROW projects provide a low cost option to make a visual difference in the Downtown. If approved by City Council, the City will prioritize and implement ROW projects identified in the Downtown Station Area Plan (DSAP), which is to be reviewed by City Council in summer 2014. The DSAP calls for improving streets and open spaces, supporting local business along Grand Avenue with new streetscape improvements, and providing flexible open space for events. This funding is to include the reallocation of funding historically designated for the City-Sponsored Commercial Rehabilitation Program (i.e. Downtown Façade Improvement Program), which will be funded by General Fund dollars instead in FY 14-15. 1 The amount requested for Public ROW Improvements does not included staffing costs to manage the projects Ap p l i c a t i o n 2 3 219 Community Development Block Grant Program FY 2014-2015 GENERAL INFORMATION Project Title: City of South San Francisco Housing Rehabilitation Program Project Address: 400 Grand Avenue City: South San Francisco Zip: 94080 Project Summary: The City-Sponsored Housing Rehabilitation Program provides low interest loans and/or grants to qualifying low-income homeowners to repair their homes to ensure that they are safe and livable. Budget/Goal Summary Amount Requested Proposed Goals $220,000 Serve 3-5 Households PROJECT INFORMATION Funding Requested: CDBG Funds Project Specific Narrative: This program provides low interest loans and technical assistance to low income homeowners in need of repairs to their home. These repairs can include roof replacements, sewer line repairs, mold testing, interior abatement, painting, and legalizing homes that are in violation of building codes. Debris Box Voucher Program- a subprogram that provides low income homeowners with a free debris box. This allows homeowners to remove years of accumulation of garbage, furniture and other debris that need to be removed before general issues can be addressed in a home or in conjunction with the repairs conducted by the individual. It also removes debris that is and/or can become a fire or sanitary hazard. Emergency Home Repair Voucher Program - a subprogram that provides low income homeowners a grant of up to $2,500. These vouchers apply to emergency repairs and code violations, such as broken sewer lines, roof repairs, broken windows, etc. Ap p l i c a t i o n 2 4 220 DATE: March 12,2014 TO: Mayor and City Council FROM: Michael Massoni, Public Safety Chief SUBJECT: RESOLUTION AUTHORIZING THE RENEWAL OF THE AMENDED PROFESSIONAL SERVICES AGREEMENT WITH AMERICAN TRAFFIC SOLUTIONS FOR RED LIGHT ENFORCEMENT RECOMMENDATIOIV: It is recommended that City Council adopt the attached Resolution authorizing the renewal of the amended agreement with American Traffic Solutions and approve Amendment Two for the automated Red Light Enforcement Program in South San Francisco. BACKGROUNDIDISCUSSION: As Council is aware, the City of South San Francisco has had a Red Light Enforcement Program in place since August of 2009. The City of South San Francisco entered into a contract with American Traffic Solutions ("ATS') to provide the equipment and technology for this program. Currently, this program is in two locations within the City, with one (1) location at the intersection of Chestnut AvenuelWestborough Boulevard and El Camino Real, as well as the intersection of Hickey Boulevard and El Carnino Real. The contract with ATS is for five (5) years, beginning from the first revenue-generating citation, which was August 13, 2009. Per the contract agreement terms, the contract will automatically renew on August 13, 2014 for an additional five (5) years unless the City of South San Francisco notifies ATS by April 14,2014. ACCIDENT DATA Since 2005, with the integration of improved and more accurate records inanagement systems and procedures, the City of South San Francisco has recorded a total of two hundred fifteen (21 5) collisions from both intersections where red light cameras now operate. At those intersections, a total of twenty two (22) of those collisions (approximately 10% of all collisions) have been attributed to red light violations. Those collisions resulted in minor injuries to twenty seven (27) people and major injuries to thrce (3) people. 'lhe remaining ninety percent (90%) of collisions at those intersections have been attributed to unsafe speeds, following too closely, unsafe lane changes, and failure to yield violations. Sraff Report Subject: Renewal and Amendment to Contract Between the City of South San Francisco and ATS Date: March 12,201 4 Page: 2 Accident Data I Intersection I I 1 1 I Date Range 2005-2009 20 1 0-20 1 3 Totals per I Grand - - Totals 1 215 total collisions/22 Red Light collisions 1 * From 2005-2009, lhnse 9 collisions resulted in 10 minor and I major injuly. ** Frum 201 0-2013, those 2 col[isions resulted in 4 minor injuries and no major injuries. # From 2005-2009, those 7 collisions resulted in 9 minor injuries and no major injuries. ## From 2010-2013, those 4 colIi.sions resulted in 4 minor injurie.~ and 2 major injuries. El Camino Real @ Hickey Blvd. Collisions I Collisions due to red -- 4 1 43 84 'l'he table below shows the number of citations issued each calendar year that the program has been in effect. & indicated, thc numba of citations issued has decreased other than a spike in 201 2. El Camino Real @ Westborough Blvd. Collisions I Collisions due to red light violations 9* 2* * 11 In the table below, the "Amount Received" column lists the anlount that is received by the City of South Sari Francisco from these citations. The "Cost" column lists the fees paid to ATS to maintain and monitor the equipment and for a first level of review of the violations. Additional costs include Police Depiutment staff time to evaluate the violations and to testify in court if necessary. Citations Issued 5 5 76 13 1 YEAR 2009 2010 201 1 2012 201 3 TOTAL * Figure only includes thejirst 6 months offiscal year ** Cost estimatejkr [he firs1 6 rrlonrhs offiscal year light violations 7# -- 4# 11 NUMBER ISSUED 5,528 4,63 1 4,465 5,97 1. 4,761 25,356 Fiscal Year Citation Revenue Generated and Expenses DlFFEKENCE $ 104,304 $ 224,578 $ 5830 S 315,671 t FISCAL YEAR 2010/11 201 1/12 2012113 2013114 L TO DATE 'T'OTAl, AMOUNT RECEIVED $ 4 14,439 $ 565,754 $ 691,413 $ 254,850* $ 1,926,456 COST- $ 486,400 $ 461,450 $ 466,835 $ 196,100** $1,610,785 Staff' Report Subject: Renewal and Amendment to Contract Between the City of South San Francisco and ATS Date: March 12, 20 14 Page: 3 The table below shows the compensation to ATS for the first five (5) years of the contract and compensation for the subsequent five (5) years. Currently, the red light cameras monitor six (6) approaches at the intersections beingmonitored, five (5) at Westborough Blvd. and El Carnino Real and one (1) at Hickey Blvd. and El Camino Real. The table below also lists the price for each leg of the intersections and the total paid to ATS monthly. --- Intersection Existinp Price New Price Westborough Blvd. and ECR $ 5,395 - ~nd ECR I $ 5.395 I $ 4.500 1 Westborough Blvd. and ECR Westborough Blvd. and ECR Should the City of South San Francisco choose to continue the program, the table below will show the average number of citatiol~s based on current figures. Hickev Blvd. a $ 5,395 $ 5,395 Westborough Blvd. and ECR Westborough ~lvd. and ECK Grand Total $ 4.500 1 $ 4,500 Based on the average revenue generated and the average cost to the City of South San Francisco, this table illustrates the projected financial impact on a yearly basis. Cost is based on the new negotiated fee with ATS and current employee costs. $ 4,995 $ 4,995 $ %-;750 Years 2015-2019 - $ 4,000 $ 4,000 - $ 26,000 Number of Citations Yearly 5,071 Statistics provided to the City of South San Francisco by ATS regarding red light violations in South San Francisco indicate the following: Fiscal Years 1 Amount Received 2014/15 to 2018/19 ( $ 557,202 1. Most red light violatioils occur between the hours of 12:OO PM and 1 :00 PM. 2. Saturday is the day of the week with the most red light violations. 3. Vehicles registered in South San Francisco are receiving approximately twenty percent (20%) of the citations issued. 4. Most red light violators in South San Francisco do not get a second ticket. Ninety eight percent (98%) of those South San Francisco residents who receive and pay for a citation do not get a second citation. 5. The South San Francisco Police Department has utilized the videos footage captured at these intersections twenty two (22) times for non-red light related incidents. l'hese include accidents, hit and run accidents, and one (1) homicide investigation. Cost $ 402,595 Difference $ 154,607 Staff Report Subject: Renewal and Amendment to Contract Between the City of South San Francisco and ATS Date: March 12,20 14 Page: 4 Staff from the South San Francisco Police Department and the City Attorney's office have negotiated with staff from ATS regarding the compensation paid for this service and the options for the City of South San Francisco to opt out of this extension without cause with a six (6) month notice by either party. Currently, the South San Francisco Police Department utilizes the assets from the Red Light Camera Program to fund the "Every 15 Minute Program", a drunk driving prevention project which is presented annually at oiie of the South San Francisco high schools. This cost is approximately twenty thousand dollars ($20,000.00). CONCLUSION: Information gathered by Police Department staff indicates that the accident rate for the Hickey Blvd. intersection has remained relatively the same, while the accident rate at the Westborough Blvd. intersection has gone up. Both intersections have shown a reduction in the number of accidents attributed to red light violations, and the number of injuries has gone down at both intersections. Citizens have contacted Police Department staff regarding these cameras, stating that since the City of South San Francisco has installed the cameras, they find themselves paying more attention when driving in all areas and not just in the area that the cameras are installed. It is recommended that City Council adopt the resolution authorizing the renewal of the contract with American Traffic Solutions and approve Amendment Two for the automated Red Light Enforcement Program in South San Francisco. Public Safety chi2 -LlxiLlh Approved: seven T. Mattas Interim City Manager Attachments: Resolution Agreement Amendment ATS Agreement RESOLUTION NO. CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA A RESOLUTION APPROVING AMENDMENT TWO TO THE PROFESSIONAL SERVICES AGREEMENT WITH AMERICAN TRAFFIC SOLUTIONS, INC. (ATS) FOR THE AUTOMATED RED LIGHT ENFORCEMENT PROGRAM WHEREAS, City and ATS entered into a Professional Services Agreement for the City's use of the ~xsis~~ System to enforce traffic violations (the "Agreement"); and WHEREAS, section 17 of the Agreement requires any amendments, modifications, or alterations of the Agreement to be in writing and duly executed by the parties; and WHEREAS, the City and ATS first amended the Agreement on November 10,2009; and WHEREAS, the City and ATS desire to amend, modify or alter certain terms and conditions of the Agreement; and WHEREAS, City staff recommends approving Amendment Two to the Agreement ("Amendment") in order to modify the pricing schedule and extend the term of the Agreement with ATS for red light photo enforcement program services. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of South San Francisco that the City Council hereby approves Amendment Two to the Professional Services Agreement with American Traffic Solutions, Inc. for the Automated Red Light Enforcement Program, attached hereto as Exhibit A, and incorporated herein. BE IT FURTHER RESOLVED that the City Manager of the City of South San Francisco is hereby authorized and directed to execute the Amendment on behalf of the City of South San Francisco, subject to approval as to form by the City Attorney, and to take any other action consistent with the intent of this Resolution. I hereby certify that the foregoing Resolution was regularly introduced and adopted by the City Council of the City of South San Francisco at a regular meeting held on the 12th day of March, 2014 by the following vote: AYES: NOES: ABSTAIN: ABSENT: ATTEST: City Clerk Exhibit A Amendment Two AMENDMENT TWO TO PROFESSIONAL SERVICES AGREEMENT This Amendment Two ("Amendment") is dated effective this day of , 2014 and is entered into between American Traffic Solutions, Inc. VATS"), a corporation duly registered under the laws of the State of Kansas with its principal place of business at 1330 West Southern Avenue, Tempe, Arizona 85282 and the City of South San Francisco ("City"), a municipal corporation of the State of California. RECITALS WHEREAS, on October 6, 2006, the City and ATS entered into a Professional Services Agreement for the City's use of the AxsisTM System to enforce traffic violations (the "Agreement"), amended on November 10,2009; and WHEREAS, section 17 of the Agreement requires any amendments, modifications, or alterations of the Agreement to be in writing and duly executed by the parties; and WHEREAS, the City and ATS mutually desire to amend, modify or alter certain terms and conditions of the Agreement. TERMS AND CONDITIONS NOW THEREFORE, in consideration of the mutual covenants and promises contained in this Amendment, the City and ATS do hereby agree as set forth below: 1. The above recitals are true and correct and are incorporated herein. 2. In accordance with Section 4(b) of the Agreement, the parties hereby agree to renew the term of the Agreement for one additional five-year term, to expire on August 13, 2019. 3. Section 4(c) is hereby amended to add a new subsection as follows: iii) By either party without cause, with at least six (6) months prior written notice to the other party. 4. Schedule 1 is hereby amended to modify pricing for the existing sites as follows: - - 5. Except as expressly amended or modified by the terms of this Amendment, all terms of the Agreement shall remain in full force and effect. In the event of a conflict between the terms of this Amendment and the Agreement, the terms of this Amendment shall prevail and control. 6. This Amendment may be executed in one or more counterparts, each of which shall constitute an original, but all of which taken together shall constitute one and the same instrument. Each party represents and warrants that the representative signing this Amendment on its behalf 1 Site SSOl SSO2 SS03 SS04 SS05 SS06 Monthly Fee $4,500 $4,500 $4,500 $4,500 $4,000 $4,000 has all right and authority to bind and commit that party to the terms and conditions of this Amendment. IN WITNESS WHEREOF, the parties hereto have executed this Amendment. AMERICAN TRAFFIC SOLUTIONS, INC. ACCEPTED AS TO FORM: Name: Adam E. Tuton Title: Executive Vice President, COO Date: CITY OF SOUTH SAN FRANCISCO, CALIFORNIA By: Name: Title: City Manager Date: ATTEST: By: By: Name: Name: Title: City Attorney Title: City Clerk Date: Date: PROFESSIONAL SERVICES AGREEMENT "AGREEMENT' +A THIS AGREEMENT made this 6 day of OC~, 2006 between American Traffic Solutions, Inc. (herein "ATS')), a corporation duly registered under the laws of the State of Kansas with its principal place of business at 14861 North Scottsdale Road, Suite 109. Arizona, County of Maricopa, State of Arizona, and the City of South San Francisco, herein "Customel", a municipal corporation of the State of California with principal offices at 33 Arroyo Drive Ste C, South San Francisco, CA 94080. WITNESSETH: WHEREAS, ATS has the exdusive knowledge, pozsession and ownership of certain equipment. licenses, and processes, referred to collectively es the "Axsis System" (herein "Axsis ), and WHEREAS, Customer desires to use the ~xsls~ System to monitor red light violations, traffic speed or other traffic movements and to issue citations for traffic violations. NOW THEREFORE, the parties agree: I. DEFINITIONS: As used in lhis Agreement, the following words and terms shall, unless the context otherwise requires, have the respective meanings provided below: "Cltatlon" means a utatlon Issued by a competent state or municipal law enforcement aaent or agency or by a court of competent jurisdiction relaling to a violation documented or evidenced by Axsis . "Person" or "persons" means any individual, partnership, joint venture, corporation, Dust, unincorporated association, ~ovemmental authority or polltical subdlvlsi~n thereof or any other form of entity. - "Twin Camera System" means a photo-traffic monitoring device consisting of one (I) front and one (1) rear camera and a tmff~: monitoring device capable of accurately detecting e traffic infraction on up to four lanes controlled by up to one (1) signal phase and whkh records such data w~th one or more images of such vehlcle. "Twin Camera System" shall. $ere the sense requires, also Include any enclosure or cabinet and related appurtenances in which the his is slationed. "Approach" Is defined as one direction of travel of one or more lane on a road or a traffic intersection up lo 4 lanes controlled by up to two (2) signal phases. 'Violation" means failure to obey an applicable traffic law or regulations, including, without limitation, failure to obey a traffic signal, operaUng a motor vehicle in excess of the posted speed limit, and operating a motor vehicle without displaying a valid license plate. "Operational Time" means the actual time that a Camera System is monitoring traffic. 'VIMS Analysis" is a statistical assessment of vldations rates at suspected problem intersections and approaches to determine Ihe need for a red light system. 2. ATS AGREES TO PROVIDE: The scope of work Identified in Exhibit "A, Section 1" 3. CUSTOMER AGREES TO PROVIDE: The scope of work identified in Exhibit 'A, Section 2." 4. TERM AND TERMINATION: a. This contract shall be effective on the signature date above. b. The term of this Agreement shall be for five (5) years beginning on the date of first issued and payable notice of a violation (the "Start Date") and may be automatically be extended for one additional five .- (5) year period. However. Customer may termlnate this Agreement at the expiration of any term by providing Confidential Information ----- Page 1 Photo Enforcement Services Agreement written notice of Its Intent not to extend the Agreement 120 days prior to the expiration of the current tern. c. The Contractor's services may be terminated: i) By mutual written consent of the parties; ii) For cause, by either party where the other party fails in any material way to perform its obligations under ihk Agreement. Termination under this subsection is subject to the condition that the terminating party notifies the other party of its intent to terminate, stating with reasonable specificity the grounds therefor, and the other party fails to cure the default within forty-flve (45) days after receiving notice. d. Upon termination of this Agreement, either for breach or because It has reached the end of its term, the parties recognize that the Customer will have to process traffic law violations in the "plpeline," and that ATS accordingly must assist the Customer in this regard. Accordingly. the parties shall take the following actions, and shall have me following obligations, which survive termination during the wind-down period: The Customer shall cease using the Axsisw System, shall return or allow ATS to recover all provlded equipment within a reasonable time not to exceed 60 days, and shail not generate further images to be processed. Unless directed by the Customer not to do so, ATS shall continue to process all images taken by the Customer before terminat~on and provide all services associated with processing in accordance with this Agreement, and shall be entitled to all Fees specified in the Agreement as if the Agreement were still in effect. f. Fist year ("pilot yeaf) terms: With 60 day written notice, on the first anniversary of the Start Date, either party shall have the option to terminate this Agreement. The option to terminale shall expire except as otherwise provided hereln. 5. ASSIGNMENT Neither party may assign all or any portion of this Agreement wilhout the prior written consent of the other, which consent shall not be unreasonably withheld or delayed; provided, however, the Customer hereby acknowledges and agrees that the execution (as outlined in Schedule 6), delivery and performance of ATSs -. - rights pursuant to this Agreement shall require a significant investment by ATS, and that, in order to finance such investment, ATS may be required to enter into certain agreements or arrangements ("Financing Transactions") with equipment lessors, banks, financial Institutions Or other similar persons or enbties (each, a "Financial Institution" and collectively; "Financial Institutlons"). The Customer hereby agrees that ATS shall have the right to assign, pledge, hypothecate or 0the~lise transfer ('Transfef) its rights, or any of them, under this Agreement to any Financial InStit~tion in connection with any Financing Transaction between ATS and any such Financial Institution subject to the Customer's prior wrltten approval, which approval shall not be unreasonably withheld or delayed. The Customer further acknowledges and agrees that in the event that ATS provides written notice to the CUStomer that it intends to Transfer all or any of ATS's rights pursuant to this Agreement, and in the event Vlat the Customer fails to provide such approval or fails to object to such Transfer within forty-five (45) business days after its receipt of such notice from ATS, ATS shall be free to effect said Transfer. 6. FEES AND PAYMENT: Customer shall pay for all equipment, services and maintenance based on the fee schedule indicated in Exhibit A, Schedule 1, ("Fees"). On or before the 10th day of each month, the Customer shall pay all fees due ATS based upon invoices from Me, proceeding month. Late payments are subject to interest calculated at 1.5% per month on open balances. Revenue Neutrality CldUSe During the term of the contract, Customer shall not be required to pay ATS more than Customer (or ATS on Customer's behalf) has cailected/received In fines payments through the use of the Axsis System cumulatively throughout the term of the cantract. For the purposes of his clause. the term 'fines" applies Confidential Information Page 2 Photo Enforcement Sewlces Agreement to that portion of fines actually retained by the Customer according to the distribution method applicable under California law. This clause will be applied as follows: If collections for the program during any month are less than the full amount of ATS invoices, ATS shall be entitled the full amount of fines actually collected. ATS will maintain an accounting of any net balarices owed to ATS and shall apply future collections first to the accrued balance and then to the current months invoice. At any time that ATS fees and any accrued balances are fully repaid, additional collections will be retained by the Customer. Any posltive revenue balances generated from this program (whether reserved in cash or not by the Customer) will be used to offset future ATS invoices in the event of monthly deficits. Example: If during Year 1 of the program, revenues minus ATS fees yleld a net surplus of $100,000, this amwnt would be available to pay ATS invoices for any future periods in the event that lesser or no revenue were to be generated in future periods. However, at the point where the (actual or paper) surplus is exhausted, then no additional payments would be due until sdd~tronal collected fines were available to cover the cumulative deficit. For the purposes of this dause, the accrued surplus is a calculated figure determined by subtracting ATS fees from program fines collected. The obligation to pay is not subject to the existence of cash reserves from the program, for exampfe, if the Customer chooses to use or has used these surplus funds for any other uses. 7. INTERSECTION AND VIOLATION RATE ANALYSIS Prior to implementing the Axsls System, ATS will conduct an analysis of each Approach being considered for a Camera System. If ATS deems necessary, ATS will use the Axsls" VlMS (Violation Incident Monitoring System) or other tool or means to complete the analysis over a 4 to 24 hour period. The Customer will be provided a report on violations recorded at each monitored approach, including the time of day and lanes on whlch the vlolatlons occurred. For any Approach recommended by the Customer, ATS may install a Camera System. However, ATS may elect not to Install a Camera System where traffic violation data does not - support installation of the Axsis System. 8. COMMUNICATION OF INFORMATION: ATS agrees that all Infmatlon obtalned by ATS through operation of the Axsis System shall be made available to the Customer at any lime during ATS's normal working hours. excluding trade secrets and other mnfidentii or proprietary informailon not reasonably necessary for the prosecution of citations or the fuMllment of Customer's obligation under this Agreement. 9. CONFIDENTIAL INFORMATION: No information given by ATS to Customer will be of a canfidentlal nature, unless specifically designated in writing as proprietary and confidential by ATS. Provided, however, nothing in this paragraph shall be construed contrary to the terms and provisions of any "Open Records Act" or similar laws, insofar as they may be applicable. ATS shall not use any information acquired by this program with respect to any violations or th Customer's law enforcament activities for any purpose other than the program. 10. OWNERSHIP OF SYSTEM It is understood by the Customer that the System being installed by ATS is, and shall remain, the sole properky of ATS. unless separately procured from ATS. The System is being provided to Customer only under the terms and for the term of this Agreement. 11. INDEMNIFICATION AND INSURANCE: ATS shall at all times comply with all federal, State and local laws, ordinances and regulations and shall comply with the maintenance procedures and manufacturer recommendations for operation of the Axslsw equipment which affect this Agreement. ATS shall defend Customer, using counsel acceptable to Customer (in the exercise of reasonable judgment by Customer), and shall indemnify and save harmless Customer, against any claims against Customer to the extent, and only to the extent, that such daims arise from any violation by ATS of any of the above-described laws, ordinances, or regulations, or from . - ATS's breach of this Agreement, negligence, or tort, or from ATS's violation of the maintenance Confidential Information Page 3 Photo Enforcement Services Agreement procedures and manufacturer recommendations for operation of the equipment. For purposes of this paragraph only, 'Customet" shall include Customer's officers, officials, employees, agents, and volunteers when acting on behalf of Customer; and 'ATS" shall include ATS's officers, directors, agents, attorneys, and employees when acting on behalf of ATS (but shall exclude any officers, offlcrals, employees, agents, or volunteers of Customer). ATS's obligation to indemnify. when it exists, shall extend to any and all liability, loss, damage, claims, expenses. and costs, including, without limitation, reasonable attorneys' fees and reasonable costs and fees of litigation (provided however that ATS shall have the right to retain defense counsel and otherwise control such defense and that Customer shall have no right to indemnity for any attorneys fees, costs or fees of litigation, or any other expense or liability whatsoever, unless, before such expense or liability is incurred, Customer gives ATS detailed written notrce of the claim, tendering the defense thereof to ATS, and ATS falls to provide Customer, wfthfn a reasonable time thereafter, with a defense that complies with the terms of this Agreement). Notwithstanding any of the above, ATS shall have no indemnity obligation with respect to any claim or liability to the extent such claim Or liability arises out of the breach of this Agreement, negligence, or fault or tort (of any kind or nature) of Customer or its officers, officials, employees, agents, or volunteers (Including, without limitation, any failure by Customer to comply with the terms of this paragmph). ATS shall also have no indemnity obligation whatsoever with respect to any claim or liability arising by reason of any contention that the program under which ATS is providing services under this Agreement is wholly or partly u~lawful, even if such contention should prove successful in any forum or tribunal, whether in whde or in part. ATS shall maintain the following minimum scope and llmits of insurance: (a) Commercial General Liability Insurance including coverage for bodily injury. property damage, premises and operations, productslcompleted operations, personal and advertising injury, and contraclual liability with a combined single llmlt of $1,000,000 per occurrence. Such insurance shall indude the Customer, its officers, directors, employees, and elected officials as additional insured's for liability arlslng from ATS's operation. (b) Workers Compensation as required by applicable state law, and Employers' Uability insurance with limits of not less than $500,000 each accident; ATS shall at all times maintain worker's compensation insurance coverage in the amounts required by law, but shall not be required to provide such coverage for any actual or statutory employee of Customer. (c) Comprehensive Business Automobile Liability Insurance for all owned, non-owned and hired aulomobiles and other vehicles used by ATS dth a minimum $1,000,000 per occurrence combined single limit bodily injury and property damage. The Customer and its officers and employees. shall be named as additional insured on the comprehensive general liability policies provided by ATS under this Agreemenl. ATS shall require any subcontractors doing work under this Agreement to provide and maintain Ule same insurance, which Insurance shall also name the Customer and Its officers, employees, and authorized volunteers as additional insureds. Cetirficales showing ATS is carrying the above described insurance, and evidencing the additional insured status specified above. shall be fumlEheU to me Customer within thirty calendar days after the date on which this Agreement is made. Such certificates shall show that the Customer shall be notified of a11 cancellations of such insurance policies. ATS shell forthwith obtain substitute insurance in the event of a cancellation. inasmuch as the Customer is a body polltlc and corporate, the laws from which Customer derives its powers, insofar as the same law regulates the objects for which, or manner in which, or the concerns under which, the Customer may enter into this Agreement, shall be controlling and shall be incorporated by reference into this Agreement. The Customer shall be responsible for Vehicle insufance coverage on any vehides driven by Customer employees. Coverage will include liability and collision damage. 12. STATE LAW TO APPLY: This Agreement, and all SediOns contained herein, Including Section 13, 'Dispute Resolution," shall be construed under and in accordance with Ihe laws of the State of California. 13. DISPUTE RESOLUTION All disputes arising out of or in connection with the Agreement shall be attempted to be settled through good- faith negotiation between senior management of both parties, followed if necessary within thirty (30) clays by Confldentlal lnformatlon ----- ~-- Page 4 photo Enforcement Services Agreement professionalbassisted mediation. Any mediator so designated must be acceptable to each party. The mediation will be conducted as spsclfled by the mediator and agreed upon by Vle parties. The parties agree to discuss their differences in good faith and to attempt, with the assistance of the mediator. to reach an amicable resolution of the dispute. The mediation will be treated a$ a settlement discussion and therefore will be confidential. The medlator may not testify for elther party In any later proceeding relating to the dispute, No recording or transcript shall be made of the rnediabn proceedings. Each party will bear its own costs in the mediation. The fees and expenses of the mediator will be shared equally by the parties. (a) Falling resolution through negotiation or mediation, any remaining dispute shall be submitted to binding arbitration in accordance with the Arbitration Rules for Professional Accounting and Related Services Disputes of the American Arbitration Association ("MA Rules") before a slngle arbitrator. The place of arbitration will be mutually agreed upon within 14 days of a decision to seek arbitration. Limited discovery will be permitted in connection with the arbitration upon agreement of the parties or upon a showing of substantial need by the party seeking discovery. The arbitratofs decision shall follow the plain and natural meaning of the relevant documents, and shall be final and binding. The arbitrator will have no power to award {i) damages inconsistent with the Agreement or (ii) punitive damages or any other damages not measured by the prevailing party's actual damages, and the parties expressly waive their right to obtain such damages In arbitration or in any other forum. ~ll aspects of the arbitration will be confidential. Neither the parties nor the arbRrator may disclose the existence, content or results of the arbitration, except as necessary to comply with legal or regulatory requirements. Each party will promptly pay its share of all erbltration fees and costs, provided that such fees and costs shall be recoverable by the prevailing party as determined by the arbiirator. If a party falls to pay such share promptly upon demand. the arbitrator shall, upon written request by he other party, enter a final and binding decision againd the nonpaying party for the full amount of such share, together with an award of attorney's fees and costs incurred by the other party in obtaining such decision, which decision may be entered in any court of competent junsdlctlon. Except for the failure of a party to pay arbitration fees and costs that requires resort to the arbitrator to order such payment. the partles will bear their own attorneys' fees in any matter or dispute under this Agreement. 14, ADDITIONAL SERVICES: Additional systems and services may be added to this agreement by mutual consent of the partles in writing as an addendum to this Agreement. All other terms and conditions shall remain the same. 15. LEGAL CONSTRUCTION: In case any one or more of the provisions contained in this Agreement shall for any reason be held to be invalid, illegal, or unenforceable in any respoct, such Invalidity, illegality, or unenfcrceablity shall not am any other provision thereof and this Agreement shall be construed as of such invalid. illegal, or unenforceable provision had not been contained herein. Is. PRIOR AGREEMENT SUSPENDED: This Agreement constitutes the sole and only agreement of the patiis and supersedes any prior understanding, written or oral, between the parties respecting the written subject matter. 17. AMENDMENT: No amendments, modifications, or alterations of the terms hereof shall be binding unless he same be in writing, dated wbsequent to the date of this Agreement and duly executed by the parties. 18. NO AGENCY: ATS is an independent contractor providing servlces to the Customer and the employees, agents and servants of ATS shall in no event be considered to be the employees, agents, or servants of the Customer. This contract is not intended to create an agency relationship between ATS and the Customer. 19. TAXES: In the event that any excise, sales or other taxes are due relating to this service contract, the Customer will be responsible for the payment of such taxes. 20. NOTICES: -. Any notices or demand which under the terms of this Agreernerlt or under any statute must or may be given Confidential Information Page 5 Photo Enforcement Services Agreement or made by ATS or Customer shall be in writing and shall be given or made by personal service, telegram, first class mail, FedEx, or by certif~d or registered mail to the parties at the following address: The City of South San Francisco 33 Arroyo Drive Ste C South San Francisco, CA 94000 Attn: Chief Mark Raffaelli American Traffic Solutions. Inc. 14861 N. Scottsdale Rd, Sulte 109 Scottsdale. AZ 85254 Attn: Chief Operating Offir IN WITNESS WHEREOF, the parties have executed this Agreement as of the date accepted by the Customer. AMERICAN TRAFFl UTlONS, INC. Adam E. Tuton. Executive Vice President Confidential i nforrnation .. .... . . . Page 6 Photo Enforcement Services Agreement Exhibit A ATS SCOPE OF WORK 1 AMERICAN TRAFFIC SOLUTlONS (ATS) SCOPE OF WORK 1.2 ATS IMPLEMENTATION 1.2.13 ATS agrees to provide a turnkey solution for Camera Systems to the Customer wherein all reasonably necessary elements required to Implement and operate the solution are the responsibility of ATS, except for those items identlfled In Section 2 tllled "Customer Scope of Work". ATS and the Customer understand and agree that new or previously unforeseen requirements may, from time to time, be identified and that the parties shall negotiate in good faith to assign to the proper party the responsibility and cost for such items. In general. if work is to be performed by the Customer, unless otherwise specified, the Customer shall not charge ATS for the cost. All other in-scope work, external to the Customer. Is the responsibility of ATS. 1.2.14 ATS agrees to make every effort to adhere to the Project Time Llne outlined in Schedrlle 4. 1.2.15 ATS will assist the Customer with video evaluation of candidate sites using the Axsis VlMS system. 1.2.16 ATS will install Camera Systems at a number of Intersection or grade crosslng approaches to be agreed upon between ATS and the Customer after completion of site analyses to be entered into Schedule 5. In addition to the inltlal locations, the parties may agree from tlme to time, by additional Work Order(s), to add to the quantities and locations where Camera Systems are installed and maintained. 1.2.17 ATS will operate each Camera System on a 24-hour basis, barring downtime for maintenance and normal servicing activities. 1.2.18 ATS' in-house markeling department will assist the Customer with public information and outreach campaign strategies. In addition, depending upon the agreed-upon strategy, ATS may pay for agreed upon extra scope expenditures for publlc relations consultants, advertising, or media relations provided that such extra scope expenditures will be reimbursed to ATS from collected revenues. 1.2.19 ATS agrees to provide a secure web site (www.violati0nlnfo.com) accessible to citation recipients (defendants) by means of a Notice # and a PIN, which will allow violation image and video viewing. 1.2.20 The Customer and ATS will complete the Project Business Process Work Row design within 30 calendar days of contract signature; the parties to this agreement will use the drafts Included on Schedules 2 and 3 as the basis for the final workflow design. 1.2.21 ATS normally shall provide lechnician site visits to each Camera System once per month to perform preventive maintenance checks consisting of camera enclosure lens cleaning; camera, strobe and controller enclosure cleaning; inspection of exposed wires; and general system inspection and maintenance. 1.2.22 ATS shall repair a non-functional Camera System within 72 business hours of determination of a malfunction. 1.2.23 ATS shall repair the Axsis VPS system within 1 business day from the time of the outage. Outages of Customer internet connections or infrastructure are excluded from this service level. Confidential Information Page 7 photo Enforcement Services Agreement ATS OPERATIONS 1.3.1 3 ATS shall provide the Customer with an optional one-time warning period up to 30 days in length at the outset of the program. 1.3.14 As the party responsible for Initial contact with the red light violator, ATS shall provide the Customer with an automated web-based cltation ~ocassing system (Axsism VPS) including image processing, 1" notice color printing, 2 notice b+w printing and mailing of at Citation or Notice of Vldation per chargeable event. Each citation shall be delivered by First Class mail ro the registered owner wi!hin the statutory period. Subsequent mailings to drivers Identified In affidavits of non-liability or by rental car companies are also included according to each prlcing option. 1.3.1 5 Subsequent notices may be delivered by First Class or other mail means for additional cumpensation to ATS as agreed by the parties. 1.3.16 ATS shall apply an electronic signature to the citation when authorized to do so by an approving law enforcement officer. 1.3.17 ATS shall obtain in-state vehicle registration infomation necessary to issue citations assuming that it is named as the Customer's agent and the State provides the registration data at no cast. 1.3.18 ATS shall seek records from out-of-state vehicle registration databases and apply records found to Axsis to issue citations for the Customer according to each pricing option. 1.3.19 If Customer is unable to or does not desire to integrate ATS data to its court system, ATS shall provide an on-line court processing module, which will enable the court review cases. related images, correspondence and other related information required to adjudicate the disputed citation. The system will also enable the Court staff to accept and account for payments. Any costs to Integrate ATS system to a court computer system shall be borne by the Customer. ATS may agree to Cover these up front costs and recover the costs from collected revenue. 1.3.20 The Axsis" VPS system, whl& provides the Customer with ability to run and print a reports, shall include the following: Program Statistics Report Location Performance Summary Report 8 Location Performance Detail Report Violation Reject Report Document Aging Report If required by the court or prosecutor. ATS shall provide the Customer with, or train 8 local expert witness able to testify in Court on matters relating to the accuracy. lechnical operations, and effectiveness of the Axsism System until judicial notice is taken. 1.3.22 In those instances where damage to a Camera System or sensors is caused by negligence on the part of the Customer or its authorized agent(s), ATS will pmvlde an estimate of the cost of repair. Upon authorization to proceed with the repairs or replacement, ATS shall replace or repair any damaged equlpment and invoice for the pre-approved repair cost. ATS shall bear the cost to replace or repair equipment damaged In all other circumstances, 1.3.23 ATS shall provide a help line to help the Customer resolve any problems encountered regarding its Red Light Camera System andlor citation processing. The help line shall function durlng normal business hours. Confidential Information - Page2 Photo Enforcement Services Agreement - 2 CUSTOMER SCOPE OF WORK 2.2 GENERAL IMPLEMENTATION REQUIREMENTS 2.2.13 Within 7 business days of contract execution, the Customer shall provide ATS with the name and contact information for a project manager with authority to coordinate Customer responsibilities under the Agreement. 2.2.14 Within 7 business days of contract execution, the Customer shall provide ATS with the name and contact information for a Municipal Court manager responsible for oversight of all Court-related program requirements 2.2.15 The Customer shall make every effort to adhere to the Project Time Line outlined in Schedule 4. 2.2.16 The Customer shall, on a form provided by ATS, provide verification to the State Department of Motor Vehicles, National Law enforcement Telecommunications System. or appropriate authority indicating that ATS is acting as an Agent of the Customer for the purposes of accessing vehicle ownership data pursuant to the list of permissible uses delineated in the Drivers Privacy Protection Act 18 U.S.C. 5 2721, Section (b) (1) and as may otherwise be provided or required by any provision of applicable state law. 2.2.1 7 The Customer and ATS shall complete the ProJect Business Process Work Flow design within 30 calendar days of contract signature, using the drafts included on Schedules 2 and 3 as the basis for the final workflow design. 2.3 STREETS AND TRAFFIC DEPARTMENT OPERATIONS 2.3.13 If the Customer chooses to move a Camera System to a new approach after Initial installation, it shall pay the costs to relocate the System. 2.3.14 Customer will design, fabricate, install and maintain red light camera warning signs. If Customer cannot provide such signage, ATS will do so and charge the costs to the client. 2.3.15 The Customer shall provide access to traffic signal phase connections according to approved design. 2.3.16 Customer shall allow ATS to access power from existing power sources at no cost and shall allow or facilitate access to traffic slgnal phase connections to a pull box, pole base, or controller cabinet nearest to each Camera System within the Customer's jurisdiction. The costs of any additional conduit or power infrastructure needed to support installation of the Camera shall funded by ATS and ATS and shall recover such added costs out of collected revenue in addltlon to its normal fees. 2.3.17 The Customer shall not require ATS to provide installation drawings stamped by a licensed civil engineer. However, ATS work product and drawings shall be overseen and approved by and ATS PE and such deliverable shall conform to applicable engineering norms and reflect the details of installation work to be completed. 2.3.18 The Customer shall approve or reject ATS submitted plans within 7 business days of receipt. 2.3.19 The Customer shall not charge ATS or its subcontractor for building, constructions, street use and/or pole attachment permits. 2.4 POLICE DEPARTMENT OPERATIONS 2.4.13 The Pdics Department shall process each potential violation in accordance with State Caws andlor City Ordinances within 3 business days of its appearance in the Police Confidential Information Page 9 Photo Enforcement Services Agreement Review Queue, using Axslsm to determine which violations will be issued as Citations or Notices of Violation. 2.4.14 Pollce Department workstation computer monitors for citation review and approval should provide a resolution of 1280 x 1024. 2.4.15 For optimal data throughput, Police Department workstations should be connected to a high-speed internet connection with bandwidth of T-I or greater, 2.4.16 Police Department shall provide signatures of all authorized police users who will revlew events and approve citations on forms provlded by ATS. 2.5 COURT OPERATIONS 2.5.13 Customer shall use ATS payment processing services. 2.5.14 Court shall provide a judge or hearing officer and court facilities to schedule and hear disputed citations. 2.5.15 Court shall provide the specific text requlred to be placed on the Citation notice to be issued by ATS within 30 calendar days of contract signature. 2.5.16 The Court shall approve the Citation form within 15 days receipt from ATS. 2.5.17 Municipal Court shall handle inbound and outbound phone calls and correspondence from defendants who have questions about disputes, and other issues relating to citation adjudication. Court may refer cltizens with questions regarding ATS or Axsis technology and processes lo websites andlor toll-free telephone numbers provided by ATS for that purpose. 2.5.18 Wlthln 10 days after expiration of a second notice, Munlctpal court shall pursue delinquent collections of unpaid notices with an existing contractor or ATS. 2.5.19 Any potential one time, direct costs to ATS (including ATS' costs) to develop an interface between the Court system will be initially paid by ATS will be reimbursed to ATS from collected revenues from the program once available. 2.6 INFORMATION TECHNOLOGY DEPARTMENT OPERATIONS 2.6.13 In the event that remote access to the ATS Axsis VPS System Is blocked by Customer network security infrastructure, the Customer's Department of Information Technology shall coordinate with ATS to facilitate appropriate communications while maintaining required security measures. 2.6.14 If Customer-owned telecommunications lines or WiFi networks are present at or near the site, and if feasible to share such existing bandwidth, ATS shall be allowed to use such infrastructure for data trensmission. ATS shell work with the City's IT department to ensure City security protocols are maintained. Confidential Information Page 10 Photo Enforcement Services Agreement Schedule I Service Fee Schedule The Customer agrees to pay ATS the Feds) as itemized below: Monthly Service F4e pef Intersection Approach Cost Element Monthly fee Axsis RLC300 Red Light Camera System rnonitorlng fmt and rear images up to 4 lanes, Axsis LIVE digital video system for monitorlng 1 direction of travel, data entry, In State registered mer acquisition, find quality control review. access to web-based Axsls VPS for Pollce Review, I* notice printing in color, postage end mailing, electronic notice file transmission to court system, evidence packages for scheduled hearings. Confidential Information Page 11 Photo Enforcemenl Services Agreement 1 2 fanes: $4,995 4 lanes: $5,395 Other Optional Services - - his E-Payment Portal for Web-based payments - onllne access convenience fee charged to user. Identifying out-of-state registered owners and mailing violation not~ces' $2.50 per mailed atation. $0 On use only Schedule 2 and 3 Workflow Diagrams [to be added after consultation with Police and Court] Confidential lnforrnation Page 12 Photo Enforcement Services Agreement Schedule 4 Project Timeline Confidential Information Page 13 Photo Enforcement Services Agreement Schedule 5 Initial Camera Locations 'The sites where the Camera Systems will be initially installed were selected after a careful analysis by the Customer Police, the Traffic Engineering Department and ATS engineers. Based on that analysis, the Customer has determined that each of these intersections have a high incidence of inbrsection collisions, there is an extreme difficulty in Identifying violators, and that other traffic light changes/rnodifications would be ineffective in resolving these problems. Accordingly, the Customer determined that photo enforcement was the best solution to the dangers posed by these intersections. [List Initial Camera Locations Here When Final intersection Analysis is Completed] Confidential Information Page 14 Photo Enforcement Services Agreement Schedule 6 Acknowledgement and Consent This Acknowledgement and Consent. dated as of 0~~46 b~ 6 . 2006. is entered into by and between the City of South San Francisco (the %ustomet-") and American Traffic Solutions, Inc.. a Kansas corporation (uATS") with reference to the Professional Services Agreement dated as of x 6 , 2006, by and between the Customer and ATS (the aAgmement'). 1. ATS has entered into a Credit Agreement, dated as of September 22, 2005 (the ''Harris-ATS Credit Agreement"), with Harris N.A. (the "Bank?, pursuant to which the Bank has provided certain working capital credit facilities to ATS. Such credit facilities will provide ATS the working capital that it needs to perform ils obligations to the Customer under the Agreement. 2. Pursuant to the Harris-ATS Credit Agreement, ATS has granted Harris a security interest in all of ATS's personal property as collateral for the payment and performance of ATS's obligations to the Bank under the Harris-ATS Credit Agreement. Such security interest applies to and covers all of ATS's contract rights, including, without limitation, all of ATS's rights and interests under the Agreement. 3. ATS will not, by virtue of the Harris-ATS Credlt Agreement, be relieved of any liability or obligation under the Agreement, and the Bank has not assumed any liability or obligation of ATS under the Agreement. 4. The Customer hereby acknowledges notice of, and consents to, ATS's grant of such security interest in favor of the Bank in all of ATS's rights and interests under the Agreement pursuant to the Harris-ATS Credit Agreement. 5, All payments due and to become due to ATS pursuant to the Agreement shall continue to be paid directly to ATS. unless and until the Bank notifies the Customer in writing to do otherwise. If the Bank so notifies the Customer, the Customer will immediately cease making such payments and distributions to ATS and will as soon as possible. but in any event within 5 days after receiving such .". ' notice, remit all such payments direct to the Bank at 11 1 West Monroe Street, Chicago, IL 60603. ATS agrees that any such payment to the Bank shall be a good receipt and acquittance as against it - tnat is to say, the Customer should make the payment directly to the Bank and in so doing, the Customer discharges any liability to ATS for that payment and the Customer shall have no Obligation to ATS to investigate whether the Bank has any right to make such a direction. 6. The Customer further acknowledges and agrees that this Acknowledgement and Consent shall be binding upon the Customer and shall inure to the benefit of the successors and assigns of the Bank and to any replacement lender which refinances ATS's obligatlons to the Bank under the Harris-ATS Credit Agreement. In Witness Whereof, the Customer and ATS have caused this Acknowledgement and Consent lo be executed by their respective duly authorized and elected officers as of the date first above written. outh San Fra American Traffic , a Kansas corporation By: Name: Adam E. Tuton Tile: cw Title: Executive Vice President Approved as to form I. / Date: By: Confidenliel Infor(PlgliqnAifo rne)~ Page 15 Photo Enforcement $ervlces ~gregment Staff Report DATE: March 12, 2014 TO: Mayor and City Council FROM: Patrick O’Keeffe, Economic & Community Development Consultant SUBJECT: CENTENNIAL VILLAGE – USE PERMIT, DESIGN REVIEW, TRANSPORTATION DEMAND MANAGEMENT PLAN, DEVELOPMENT AGREEMENT AND MITIGATED NEGATIVE DECLARATION FOR A PHASED DEVELOPMENT TO CONSTRUCT A MIXED-USE PROJECT INCLUDING APPROXIMATELY 222,000 SQUARE FEET OF COMMERCIAL SPACE AND 284 RESIDENTIAL UNITS ON A 14.5 ACRE SITE LOCATED AT 180 EL CAMINO REAL IN THE EL CAMINO REAL MIXED USE (ECRMX) ZONING DISTRICT IN ACCORDANCE WITH SSFMC CHAPTERS 19.60, 20.090, 20.300, 20.330, 20.350, 20.400, 20.440, 20.450, 20.460, 20.480 & 20.490. Address: 180 El Camino Real (APN 014-183-110) Owner: Shamain Partnership Applicant: El Camino and Spruce LLC Case No.: P11-0065: UP11-0006, DR11-0019, TDM13-0001, DA13-0002 & ND12-0004 RECOMMENDATION It is recommended that the City Council take one of the following actions: 1. Adopt a resolution making findings and adopting a Mitigated Negative Declaration; adopt a resolution approving a use permit, design review and transportation demand management plan; and waive reading and introduce an Ordinance approving a Development Agreement; or, 2. Adopt a resolution making findings and denying the Project. BACKGROUND / DISCUSSION The City Council has previously held public hearings on the application for the Centennial Village Project at 180 El Camino Real (“Project”) at their regularly scheduled meetings of September 11, 2013, September 25, 2013, October 23, 2013 and February 26, 2014. Copies of these Staff Reports (without attachments) are attached for a complete background on the project. As originally reviewed by the City Council, the proposed Project consisted of the demolition of the existing 145,000 square foot shopping center and replacement with a mixed-use shopping center containing 220,000 square feet of commercial area, including 284 residential units on upper levels. The development was proposed to be constructed in up to three phases, as follows: Staff Report Subject: 180 El Camino Real - Mixed Use Development Date: March 12, 2014 Page 2 of 4 Phase 1 - Construction of ground level retail for Major Tenants 1 (Safeway), 2 (to be determined), the health club, and both levels of Buildings A, B, C and D and Major Tenant 3 (CVS). - Construction of all surface parking and landscaping improvements. - Construction of 184 parking stalls above Safeway and Major Tenant 2. Phase 2 - Construction of all structured parking and Building E (including basement level parking). - Construction of parking level above Building E and Health Club building. - Construction of a minimum of 141 residential units above the Health Club and Building E. Phase 3 - Construction of the remaining residential units (up to a total 284 units) above Safeway and Major Tenant 2. At the September 11, 2013 City Council meeting, staff provided the City Council with documents in support of the Project based on the Planning Commission’s recommendation to approve the Project. Council noted various concerns including the lack of assurances regarding the construction of residential units and the term of the Development Agreement. Thereafter, at the October 23, 2013 meeting the City Council closed the public hearing and continued the matter to November 13, 2013, directing staff to prepare findings for denial. Subsequently, the applicant requested that the meeting of November 13, 2013 be continued off- calendar in order to allow for further discussions regarding the inclusion of residential in the first phase of development and other issues. A subsequent public hearing was scheduled for the regular meeting of February 12, 2014 and was continued again to February 26, 2014. At that meeting, the applicant requested that the meeting be continued until March 12, 2014 to allow the owner to exhaust the possibility of addressing all of the issues raised by the City Council. REVISED PHASING The applicant has revised the proposed phasing of the project, and Phase 1 would now include a minimum of 150 residential units above the Safeway/Major 2 building. The complete revised phasing plan is as follows: Phase 1 - All commercial buildings except Building E. - Subterranean parking under Safeway/Major 2. - Second floor parking above Safeway/Major 2. - A minimum of 150 apartment units above Safeway/Major 2. - All current site improvements and design features. - No change to building architecture. - Structural/foundation enhancements for Health Club building sufficient to support approved residential construction and associated parking above. Staff Report Subject: 180 El Camino Real - Mixed Use Development Date: March 12, 2014 Page 3 of 4 Phase 2 - Building E. - Second floor parking above Building E and the Health Club. - Construction of the remaining residential units (up to a total 284 units) above Building E/ Major 2. - All remaining parking structure levels. The revised drawings showing the appearance of the project at the completion of Phase 1 are attached to the staff report (Attachment 1a, Exhibit C). The Design Review Board reviewed this proposed phasing plan at their meetings of February 19, 2013 and March 19, 2013 and was supportive of the general appearance. The proposed alterations have been reviewed by staff and meet the City’s design criteria and zoning requirements. DEVELOPMENT AGREEMENT The Development Agreement has been revised to reflect the updated phasing discussed above. Additionally, the term of the Development Agreement has been reduced from 20 years to 10 years. The Development Agreement provides the developer the ability to alter the apartment unit mix (number of bedrooms), apartment layout and size of units at its discretion, as long as all such revisions comply with Zoning Ordinance requirements, environmental review, and do not result in any significant changes to the exterior elevations. The Development Agreement also includes provisions requiring building permits for the residential portion of the project to be issued concurrently with building permits for the Safeway/Major 2 building, and requiring construction of vertical wall framing for the residential units to have commenced prior to issuing a certificate of occupancy for any commercial buildings. Prevailing Wage The Development Agreement includes a requirement that prevailing wages be paid for all construction work at the site, including all demolition, excavation and construction but not including any tenant improvement work. Economic Feasibility Previous drafts of the Development Agreement included triggers related to the economic feasibility of constructing the residential units and a provision allowing the City to promote the residential component of the project to potential developers or lenders. With the inclusion of residential units in Phase 1 of the development, all of these provisions have been deleted from the Development Agreement. The revised Development Agreement is attached to the draft Ordinance with the revisions from the prior Development Agreement marked in track changes. CONCLUSION Should the City Council support the revised Project phasing, findings of approval, including Zoning Ordinance and General Plan consistency are set forth in the attached Draft CEQA Resolution (Attachment 1a), Draft Entitlements Resolution (Attachment 1b) and Draft Ordinance adopting a Development Agreement (Attachment 1c). Attachment 1a Draft CEQA Resolution Exhibit A: Initial Study and Mitigated Negative Declaration (available online at http://www.ssf.net/media/council.aspx under “Upcoming Events - Agenda”) Exhibit B: Final Mitigated Negative Declaration / Mitigation Monitoring and Reporting Program (available online at http://www.ssf.net/media/council.aspx under “Upcoming Events - Agenda”) 1 RESOLUTION NO._________ CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO STATE OF CALIFORNIA A RESOLUTION MAKING FINDINGS AND ADOPTING THE INITIAL STUDY AND MITIGATED NEGATIVE DECLARATION FOR THE DEVELOPMENT OF A 14.5 ACRE SITE FOR THE CENTENNIAL VILLAGE AT 180 EL CAMINO REAL PROJECT IN THE EL CAMINO REAL MIXED USE ZONING DISTRICT WHEREAS, El Camino and Spruce LLC, a Nevada limited liability company (“Applicant”), has submitted an application for a mixed-use project on an approximately 14.5 acre site located at 180 El Camino Real, which consists of approximately 220,000 square feet of commercial/retail space and up to 284 residential rental units (“Project”); and, WHEREAS, approval of Applicant’s proposal is considered a “Project” as that term is defined under the California Environmental Quality Act, Public Resources Code Sections 21000, et seq. (“CEQA”); and, WHEREAS, in accordance with CEQA, an initial study was performed, the result of which was preparation and circulation of a mitigated negative declaration (“IS/MND”) analyzing the proposed Project and concluding that approval of the Project could not have a significant effect on the environment because the impacts of the Project could all be mitigated to levels below established CEQA thresholds of significance with the adoption of mitigation measures and enforcement of such measures through a Mitigation Monitoring and Reporting Program (“MMRP”); and, WHEREAS, the IS/MND was provided to the State Clearinghouse and circulated for a 30-day public review period, beginning on April 12, 2013, during which time members of the public were invited to comment on the environmental analysis and conclusions for the proposed Project; and, WHEREAS, six comment letters were submitted on the IS/MND, from the San Mateo County Health System, San Francisco International Airport, County of San Mateo Department of Public Works, C/CAG, the California Department of Transportation and the City of San Bruno; and, WHEREAS, the City prepared written responses to comments received on the IS/MND and prepared a Final MND for circulation, which consists of the IS/MND (incorporated by reference), all comments received on the IS/MND, written responses to comments received on the IS/MND, revisions to the IS/MND where appropriate, and a Mitigation Monitoring and Reporting Program (“MMRP”); and, WHEREAS, the Planning Commission held a duly noticed public hearing on August 15, 2 2013, to consider the IS/MND, the proposed Use Permit, Design Review, Transportation Demand Management Plan and Development Agreement for the Project and take public testimony, at the conclusion of which, the Planning Commission recommended that the City Council adopt the IS/MND and approve the Project; and, WHEREAS, the City Council held a duly noticed public hearing on September 11, 2013 which was continued to September 25, 2013 and to October 23, 2013 and to November 13, 2013, and another duly noticed public hearing on February 12, 2014, which was continued to February 26, 2014 and to March 12, 2014, to consider the IS/MND, the Use Permit, Design Review, Transportation Demand Management Plan and Development Agreement and take public testimony; and, WHEREAS, the City Council has reviewed and carefully considered the information in the IS/MND, including all comment letters submitted, and makes the findings contained in this Resolution, and adopts the IS/MND, as an objective and accurate document that reflects the independent judgment and analysis of the City in the discussion of the Project’s environmental impacts. NOW, THEREFORE, BE IT RESOLVED that based on the entirety of the record before it, which includes without limitation, the California Environmental Quality Act, Public Resources Code §21000, et seq. (“CEQA”) and the CEQA Guidelines, 14 California Code of Regulations §15000, et seq.; the South San Francisco General Plan, General Plan EIR and South El Camino Real General Plan Amendment EIR; the South San Francisco Municipal Code; the Project application; the Centennial Village Project Plans, as prepared by Johnson Lyman Architects, dated August 1, 2013; the Preliminary Transportation Demand Management Plan, as prepared by TJKM Transportation Consultants, dated July 9, 2013; the 180 El Camino Real IS/MND, including the Draft and Final IS/MND, the MMRP and all appendices thereto; all site plans, and all reports, minutes, and public testimony submitted as part of the Planning Commission’s meeting held on August 15, 2013, and Planning Commission deliberations; all reports, minutes, and public testimony submitted as part of the City Council’s duly noticed public hearing on September 11, 2013, which was continued to September 25, 2013 and to October 23, 2013 and to November 13, 2013, and duly noticed public hearing on February 12, 2014, which was continued to February 26, 2014 and to March 12, 2014, and City Council deliberations; and any other evidence (within the meaning of Public Resources Code §21080(e) and §21082.2), the City Council of the City of South San Francisco hereby finds as follows: 1. The foregoing Recitals are true and correct and made a part of this Resolution. 2. The exhibits and attachments, including the Initial Study/Mitigated Negative Declaration (attached as Exhibit A) and the Mitigation Monitoring and Reporting Program, included with the Final IS/MND (attached as Exhibit B) are each incorporated by reference and made a part of this Resolution, as if set forth fully herein. 3. The documents and other material constituting the record for these proceedings are located at the Planning Division for the City of South San Francisco, 315 Maple Avenue, South San Francisco, CA 94080, and in the custody of Chief Planner, Susy Kalkin. 3 4. The proposed Project is consistent with the City of South San Francisco General Plan because the land use, development standards, densities and intensities, buildings and structures proposed are compatible with the goals, policies, and land use designations established in the General Plan (see Gov’t Code, § 65860), and none of the land uses, development standards, densities and intensities, buildings and structures will operate to conflict with or impede achievement of the any of the goals, policies, or land use designations established in the General Plan. 5. In accordance with CEQA, the City Council has considered the Initial Study and Mitigated Negative Declaration for the Project, and based on the entirety of the record, as described above, the City Council, exercising its independent judgment and analysis, makes the following findings regarding the environmental analysis of the Project: a. In October 1999, the City Council certified an Environmental Impact Report for the General Plan; in 2001 the City Council certified a Supplemental Environmental Impact Report for updates to the General Plan. In 2010, the City Council certified an Environmental Impact Report for the South El Camino Real General Plan and Zoning Amendments. CEQA allows for streamlined approval of actions that are consistent with adopted General Plans for which an EIR was certified. (Pub. Resources Code, § 21083; CEQA Guidelines, §§ 15152, 15183.) An initial study was prepared for the proposed Project and a mitigated negative declaration analyzed the potential for impacts that were peculiar to the Project or not analyzed as significant impacts in the General Plan EIR, Supplemental EIR, or South El Camino Real EIR. The IS/MND, which expressly considers the City’s previous EIRs, concludes that approval of the Project will not result in any significant environmental impacts. b. Design features of the Project, as well as the mitigation measures proposed in the IS/MND and included in the MMRP, will operate to ensure the impacts of the proposed Project will not exceed established CEQA thresholds of significance. Therefore, and as further documented in the IS/MND for the Project, additional mitigation measures beyond those established in the MMRP are not required for the Project. c. For the reasons stated in this Resolution, the City Council finds that there is no substantial evidence in the record supporting a fair argument that approval of the Project will result in a significant environmental effect. BE IT FURTHER RESOLVED that the City Council of the City of South San Francisco hereby makes the findings contained in this Resolution, and adopts the IS/MND (ND12-0004) for this Project, attached as Exhibit A, and adopts the Mitigation Monitoring and Reporting Program, attached as Exhibit B. BE IT FURTHER RESOLVED that the Resolution shall become effective immediately upon its passage and adoption. * * * * * * * I hereby certify that the foregoing resolution was adopted by the City Council of the City of South San Francisco at a regular meeting held on the 12th day of March, 2014 by the following 4 vote: AYES:________________________________________________________________ NOES:________________________________________________________________ ABSTENTIONS:________________________________________________________ ABSENT:______________________________________________________________ Attest:__________________________________ City Clerk Exhibits: Exhibit A: Initial Study and Mitigated Negative Declaration Exhibit B: Final Mitigated Negative Declaration/ Mitigation Monitoring and Reporting Program 2134233.1 5 Attachment 1b Draft Entitlements Resolution Exhibit A: Conditions of Approval Exhibit B: Preliminary Transportation Demand Management Plan (available online at http://www.ssf.net/media/council.aspx under “Upcoming Events - Agenda”) Exhibit C: Project Plans 6 RESOLUTION NO._________ CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO STATE OF CALIFORNIA A RESOLUTION APPROVING A USE PERMIT, DESIGN REVIEW AND TRANSPORTATION DEMAND MANAGEMENT PLAN, FOR THE DEVELOPMENT OF A 14.5 ACRE SITE FOR THE CENTENNIAL VILLAGE AT 180 EL CAMINO REAL PROJECT IN THE EL CAMINO REAL MIXED USE ZONING DISTRICT WHEREAS, El Camino and Spruce LLC, a Nevada limited liability company (“Applicant”), has submitted an application for a mixed-use project on an approximately 14.5 acre site located at 180 El Camino Real, which consists of approximately 220,000 square feet of commercial/retail space and up to 284 residential rental units (“Project”); and, WHEREAS, Applicant seeks approval of a Use Permit, Design Review, Transportation Demand Management Plan, and Development Agreement; and, WHEREAS, approval of the Applicant’s proposal is considered a “project” for purposes of the California Environmental Quality Act, Pub. Resources Code § 21000, et seq. (“CEQA”); and, WHEREAS, the City Council reviewed and carefully considered the information in the Initial Study/Mitigated Negative Declaration (“IS/MND”), and by separate resolution, adopts the IS/MND, as an objective and accurate document that reflects the independent judgment and analysis of the City in the discussion of the Project’s environmental impacts; and, WHEREAS, the Planning Commission for the City of South San Francisco held a lawfully noticed public hearing on August 15, 2013 to solicit public comment and consider the IS/MND and the proposed entitlements and take public testimony, at the conclusion of which, the Planning Commission recommended that the City Council adopt the IS/MND and approve the Project; and, WHEREAS, the City Council held a duly noticed public hearing on September 11, 2013, which was continued to September 25, 2013 and to October 23, 2013 and to November 13, 2013, and another duly noticed public hearing on February 12, 2014, which was continued to February 26, 2014 and to March 12, 2014, to consider the IS/MND, the Use Permit, Design Review, Transportation Demand Management Plan, and Development Agreement and take public testimony. 7 NOW, THEREFORE, BE IT RESOLVED that based on the entirety of the record before it, which includes without limitation, the California Environmental Quality Act, Public Resources Code §21000, et seq. (“CEQA”) and the CEQA Guidelines, 14 California Code of Regulations §15000, et seq.; the South San Francisco General Plan, General Plan EIR and South El Camino Real General Plan Amendment EIR; the South San Francisco Municipal Code; the Project applications; the Centennial Village Project Plans, as prepared by Johnson Lyman Architects, dated August 1, 2013; the Preliminary Transportation Demand Management Plan, as prepared by TJKM Transportation Consultants, dated July 9, 2013; the 180 El Camino Real IS/MND, including the Draft and Final MND and all appendices thereto; all site plans, and all reports, minutes, and public testimony submitted as part of the Planning Commission’s meeting held on August 15, 2013, and Planning Commission deliberations; all reports, minutes, and public testimony submitted as part of the City Council’s duly noticed public hearing on September 11, 2013, which was continued to September 25, 2013 and to October 23, 2013 and to November 13, 2013, and duly noticed public hearing on February 12, 2014, which was continued to February 26, 2014 and to March 12, 2014, and City Council deliberations; and any other evidence (within the meaning of Public Resources Code §21080(e) and §21082.2), the City Council of the City of South San Francisco hereby finds as follows: A. General Findings 1. The foregoing recitals are true and correct and made a part of this Resolution. 2. The Exhibits attached to this Resolution, including the Conditions of Project Approval (Exhibit A), the Preliminary Transportation Demand Management (TDM) Plan (attached as Exhibit B), and the Centennial Village Project Plans (attached as Exhibit C) are each incorporated by reference and made a part of this Resolution, as if set forth fully herein. 3. The documents and other material constituting the record for these proceedings are located at the Planning Division for the City of South San Francisco, 315 Maple Avenue, South San Francisco, CA 94080, and in the custody of Chief Planner, Susy Kalkin. 4. By Resolution No. ________, the City Council, exercising its independent judgment and analysis, finds that an IS/MND was prepared for the Project in accordance with CEQA, which IS/MND adequately discloses and analyzes the proposed Project’s potentially significant environmental impacts. For those impacts that could potentially exceed CEQA thresholds of significance, the City has identified and imposed mitigation measures that avoid or reduce the impact to a level of less-than-significant. B. Use Permit 8 1. The proposed Project is consistent with the standards and requirements of the City’s Zoning Ordinance and with the provisions of the El Camino Real Mixed Use Zone District. The Project meets or exceeds all of the general development standards of the El Camino Real Mixed Use Zone District, with the exception of the minimum El Camino Real setback, building length and separation, required commercial frontage, depth of required commercial frontage, and the maximum length of street frontage walls without an opening. The stated exceptions are permissible and warranted by the City’s Zoning Ordinance. 2. The proposed Project is consistent with the General Plan by creating a mixed-use environment that emphasizes pedestrian-activity with buildings built up to the sidewalk along El Camino Real and South Spruce Ave, provides a well-articulated and visually engaging development that implements the goals of the Grand Boulevard Initiative and the El Camino Real Master Plan and locates parking in a way that is not visually dominant, is consistent with the City’s Design Guidelines as they relate to building design, form and articulation and provides commercial uses along both El Camino Real and South Spruce Avenue. 3. The proposed use will not be adverse to the public health, safety, or general welfare of the community, nor detrimental to surrounding properties or improvements, because the proposed use is consistent with the existing uses in the vicinity of the site, including the commercial and residential. The project proposes mixed-use Commercial and Residential uses on a site located in the City’s El Camino Real corridor, which is intended for this type of use. The General Plan has analyzed this type of use in the South El Camino Real corridor, and concluded that mixed-use commercial and residential uses are not adverse to the public health, safety, or welfare. As the proposed Project is consistent with surrounding land uses, approval of the Project will not be detrimental to the nearby properties. 4. The proposed Project complies with applicable standards and requirements of the City’s Zoning Ordinance, with the exception of the minimum El Camino Real setback, building length and separation, required commercial frontage, depth of required commercial frontage, and the maximum length of street frontage walls without an opening. The stated exceptions are permissible and warranted by the City’s Zoning Ordinance. The proposed Project is located in the El Camino Real Mixed Use District and, subject to the exceptions discussed above in Section B.1, which are permissible and warranted by the City’s Zoning Ordinance, meets the minimum standards and requirements for that district. 5. The design, location, size, and operating characteristics of the proposed Project are compatible with the existing and reasonably foreseeable future land uses in the vicinity because the Project proposes commercial and residential uses in the El Camino Real corridor, which is specifically intended for such uses. 9 6. The site is physically suitable for the type of development and density proposed, as the mixed-use commercial and residential uses will benefit from being located in the El Camino Real corridor, and the size and development is appropriate for the location and meets the City’s land use and zoning standards. 7. The Project is consistent with CEQA for the reasons stated in Finding A.4 above. C. Design Review 1. The Project, including Design Review, is consistent with Title 20 of the South San Francisco Municipal Code because the Project has been designed as a mixed-use commercial and residential campus which will provide a pedestrian-friendly environment with extensive landscaping and sustainability elements incorporated. 2. The Project, including Design Review, is consistent with the General Plan because the proposed mixed-use development is consistent with the policies and design direction provided in the South San Francisco General Plan for the El Camino Real Mixed Use land use designation by encouraging the development of a mixed-use environment that emphasizes pedestrian-activity in the El Camino Real corridor. 3. The Project, including Design Review, is consistent with the applicable design guidelines adopted by the City Council in that the proposed Project is consistent with the El Camino Real Mixed Use District Standards included in Chapter 20.090. 4. The Project is consistent with the Use Permit, as proposed for modification, for the reasons stated in Section B, above. 5. The Project is consistent with the applicable design review criteria in Section 20.480.006 (“Design Review Criteria”) because the project has been evaluated by the Design Review Board on April 7, 2012, February 19, 2013, March 9, 2013 and August 1, 2013, and found to be consistent with each of the eight design review criteria included in the “Design Review Criteria” section of the Ordinance, and the Design Review Board. D. Transportation Demand Management (TDM) Plan 1. The proposed trip reduction measures contained in the TDM (attached hereto as Exhibit B) are feasible and appropriate for the Project, considering the proposed use or mix of uses and the project’s location, size, and hours of operation. Appropriate and feasible measures have been included in the TDM plan to achieve a projected 28% alternative mode usage, as required. The TDM provides incentives for employees to use modes of transportation other than single-occupancy vehicle trips, such as secure bicycle storage, shower facilities, preferential 10 parking for carpools and vanpools, and an employee TDM contact, among others. Further, pedestrian walkways linking the Project to adjacent BART and bus stops will help encourage alternative forms of transportation. 2. The proposed performance guarantees will ensure that the target 28% alternative mode use established for the Project by Chapter 20.400 will be achieved and maintained. Conditions of approval have been included to require that the Final TDM Plan, which must be submitted for review and approval prior to issuance of a building permit, shall outline the required process for on-going monitoring including annual surveys. NOW, THEREFORE, BE IT FURTHER RESOLVED that subject to the Conditions of Approval, attached as Exhibit A to this Resolution, the City Council of the City of South San Francisco hereby makes the findings contained in this Resolution and approves a Use Permit (UP11-0006), Design Review (DR11-0019) and Transportation Demand Management Plan (TDM13-0001) for the Project. BE IT FURTHER RESOLVED that the conditional approvals herein are conditioned upon the approval and execution of the Development Agreement for the Centennial Village at 180 El Camino Real Project. BE IT FURTHER RESOLVED that this Resolution shall become effective immediately upon its passage and adoption. * * * * * * * I hereby certify that the foregoing resolution was adopted by the City Council of the City of South San Francisco at the regular meeting held on the 12th day of March, 2014 by the following vote: AYES:________________________________________________________________ NOES:________________________________________________________________ ABSTENTIONS:________________________________________________________ ABSENT:______________________________________________________________ 11 Attest:__________________________________ City Clerk Exhibits: Exhibit A: Conditions of Approval Exhibit B: Preliminary Transportation Demand Management Plan Exhibit C: Centennial Village Project Plans 2134234.1 12 Draft Entitlements Resolution - Exhibit A Conditions of Approval 13 CONDITIONS OF APPROVAL P11-0065: UP11-0006, DR11-0019, TDM13-0001, DA13-0002 & ND12-0004 180 EL CAMINO REAL (As recommended by City Staff on March 12, 2014) A) Planning Division requirements shall be as follows: 1. The applicant shall comply with the Planning Divisions standard Conditions and Limitations for Commercial, Industrial, Mixed-Use and Multi-Family Residential Projects. 2. The project shall be constructed and operated substantially as indicated on the plan set prepared by Johnson Lyman Architects, dated August 1, 2013. 3. The applicant shall comply with all mitigation measures outlined in the Mitigation Monitoring and Reporting Program (MMRP) for the 180 El Camino Real Project. 4. All equipment (either roof, building, or ground-mounted) shall be screened from view through the use of integral architectural elements, such as enclosures or roof screens, and landscape screening or shall be incorporated inside the exterior building wall. Equipment enclosures and/or roof screens shall be painted to match the building. Prior to issuance of a building permit the applicant shall submit plans showing utility locations, stand-pipes, equipment enclosures, landscape screens, and/or roof screens for review and approval by the Chief Planner or designee. 5. No signs are included in this permit application. Prior to installation of any signage, the applicant shall submit a comprehensive Master Sign Program for appropriate review and approval by the Chief Planner or designee. 6. Prior to issuance of any building or construction permits, the applicant shall submit interim and final phasing plans and minor modifications to interim and final phasing plans for review and approval by the Chief Planner, City Engineer and Chief Building Official. 7. Prior to issuance of any building or construction permits for the construction of public improvements, the final design for all public improvements shall be reviewed and approved by the City Engineer and Chief Planner. 8. Prior to issuance of any building or construction permits for grading improvements, the applicant shall submit final grading plans for review and approval by the City Engineer and Chief Planner. 9. Prior to issuance of any building or construction permits for landscaping improvements, the applicant shall submit final landscaping and irrigation plans for review and approval by the Chief Planner. The plans shall include documentation of compliance with SSFMC § 20.300.007 “Landscaping”, including Water Efficient 14 Landscaping and Irrigation calculations and shall be consistent with the intent of the El Camino Real Master Plan. 10. Prior to issuance of any building or construction permits, the applicant shall submit a “Parking and Loading Management Plan”, a “Trash Management Plan” and a ”Shopping Cart Management Plan” for review and approval by the Chief Planner or designee. 11. All parking areas are to be maintained free and clear of litter and storage and shall remain clear for parking at all times. No outdoor storage of materials is allowed. 12. Prior to issuance of any building or construction permits, the developer shall revise the development plans to address the following Design Review Board comments related to Phase 1, subject to review and approval by the Chief Planner or designee: a) Revise the roof treatment to be more prominent over the primary Safeway and Major 2 entrances on the north elevation. The higher mansard roofs should be integrated with the lower mansard roofs at the building setback ends. b) Include additional patterns and textures on the ground floor facades to provide more interest at the pedestrian scale. c) Provide landscaping (trellis structures, planter boxes, etc.), lighting, and material/color texturing on the 2nd floor parking levels/ roof area of Safeway/Major 2 and the Health Club. d) Provide additional architectural and/or landscape treatment along the south elevation of the Safeway/Major 2 building to provide more visual interest. 13. Prior to issuance of any building or construction permits, the developer shall revise the development plans to address the following design related comments, subject to review and approval by the Chief Planner or designee: a) Revise the west CVS building wall so that the maximum length of blank wall is no greater than forty (40) feet and provide enhanced landscaping within the setback from El Camino Real adjacent to the southern portion of the west CVS building wall. b) Landscape the surface parking lot proposed in the future location of Building E and the Parking Structure to match the remainder of the surface parking lot as approved in the project plans. c) Provide enhanced landscaping adjacent to the Safeway parking ramp, including a mixture of shrubs, trees and growing vines, to properly screen the ramp wall. 15 14. Prior to issuance of any building or construction permit for commercial uses and prior to occupancy for residential uses, the applicant shall pay any applicable childcare fees in accordance with South San Francisco Municipal Code Chapter 20.115. This fee is subject to annual adjustment, and presently is assessed at $1,851.00 per high density residential unit and $.68. per gross square foot for commercial/retail. 15. The applicant has prepared and submitted a draft Preliminary TDM Plan. In accordance with South San Francisco Municipal Code Chapter 20.400, prior to issuance of a building permit the applicant shall submit a Final TDM Plan for review and approval by the Chief Planner. The Final TDM shall comply with SSFMC Chapter 20.400. a) The Final TDM Plan shall include all mandatory elements included in the Ordinance and shall substantially reflect the Preliminary TDM Plan prepared by TJKM. The Plan shall be designed to ultimately achieve a goal of 28% alternative mode usage by employees within the Project. b) The Final TDM Plan shall outline the required process for on-going monitoring, including annual surveys. The initial annual survey will be submitted one (1) year after the granting of a certificate of occupancy. The initial annual survey shall either: (1) state that the applicable property has achieved 28% alternative mode usage, providing supporting statistics and analysis to establish attainment of the goal; or (2) state that the applicable property has not achieved the 28% alternative mode usage, providing an explanation of how and why the goal has not been reached, and a description of additional measures that will be adopted in the coming year to attain the TDM goal of 28% alternative mode usage. c) The applicant shall be required to reimburse the City for program costs associated with monitoring and enforcing the TDM Program. 16. Developer must apply for the building permit for the Phase 1 Safeway/Major 2 commercial building, not including CVS concurrently with the building permit for the 150 Phase 1 residential units. The Safeway/Major 2 commercial building not including CVS and 150 unit residential building permits will only be issued concurrently. 17. The building permits issued for all Phase 1 commercial buildings shall provide that no certificate of occupancy for any such commercial building will be issued until construction of Phase 1 residential units, defined as vertical wall framing of residential units, has been commenced. Planning Division contact: Billy Gross, Associate Planner (650) 877-8535 B) Fire Department requirements shall be as follows: 16 1. Prior to issuance of a building permit the applicant shall submit plans showing the following improvements for review and approval by the Fire Marshal or designee: a) Install fire sprinkler system per NFPA 13/SSFFD requirements under separate fire plan check and permit for overhead and underground. b) Fire sprinkler system shall be central station monitored per California Fire Code section 1003.3. c) Install a standpipe system per NFPA 14/SSFFD requirements under separate fire plan check and permit. d) Install exterior listed horn/strobe alarm device, not a bell. e) Elevator shall not contain shunt-trips. f) At least one elevator per building shall be sized for a gurney the minimum size shall be in accordance with the CFC. g) Fire alarm plans shall be provided per NFPA 72 and the City of South San Francisco Municipal Code. h) Buildings 4 stories or more will require a modified smoke control system. A rational analysis is required before building plans are approved. i) Plans are to conform to Building codes and the City of South San Francisco Municipal Code. Section 15.24.130. j) Provide fire extinguishers throughout the building. k) All Non parking space curbs to be painted red to local Fire Code Specifications. l) Access road shall have all weather driving capabilities and support the imposed load of 75,000 pounds. m) Road gradient and vehicle turning radius shall not exceed maximum allowed. n) Provide fire flow in accordance with California Fire Code Appendix III-A. o) Provide fire hydrants with an average spacing of 400 feet between hydrants; location and number to be determined. p) All buildings shall provide premise identification in accordance with SSF municipal code section 15.24.100. 17 q) Provide Knox key box for each building with access keys to entry doors, electrical/mechanical rooms, elevators, and others to be determined. r) The minimum road width is 20 feet per the California Fire Code. s) All buildings shall have Emergency Responder Radio Coverage throughout in compliance with Section 510 of the California Fire Code. Fire Prevention contact: Luis DaSilva, Fire Marshal (650) 829-6645 C) Engineering Division requirements shall be as follows: 1. The development shall comply with the “Standard Development Conditions for Commercial and Industrial Developments”, copies of which are available from the Engineering Division. 2. The building permit application plans shall conform to the standards of the Engineering Division’s “Building Permit Typical Plan Check Submittals” requirements, copies of which are available from the City Engineer’s Office. 3. The owner shall hire a licensed land surveyor or civil engineer authorized to practice land surveying to certify that the new foundation forms conform with all setbacks from confirmed property lines and that all easements are verified and in conformance with the plans. A letter certifying the foundation forms shall be submitted to the Engineering Division for approval. 4. The developer shall submit a geotechnical report along with a cash deposit of $5,000 for peer review. The geotechnical report shall also include, but not limited to, design criteria for the subterranean parking area, footing/foundations of the future structures, etc. 5. The developer shall coordinate the signal light timing along Spruce Avenue and the El Camino Real signal light, which may include installation of conduit and upgrades to the existing signal lights. Any improvements constructed on El Camino Real shall be approved by Caltrans. All improvements shall be designed by a registered civil engineer and approved by the Engineering Division. 6. Any grading over 50 cubic yards shall require a grading permit. The grading plan should clearly state the amount of cut and fill required to grade the project. The developer shall apply for the grading permit with the Engineering Division and shall submit an application, all documentation, fees, deposits, bonds and all necessary paperwork needed for the application. The developer shall place an initial $30,000 cash deposit with the City for environmental compliance inspection personnel time, which includes, but not limited to, air quality, grading and storm water pollution inspections. 18 7. The developer shall, at his/her expense, design and construct a drainage system that will route storm water run-off from all areas towards the public storm drainage system. The storm drainage plan shall be designed by a licensed civil engineer. In addition to the drainage plan, the developer shall submit all drainage calculations and pre- and post-construction run-off calculations. The storm drainage pipes shall be sized for a 10-year, 5-min storm. Any off-site improvements shall be designed by a licensed civil engineer, be at no cost to the City and shall be reviewed and approved by the Engineering Division. 8. The existing 10” sewer main is a major trunk for the City. It shall be relocated to South Spruce Avenue. In addition, only one service connection to the city’s sewer main per parcel is allowed. The plans currently showing two connections. 9. The developer, at his/her own expenses, shall provide flow study for both storm water and sewer system to justify if the existing city facilities will be sufficient to support the development. 10. The bio-detention along the back of sidewalk on South Spruce Avenue is shown to be constructed on top of the 60-inches storm main with the City’s easement. Shall the city need to access the storm main, the owner shall be responsible for restoring the bio-detention. 11. Prior to the issuance of a building permit, the applicant shall revise Sheet C4.1to show Section B-B in the correct location. In addition, retaining wall on top of the 60- inches storm main is not allowed. 12. The developer shall remove and replace all sidewalk and broken curb and gutter at his/her own expense. The developer shall install all required standard accessible ramps and appurtenances related to pedestrian use. Driveways shall not be greater than a 12% grade. 13. Developer shall coordinate with the California Water Service for all water-related issues. They can be contacted at (650) 558-7800. 14. Any work performed in the City’s right-of-way shall require an encroachment from the Engineering Division. The owner shall apply and pay all fees and deposits for the encroachment permit. Engineering Division contact: Andy Tan, Senior Engineer (650) 829-6652 D) Police Department requirements shall be as follows: 19 1. Municipal Code Compliance. The applicant shall comply with the provisions of Chapter 15.48 of the Municipal Code, "Minimum Building Security Standards" Ordinance revised May 1995. The Police Department reserves the right to make additional security and safety conditions, if necessary, upon receipt of detailed / revised building plans. Police Department contact: Sergeant Scott Campbell (650) 877-8927 E) Water Quality Control Plant requirements shall be as follows: 1. A plan showing the location of all storm drains and sanitary sewers must be submitted. 2. Encourage the use of pervious pavement where possible. 3. The onsite catch basins are to be stenciled with the approved San Mateo Countywide Stormwater Logo (No Dumping! Flows to Bay). 4. Any food service establishments must install a grease removal device. The grease removal device must be connected to all wash sinks, mop sinks, and floor sinks and must be upstream of the domestic waste stream. Sizing of the grease removal device must be in accordance with the uniform plumbing code. The minimum size shall be no less than 750 gallons. This must be shown on the plans prior to the issuance of a permit. 5. A signed maintenance agreement for the grease removal device must be submitted prior to the issuance of a permit. 6. Source Control Requirements. The project must implement source control measures onsite that at a minimum shall include the following: a) Minimization of stormwater pollutants of concern in urban runoff through measures that may include plumbing of the following discharges to the sanitary sewer, subject to the local sanitary sewer agency’s authority and standards: i. Discharges from indoor floor mat/equipment/hood filter wash racks or covered outdoor wash racks for restaurants; ii. Dumpster drips from covered trash, food waste and compactor enclosures; iii. Discharges from covered outdoor wash areas for vehicles, equipment, and accessories; iv. Fire sprinkler test water, if discharge to onsite vegetated areas is not a feasible option; b) Properly designed covers, drains, and storage precautions for outdoor material storage areas, loading docks, repair/maintenance bays, and fueling areas; 20 c) Properly designed trash storage areas; d) Landscaping that minimizes irrigation and runoff, promotes surface infiltration, minimizes the use of pesticides and fertilizers, and incorporates other appropriate sustainable landscaping practices and programs such as Bay-Friendly Landscaping; e) Efficient irrigation systems; and f) Storm drain system stenciling or signage. 7. Implement Site Design and Stormwater Treatment Requirements The project must implement at least the following design strategies onsite: a) Limit disturbance of natural water bodies and drainage systems; minimize compaction of highly permeable soils; protect slopes and channels; and minimize impacts from stormwater and urban runoff on the biological integrity of natural drainage systems and water bodies; b) Conserve natural areas, including existing trees, other vegetation, and soils; c) Minimize impervious surfaces; d) Minimize disturbances to natural drainages; and e) Minimize stormwater runoff by implementing one or more of the following site design measures: i. Direct roof runoff into cisterns or rain barrels for reuse. ii. Direct roof runoff onto vegetated areas. iii. Direct runoff from sidewalks, walkways, and/or patios onto vegetated areas. iv. Direct runoff from driveways and/or uncovered parking lots onto vegetated areas. v. Construct sidewalks, walkways, and/or patios with permeable surfaces. vi. Construct driveways, bike lanes, and/or uncovered parking lots with permeable surfaces. 8. Stormwater from the entire project must be included in the treatment system design. (Stormwater treatment systems must be designed to treat stormwater runoff from the entire project.) The project is required to treat 100% of the amount of runoff identified in provision C.3.d for the Regulated Project’s drainage area with LID treatment measures onsite or with LID treatment measures at a joint stormwater treatment facility. 21 a) LID treatment measures are harvesting and re-use, infiltration, evapotranspiration, or biotreatment. b) A properly engineered and maintained biotreatment system may be considered only if it is infeasible to implement harvesting and re-use, infiltration, or evapotranspiration at a project site. c) Infeasibility to implement harvesting and re-use, infiltration, or evapotranspiration at a project site may result from conditions including the following: i. Locations where seasonal high groundwater would be within 10 feet of the base of the LID treatment measure. ii. Locations within 100 feet of a groundwater well used for drinking water. Treatment devices must be sized according to the WEF Method or the Start at the Source Design. Please state what method is used to calculate sizing. The applicant must submit a signed Operation and Maintenance Information for Stormwater Treatment Measures form for the stormwater pollution prevention devices installed. 9. The applicant must submit a signed maintenance agreement for the stormwater pollution prevention devices installed. Each maintenance agreement will require the inclusion of the following exhibits: a) A letter-sized reduced-scale site plan that shows the locations of the treatment measures that will be subject to the agreement. b) A legal description of the property. c) A maintenance plan, including specific long-term maintenance tasks and a schedule. It is recommended that each property owner be required to develop its own maintenance plan, subject to the municipality’s approval. Resources that may assist property owners in developing their maintenance plans include: i. The operation manual for any proprietary system purchased by the property owner. 10. The owner or his representative must file this agreement with the County of San Mateo and documentation that the County received it must be sent to the Technical Services Supervisor. 11. Applicant must complete the Project Applicant Checklist and C3 and C6 Data Worksheet prior to issuance of a permit and return to the Technical Services Supervisor at the WQCP. 22 12. Condensate and/or blowdown from rooftop equipment must be routed to the sanitary sewer. 13. If there is underground parking, water from the groundwater infiltration/foundation drain must be plumbed to the sanitary sewer. 14. Landscaping shall meet the following conditions related to reduction of pesticide use on the project site: a) Where feasible, landscaping shall be designed and operated to treat stormwater runoff by incorporating elements that collect, detain, and infiltrate runoff. In areas that provide detention of water, plants that are tolerant of saturated soil conditions and prolonged exposure to water shall be specified. b) Plant materials selected shall be appropriate to site specific characteristics such as soil type, topography, climate, amount and timing of sunlight, prevailing winds, rainfall, air movement, patterns of land use, ecological consistency and plant interactions to ensure successful establishment. c) Existing native trees, shrubs, and ground cover shall be retained and incorporated into the landscape plan to the maximum extent practicable. d) Proper maintenance of landscaping, with minimal pesticide use, shall be the responsibility of the property owner. e) Integrated pest management (IPM) principles and techniques shall be encouraged as part of the landscaping design to the maximum extent practicable. Examples of IPM principles and techniques include: i. Select plants that are well adapted to soil conditions at the site. ii. Select plants that are well adapted to sun and shade conditions at the site. In making these selections, consider future conditions when plants reach maturity, as well as seasonal changes. iii. Provide irrigation appropriate to the water requirements of the selected plants. iv. Select pest-resistant and disease-resistant plants. v. Plant a diversity of species to prevent a potential pest infestation from affecting the entire landscaping plan. vi. Use “insectary” plants in the landscaping to attract and keep beneficial insects. 15. No decorative bark shall be used in landscaping. 16. Trash handling area must be covered, enclosed and must drain to sanitary sewer. This must be shown on the plans prior to issuance of a permit. 23 17. Install a separate water meter for each commercial unit. 18. Install a separate water meter for landscaping. 19. A construction Storm Water Pollution Prevention Plan must be submitted and approved prior to the issuance of a permit. 20. Plans must include location of concrete wash out area and location of entrance/outlet of tire wash. 21. A grading and drainage plan must be submitted. 22. An erosion and sediment control plan must be submitted. 23. Applicant must pay sewer connection fee at a later time based on anticipated flow, BOD and TSS calculations. 24. Must file a Notice of Termination with the WQCP when the project is completed Water Quality contact: Rob Lecel (650) 877-8555 2249211.1 24 Draft Entitlements Resolution - Exhibit C Project Plans 25 Attachment 1c Draft Development Agreement Ordinance Exhibit A: Development Agreement 26 ORDINANCE NO. ________ CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO STATE OF CALIFORNIA AN ORDINANCE ADOPTING A DEVELOPMENT AGREEMENT FOR THE DEVELOPMENT OF A 14.5 ACRE SITE FOR THE CENTENNIAL VILLAGE AT 180 EL CAMINO REAL PROJECT IN THE EL CAMINO REAL MIXED USE (ECRMX) ZONING DISTRICT WHEREAS, El Camino and Spruce LLC (“Applicant”) has submitted an application for a mixed-use project on an approximately 14.5 acre site located at 180 El Camino Real, which consists of approximately 220,000 square feet of commercial/retail space and up to 284 residential rental units (“Project”); and, WHEREAS, Applicant seeks approval of a Use Permit, Design Review, Transportation Demand Management Plan, and Development Agreement; and, WHEREAS, as part of its application, the Applicant has sought approval of a Development Agreement, which would clarify and obligate several project features and mitigation measures, including payment of existing fees (such as the Sewer Capacity Fee, General Plan Maintenance Fee, Childcare Impact Fee, and Public Safety Impact Fee), and certain future fees (including a Park-in-Lieu Fee); and WHEREAS, approval of the Applicant’s proposal is considered a “project” for purposes of the California Environmental Quality Act, Pub. Resources Code, §§ 21000, et seq. (“CEQA”); and, WHEREAS, by separate Resolution, the City Council adopted an Initial Study/Mitigated Negative Declaration (“IS/MND”) on February 26, 2014 in accordance with the provisions of CEQA and the CEQA Guidelines, which analyzed the potential environmental impacts of the Project; and, WHEREAS, the Planning Commission for the City of South San Francisco held a lawfully noticed public hearing on August 15, 2013 to solicit public comment and consider the IS/MND and the proposed entitlements and take public testimony, at the conclusion of which, the Planning Commission recommended that the City Council adopt the IS/MND, approve the entitlements and recommended that the City Council approve the Development Agreement; and, WHEREAS, the City Council held a duly noticed public hearing on September 11, 2013, which was continued to September 25, 2013 and to October 23, 2013 and to November 13, 2013, and another duly noticed public hearing on February 12, 2014, which was continued to February 26, 2014 and to March 12, 2014, to consider the Project entitlements and Development Agreement, and take public testimony. NOW, THEREFORE, the City Council of the City of South San Francisco does hereby ordain as follows: 27 SECTION 1. Findings. That based on the entirety of the record before it, which includes without limitation, the California Environmental Quality Act, Public Resources Code §21000, et seq. (“CEQA”) and the CEQA Guidelines, 14 California Code of Regulations §15000, et seq.; the South San Francisco General Plan, General Plan EIR and South El Camino Real General Plan Amendment EIR; the South San Francisco Municipal Code; the Project applications; the Centennial Village Project Plans, as prepared by Johnson Lyman Architects, dated August 1, 2013; the Preliminary Transportation Demand Management Plan, as prepared by TJKM Transportation Consultants, dated July 9, 2013; the 180 El Camino Real IS/MND, including the Draft and Final MND and all appendices thereto; all site plans, and all reports, minutes, and public testimony submitted as part of the Planning Commission’s meeting held on August 15, 2013; all reports, minutes, and public testimony submitted as part of the City Council’s duly noticed public hearing on September 11, 2013, which was continued to September 25, 2013 and to October 23, 2013 and to November 13, 2013, and duly noticed public hearing on February 12, 2014, which was continued to February 26, 2014 and to March 12, 2014; and any other evidence (within the meaning of Public Resources Code §21080(e) and §21082.2), the City Council of the City of South San Francisco hereby finds as follows: A. The foregoing Recitals are true and correct and made a part of this Ordinance. B. The proposed Development Agreement (attached as Exhibit A), is incorporated by reference and made a part of this Ordinance, as if set forth fully herein. C. The documents and other material constituting the record for these proceedings are located at the Planning Division for the City of South San Francisco, 315 Maple Avenue, South San Francisco, CA 94080, and in the custody of Chief Planner, Susy Kalkin. D. The proposed Project is consistent with the General Plan by creating a mixed-use environment that emphasizes pedestrian-activity with buildings built up to the sidewalk along El Camino Real and South Spruce Avenue. Further, the Project provides a well-articulated and visually engaging development that implements the goals of the Grand Boulevard Initiative and El Camino Real Master Plan and locates parking in a way that is not visually dominant, is consistent with the City’s Design Guidelines as they relate to building design, form and articulation and provides commercial uses along both El Camino Real and South Spruce Avenue. Further, the land uses, development standards, densities and intensities, buildings and structures proposed are compatible with the goals, policies, and land use designations established in the General Plan (see Gov’t Code, § 65860), and none of the land uses, development standards, densities and intensities, buildings and structures will operate to conflict with or impede achievement of the any of the goals, policies, or land use designations established in the General Plan. Specifically, the General Plan includes policies and programs that are designed to redevelop low-intensity commercial uses to pedestrian-oriented high intensity mixed use development, encourage concentrated higher-intensity activity on highly visible locations, promote visually intricate development, and provide space for enhanced pedestrian connections, require development to be oriented to El Camino Real. E. The City Council has independently reviewed the proposed Development 28 Agreement, the General Plan, the South San Francisco Municipal Code, and applicable state and federal law, including Government Code section 65864, et seq., and has determined that the proposed Development Agreement complies with all applicable zoning, subdivision, and building regulations and with the General Plan. This finding is based upon all evidence in the Record as a whole, including, but not limited to: the City Council’s independent review of these documents, oral and written evidence submitted at the public hearings on the Project, including advice and recommendations from City staff. F. The proposed Development Agreement for the Project states its specific duration. This finding is based upon all evidence in the Record as a whole, including, but not limited to: the City Council’s independent review of the proposed Development Agreement and its determination that Section 2 of the Development Agreement states that the Development Agreement shall expire ten (10) years from the effective date of this Ordinance. G. The proposed Development Agreement incorporates the permitted uses, density and intensity of use for the property subject thereto, as reflected in the proposed Project (P11- 0065), Use Permit (UP11-0006), Design Review (DR11-0019), Transportation Demand Management Plan (TDM13-0001) and Development Agreement (DA13-0002). This finding is based upon all evidence in the Record as a whole, including, but not limited to, the City Council’s independent review of the proposed Development Agreement and its determination that the Development Agreement sets forth the Project approvals, development standards, and the documents constituting the Project. H. The proposed Development Agreement states the maximum permitted height and size of proposed buildings on the property subject thereto. This finding is based upon all evidence in the Record as a whole, including, but not limited to, the City Council’s independent review of the proposed Development Agreement and its determination that the Development Agreement sets forth the documents which state the maximum permitted height and size of buildings. I. The proposed Development Agreement states specific provisions for reservation or dedication of land for public purposes. This finding is based on all evidence in the Record as a whole, including, but not limited to the City Council’s independent review of the Development Agreement. SECTION 2. Approval of Development Agreement. A. The City Council of the City of South San Francisco hereby approves the Development Agreement with El Camino and Spruce, LLC, attached hereto as Exhibit A and incorporated herein by reference. B. The City Council further authorizes the City Manager to execute the Development Agreement, on behalf of the City, in substantially the form attached as Exhibit A, and to make revisions to such Agreement, subject to the approval of the City Attorney, which do not materially or substantially increase the City’s obligations thereunder. SECTION 3. Severability. If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid or unconstitutional, the remainder of this Ordinance, including the 29 application of such part or provision to other persons or circumstances shall not be affected thereby and shall continue in full force and effect. To this end, provisions of this Ordinance are severable. The City Council of the City of South San Francisco hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause, or phrase hereof irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases be held unconstitutional, invalid, or unenforceable. SECTION 4. Publication and Effective Date. Pursuant to the provisions of Government Code Section 36933, a summary of this Ordinance shall be prepared by the City Attorney. At least five (5) days prior to the Council meeting at which this Ordinance is scheduled to be adopted, the City Clerk shall (1) publish the Summary, and (2) post in the City Clerk’s Office a certified copy of this Ordinance. Within fifteen (15) days after the adoption of this Ordinance, the City Clerk shall (1) publish the summary, and (2) post in the City Clerk’s Office a certified copy of the full text of this Ordinance along with the names of those City Council members voting for and against this Ordinance or otherwise voting. This Ordinance shall become effective thirty (30) days from and after its adoption. * * * * * * Introduced at a regular meeting of the City Council of the City of South San Francisco, held the 12th day of March, 2014. Adopted as an Ordinance of the City of South San Francisco at a regular meeting of the City Council held the _____ day of _________, 2014, by the following vote: AYES: NOES: ABSTAIN: ABSENT: ATTEST: City Clerk As Mayor of the City of South San Francisco, I do hereby approve the foregoing Ordinance this _____ day of ____________, 2014. Mayor 30 Draft Development Agreement Ordinance - Exhibit A Development Agreement 31 RECORDING REQUESTED BY AND WHEN RECORDED MAIL TO: City Clerk City of South San Francisco P.O. Box 711 South San Francisco, CA 94083 ______________________________________________________________________________ (Space Above This Line Reserved For Recorder’s Use) DEVELOPMENT AGREEMENT BY AND BETWEEN CITY OF SOUTH SAN FRANCISCO AND EL CAMINO AND SPRUCE LLC CENTENNIAL VILLAGE 180 EL CAMINO REAL SOUTH SAN FRANCISCO, CALIFORNIA 32 1 DEVELOPMENT AGREEMENT THIS DEVELOPMENT AGREEMENT (this “Agreement”) is entered into as of ________, 2013 2014 by and between El Camino and Spruce LLC, a Nevada limited liability company (“Developer”), and the City of South San Francisco (“City”), pursuant to California Government Code § 65864 et seq. A. To strengthen the public planning process, encourage private participation in comprehensive planning and reduce the economic risk of development, the Legislature of the State of California enacted California Government Code § 65864 et seq. (the “Development Agreement Statute”), which authorizes City to enter into an agreement with any person having a legal or equitable interest in real property regarding the development of such property. B. Pursuant to California Government Code § 65865, City has adopted procedures and requirements for the consideration of development agreements (South San Francisco Municipal Code (SSFMC) Chapter 19.60). This Development Agreement has been processed, considered and executed in accordance with such procedures and requirements. C. Developer has a legal and/or equitable interest in certain real property located at the southern boundary of the City of South San Francisco, west of US 101 at 180 El Camino Real and in the southern part of the South El Camino Real GPA planning area, consisting of a 14.5-acre corner lot with frontages on El Camino Real and South Spruce Avenue and as more particularly described and depicted in Exhibit A (the “Project Site”) . D. The proposed Project (the “Project”) consists of removal of existing buildings and construction at full buildout of six new ones: Buildings A, B, C, D, and Major Tenant 3 (CVS), and a mixed-use building containing ground-floor commercial with parking and residential uses above. Buildings A, B, C, D, and Major Tenant 3 (CVS) consist of two stories (up to 40 feet in height) and the mixed-use buildings consist of five stories (up to approximately 70 feet in height with one tower component at 90 feet in height above Safeway). The proposed commercial component is approximately 222,500 square feet. The proposed residential component comprises a mix of one and two bedroom units totaling 284 units. A total of 1,392 parking spaces will provide parking for the retail commercial and residential components of the project. Ground level parking will provide 580 spaces and a parking structure will provide 812 spaces. The residential parking ratio is 1.5 spaces per 1-bedroom units and 1.8 spaces per 2-bedroom units while the commercial parking ratio (retail and office) is four spaces per 1,000 square feet. Additionally, 128 bicycle parking spaces will be provided throughout the project areaProject Site. E. Development of the Project requires that the Developer obtain from the City the following land use entitlements: Use Permit; Development Agreement; Design Standard Exceptions; Design Review; Transportation Demand Management Plan. Each of these has been approved. It also requires that Caltrans approve the proposed left turn 33 2 on WB El Camino Real onto the south driveway. The previously granted approvals and development policies described in this Recital E are collectively referred to herein as the “Project Approvals.” Existing land use entitlements and approvals for the The Project Site Approvals are shown in Exhibit B. Development of the Project may also include at Developer’s option the Airspace Subdivision described in section 6.12. F. City has determined that the Project presents certain public benefits and opportunities which are advanced by City and Developer entering into this Agreement. This Agreement will, among other things, (1) reduce uncertainties in planning and provide for the orderly development of the Project; (2) provide greatly needed commercial and residential development along the El Camino Real corridor; (3) mitigate any significant environmental impacts; (4) provide for and generate substantial revenues for the City in the form of one time and annual fees and exactions and other fiscal benefits; and (5) otherwise achieve the goals and purposes for which the Development Agreement Statute was enacted. G. In exchange for the benefits to City described in the preceding Recital, together with the other public benefits that will result from the development of the Project, Developer will receive by this Agreement assurance that it may proceed with the Project in accordance with the “Applicable Law” (defined below), and therefore desires to enter into this Agreement. H. On August 15,2013, following a duly noticed public hearing, the Planning Commission adopted Resolution No. 2736-2013, recommending that the City Council approve this Agreement. I. The City Council, after conducting a duly noticed public hearing, has found that this Agreement is consistent with the General Plan and Zoning Ordinance and has conducted all necessary proceedings in accordance with the City’s rules and regulations for the approval of this Agreement. In accordance with SSFMC section 19.60.120 the City Council at a duly noticed public hearing adopted Ordinance No. [___], approving and authorizing the execution of this Agreement. AGREEMENT NOW, THEREFORE, the Parties, pursuant to the authority contained in Government Code Sections 65864 through 65869.5 and Chapter 19.60 of the Municipal Code and in consideration of the mutual covenants and agreements contained herein, agree as follows: 34 3 ARTICLE 1. DEFINITIONS “Administrative Project Amendment” shall have that meaning set forth in Section 7.01 of this Agreement. “Administrative Agreement Amendment” shall have that meaning set forth in Section 7.02 of this Agreement. “Agreement” shall mean this Development Agreement. “Airspace Subdivision” shall have that meaning set forth in Section 6.12 of this Agreement. “Applicable Law” shall have that meaning set forth in Section 6.03 of this Agreement. “City Law” shall have that meaning set forth in Section 6.05 of this Agreement. “Deficiencies” shall have that meaning set forth in Section 9.02 of this Agreement. “Development Agreement Statute” shall have that meaning set forth in Recital A of this Agreement. “Effective Date” shall have that meaning set forth in Section 2.01 of this Agreement. “Judgment” shall have that meaning set forth in Section 9.02 of this Agreement. “Periodic Review” shall have that meaning set forth in Section 10.05 of this Agreement. “Project” shall have that meaning set forth in Recital D of this Agreement. “Project Approvals” shall have that meaning set forth in Recital E of this Agreement. “Project Site” shall have that meaning set forth in Recital C of this Agreement. “Subsequent Approvals” shall mean those certain other land use approvals, entitlements, and permits in addition to the Project Approvals that are necessary or desirable for the Project. In particular, the parties contemplate that Developer will may, at its election, seek approvals for Use Permits, sign permits, amendments to the Use Agreement, and amendments to this Agreement. The Subsequent Approvals may also include, without limitation, the following: amendments of the Project Approvals, design review approvals, unless determined not required pursuant to the further provisions of this Agreement, improvement agreements, grading permits, building permits, lot line adjustments, sewer and water connection permits, certificates of occupancy, subdivision 35 4 maps, (including the Airspace Subdivision), rezonings, development agreements, use permits, sign permits and any amendments to, or repealing of, any of the foregoing. “Tax” and “Taxes” shall not include any generally applicable City Business License Tax or locally imposed Sales Tax. “Term” shall have that meaning set forth in Section 2.02 of this Agreement. ARTICLE 2. EFFECTIVE DATE AND TERM Section 2.01. Effective Date. This Agreement shall become effective upon the date the ordinance approving this Agreement becomes effective (the “Effective Date”). Section 2.02. Term. The term of this Agreement (the “Term”) shall commence upon the Effective Date and continue for a period of twenty ten (2010) years. ARTICLE 3. OBLIGATIONS OF DEVELOPER Section 3.01. Obligations of Developer Generally. The parties acknowledge and agree that the City’s agreement to perform and abide by the covenants and obligations of City set forth in this Agreement is a material consideration for Developer’s agreement to perform and abide by its long term covenants and obligations, as set forth herein. The parties acknowledge that many of Developer’s long term obligations set forth in this Agreement are in addition to Developer’s agreement to perform all the mitigation measures identified in the Mitigated Negative Declaration (“MND”). Section 3.02. City Fees. (a) Developer shall pay those processing, inspection and plan checking fees and charges required by the City for processing applications and requests for Subsequent Approvals under the applicable non-discriminatory regulations in effect at the time such applications and requests are submitted to the City. (b) Consistent with the terms of the Agreement, City shall have the right to impose only such development fees (the “Development Fees”) as have been adopted by City as of the Effective Date of this Agreement, or as to which City has initiated formal studies and proposals pursuant to City Council action, and which are identified in Exhibit C. This shall not prohibit City from imposing on Developer any fee or obligation that is imposed by a regional agency in accordance with state or federal obligations and required to be implemented by City. Development Fees shall be due upon issuance of building permits or certificates of occupancy for the Project, as may be appropriate, except as otherwise provided under the Agreement. 36 5 Section 3.03. Mitigation Measures. Developer shall comply with the MMRP approved in conjunction with the MND for the Project, as it may be modified from time to time in accordance with CEQA or other law. ARTICLE 4. OBLIGATIONS OF CITY Section 4.01. Obligations of City Generally. The parties acknowledge and agree that Developer’s agreement to perform and abide by its covenants and obligations set forth in this Agreement, including Developer’s decision to process the siting of the Project in the City, is a material consideration for City’s agreement to perform and abide by the long term covenants and obligations of City, as set forth herein. Section 4.02. Protection of Vested Rights. To the maximum extent permitted by law, City shall take any and all actions as may be necessary or appropriate to ensure that the vested rights provided by this Agreement can be enjoyed by Developer and to prevent any City Law, as defined below, from invalidating or prevailing over all or any part of this Agreement. City shall cooperate with Developer and shall undertake such actions as may be necessary to ensure this Agreement remains in full force and effect. Except as authorized in Section 6.09, City shall not support, adopt, or enact any City Law, or take any other action which would violate the express provisions or intent of the Project Approvals or the Subsequent Approvals. Section 4.03. Availability of Public Services. To the maximum extent permitted by law and consistent with its authority, City shall assist Developer in reserving such capacity for sewer and water services as may be necessary to serve the Project. Section 4.04. Developer’s Right to Rebuild. City agrees that Developer may renovate or rebuild all or any part of the Project within the Term of this Agreement should it become necessary due to natural disaster, changes in seismic requirements, or should the buildings located within the Project become functionally outdated, within Developer’s sole discretion, due to changes in technology. Any such renovation or rebuilding shall be subject to the square footage and height limitations vested by this Agreement, and shall comply with the Project Approvals, the building codes existing at the time of such rebuilding or reconstruction, and the requirements of CEQA. Section 4.05. Reimbursement for Sewer Relocation Developer shall relocate City’s sewer currently located on the Project Site to a location within the public street consistent with reasonable and customary requirements of City’s Public Works Director; City will reimburse Developer’s cost of such relocation up to a maximum amount of one hundred seventeen thousand dollars ($117,000.00) which reimbursement shall be payable solely from sales tax receipts received by the City from sale tax generating uses at the 37 6 Property which receipts are in excess of the total amount of sales tax receipts received from sales tax generating uses located at the Property during 2013. Section 4.06. Multiple Sewer Laterals Pursuant to the provisions of subsection (b) of section 14.14.040 “Building drain and building sanitary sewer lateral” of the City’s Municipal Code, the City hereby waives the prohibition against multiple sewer laterals so long as Project sewer laterals are located substantially as shown on the Project drawings. Section 4.07 Expedited Plan Check Process The City agrees to provide an expedited plan check process for the approval of Project drawings consistent with its existing practices for expedited plan checks. ARTICLE 5. COOPERATION - IMPLEMENTATION Section 5.01. Processing Application for Subsequent Approvals. By approving the Project Approvals, City has made a final policy decision that the Project is in the best interests of the public health, safety and general welfare. Accordingly, City shall not use its discretionary authority in considering any application for a Subsequent Approval to change the policy decisions reflected by the Project Approvals or otherwise to prevent or delay development of the Project as set forth in the Project Approvals. Instead, the Subsequent Approvals shall be deemed to be tools to implement those final policy decisions. Section 5.02. Timely Submittals By Developer. Developer acknowledges that City cannot expedite processing Subsequent Approvals until Developer submits complete applications on a timely basis. Developer shall use its best efforts to (i) provide to City in a timely manner any and all documents, applications, plans, and other information necessary for City to carry out its obligations hereunder; and (ii) cause Developer’s planners, engineers, and all other consultants to provide to City in a timely manner all such documents, applications, plans and other necessary required materials as set forth in the Applicable Law. It is the express intent of Developer and City to cooperate and diligently work to obtain any and all Subsequent Approvals. Section 5.03. Timely Processing By City. Upon submission by Developer of all appropriate applications and processing fees for any Subsequent Approval, City shall promptly and diligently commence and complete all steps necessary to act on the Subsequent Approval application including, without limitation: (i) providing at Developer’s expense and subject to Developer’s request and prior approval, reasonable overtime staff assistance and/or staff consultants for planning and processing of each Subsequent Approval application; (ii) if legally required, providing notice and holding public hearings; and (iii) acting on any such Subsequent Approval application. City shall ensure that adequate staff is available, and shall authorize overtime staff assistance as may be necessary, to timely process such Subsequent Approval application. 38 7 Section 5.04. The City may deny an application for a Subsequent Approval only if such application does not comply with the Agreement or Applicable Law (as defined below) or with any state or federal law, regulations, plans, or policies as set forth in Section 6.09. Section 5.05. Other Government Permits. At Developer’s sole discretion and in accordance with Developer’s construction schedule, Developer shall apply for such other permits and approvals as may be required by other governmental or quasi-governmental entities in connection with the development of, or the provision of services to, the Project. City shall cooperate with Developer in its efforts to obtain such permits and approvals and shall, from time to time at the request of Developer, use its reasonable efforts to assist Developer to ensure the timely availability of such permits and approvals. Section 5.6. Residential Property Development Developer understands that the planned construction of the residential component of the Project is a substantial inducement to the City to approve this Development Agreement. In furtherance of achieving that goal, City shall have the right to promote the residential component of the Project to the residential development community, including developers, lenders and equity investors with the goal of identifying qualified investors and residential developers that wish to negotiate with Developer to obtain the right to build out part or all of the residential component. Developer agrees to negotiate in good faith with any qualified residential developer, lender or equity investor that is identified by the City during such process. Developer shall not be obligated to enter into any agreement with any such residential developer, lender or equity investor, nor to defer the commencement of construction of any part of the Project during any negotiations with any such residential developer, lender or equity investor. The terms and conditions of any agreement that Developer may determine to enter into with any such residential developer, lender or equity investor shall be in Developer’s sole and absolute discretion. Section 5.06. Section 5.7.Assessment Districts or Other Funding Mechanisms. (a) Existing Fees . The Parties understand and agree that as of the Effective Date the fees and exactions listed in Exhibit C are the only City fees and exactions. Except for those fees and exactions listed in Exhibit C, City is unaware of any pending efforts to initiate, or consider applications for new or increased fees, exactions, or assessments covering the Project Site, or any portion thereof. (b) Future Fees, Taxes and Assessments. City understands that long term assurances by City concerning fees, taxes and assessments were a material consideration for Developer agreeing to enter this Agreement and to pay 39 8 long term fees, taxes and assessments described in this Agreement. City shall retain the ability to initiate or process applications for the formation of new assessment districts covering all or any portion of the Project Site. Notwithstanding the foregoing, Developer retains all its rights to oppose the formation or proposed assessment of any new assessment district or increased assessment. In the event an assessment district is lawfully formed to provide funding for services, improvements, maintenance or facilities which are substantially the same as those services, improvements, maintenance or facilities being funded by the fees or assessments to be paid by Developer under the Project Approvals or this Agreement, such fees or assessments to be paid by Developer shall be subject to reduction/credit in an amount equal to Developer’s new or increased assessment under the assessment district. Alternatively, the new assessment district shall reduce/credit Developer’s new assessment in an amount equal to such fees or assessments to be paid by Developer under the Project Approvals or this Agreement. ARTICLE 6. STANDARDS, LAWS AND PROCEDURES GOVERNING THE PROJECT Section 6.01. Vested Right to Develop. Developer shall have a vested right to develop the Project on the Project Site in accordance with the terms and conditions of this Agreement. Nothing in this section shall be deemed to eliminate or diminish the requirement of Developer to obtain any required Subsequent Approvals. Section 6.02. Permitted Uses Vested by This Agreement. The permitted uses of the Project Site; the density and intensity of use of the Project Site; the maximum height, bulk and size of proposed buildings; provisions for reservation or dedication of land for public purposes and the location of public improvements; the general location of public utilities; and other terms and conditions of development applicable to the Project, shall be as set forth in the Project Approvals and, as and when they are issued (but not in limitation of any right to develop as set forth in the Project Approvals), the Subsequent Approvals, provided, however, that no further design review or other discretionary approvals or public hearings shall be required except for review of minor changes to the Project Approvals by the Chief Planner as provided in this Agreement. Permitted uses shall include, without limitation those uses listed as “permitted” in the El Camino Real Mixed Use zone district. Section 6.03. Applicable Law. The rules, regulations, official policies, standards and specifications applicable to the Project (the “Applicable Law”) shall be those set forth in this Agreement and the Project Approvals, and, with respect to matters not addressed by this Agreement or the Project Approvals, those rules, regulations, official policies, standards and specifications (including City ordinances and resolutions) governing permitted uses, building locations, timing 40 9 of construction, densities, design, heights, fees, exactions, and taxes in force and effect on the Effective Date of this Agreement. Section 6.04. Uniform Codes. City may apply to the Project Site, at any time during the Term, then current Uniform Building Code and other uniform construction codes, and City’s then current design and construction standards for road and storm drain facilities, provided any such uniform code or standard has been adopted and uniformly applied by City on a citywide basis and provided that no such code or standard is adopted for the purpose of preventing or otherwise limiting construction of all or any part of the Project. Section 6.05. No Conflicting Enactments. Except as authorized in Section 6.09, City shall not impose on the Project (whether by action of the City Council or by initiative, referendum or other means) any ordinance, resolution, rule, regulation, standard, directive, condition or other measure (each individually, a “City Law”) that is in conflict with Applicable Law or this Agreement or that reduces the development rights or assurances provided by this Agreement. Without limiting the generality of the foregoing, any City Law shall be deemed to conflict with Applicable Law or this Agreement or reduce the development rights provided hereby if it would accomplish any of the following results, either by specific reference to the Project or as part of a general enactment which applies to or affects the Project: (a) Change any land use designation or permitted use of the Project Site; (b) Limit or control the availability of public utilities, services or facilities or any privileges or rights to public utilities, services, or facilities (for example, water rights, water connections or sewage capacity rights, sewer connections, etc.) for the Project; (c) Limit or control the location of buildings, structures, grading, or other improvements of the Project in a manner that is inconsistent with or more restrictive than the limitations included in the Project Approvals or the Subsequent Approvals (as and when they are issued); (d) Limit or control the rate, timing, phasing or sequencing of the approval, development or construction of all or any part of the Project in any manner; (e) Apply to the Project any City Law otherwise allowed by this Agreement that is not uniformly applied on a City-wide basis to all substantially similar types of development projects and project sites; (f) Result in Developer having to substantially delay construction of the Project or require the issuance of additional permits or approvals by the City other than those required by Applicable Law; (g) Establish, enact, increase, or impose against the Project or Project Site any fees, taxes (including without limitation general, special and excise taxes but 41 10 excluding any increased local sales tax or increases city business license tax), assessments, liens or other monetary obligations (including generating demolition permit fees, encroachment permit and grading permit fees) other than those specifically permitted by this Agreement or other connection fees imposed by third party utilities; (h) Impose against the Project any condition, dedication or other exaction not specifically authorized by Applicable Law; or (i) Limit the processing or procuring of applications and approvals of Subsequent Approvals. Section 6.06. Initiatives and Referenda. (a) If any City Law is enacted or imposed by initiative or referendum, or by the City Council directly or indirectly in connection with any proposed initiative or referendum, which City Law would conflict with Applicable Law or this Agreement or reduce the development rights provided by this Agreement, such Law shall not apply to the Project. (b) Except as authorized in Section 6.09, without limiting the generality of any of the foregoing, no moratorium or other limitation (whether relating to the rate, timing, phasing or sequencing of development) affecting subdivision maps, building permits or other entitlements to use that are approved or to be approved, issued or granted within the City, or portions of the City, shall apply to the Project. (c) To the maximum extent permitted by law, City shall prevent any City Law from invalidating or prevailing over all or any part of this Agreement, and City shall cooperate with Developer and shall undertake such actions as may be necessary to ensure this Agreement remains in full force and effect. (d) Developer reserves the right to challenge in court any City Law that would conflict with Applicable Law or this Agreement or reduce the development rights provided by this Agreement. Section 6.07. Environmental Mitigation. The parties understand that the MND was intended to be used in connection with each of the Project Approvals and Subsequent Approvals needed for the Project. Consistent with the CEQA policies and requirements applicable to the MND, City agrees to use the MND in connection with the processing of any Subsequent Approval to the maximum extent allowed by law and not to impose on the Project any mitigation measures or conditions of approval other than those specifically imposed by the Project Approvals and the MND/MMRP or specifically required by CEQA or other Applicable Law. Section 6.08. Life of Subdivision Maps, Development Approvals, and Permits. The term of any subdivision map or any other map, permit, rezoning or other land use 42 11 entitlement approved as a Project Approval or Subsequent Approval shall automatically be extended for the longer of the duration of this Agreement (including any extensions) or the term otherwise applicable to such Project Approval or Subsequent Approval if this Agreement is no longer in effect. The term of this Agreement and any subdivision map or other Project Approval or Subsequent Approval shall not include any period of time during which a development moratorium (including, but not limited to, a water or sewer moratorium or water and sewer moratorium) or the actions of other public agencies that regulate land use, development or the provision of services to the land, prevents, prohibits or delays the construction of the Project or a lawsuit involving any such development approvals or permits is pending. Section 6.09. State and Federal Law. As provided in California Government Code § 65869.5, this Agreement shall not preclude the application to the Project of changes in laws, regulations, plans or policies, to the extent that such changes are specifically mandated and required by changes in state or federal laws or regulations. Not in limitation of the foregoing, nothing in this Agreement shall preclude City from imposing on Developer any fee specifically mandated and required by state or federal laws and regulations. Section 6.10. Prevailing Wage. Developer shall pay, or cause to be paid, prevailing wages, for all construction work permitted to occur at the Project Site under this Agreement, including all demolition, excavation and construction but not including any tenant improvement work. For the purposes of this Agreement, “prevailing wages” means not less than the general prevailing rate of per diem wages, as defined in Section 1770, et seq. of the California Labor Code and Subchapter 3 of Chapter 8, Division 1, Title 8 of the California Code of Regulations (Section 16000 et seq.), and as established by the Director of the California Department of Industrial Relations (“DIR”). In any case where the general prevailing rate of per diem wages shall be paid, such rate shall be adjusted annually in accordance with the established rate in effect as of such date. Developer’s compliance with prevailing wage requirements of this section is a material consideration of City in entering into this Agreement. The Developer shall, and shall cause the contractor and subcontractors to, keep and retain such records as are necessary to determine if such prevailing wages have been paid as required pursuant to Labor Code Sections 1720 et seq., and that apprentices have been employed as required by Labor Code Section 1777.5 et seq., and immediately upon request shall deliver certified payrolls in compliance with Labor Code Sections 1720 et seq. to the City. Developer agrees to reimburse the City for its costs related to review of the certified payroll records, and any other costs incurred ensuring compliance with this section. These costs may include the utilization of a third party contractor specializing in prevailing wage compliance. 43 12 Copies of the currently applicable per diem prevailing wages are available from the DIR. During the construction work, including all demolition, excavation and construction, the Developer shall or shall cause the contractor to post at the Project Site the applicable prevailing rates of per diem wages. The Developer's failure to comply with this section, including but not limited to deliver, or cause the delivery of, such certified payrolls to the City in accordance with this Section shall constitute a Default under the Agreement. Section 6.11. [intentionally omitted] Section 6.12. Air Space Subdivision. Developer may elect to apply to the City for one or more air space subdivisions of the Project Site into two or more residential, commercial and parking parcels, to facilitate the development of the residential and commercial components of the Project on separate legal parcel parcels (“Airspace Subdivision”). The City agrees to promptly process such application or applications, to approve such applications provided that the application meets the objective standards prescribed by applicable law for the Airspace Subdivision, and not to impose any additional or increased exactions, requirements or obligations on the Project as a condition of its approval except as specifically required by applicable law. City’s compliance with this section is a material consideration of Developer entering into this Agreement. Section 6.13. Section 6.10.Timing and Review of Project Construction and Completion. (a) The Project consists of three two phases. Phasing will occur in such a manner as to always preserve the potential for 284 apartment units on the site during the term of the Agreement. (i) Phase 1 construction will begin within 18 months after final approval by the City of all discretionary approvals of the overall plan, and the passage of all applicable statutes of limitations without legal challenge and will include: • All retail commercial buildings except Building E on the master plan. • All subterranean parking under Safeway/Major 2. • All second Second floor office spaceparking above Safeway/Major 2. • A minimum of 150 apartment units above Safeway/Major 2 • All current site improvements and design features. • Second floor parking above Safeway/ Major 2 Building. • No change to building architecture as approved by the City Council per DR11-0019. 44 13 • Structural/foundation enhancements for Safeway/Major 2 Health Club building sufficient to support approved residential construction and associated parking above. • The second story of Buildings C and/or D may consist of exterior walls and roof only, as shown on the plans approved concurrently herewith. • Developer must apply for the building permit for the Phase 1 Safeway/Major 2 commercial building, not including CVS concurrently with the building permit for the 150 Phase 1 residential units; the Safeway/Major 2 commercial building not including CVS and 150 unit residential building permits will only be issued concurrently. • The City shall not be obligated to issue any certificate of occupancy for the Phase 1 Safeway/Major 2 commercial building until construction of Phase 1 residential units, defined as vertical wall framing of the residential units, has commenced. (ii) Phase 2 will include: • Building E and at least 141 apartment units. • All parking structure levels. • Subterranean parking to replace shopping center surface parking under Building E unless the subterranean parking was constructed elsewhere on the Project site as a result of developing residential units as a part of Phase 1. • Second floor parking above Building E and the Health Club. • (iii)Phase 3 will include the remainder Remainder of up to 284 total apartment units above Building E/ Major 2. (b) Developer may alter the apartment unit mix, apartment layout and size of units at its discretion. The resulting minor modifications to the exterior of the buildings will be allowed with only the Chief Planner’s approval. Provided that any modifications comply with Zoning Ordinance requirements, that the exterior elevations do not change and the overall parking requirement is not increased, no further design review or public hearings will be required for exterior changes so approved. Section 6.14. No Housing Restrictions on Rental Residential Component. City acknowledges and agrees that the residential component of the Project is proposed for, approved as, and will be constructed as market-rate rental housing. City represents and warrants that no inclusionary housing, occupancy limitation or control, and no rent control requirement applies to the Project so long as the residential component is comprised solely of rental housing. City covenants that it will not 45 14 adopt or attempt to apply any such restrictions, requirements or controls to the Project so long as the residential component is solely comprised of rental housing. (b) Developer will have the option of modifying the unit mix, size of units, and sequencing for later phases of the Project in response to changes in market conditions that may occur from time to time. ARTICLE 7. AMENDMENT Section 7.01. To the extent permitted by state and federal law, any Project Approval or Subsequent Approval may, from time to time, be amended or modified in the following manner: (a) Administrative Project Amendments. Upon the written request of Developer for an amendment or modification to a Project Approval or Subsequent Approval, the Chief Planner or his/her designee shall determine: (i) whether the requested amendment or modification is minor when considered in light of the Project as a whole; and (ii) whether the requested amendment or modification is consistent with this Agreement and Applicable Law. If the Chief Planner or his/her designee finds that the proposed amendment or modification is minor, consistent with this Agreement and Applicable Law, and will result in no new significant impacts not addressed and mitigated in the MND, the amendment shall be determined to be an “Administrative Project Amendment” and the Chief Planner or his designee may, except to the extent otherwise required by law, approve the Administrative Project Amendment without notice and public hearing. Without limiting the generality of the foregoing, lot line adjustments, minor alterations in vehicle circulation patterns or vehicle access points, location of parking stalls on the site, number of required parking stalls if city development standards allow, substitutions of comparable landscaping for any landscaping shown on any final development plan or landscape plan, variations in the location of structures that do not substantially alter the design concepts of the Project, variations in the residential unit mix (number of one, two or three bedroom units), location or installation of utilities and other infrastructure connections or facilities that do not substantially alter the design concepts of the Project, and minor adjustments to the Project Site diagram or Project Site legal description shall be treated as Administrative Project Amendments. (b) Non-Administrative Project Amendments. Any request by Developer for an amendment or modification to a Project Approval or Subsequent Approval which is determined not to be an Administrative Project Amendment as set forth above shall be subject to review, consideration and action pursuant to the Applicable Law and this Agreement. Section 7.02. Amendment of this Agreement. This Agreement may be amended from time to time, in whole or in part, by mutual written consent of the parties hereto or their successors in interest, as follows: 46 15 (a) Administrative Agreement Amendments. Any amendment to this Agreement which does not substantially affect (i) the Term of this Agreement, (ii) permitted uses of the Project Site, (iii) provisions for the reservation or dedication of land, (iv) conditions, terms, restrictions or requirements for subsequent discretionary actions, (v) the density or intensity of use of the Project Site or the maximum height or size of proposed buildings or (vi) monetary contributions by Developer, shall be considered an “Administrative Agreement Amendment” and shall not, except to the extent otherwise required by law, require notice or public hearing before the parties may execute an amendment hereto. Such amendment may be approved by City resolution. (b) Any amendment to this Agreement other than an Administrative Agreement Amendment shall be subject to recommendation by the Planning Commission (by advisory resolution) and approval by the City Council (by ordinance) following a duly noticed public hearing before the Planning Commission and City Council, consistent with Government Code Sections 65867 and 65867.5. (c) Amendment Exemptions. No amendment of a Project Approval or Subsequent Approval, or a Subsequent Approval shall require an amendment to this Agreement. Instead, any such matter automatically shall be deemed to be incorporated into the Project and vested under this Agreement. ARTICLE 8. ASSIGNMENT, TRANSFER AND NOTICE Section 8.01. Assignment and Transfer. Developer may transfer or assign all or any portion of its interests, rights, or obligations under the Agreement and the Project approvals to third parties acquiring an interest or estate in the Project or any portion thereof including, without limitation, purchasers or lessees of lots, parcels, or facilities. Developer will seek City's prior written consent to any transfer, which consent will not be unreasonably withheld or delayed. City may refuse to give consent only if, in light of the proposed transferee's reputation and financial resources, such transferee would not in City's reasonable opinion be able to perform the obligations proposed to be assumed by such transferee. Such determination will be made by the City Manager and will be appealable by Developer to the City Council ARTICLE 9. COOPERATION IN THE EVENT OF LEGAL CHALLENGE Section 9.01. Cooperation. In the event of any administrative, legal, or equitable action or other proceeding instituted by any person not a party to the Agreement challenging the validity of any provision of the Agreement or any Project approval, the parties will cooperate in defending such action or proceeding. City shall promptly notify Developer of any such action against City. If City fails promptly to notify 47 16 Developer of any legal action against City or if City fails to cooperate in the defense, Developer will not thereafter be responsible for City's defense. The parties will use best efforts to select mutually agreeable legal counsel to defend such action, and Developer will pay compensation for such legal counsel (including City Attorney time and overhead for the defense of such action), but will exclude other City staff overhead costs and normal day-to-day business expenses incurred by City. Developer's obligation to pay for legal counsel will extend to fees incurred on appeal. In the event City and Developer are unable to select mutually agreeable legal counsel to defend such action or proceeding, each party may select its own legal counsel and Developer will pay its and the City's legal fees and costs. Developer shall reimburse the City for all reasonable court costs and attorneys’ fees expended by the City in defense of any such action or other proceeding or payable to any prevailing plaintiff/petitioner. Section 9.02. Reapproval. If, as a result of any administrative, legal, or equitable action or other proceeding, all or any portion of the Agreement or the Project approvals are set aside or otherwise made ineffective by any judgment in such action or proceeding ("Judgment"), based on procedural, substantive or other deficiencies ("Deficiencies"), the parties will use their respective best efforts to sustain and reenact or readopt the Agreement, and/or the Project approvals, that the Deficiencies related to, unless the Parties mutually agree in writing to act otherwise: (i) If any Judgment requires reconsideration or consideration by City of the Agreement or any Project approval, then the City will consider or reconsider that matter in a manner consistent with the intent of the Agreement and with Applicable Law. If any such Judgment invalidates or otherwise makes ineffective all or any portion of the Agreement or Project approval, then the parties will cooperate and will cure any Deficiencies identified in the Judgment or upon which the Judgment is based in a manner consistent with the intent of the Agreement and with Applicable Law. City will then consider readopting or reenacting the Agreement, or the Project approval, or any portion thereof, to which the Deficiencies related. (ii) Acting in a manner consistent with the intent of the Agreement includes, but is not limited to, recognizing that the parties intend that Developer may develop the Project as described in the Agreement, and adopting such ordinances, resolutions, and other enactments as are necessary to readopt or reenact all or any portion of the Agreement or Project approvals without contravening the Judgment. 48 17 ARTICLE 10. DEFAULT; REMEDIES; TERMINATION Section 10.01. Defaults. Any failure by either party to perform any term or provision of the Agreement, which failure continues uncured for a period of thirty (30) days following written notice of such failure from the other party (unless such period is extended by mutual written consent), will constitute a default under the Agreement. Any notice given will specify the nature of the alleged failure and, where appropriate, the manner in which said failure satisfactorily may be cured. If the nature of the alleged failure is such that it cannot reasonably be cured within such 30-day period, then the commencement of the cure within such time period, and the diligent prosecution to completion of the cure thereafter, will be deemed to be a cure within such 30-day period. Upon the occurrence of a default under the Agreement, the non-defaulting party may institute legal proceedings to enforce the terms of the Agreement or, in the event of a material default, terminate the Agreement. If the default is cured, then no default will exist and the noticing party shall take no further action. Section 10.02. Termination. If City elects to consider terminating the Agreement due to a material default of Developer, then City will give a notice of intent to terminate the Agreement and the matter will be scheduled for consideration and review by the City Council at a duly noticed and conducted public hearing. Developer will have the right to offer written and oral evidence prior to or at the time of said public hearings. If the City Council determines that a material default has occurred and is continuing, and elects to terminate the Agreement, City will give written notice of termination of the Agreement to Developer by certified mail and the Agreement will thereby be terminated sixty (60) days thereafter. At any time prior to: 1) transfer of any interest in the Property including any security interest; 2) approval of any subdivision of the Property; or 3) commencement of construction of Phase 1, Developer may relinquish all of its rights under the Agreement and the Project Approvals by a) providing written notice to the City to that effect, and b) executing and delivering such further documents as may be necessary to effectuate fully and finally the termination of the Agreement and the Project Approvals including an application or applications for the revocation of any such Project Approvals by the City, which application(s) the City will not unreasonably deny, and c) waiving all claims against the City for any damage to the Developer or any successor in interest to the Developer resulting from City actions taken to approve the revocation of the Project Approvals, all in form and substance reasonably satisfactory to the City Manager and the City Attorney. Upon delivery of such notice, and execution and delivery of such further documents, the Agreement and the Project Approvals will terminate and neither Party will have any rights or obligations with respect to the other Party under this Agreement or the Project Approvals although Developer’s waiver of all claims against the City shall survive termination of this Agreement. 49 18 Section 10.03. Enforced Delay; Extension of Time of Performance. In addition to specific provisions of the Agreement, neither party will be deemed to be in default where delays in performance or failures to perform are due to, and a necessary outcome of, war, insurrection, strikes or other labor disturbances, walk- , outs, riots, floods, earthquakes, fires, casualties, acts of God, restrictions imposed or mandated by other governmental entities (including new or supplemental environmental regulations), enactment of conflicting state or federal laws or regulations, judicial decisions, or similar basis for excused performance which is not within the reasonable control of the party to be excused. Litigation attacking the validity of the Agreement or any of the Project approvals, or any permit, ordinance, entitlement or other action of a governmental agency other than City necessary for the development of the Project pursuant to the Agreement will be deemed to create an excusable delay as to Developer. Upon the request of either party hereto, an extension of time for the performance of any obligation whose performance has been so prevented or delayed will be memorialized in writing. The term of any such extension will be equal to the period of the excusable delay, or longer, as may be mutually agreed upon. Section 10.04. Legal Action. Either party may institute legal action to cure, correct, or remedy any default, enforce any covenant or agreement in the Agreement, enjoin any threatened or attempted violation thereof, and enforce by specific performance the obligations and rights of the parties thereto. The sole and exclusive remedy for any default or violation of the Agreement will be specific performance. In any proceeding brought to enforce the Agreement, the prevailing party will be entitled to recover from the unsuccessful party all costs, expenses and reasonable attorney's fees incurred by the prevailing party in the enforcement proceeding. Section 10.05. Periodic Review. (a) Conducting the Periodic Review. Throughout the Term of this Agreement, at least once every twelve (12) months following the execution of this Agreement, City shall review the extent of good-faith compliance by Developer with the terms of this Agreement. This review (the “Periodic Review”) shall be conducted by the Chief Planner or his/her designee and shall be limited in scope to compliance with the terms of this Agreement pursuant to California Government Code Section 65865.1. (b) Notice. At least five (5) days prior to the Periodic Review, and in the manner prescribed in Section 11.09 of this Agreement, City shall deposit in the mail to Developer a copy of any staff reports and documents to be used or relied upon in conducting the review and, to the extent practical, related exhibits concerning Developer’s performance hereunder. Developer shall be permitted an opportunity to respond to City’s evaluation of Developer’s performance, either orally at a public hearing or in a written statement, at Developer’s election. Such response shall be made to the Chief Planner. 50 19 (c) Good Faith Compliance. During the Periodic Review, the Chief Planner shall review Developer’s good-faith compliance with the terms of this Agreement. At the conclusion of the Periodic Review, the Chief Planner shall make written findings and determinations, on the basis of substantial evidence, as to whether or not Developer has complied in good faith with the terms and conditions of this Agreement. The decision of the Chief Planner shall be appealable to the City Council. If the Chief Planner finds and determines that Developer has not complied with such terms and conditions, the Chief Planner may recommend to the City Council that it terminate or modify this Agreement by giving notice of its intention to do so, in the manner set forth in California Government Code Sections 65867 and 65868. The costs incurred by City in connection with the Periodic Review process described herein shall be borne by Developer. (d) Failure to Properly Conduct Periodic Review. If City fails, during any calendar year, to either (i) conduct the Periodic Review or (ii) notify Developer in writing of City’s determination, pursuant to a Periodic Review, as to Developer’s compliance with the terms of this Agreement and such failure remains uncured as of December 31 of any year during the term of this Agreement, such failure shall be conclusively deemed an approval by City of Developer’s compliance with the terms of this Agreement. (e) Written Notice of Compliance. With respect to any year for which Developer has been determined or deemed to have complied with this Agreement, City shall, within thirty (30) days following request by Developer, provide Developer with a written notice of compliance, in recordable form, duly executed and acknowledged by City. Developer shall have the right, in Developer’s sole discretion, to record such notice of compliance. Section 10.06. Default by City or Developer. In the event City or Developer defaults under the terms of this Agreement, City or Developer shall have all rights and remedies provided herein or under law. Either party may, in addition to any other rights or remedies, institute legal action to cure, correct, or remedy any default, enforce any covenant or agreement herein, enjoin any threatened or attempted violation thereof, recover damages for any default, enforce by specific performance the obligations and rights of the parties hereto, or to obtain any remedies consistent with the purpose of this Agreement. Section 10.07. California Law. This Agreement shall be construed and enforced in accordance with the laws of the State of California. Any action to enforce or interpret this Agreement shall be filed and heard in the Superior Court of San Mateo County, California. Section 10.08. Resolution of Disputes. With regard to any dispute involving development of the Project, the resolution of which is not provided for by this Agreement or Applicable Law, Developer shall, at City’s request, meet with 51 20 City. The parties to any such meetings shall attempt in good faith to resolve any such disputes. Nothing in this Section 10.07 shall in any way be interpreted as requiring that Developer and City and/or City’s designee reach agreement with regard to those matters being addressed, nor shall the outcome of these meetings be binding in any way on City or Developer unless expressly agreed to by the parties to such meetings. Section 10.09. Attorneys’ Fees. In any legal action or other proceeding brought by either party to enforce or interpret a provision of this Agreement, the prevailing party is entitled to reasonable attorneys’ fees and any other costs incurred in that proceeding in addition to any other relief to which it is entitled. Section 10.10. Hold Harmless. Developer shall hold City and its elected and appointed officers, agents, employees, and representatives harmless from claims, costs, and liabilities for any personal injury, death, or property damage which is a result of, or alleged to be the result of, the construction of the Project, or of operations performed under this Agreement by Developer or by Developer’s contractors, subcontractors, agents or employees, whether such operations were performed by Developer or any of Developer’s contractors, subcontractors, agents or employees. Nothing in this section shall be construed to mean that Developer shall hold City harmless from any claims of personal injury, death or property damage arising from, or alleged to arise from, any gross negligence or willful misconduct on the part of City, its elected and appointed representatives, offices, agents and employees. ARTICLE 11. MISCELLANEOUS Section 11.01. Incorporation of Recitals and Introductory Paragraph. The Recitals contained in this Agreement, and the introductory paragraph preceding the Recitals, are hereby incorporated into this Agreement as if fully set forth herein. Section 11.02. No Agency. It is specifically understood and agreed to by and between the parties hereto that: (i) the subject development is a private development; (ii) City has no interest or responsibilities for, or duty to, third parties concerning any improvements until such time, and only until such time, that City accepts the same pursuant to the provisions of this Agreement or in connection with the various Project Approvals or Subsequent Approvals; (iii) Developer shall have full power over and exclusive control of the Project herein described, subject only to the limitations and obligations of Developer under this Agreement, the Project Approvals, Subsequent Approvals, and Applicable Law; and (iv) City and Developer hereby renounce the existence of any form of agency relationship, joint venture or partnership between City and Developer and agree that nothing contained herein or in any document executed in connection herewith shall be construed as creating any such relationship between City and Developer. 52 21 Section 11.03. Enforceability. City and Developer agree that unless this Agreement is amended or terminated pursuant to the provisions of this Agreement, this Agreement shall be enforceable by any party hereto notwithstanding any change hereafter enacted or adopted (whether by ordinance, resolution, initiative, or any other means) in any applicable general plan, specific plan, zoning ordinance, subdivision ordinance, or any other land use ordinance or building ordinance, resolution or other rule, regulation or policy adopted by City that changes, alters or amends the rules, regulations and policies applicable to the development of the Project Site at the time of the approval of this Agreement as provided by California Government Code Section 65866. Section 11.04. Severability. If any term or provision of this Agreement, or the application of any term or provision of this Agreement to a particular situation, is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining terms and provisions of this Agreement, or the application of this Agreement to other situations, shall continue in full force and effect unless amended or modified by mutual consent of the parties. Notwithstanding the foregoing, if any material provision of this Agreement, or the application of such provision to a particular situation, is held to be invalid, void or unenforceable, either City or Developer may (in their sole and absolute discretion) terminate this Agreement by providing written notice of such termination to the other party. Section 11.05. Other Necessary Acts. Each party shall execute and deliver to the other all such other further instruments and documents as may be reasonably necessary to carry out the Project Approvals, Subsequent Approvals and this Agreement and to provide and secure to the other party the full and complete enjoyment of its rights and privileges hereunder. Section 11.06. Construction. Each reference in this Agreement to this Agreement or any of the Project Approvals or Subsequent Approvals shall be deemed to refer to the Agreement, Project Approval or Subsequent Approval as it may be amended from time to time, whether or not the particular reference refers to such possible amendment. This Agreement has been reviewed and revised by legal counsel for both City and Developer, and no presumption or rule that ambiguities shall be construed against the drafting party shall apply to the interpretation or enforcement of this Agreement. Section 11.07. Other Miscellaneous Terms. The singular shall include the plural; the masculine gender shall include the feminine; “shall” is mandatory; “may” is permissive. If there is more than one signer of this Agreement, the signer obligations are joint and several. Section 11.08. Covenants Running with the Land. All of the provisions contained in this Agreement shall be binding upon the parties and their respective heirs, successors and assigns, representatives, lessees, and all other persons acquiring all or a portion of the Project, or any interest therein, whether by operation of law or in any manner whatsoever. All of the provisions contained in this Agreement 53 22 shall be enforceable as equitable servitudes and shall constitute covenants running with the land pursuant to California law including, without limitation, Civil Code Section 1468. Each covenant herein to act or refrain from acting is for the benefit of or a burden upon the Project, as appropriate, runs with the Project Site and is binding upon the owner of all or a portion of the Project Site and each successive owner during its ownership of such property. Section 11.09. Notices. Any notice or communication required hereunder between City or Developer must be in writing, and may be given either personally, by telefacsimile (with original forwarded by regular U.S. Mail) by registered or certified mail (return receipt requested), or by Federal or other similar courier promising overnight delivery. If personally delivered, a notice shall be deemed to have been given when delivered to the party to whom it is addressed. If given by facsimile transmission, a notice or communication shall be deemed to have been given and received upon actual physical receipt of the entire document by the receiving party’s facsimile machine. Notices transmitted by facsimile after 5:00 p.m. on a normal business day or on a Saturday, Sunday or holiday shall be deemed to have been given and received on the next normal business day. If given by registered or certified mail, such notice or communication shall be deemed to have been given and received on the first to occur of (i) actual receipt by any of the addressees designated below as the party to whom notices are to be sent, or (ii) five (5) days after a registered or certified letter containing such notice, properly addressed, with postage prepaid, is deposited in the United States mail. If given by Federal Express or similar courier, a notice or communication shall be deemed to have been given and received on the date delivered as shown on a receipt issued by the courier. Any party hereto may at any time, by giving ten (10) days written notice to the other party hereto, designate any other address in substitution of the address to which such notice or communication shall be given. Such notices or communications shall be given to the parties at their addresses set forth below: If to City, to: City Manager City of South San Francisco 400 Grand Avenue South San Francisco, CA 94080 Phone: (650) 829-6629 Fax: (650) 829-6623 With a Copy to: Meyers Nave 575 Market Street, Suite 2600 San Francisco, CA 94105 Attn: Steven T. Mattas, City Attorney Phone: (415) 421-3711 Fax: (415) 421-3767 54 23 If to Developer, to: El Camino and Spruce LLC c/o WT Mitchell Group Inc. PO Box 5127 Walnut Creek, CA 94596 Phone: 925-407-2676 Fax: 925-988-8032 With Copies to: Morrison & Foerster LLP 425 Market Street San Francisco, CA 94105 Attn: Zane O. Gresham Phone: (415) 268-7000 Fax: (415) 260-7522 Section 11.10. Entire Agreement, Counterparts And Exhibits. This Agreement is executed in two (2) duplicate counterparts, each of which is deemed to be an original. This Agreement consists of [___] pages and [___] exhibits which constitute in full, the final and exclusive understanding and agreement of the parties and supersedes all negotiations or previous agreements of the parties with respect to all or any part of the subject matter hereof. All waivers of the provisions of this Agreement shall be in writing and signed by the appropriate authorities of City and the Developer. The following exhibits are attached to this Agreement and incorporated herein for all purposes: Exhibit A: Description and Diagram of Project Site Exhibit B: Existing Land Use Entitlements and Approvals Exhibit C: City Fees and Exactions Section 11.11. Recordation Of Development Agreement. Pursuant to California Government Code § 65868.5, no later than ten (10) days after City enters into this Agreement, the City Clerk shall record an executed copy of this Agreement in the Official Records of the County of San Mateo. IN WITNESS WHEREOF, this Agreement has been entered into by and between Developer and City as of the day and year first above written. 55 24 CITY CITY OF SOUTH SAN FRANCISCO, a municipal corporation By:_______________________________ Name:____________________________ City Manager ATTEST: By: ___________________________ City Clerk APPROVED AS TO FORM: By: ___________________________ City Attorney Developer EL CAMINO AND SPRUCE LLC, a Nevada Limited Liability Company By:______________________________ Name:____________________________ Its:_______________________________ 2248480.4 2241933.1 56 25 Exhibit A: Description and Diagram of Project Site LEGAL DESCRIPTION Real property in the City of South San Francisco, County of San Mateo, State of California, described as follows: ALL THAT CERTAIN REAL PROPERTY SITUATE IN THE CITY OF SOUTH SAN FRANCISCO, COUNTY OF SAN MATEO, STATE OF CALIFORNIA, BEING LOT 1, BLOCK 2, AS DESIGNATED ON THE MAP ENTITLED, "TANFORAN PARK, UNIT NO. 2," WHICH MAP WAS FILED IN THE OFFICE OF THE RECORDER OF THE COUNTY OF SAN MATEO, STATE OF CALIFORNIA, JANUARY 5, 1967, IN BOOK 66 OF MAPS AT PAGES 5, 6, AND 7, MORE PARTICULARLY DESCRIBED AS FOLLOWS: BEGINNING AT THE MOST SOUTHERLY CORNER OF SAID LOT 1, SAID CORNER BEING A POINT IN THE NORTHEASTERLY LINE OF EL CAMINO REAL AS SHOWN ON SAID MAP; THENCE ALONG SAID NORTHEASTERLY LINE NORTH 27° 54’ 38" WEST, 86.78 FEET (NORTH 26° 38’ 46" WEST, 86.94 FEET); THENCE NORTH 30° 47’ 29" WEST, 488.12 FEET (NORTH 29° 31’ 37" WEST); THENCE ALONG A TANGENT CURVE TO THE RIGHT, HAVING A RADIUS OF 25.00 FEET, THROUGH A CENTRAL ANGLE OF 89° 46’ 45" AN ARC LENGTH OF 39.17 FEET TO A POINT IN THE SOUTHEASTERLY LINE OF SOUTH SPRUCE AVENUE AS SHOWN ON SAID MAP; THENCE ALONG SAID SOUTHEASTERLY LINE NORTH 58° 59’ 16" EAST, 4.90 FEET (NORTH 60° 15’ 08" EAST); THENCE ALONG A TANGENT CURVE TO THE LEFT, HAVING A RADIUS OF 689.75 FEET, THROUGH A CENTRAL ANGLE OF 27° 31’ 15" AN ARC LENGTH OF 331.31 FEET (R OF 689.95 FEET, CENTRAL ANGLE OF 27° 30’ 30", L OF 331.25 FEET); THENCE NORTH 31° 28’ 01" EAST, 272.47 FEET (NORTH 32° 44’ 38" EAST, 272.47 FEET); THENCE ALONG A TANGENT CURVE TO THE RIGHT, HAVING A RADIUS OF 1961.99 FEET, THROUGH A CENTRAL ANGLE OF 5° 32’ 44", AN ARC LENGTH OF 189.90 FEET (R OF 1959.86 FEET, CENTRAL ANGLE OF 5° 32’ 02", L OF 189.29 FEET); THENCE NORTH 37° 00’ 45" EAST, 45.82 FEET (NORTH 38° 16’ 40" EAST, 46.42 FEET); THENCE LEAVING SAID SOUTHEASTERLY LINE SOUTH 52° 59’ 15" EAST, 232.76 FEET (SOUTH 51° 43’ 20" EAST); THENCE ALONG A TANGENT CURVE TO THE RIGHT, HAVING A RADIUS OF 1999.86 FEET, THROUGH A CENTRAL ANGLE OF 0° 22’ 21", AN ARC LENGTH OF 13.00 FEET (CENTRAL ANGLE OF 0° 22’ 22", L OF 13.01 FEET); THENCE NORTH 57° 19’ 24" EAST, 130.66 FEET (NORTH 58° 35’ 52" EAST, 130.53 FEET) TO A POINT IN THE SOUTHWESTERLY LINE OF HUNTINGTON AVENUE AS SHOWN ON SAID MAP; THENCE ALONG SAID SOUTHWESTERLY LINE ALONG A NON- TANGENT CURVE TO THE RIGHT, HAVING A RADIUS OF 959.93 FEET, CONCAVE TO THE SOUTHWEST, WHOSE CENTER BEARS SOUTH 53° 05’ 43" WEST, THROUGH A CENTRAL ANGLE OF 2° 23’ 28", AN ARC LENGTH OF 40.06 FEET; THENCE LEAVING SAID SOUTHWESTERLY LINE SOUTH 57° 19’ 24" WEST, 124.49 FEET (SOUTH 58° 35’ 52" WEST, 124.50 FEET); THENCE SOUTH 32° 40’ 36" EAST, 419.97 FEET (SOUTH 31° 24’ 08" EAST, 419.97 FEET); THENCE NORTH 57° 19’ 24" EAST, 124.99 FEET (NORTH 58° 35’ 52" EAST) TO A POINT IN SAID SOUTHWESTERLY LINE OF HUNTINGTON AVENUE; THENCE ALONG SAID SOUTHWESTERLY LINE SOUTH 32° 40’ 36" EAST, 40.00 FEET (SOUTH 31° 24’ 08" EAST); THENCE LEAVING SAID SOUTHWESTERLY LINE SOUTH 57° 19’ 24" WEST, 134.99 FEET (SOUTH 58° 35’ 52" WEST); THENCE SOUTH 32° 40’ 36" EAST, 82.92 FEET (SOUTH 31° 24’ 08" EAST); THENCE SOUTH 53° 25’ 00" WEST, 923.20 FEET (SOUTH 54° 40’ 52" WEST, 922.99 FEET) TO THE POINT OF BEGINNING. THE BASIS OF BEARINGS FOR THE ABOVE DESCRIBED PARCEL IS NORTH 58° 59’ 16" EAST ALONG THE CENTER LINE OF SOUTH SPRUCE AVENUE AS SHOWN ON THE RECORD OF SURVEY RECORDED IN BOOK "6" OF LICENSED LAND SURVEYORS MAPS AT PAGE 77, SAN MATEO COUNTY RECORDS. APN: 014-183-110 JPN: 014-018-183-11A 57 26 Exhibit B: Existing Land Use Entitlements and Project Approvals [To be completed when the exact titles and resolution numbers for entitlements approved by the Planning Commission and the City Council are known.] 58 27 Exhibit C: City Fees and Exactions 59 180 ECR - Centennial Village Illustrative calculations of estimated proposed fees Area Estimations* 180 ECR Retail/Commercial SF 187,170 Office SF 35,327 Residential Units 284 Total 222,497 Existing Commercial Demolished 144,821 Net New Gross Sq Ft 77,676 Estimated Existing and Proposed Fees, Including Fee Credits 180 ECR Fee Category Rate Fee Sewer Capacity Fee (1)varies by use Retail/Commercial $84,875 (Resolution 39-2010)Office $96,083 Residential $1,047,108 General Plan Maintenance Fee 0.0015 of construction value, per GSF 117,000.00$ (Resolution 74-2007) Child Care Impact Fee 0.68$ per NN GSF for Commercial 28,797.32$ (SSFMC 20.310)1,851.00$ per High Density Residential Unit 525,684.00$ Park-in-Lieu Fee 3,276.00$ per 1,000 GSF Nonresidential 254,466.58$ (per Draft Parkland Acquisition and Construction Fee) Public Safety Impact Fee 0.44$ per NN GSF for Retail 82,354.80$ (Resolution 97-2012)0.44$ per NN GSF for Office 15,543.88$ 563.00$ per High Density Residential Unit 159,892.00$ Total of Fees 2,411,804.54$ Fees per GSF 10.84$ (1) - Sewer Capacity Fee calculation will vary by use based on application of Resolution 39-2010. * The areas are estimated and provided for the purpose of illustrating the fee calculation. The actual fee and fee credit for each phase will be calculated at the time of building permit submittal. Exhibit C City Fees and Exactions 60 Attachment 2a Draft Resolution of Denial 61 RESOLUTION NO._________ CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO STATE OF CALIFORNIA A RESOLUTION DENYING A USE PERMIT, DESIGN REVIEW, TRANSPORTATION DEMAND MANAGEMENT PLAN, FOR THE DEVELOPMENT OF A 14.5 ACRE SITE FOR THE CENTENNIAL VILLAGE AT 180 EL CAMINO REAL PROJECT IN THE EL CAMINO REAL MIXED USE ZONING DISTRICT WHEREAS, El Camino and Spruce LLC, a Nevada limited liability company (“Applicant”), submitted an application for a mixed-use project on an approximately 14.5 acre site located at 180 El Camino Real, which consists of approximately 220,000 square feet of commercial/retail space and 284 residential rental units (“Project”); and, WHEREAS, Applicant seeks approval of a Use Permit, Design Review, Transportation Demand Management Plan, and Development Agreement; and, WHEREAS, pursuant to California Environmental Quality Act (“CEQA”) , 14 California Code of Regulations §15270, CEQA does not apply to projects which a public agency rejects or disapproves; and, WHEREAS, the City Council held a duly noticed public hearing on September 11, 2013 which was continued to September 25, 2013, to October 23, 2013, and to November 13, 2013, and another duly noticed public hearing on February 12, 2014, which was continued to February 26, 2014 and to March 12, 2014, to consider the IS/MND, the Use Permit, Design Review, Transportation Demand Management Plan, and Development Agreement and take public testimony; and, WHEREAS, the application reviewed by the City Council did not guarantee that the full residential component would be constructed; and, WHEREAS, the Applicant has still not committed to construct the entire residential component of the Project. NOW, THEREFORE, BE IT RESOLVED that based on the entirety of the record before it, which includes without limitation, the California Environmental Quality Act, Public Resources Code §21000, et seq. (“CEQA”) and the CEQA Guidelines, 14 California Code of Regulations §15000, et seq.; the South San Francisco General Plan, General Plan EIR and South El Camino Real General Plan Amendment EIR; the South San Francisco Municipal Code; the Project applications; the Centennial Village Project Plans, as prepared by Johnson Lyman Architects, 62 dated August 1, 2013; the Preliminary Transportation Demand Management Plan, as prepared by TJKM Transportation Consultants, dated July 9, 2013; the 180 El Camino Real IS/MND, including the Draft and Final MND and all appendices thereto; all site plans, and all reports, minutes, and public testimony submitted as part of the Planning Commission’s meeting held on August 15, 2013, and Planning Commission deliberations; all reports, minutes, and public testimony submitted as part of the City Council’s duly noticed public hearing on September 11, 2013 which was continued to September 25, 2013 and to October 23, 2013 and to November 13, 2013, and duly noticed public hearing on February 12, 2014, which was continued to February 26, 2014 and to March 12, 2014, and City Council deliberations; and any other evidence (within the meaning of Public Resources Code §21080(e) and §21082.2), the City Council of the City of South San Francisco hereby finds as follows: A. General Findings 1. The foregoing recitals are true and correct and made a part of this Resolution. 2. The documents and other material constituting the record for these proceedings are located at the Planning Division for the City of South San Francisco, 315 Maple Avenue, South San Francisco, CA 94080, and in the custody of Chief Planner, Susy Kalkin. B. Use Permit/Design Review 1. The City’s General Plan Land Use Designation for the site is El Camino Real Mixed Use (“ECRMX”), which allows for high-intensity active uses and mixed-use developments. 2. The Applicant has not provided the City with any guarantee that the entire residential component of the Project will ever be built. Therefore, because there is no guarantee that the entire residential component of the Project will be constructed, the Project is inconsistent with the City’s General Plan and the El Camino Real Sub-Area Plan for the following reasons: i. The General Plan Planning Sub-Areas Element (Chapter 3) identifies the subject site as within the El Camino Sub-Area. Planning Sub-Area Element Policy 3.4-G-5 [Encourage the implementation of the Guiding Principles of the Grand Boulevard Initiative as adopted by the Grand Boulevard Task Force in April of 2007] and Policy 3.4-G-6 [Develop the South El Camino area as a vibrant corridor with a variety of residential and non-residential uses to foster a walkable and pedestrian-scaled environment] target housing and job growth along the El Camino Real corridor, building compact high-quality mixed-use development, and strengthening pedestrian and bicycle connections within the corridor. Because there is no commitment that the entire residential component will be constructed, the proposed Project is not targeting housing along the El Camino Real corridor, is not implementing the goals of the Grand Boulevard Initiative Guiding Principles by creating a high-density mixed-use development in a 63 strategic area of El Camino that promotes walking and transit and an improved quality of life, and is therefore not consistent with the General Plan Land Use Element. ii. The General Plan Housing Element (Chapter 10) identifies the subject site as a near-term housing opportunity site with an ability to accommodate up to 295 residential units. Consistent with Housing Element Policy 1-1 [The City shall implement zoning to ensure there is an adequate supply of land to meet its 2007 to 2014 ABAG Regional Housing Needs Allocation (RHNA) of 373 very low income units, 268 low income units, 315 moderate income units, and 679 above moderate units], the City adopted the South El Camino Real General Plan Amendment, Zoning and Design Guidelines in 2010, which up-zoned the proposed Project site to allow for high density (multi-family) residential development. Housing Element Policy 1-9 [The City shall maximize opportunities for residential development, through infill and redevelopment of underutilized sites, without impacting existing neighborhoods or creating conflicts with industrial operations] and Program 1-9A [Through the Zoning Ordinance update, South El Camino Real General Plan update, the El Camino Real / Chestnut Specific Plan, the City will identify opportunities for residential development through infill and redevelopment of underutilized sites] further confirmed the importance of facilitating regulations that allow residential development on El Camino Real. The proposed Project is not consistent with the Housing Element because there are no feasible assurances that the entire residential component will be completed. iii. The General Plan Transportation Element (Chapter 4) includes Policy 4.2- G-6 [Make efficient use of existing transportation facilities and, through the arrangement of land uses, improved alternate modes, and enhanced integration of various transportation systems serving South San Francisco, strive to reduce the total vehicle-miles traveled] and Policy 4.2-G-9 [Accept LOS E or F after finding that: There is no practical and feasible way to mitigate the lower level of service; and the uses resulting in the lower level of service are of clear, overall public benefit]. Because there are no credible assurances that the entire residential component will be completed, the proposed Project will not create a mixed-use project that serves to reduce vehicle miles traveled and is not providing a clear, overall public benefit to allow the lower level of service. Therefore the proposed Project is not consistent with the General Plan Transportation Element. iv. The General Plan Open Space and Conservation Element (Chapter 7) includes Policy 7.3-G-2 [Encourage land use and transportation strategies that promote use of alternatives to the automobile for transportation, including bicycling, bus transit, and carpooling]. Because there are no credible assurances that the entire residential component will be completed, the proposed Project will not create a higher-density mixed-use development in close proximity to adjacent alternative transportation routes including BART, SamTrans and Centennial Way Linear Park to provide opportunities for alternative modes of transportation. Therefore the proposed Project is not consistent with the General Plan Open Space and Conservation Element. 64 NOW, THEREFORE, BE IT FURTHER RESOLVED that the City Council of the City of South San Francisco hereby makes the findings contained in this Resolution and denies Use Permit (UP11-0006), Design Review (DR11-0019) and Transportation Demand Management Plan (TDM13-0001) for the Project. BE IT FURTHER RESOLVED that this Resolution shall become effective immediately upon its passage and adoption. * * * * * * * I hereby certify that the foregoing resolution was adopted by the City Council of the City of South San Francisco at the regular meeting held on the 12th day of March, 2014 by the following vote: AYES:________________________________________________________________ NOES:________________________________________________________________ ABSTENTIONS:________________________________________________________ ABSENT:______________________________________________________________ Attest:__________________________________ City Clerk 2241444.3 65 Attachment 3a City Council Staff Reports – Meetings of September 11, 2013, September 25, 2013, October 23, 2013 and February 26, 2014 (without attachments) 66 Staff Report DATE: September 11, 2013 TO: Honorable Mayor and City Council FROM: Marty Van Duyn, Assistant City Manager SUBJECT: CENTENNIAL VILLAGE – USE PERMIT, DESIGN REVIEW, TRANSPORTATION DEMAND MANAGEMENT PLAN, DEVELOPMENT AGREEMENT AND MITIGATED NEGATIVE DECLARATION FOR A PHASED DEVELOPMENT TO CONSTRUCT A MIXED-USE PROJECT INCLUDING APPROXIMATELY 222,000 SQUARE FEET OF COMMERCIAL SPACE AND 284 RESIDENTIAL UNITS ON A 14.5 ACRE SITE LOCATED AT 180 EL CAMINO REAL IN THE EL CAMINO REAL MIXED USE (ECRMX) ZONING DISTRICT IN ACCORDANCE WITH SSFMC CHAPTERS 19.60, 20.090, 20.300, 20.330, 20.350, 20.400, 20.440, 20.450, 20.460, 20.480 & 20.490. Address: 180 El Camino Real (APN 014-183-110) Owner: Shamain Partnership Applicant: El Camino and Spruce LLC Case No.: P11-0065: UP11-0006, DR11-0019, TDM13-0001, DA13-0002 & ND12-0004 RECOMMENDATION It is recommended that the City Council follow the recommendation of the Planning Commission and take the following actions: 1. Adopt a Resolution making findings and adopting Mitigated Negative Declaration ND12-0004; and 2. Adopt a Resolution making findings and approving Planning Project P11-0065, including Use Permit UP11-0006, Design Review DR11-0019, and Transportation Demand Management Plan TDM13-0001 based on the attached draft findings and subject to the attached draft conditions of approval; and 3. Waive reading and introduce an Ordinance approving Development Agreement DA13-0002. BACKGROUND / DISCUSSION (A complete discussion of the proposed project is contained in the attached Planning Commission staff report dated August 15, 2013.) 67 Staff Report Subject: 180 El Camino Real - Mixed Use Development Date: September 11, 2013 Page 2 of 6 Existing Site The Project site is a 14.5 acre lot with frontages on El Camino Real and South Spruce Ave. The existing shopping center on the site was constructed in 1965, and currently includes Safeway, Bally’s Total Fitness, CVS, and Bedroom Express. Firestone Tire & Auto Center is located in a smaller building at the northwest corner of the site, close to the intersection of El Camino Real and South Spruce Ave. The site is bordered by commercial uses to the south, Brentwood Shopping Center and single- family residential to the west across El Camino Real, See’s Candies and single-family residential to the north across South Spruce Ave, and office and other general commercial uses to the east across Huntington Ave. The subject site does not extend all the way to Huntington Avenue – there is a surface parking lot, a professional office building and a Salvation Army facility abutting the eastern edge of the property. The City has in recent years updated General Plan policies and Zoning Ordinance standards related to the El Camino Real corridor in an effort to “develop the South El Camino area as a vibrant corridor with a variety of residential and non-residential uses to foster a walkable and pedestrian-scaled environment” (General Plan Guiding Policy 3.4-G-7), and has been working with the applicant to develop a plan to achieve this objective on the site. Proposed Project The proposed project consists of the demolition of the existing 145,000 square foot shopping center and replacing it with a mixed-use shopping center containing approximately 220,000 square feet of commercial area, with 284 residential units on upper floors, on this prominent 14.5 acre site. El Camino Real and South Spruce Avenue would be fronted by a series of two-story buildings (Buildings A, B, C, D and Major Tenant 3 - CVS) providing a total of 42,400 square feet for retail uses on the ground floor and 35,300 square feet for office uses on the second floor. These buildings would serve to create a more pedestrian-friendly environment at the street edge, increase the amount of commercial activity on the site, and obscure views of the interior parking lot. The interior of the site would include an L-shaped five story mixed-use building, with commercial uses on the ground floor, parking on the second level, and 284 residential units on the third, fourth and fifth floors. The residential component of the project would consist of a mixture of one- and two-bedroom apartment units with associated amenities, including open courtyards. The ground floor tenant spaces would include a 58,000-square-foot Safeway, a 30,000-square-foot Commercial/Retail use (Major Tenant 2), a 36,000-square-foot Health Club use, and 21,000 square feet of smaller commercial tenant spaces (Building E). The development could be constructed in up to three phases; following is a breakdown of each specific phase: Phase 1 - Construction of ground level retail for Major Tenants 1 (Safeway), 2 (to be determined), the health club, and both levels of Buildings A, B, C and D and Major Tenant 3 (CVS). 68 Staff Report Subject: 180 El Camino Real - Mixed Use Development Date: September 11, 2013 Page 3 of 6 - Construction of all surface parking and landscaping improvements. - Construction of 184 parking stalls above Safeway and Major Tenant 2. Phase 2 - Construction of all structured parking and Building E (including basement level parking). - Construction of parking level above Building E and Health Club building. - Construction of a minimum of 141 residential units above the Health Club and Building E. Phase 3 - Construction of the remaining residential units (up to a total 284 units) above Safeway and Major Tenant 2. ZONING CONSISTENCY Upon full build-out, the proposed project will entail a mixed-use development that fulfills all of the purpose statements, standards and regulations of the El Camino Real Mixed Use (“ECRMX”) Zone District, subject to approval of specific exceptions for which the Planning Commission recommended approval. These exceptions are related to “Supplemental Regulations” within the ECRMX District, and the approval body is allowed to grant exceptions for specific standards upon determining that the underlying intent of the ECRMX district is still being met. A more detailed review of the City’s development standards and requirements is contained in the attached Planning Commission staff report. PRELIMINARY TRANSPORTATION DEMAND MANAGEMENT PLAN In accordance with the Transportation Demand Management (“TDM”) Ordinance, a preliminary TDM plan is included as part of the project to achieve a minimum 28% alternative mode use, applicable to all nonresidential development expected to generate 100 or more average daily trips. In general, the preliminary TDM plan provides for the requisite mode shift goal, and includes all of the required trip reduction measures, including carpool and vanpool ridematching services, designated employer contact, guaranteed ride home program, and showers and clothes locker facilities. A copy of the preliminary TDM plan is attached. GENERAL PLAN CONSISTENCY The General Plan Land Use Designation for the site is El Camino Real Mixed Use (“ECRMX”). The ECRMX land use designation allows for high-intensity active uses and mixed-use developments. The frontage of the site along El Camino Real and other arterial/collector streets are required to be devoted to active uses. Upon full build-out of the project, the development will conform to the General Plan Land Use Policies by creating a mixed-use environment within the required FAR parameters that emphasizes pedestrian-activity with buildings built up to the sidewalk along El Camino Real and South Spruce Ave, provides a well-articulated and visually engaging development that implements the goals of the Grand Boulevard Initiative and locates parking in a way that is not visually dominant. 69 Staff Report Subject: 180 El Camino Real - Mixed Use Development Date: September 11, 2013 Page 4 of 6 Additionally, the Housing Element identifies the subject site as a near-term housing opportunity site. Assuming a density of 60 dwelling units per acre for a third of the site, consistent with densities allowed within the South El Camino Real corridor, the site was identified as being able to accommodate up to 295 units. DEVELOPMENT AGREEMENT The applicant and the City have negotiated a Development Agreement (“DA”) to clarify and obligate Project features and mitigation measures. The applicant has stated that currently the economics of the project do not justify the development of apartments, as the total rental income versus total costs of development are not sufficient to justify the risks associated with the development at this time. Therefore, the primary feature of the DA is the phasing of the residential units. Upon the tenth anniversary of the execution of the agreement, the applicant will be required to perform a calculation of Economic Feasibility; if the performance triggers are met, the applicant would be required to construct Phase 2 within 12 months. Other Development Agreement items include:  The term of the Agreement would be twenty (20) years.  Payment of applicable fees, including Public Safety Impact Fee and Child Care Impact Fee, including annual escalators.  Timing of Project Construction and Completion. o Phase 1 construction will begin within 18 months of final project entitlement approval. o If the 284 apartment units have not been constructed within 10 years of the approval of the DA, then three triggers are identified to determine if the residential units are “Economically Feasible”. The triggers were developed jointly by the project applicant, City staff and the City’s economic consultants. If all three triggers are met, the developer shall either commence construction or arrange with another Developer to commence construction of Phase 2 within 12 months. o Upon the completion of Phase 2, if the same “Economically Feasible” triggers are met the developer shall either commence construction or arrange with another Developer to commence construction of Phase 3 within 12 months. The proposed Development Agreement is attached to the draft Ordinance. ENVIRONMENTAL REVIEW The City adopted the South El Camino Real General Plan Amendment (“South ECR GPA”) on March 24, 2010. The South El Camino Real General Plan Amendment EIR was prepared as a Program EIR, pursuant to Section 15168 of the California Environmental Quality Act (“CEQA”), and this document was certified by the City Council following public review and comment. 70 Staff Report Subject: 180 El Camino Real - Mixed Use Development Date: September 11, 2013 Page 5 of 6 Consistent with the CEQA tiering principles and procedures, an Initial Study/ Mitigated Negative Declaration (“IS/MND”) was prepared to determine whether the project could have any significant impacts that had not been adequately addressed in the South ECR GPA EIR. The IS/MND identifies significant impacts that would be reduced to less than significant impacts through various mitigation measures, which are discussed in the document. The IS/MND was distributed to the State Clearinghouse and circulated for a 30-day public review on April 12, 2013. A total of six comment letters were received from commenting agencies: San Mateo County Health System (dated April 29, 2013); San Francisco International Airport (dated May 3, 2013); County of San Mateo Department of Public Works (dated May 8, 2013); C/CAG staff (dated May 13, 2013); the California Department of Transportation (dated May 14, 2013); and the City of San Bruno (dated May 21, 2013). None of the comment letters raised significant environmental issues. A copy of the “Initial Study and Proposed Mitigated Negative Declaration” and the “Final Mitigated Negative Declaration”, which includes the comment letters and the Mitigation Monitoring and Reporting Program, are attached to the CEQA Resolution. REVIEW BY OTHER AGENCIES The project site is located within Airport Influence Area B as defined in the Airport Land Use Compatibility Plan (“ALUCP”) for San Francisco International Airport (“SFO”). Projects located within this influence area are subject to the ALUCP policies related to noise compatibility, safety compatibility, and airspace protection. When the current ALUCP was adopted by the City/County Association of Governments of San Mateo County (C/CAG) in November 2012, the SFO noise contours were updated. Under the previous 1996 Comprehensive Land Use Plan (“CLUP”), the project site was located within the CNEL 65 to 70 dB noise contour, which allows multi-family residential units subject to adequate sound insulation and grant of avigation easement. The 2012 ALUCP updated noise contours located the project site within the CNEL 70 to 75 dB noise contour, which would not allow new residential development. ALUCP General Policy GP-5.3 grants an exception to noise consistency evaluations for development actions in the review process before the effective date of the current ALUCP, provided that the proposed development complies with all other requirements of the current ALUCP. In SFO’s comment letter related to the IS/MND, they verify that the project application was deemed complete before the adoption of the ALUCP, and therefore is to be evaluated under the 1996 CLUP. However, any future proposal (not included in the proposed development application) to construct additional dwelling, subdivide land, or create condominiums for residential use within the CNEL 70-75 dB contour would be considered incompatible with the ALUCP. PLANNING COMMISSION MEETING At the Planning Commission meeting of August 15, 2013, the Commission reviewed the proposed project. Five members of the public spoke on the project, with questions related to 71 72 Staff Report DATE: September 25, 2013 TO: Honorable Mayor and City Council FROM: Marty Van Duyn, Assistant City Manager SUBJECT: CENTENNIAL VILLAGE – USE PERMIT, DESIGN REVIEW, TRANSPORTATION DEMAND MANAGEMENT PLAN, DEVELOPMENT AGREEMENT AND MITIGATED NEGATIVE DECLARATION FOR A PHASED DEVELOPMENT TO CONSTRUCT A MIXED-USE PROJECT INCLUDING APPROXIMATELY 222,000 SQUARE FEET OF COMMERCIAL SPACE AND 284 RESIDENTIAL UNITS ON A 14.5 ACRE SITE LOCATED AT 180 EL CAMINO REAL IN THE EL CAMINO REAL MIXED USE (ECRMX) ZONING DISTRICT IN ACCORDANCE WITH SSFMC CHAPTERS 19.60, 20.090, 20.300, 20.330, 20.350, 20.400, 20.440, 20.450, 20.460, 20.480 & 20.490. Address: 180 El Camino Real (APN 014-183-110) Owner: Shamain Partnership Applicant: El Camino and Spruce LLC Case No.: P11-0065: UP11-0006, DR11-0019, TDM13-0001, DA13-0002 & ND12-0004 RECOMMENDATION It is recommended that the City Council follow the recommendation of the Planning Commission and take the following actions: 1. Adopt a Resolution making findings and adopting Mitigated Negative Declaration ND12-0004; and 2. Adopt a Resolution making findings and approving Planning Project P11-0065, including Use Permit UP11-0006, Design Review DR11-0019, and Transportation Demand Management Plan TDM13-0001 based on the attached draft findings and subject to the attached draft conditions of approval; and 3. Waive reading and introduce an Ordinance approving Development Agreement DA13-0002. BACKGROUND / DISCUSSION September 11th Staff Report and Discussion The September 11, 2013 City Council Staff Report (without attachments) is attached for background on the project. At that meeting, Council was supportive of the proposed project but 73 74 Staff Report Subject: 180 El Camino Real - Mixed Use Development Date: September 25, 2013 Page 3 of 3 2. Draft Entitlements Resolution Exhibit A: Conditions of Approval (as attached to the draft resolution provided with the September 11, 2013 City Council Packet) Exhibit B: Preliminary Transportation Demand Management Plan (as attached to the draft resolution provided with the September 11, 2013 City Council Packet) Exhibit C: Project Plans (as attached to the draft resolution provided with the September 11, 2013 City Council Packet) 3. Draft Ordinance Exhibit A: Development Agreement 4. City Council Staff Report – September 11, 2013 BMN/MVD/SK/GB/bg 75 Staff Report DATE: October 23, 2013 TO: Honorable Mayor and City Council FROM: Marty Van Duyn, Assistant City Manager SUBJECT: CENTENNIAL VILLAGE – USE PERMIT, DESIGN REVIEW, TRANSPORTATION DEMAND MANAGEMENT PLAN, DEVELOPMENT AGREEMENT AND MITIGATED NEGATIVE DECLARATION FOR A PHASED DEVELOPMENT TO CONSTRUCT A MIXED-USE PROJECT INCLUDING APPROXIMATELY 222,000 SQUARE FEET OF COMMERCIAL SPACE AND 284 RESIDENTIAL UNITS ON A 14.5 ACRE SITE LOCATED AT 180 EL CAMINO REAL IN THE EL CAMINO REAL MIXED USE (ECRMX) ZONING DISTRICT IN ACCORDANCE WITH SSFMC CHAPTERS 19.60, 20.090, 20.300, 20.330, 20.350, 20.400, 20.440, 20.450, 20.460, 20.480 & 20.490. Address: 180 El Camino Real (APN 014-183-110) Owner: Shamain Partnership Applicant: El Camino and Spruce LLC Case No.: P11-0065: UP11-0006, DR11-0019, TDM13-0001, DA13-0002 & ND12-0004 RECOMMENDATION It is recommended that the City Council follow the recommendation of the Planning Commission and take the following actions: 1. Adopt a Resolution making findings and adopting Mitigated Negative Declaration ND12-0004; and 2. Adopt a Resolution making findings and approving Planning Project P11-0065, including Use Permit UP11-0006, Design Review DR11-0019, and Transportation Demand Management Plan TDM13-0001 based on the attached draft findings and subject to the attached draft conditions of approval; and 3. Waive reading and introduce an Ordinance approving Development Agreement DA13-0002. BACKGROUND / DISCUSSION September 11th and September 25th Staff Reports and Discussion The September 11, 2013 and September 25, 2013 City Council Staff Reports (without attachments) are attached for background on the project. At the September 25th meeting, Council 76 77 Staff Report Subject: 180 El Camino Real - Mixed Use Development Date: October 23, 2013 Page 3 of 3 3. Draft Ordinance Exhibit A: Development Agreement 4. City Council Staff Reports – September 11, 2013 and September 25, 2013 (without attachments) BMN/MVD/SK/GB/bg 78 Staff Report DATE: February 26, 2014 TO: Mayor and City Council FROM: Patrick O’Keeffe, Economic and Community Development Consultant SUBJECT: CENTENNIAL VILLAGE – USE PERMIT, DESIGN REVIEW, TRANSPORTATION DEMAND MANAGEMENT PLAN, DEVELOPMENT AGREEMENT AND MITIGATED NEGATIVE DECLARATION FOR A PHASED DEVELOPMENT TO CONSTRUCT A MIXED-USE PROJECT INCLUDING APPROXIMATELY 222,000 SQUARE FEET OF COMMERCIAL SPACE AND 284 RESIDENTIAL UNITS ON A 14.5 ACRE SITE LOCATED AT 180 EL CAMINO REAL IN THE EL CAMINO REAL MIXED USE (ECRMX) ZONING DISTRICT IN ACCORDANCE WITH SSFMC CHAPTERS 19.60, 20.090, 20.300, 20.330, 20.350, 20.400, 20.440, 20.450, 20.460, 20.480 & 20.490. Address: 180 El Camino Real (APN 014-183-110) Owner: Shamain Partnership Applicant: El Camino and Spruce LLC Case No.: P11-0065: UP11-0006, DR11-0019, TDM13-0001, DA13-0002 & ND12-0004 RECOMMENDATION It is recommended that the City Council take one of the following actions: 1. Adopt a resolution making findings and adopting a Mitigated Negative Declaration; adopt a resolution approving a use permit, design review and transportation demand management plan; and waive reading and introduce an Ordinance approving a Development Agreement; or, 2. Adopt a resolution making findings and denying the Project. BACKGROUND / DISCUSSION The City Council has previously held public hearings on the application for the Centennial Village Project at 180 El Camino Real (“Project”) at their regularly scheduled meetings of September 11, 2013, September 25, 2013 and October 23, 2013. As background, the proposed Project consists of the demolition of the existing 145,000 square foot shopping center and replacing it with a mixed- use shopping center containing 220,000 square feet of commercial area, including 284 residential units on upper levels. The development would be constructed in up to three phases; following is a breakdown of each specific phase: 79 80 Staff Report Subject: 180 El Camino Real – Mixed Use Development Date: February 26, 2014 Page 3 of 3 1. Attachments Supporting Project Approval a. Draft CEQA Resolution Exhibit A: Initial Study and Mitigated Negative Declaration (available online at http://www.ssf.net/media/council.aspx under “Upcoming Events - Agenda”) Exhibit B: Final Mitigated Negative Declaration /Mitigation Monitoring and Reporting Program (available online at http://www.ssf.net/media/council.aspx under “Upcoming Events - Agenda”) b. Draft Entitlements Resolution Exhibit A: Conditions of Approval Exhibit B: Preliminary Transportation Demand Management Plan (available online at http://www.ssf.net/media/council.aspx under “Upcoming Events - Agenda”) Exhibit C: Project Plans c. Draft Ordinance Exhibit A: Development Agreement 2. Attachments Supporting Project Denial a. Draft Resolution of Denial 3. Miscellaneous Attachments a. City Council Staff Reports – September 11, 2013, September 25, 2013 and October 23, 2013 (without attachments) STM/PO/JR/SK/bg 2241445.1 81 Initial Study and Proposed Mitigated Negative Declaration City of South San Francisco 180 El Camino Real Prepared for The City of South San Francisco By April 8, 2013 Table of Contents 1 Introduction .............................................................................................................. 1-1 1.1 Initial Study/Mitigated Negative Declaration ................................................ 1-1 1.2 Project Information ....................................................................................... 1-3 1.3 2010 South El Camino Real General Plan Amendment and EIR ................ 1-6 1.4 City of South San Francisco Standard Conditions of Project Approval ....... 1-8 1.5 Environmental Factors Potentially Affected ............................................... 1-14 1.6 Lead Agency’s Determination .................................................................... 1-15 2 Project Description .................................................................................................. 2-1 2.1 Project Location and Setting ........................................................................ 2-1 2.2 Project Description ....................................................................................... 2-6 3 Environmental Checklist ......................................................................................... 3-1 3.1 Aesthetics .................................................................................................... 3-2 3.2 Agricultural Resources ................................................................................. 3-4 3.3 Air Quality .................................................................................................... 3-6 3.4 Biological Resources ................................................................................. 3-14 3.5 Cultural Resources .................................................................................... 3-16 3.6 Geology and Soils ...................................................................................... 3-20 3.7 Greenhouse Gas Emissions ...................................................................... 3-23 3.8 Hazards and Hazardous Materials ............................................................. 3-25 3.9 Hydrology and Water Quality ..................................................................... 3-29 3.10 Land Use and Planning .............................................................................. 3-32 3.11 Mineral Resources ..................................................................................... 3-33 3.12 Noise .......................................................................................................... 3-34 3.13 Population and Housing ............................................................................. 3-36 Table of Contents ii 3.14 Public Services .......................................................................................... 3-37 3.15 Recreation .................................................................................................. 3-39 3.16 Transportation and Traffic .......................................................................... 3-40 3.17 Utilities and Service Systems ..................................................................... 3-49 3.18 Mandatory Findings of Significance ........................................................... 3-51 4 References ................................................................................................................. 4-1 5 Appendix ................................................................................................................... 5-1 Phase I Environmental Assessment of 170-192 El Camino Real Air Quality Analysis Calculation Output First Quarter 2012 Annual Groundwater Monitoring Report: Chevron 306441 (Former Unocal No. 6980) 190-192 El Camino Real Traffic Impact Study for 180 El Camino Real in the City of South San Francisco, Updated Draft Report 180 El Camino Real– Initial Study/ Mitigated Negative Declaration iii List of Figures Figure 1.1: Regional Context ................................................................................. 1-4 Figure 1.2: Project Location ................................................................................... 1-5 Figure 2.1: South ECR GPA Boundary and Project Site ....................................... 2-2 Figure 2.2: View of Site From El Camino Real ...................................................... 2-3 Figure 2.3: View of On-site Parking and Fences at Residential Neighborhood West of Site ......................................................................................... 2-3 Figure 2.4: Commercial Uses East of Site ............................................................. 2-4 Figure 2.5: Commercial Uses South of Site ........................................................... 2-4 Figure 2.6: Commercial Buildings Along El Camino Real ...................................... 2-5 Figure 2.7: Site Plan .............................................................................................. 2-8 Figure 2.8: Second Level Plan ............................................................................... 2-9 Figure 2.9: Third Level Plan ................................................................................. 2-10 Figure 2.10: Landscape Plan ................................................................................. 2-11 Figure 2.11: Conceptual Podium Level Landscape Plan ....................................... 2-12 Figure 2.12: West Elevation ................................................................................... 2-13 Figure 2.13: North Elevation .................................................................................. 2-14 Figure 2.14: Phase 1 Elevation - Retail Major 2 (Safeway) ................................... 2-15 Figure 2.15: Health Club Elevation ........................................................................ 2-16 Figure 2.16: Phase 1 Elevation - Health Club ........................................................ 2-17 Figure 2.17: Building E Elevation ........................................................................... 2-18 Figure 2.18: South Elevation - Retail Major 2 (Safeway) ....................................... 2-19 Figure 2.19: Elevation - Retail Major 2 and 3 ........................................................ 2-20 Figure 2.20: Elevation - Building B ........................................................................ 2-21 Figure 2.21: Elevation - Building A ........................................................................ 2-22 Figure 2.22: Elevation - Buildings C and D ............................................................ 2-23 Figure 3.1: Remediation Compound Location ..................................................... 3-27 Table of Contents iv List of Tables Table 1.1: Summary Of Impacts And Proposed Mitigation Measures That Reduce The Impact ..................................................................... 1-7 Table 2.1: Total Gross Square Footage ............................................................... 2-6 Table 2.2: Residential Units .................................................................................. 2-6 Table 3.1: Construction Criteria Pollutant Emissions as Compared with BAAQMD Thresholds of Significance (Pounds Per Day) .................... 3-8 Table 3.2: Construction Criteria Pollutant Emissions With Mitigation Measures as Compared with BAAQMD Thresholds of Significance ... 3-8 Table 3.3: Operations-Related Emissions as Compared with BAAQMD Thresholds of Significance at Project Level ......................................... 3-9 Table 3.4: Air Quality Data Summary for the Project Vicinity ............................. 3-11 Table 3.5: Existing Permitted Stationary Pollutant Source and Roadway Pollutant Source Compared to BAAQMD Thresholds ....................... 3-13 Table 3.6: Constructions-Related Greenhouse Gas Emission ........................... 3-23 Table 3.7: Operations-Related Greenhouse Gas Emission as Compared with BAAQMD Thresholds of Significance at Project Level ............... 3-24 Table 3.8: C/CAG Level Of Service Thresholds ................................................. 3-41 Table 3.9: AM and PM Peak Hour Intersection Level of Service Summary ....... 3-42 Table 3.10: AM and PM Peak Hour Roadway Segment Level of Service Summary .............................................................................. 3-43 Table 3.11: AM and PM Peak Hour Intersection Cumulative Level of Service Summary ........................................................................................... 3-44 Table 3.12: AM and PM Peak Hour Roadway Segment Cumulative Level of Service Summary ................................................................. 3-47 1 Introduction 1.1 Initial Study/Mitigated Negative Declaration This Initial Study/ Mitigated Negative Declaration has been prepared in accordance with the California Environmental Quality Act (CEQA), which can be found in the California Public Resources Code Section 21000 et seq., and the CEQA Guidelines found in California Code of Regulations Title 14, Chapter 3, Section 15000 et seq., as amended. Pursuant to State law this Initial Study/ Mitigated Negative Declaration will be made available to the State Clearinghouse and the public for a 30-day review period prior to the Lead Agency considering adoption of this document. Pursuant to CEQA Guidelines Section 15074 (California Code of Regulations Title 14, Chapter 3) when considering adoption of a Negative Declaration or Mitigated Negative Declaration the Lead Agency is bound by the following: A. Any advisory body of a public agency making a recommendation to the decision-making body shall consider the proposed negative declaration or mitigated negative declaration before making its recommendation. B. Prior to approving a project the Lead Agency shall consider the proposed negative declaration or mitigated negative declaration together with any comments received during the public review process. The decision-making body shall adopt the proposed negative declaration or mitigated negative declaration only if it finds on the whole of the record before it that there is no substantial evidence that the project will have a significant effect on the environment and that a negative declaration or mitigated negative declaration reflects the Lead Agency’s independent judgment and analysis. C. When adopting a negative declaration or mitigated negative declaration, the Lead Agency shall specify the location and custodian of the documents or other material which constitute the record of proceedings upon which its decision is based. D. When adopting a negative declaration or mitigated negative declaration, the Lead Agency shall also adopt a program for reporting on or monitoring the changes which it has either required in the Project or made a condition of approval to avoid or mitigate significant environmental impacts. E. A Lead Agency shall not adopt a negative declaration or mitigated negative declaration for a project within the boundaries of a comprehensive airport land use plan or, if a comprehensive airport land use plan has not been adopted, for a project within two nautical miles of a public use Chapter 1: Introduction 1-2 airport, without first considering whether the project will result in a safety hazard or noise problem for persons using the airport or for persons residing or working in the project area. In the case of the proposed Project, the Design Review Board and Planning Commission are the advisory bodies. The decision making body is the South San Francisco City Council. LEAD AGENCY/CONTACT The Lead Agency for this Initial Study/ Mitigated Negative Declaration is the City of South San Francisco. During the 30-day comment period, please mail comments on this Initial Study/ Mitigated Negative Declaration to the project manager for the Lead Agency at the following address: Billy Gross, Associate Planner Department of Economic and Community Development-Planning Division P.O. Box 711 South San Francisco, CA 94083 Contact Phone: (650) 877-8535 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 1-3 1.2 Project Information PROJECT TITLE 180 El Camino Real LEAD AGENCY NAME AND ADDRESS City of South San Francisco Economic and Community Development Department (mailing) P.O. Box 711 South San Francisco, CA 94083 (physical) 315 Maple Avenue South San Francisco, CA 94080 CONTACT PERSON AND PHONE NUMBER Billy Gross, Associate Planner (650) 877-8535 PROJECT LOCATION 180 El Camino Real, South San Francisco (See Figure 1.1 Project Location) Assessor’s Parcel Number: 014183110 PROJECT APPLICANT’S NAME AND ADDRESS WT Mitchell Group 3380 Vincent Rd Suite Hub Pleasant Hill, CA 94523 REQUIRED PROJECT ENTITLEMENTS Use Permit Design Standard Exceptions Design Review Transportation Demand Management Plan CalTrans – Approval for the proposed left turn on WB El Camino Real onto the south driveway GENERAL PLAN /ZONING DESIGNATION El Camino Real Mixed Use/El Camino Real Mixed Use (ECRMX) Chapter 1: Introduction 1-4 SURROUNDING LAND USES AND DESCRIPTION OF PROJECT See Chapter 2 Project Description. Figure 1.1: Regional Context 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 1-5 Figure 1.2: Project Location Chapter 1: Introduction 1-6 1.3 2010 South El Camino Real General Plan Amendment and EIR The City of South San Francisco last prepared a comprehensive General Plan update in 1999. At that time, the City also prepared and certified a Final Environmental Impact Report (EIR) for the General Plan. On March 24, 2010, the City adopted the South El Camino Real General Plan Amendment (South ECR GPA), which amended the General Plan to allow mixed-use development along the South El Camino Real Corridor. The Amendment added the El Camino Real Mixed Use designation to the General Plan, with which the project site is currently designated. Zoning Ordinance amendments were also adopted at the same time. A full program-level EIR was prepared on these amendments, and was certified by the City Council following public review and comment on the Revised Draft EIR. The South El Camino Real General Plan Amendment EIR (South ECR GPA EIR) was prepared as a Program EIR, pursuant to Section 15168 of the California Environmental Quality Act (CEQA Guidelines). To make environmental review as efficient as possible, CEQA and the CEQA Guidelines establish policies and procedures for relying on previously certified EIRs, and focusing the environmental analysis of subsequent projects. This process, known as “tiering” allows for: “the coverage of general matters and environmental effects in an environmental impact report prepared for a policy, plan, program, or ordinance followed by narrower or site-specific environmental impact reports which incorporate by reference the discussion in any prior environmental impact report and which concentrate on the environmental effects which (a) are capable of being mitigated, or (b) were not analyzed as significant effects on the environment in the prior environmental impact report.” (Pub. Resources Code, § 21068.5.) CEQA also allows a lead agency to tier a negative declaration from a previously prepared EIR. (CEQA Guidelines, § 15152.) Specific provisions in CEQA also provide for tiering from an EIR prepared for a General Plan. (Pub. Resources Code, § 21083.3, CEQA Guidelines, § 15183.) Consistent with the CEQA tiering principles and procedures, in evaluating the potential environmental effects of this Project, an initial study was prepared to determine whether the Project could have any significant impacts that had not been adequately addressed in the South ECR GPA EIR. The initial study that follows includes analysis of potential Project related impacts. The initial study and the accompanying analyses demonstrates that there is no substantial evidence that the Project may have significant impacts that have not been adequately addressed in either the General Plan EIR or the South ECR GPA EIR, or that cannot be avoided through compliance with federal, State and local policies. Therefore, a mitigated negative declaration is proposed for the Project. Table 1.1 summarizes environmental factors potentially affected and mitigation measures that reduce the impact to a less than significant level: 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 1-7 Table 1.1: Summary Of Impacts And Proposed Mitigation Measures That Reduce The Impact Impact Mitigation Measure Significance With Mitigation Page Number 3.3 Air Quality b) Violate any air quality standard or contribute substantially to an existing or projected air quality violation? AQ-1 Less Than Significant 3-8 3.5 Cultural Resources a) Cause a substantial adverse change in the significance of a historical resource as defined in §15064.5? CULT-1 Less Than Significant 3-17 b) Cause a substantial adverse change in the significance of an archaeological resource pursuant to §15064.5? CULT-2 Less Than Significant 3-18 c) Directly or indirectly destroy a unique paleontological resource or site or unique geologic feature? CULT-3 Less Than Significant 3-19 3.8 Hazards and Hazardous Materials a) Create a significant hazard to the public or the environment through the routine transport, use, or disposal of hazardous materials? HAZ-1 Less Than Significant 3-26 b) Create a significant hazard to the public or the environment through reasonably foreseeable upset and accident conditions involving the release of hazardous materials into the environment? c) Emit hazardous emissions or handle hazardous or acutely hazardous materials, substances, or waste within one- quarter mile of an existing or proposed school? d) Be located on a site which is included on a list of hazardous materials sites compiled pursuant to Government Code Section 65962.5 and, as a result, would it create a significant hazard to the public or the environment? 3.16 Transportation and Traffic a) Conflict with an applicable plan, ordinance or policy establishing measures of effectiveness for the performance of the circulation system, taking into account all modes of transportation including mass transit and non-motorized travel and relevant components of the circulation system, including but not limited to intersections, streets, highways and freeways, pedestrian and bicycle paths, and mass transit? TRANS-1 Less Than Significant 3-46 b) Conflict with an applicable congestion management program, including, but not limited to level of service standards and travel demand measures, or other standards established by the county congestion management agency for designated roads or highways? In accordance with CEQA, this mitigated negative declaration tiers from the South ECR GPA EIR, which is available for review during regular business hours at the City’s Economic and Community Chapter 1: Introduction 1-8 Development Department – Planning Division, City Hall Annex, 315 Maple Avenue, South San Francisco, California, 94080. 1.4 City of South San Francisco Standard Conditions of Project Approval The following Conditions of Project Approval (COAs) are required through the City of South San Francisco standard project review and approval procedures. Each of the following requirements will be imposed upon and incorporated into the Project, as conditions of approval and/or conditions of a building permit. Implementation of these COAs will help ensure that potential impacts associated with the Project remain less than significant. AIR QUALITY Dust Control. All construction projects are required to comply with the Bay Area Air Quality Management District’s (BAAQMD) dust control measures including Basic Fugitive Dust Emissions Reduction Measures, Basic Exhaust Emissions Reduction Measures and some of the Additional Fugitive Dust Emissions Reduction Measures identified by the BAAQMD May 2011. These measures are levied by the Engineering Division as a condition of building permit issuance and are monitored for compliance by City inspectors. The measures include:  Water all active construction sites at least twice daily.  Cover all trucks hauling soil, sand, and other loose materials or require all trucks to maintain at least two feet of freeboard.  Pave, apply water three times daily, or apply (non-toxic) soil stabilizers on all unpaved access roads, parking areas, and staging areas at construction sites.  Sweep daily (with water sweepers) all paved access roads, parking areas and staging areas at construction sites.  Sweep streets daily (with water sweepers) if visible soil material is carried onto adjacent public streets.  Hydroseed or apply (non-toxic) soil stabilizers to inactive construction areas (previously graded areas inactive for ten days or more).  Enclose, cover, water twice daily, or apply non-toxic soil binders to exposed stockpiled materials.  Install sandbags or other erosion-control measures to prevent silt runoff to public roadways.  Replant vegetation in disturbed areas as quickly as possible.  Watering should be used to control dust generation during the break-up of pavement.  Cover all trucks hauling demolition debris from the site.  Use dust-proof chutes to load debris into trucks whenever feasible.  Water or cover stockpiles of debris, soil, sand or other materials that can be blown by the wind. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 1-9  Diesel powered equipment shall be maintained in good working condition, with manufacturer- recommended mufflers, filters, and other equipment.  Diesel powered equipment shall not be left inactive and idling for more than ten minutes, and shall comply with applicable BAAQMD rules.  Use alternative fueled construction equipment, if possible.  All vehicle speeds on unpaved roads shall be limited to 15 mph.  All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used.  Idling times shall be minimized either by shutting equipment off when not in use or reducing the maximum idling time to five (5) minutes (as required by the California airborne toxics control measure Title 13, Section 2484 of the California Code of regulations). Clear signage shall be provided for construction workers at all access points.  Post a visible sign with the telephone number and person to contact at the Lead Agency regarding dust complaints. This person shall respond and take corrective action within 24 hours. The Air District phone number shall also be visible to ensure compliance with applicable regulations. Toxic Air Contaminants. The potential for toxic air contaminants (asbestos and lead based paint) to be released into the environment is regulated and monitored through the Building Division. Any applicant requesting a building or demolition permit involving a structure suspected of containing asbestos (defined as a building constructed prior to 1978) and/or lead based paint (defined as a building constructed prior to 1960) is required to obtain a J Permit from the BAAQMD. The J Permit is required to be posted on the job site and if it is not there the job will be fined by the BAAQMD and may be shut down by the City’s Building Division. Through this process, the BAAQMD and the City Building Division ensure that asbestos and lead based paints are handled, removed, encapsulated and disposed of in accordance with prevailing law requisite to protect the environment, the people conducting the work and nearby sensitive receptors. The process typically requires surveys and removal of lead based paints and asbestos by licensed contractors certified in the handling methods requisite to protect the environment and public health and safety. The process also provides for BAAQMD and City supervision to ensure compliance. Vehicle Emissions. The potential for air quality degradation from vehicle emissions is regulated to some extent by Section 20.400.003 of the South San Francisco Municipal Code. Table 20.400.003 in the Zoning Ordinance establishes specific program requirements for a project generating one hundred or more vehicle non-residential trips per day or a project seeking a floor area ratio (FAR) bonus. The required alternative mode use for all projects is twenty-eight percent below standard non-residential trip rates modeled for the project without Traffic Demand Management (TDM) measures and incremental increase in reduction. Projects with increased FAR are required to increase their alternative mode use accordingly. The Planning Division implements and monitors this requirement. GEOLOGY AND SOILS Table 18-1-B Uniform Building Code. All construction projects are required to comply with the Uniform Building Code. Projects located on soils identified in Volume 2 Table 18-1-B of the Uniform Building Code are required to comply with the construction specifications to mitigate potential impacts due to liquefaction. This requirement is enforced and monitored by the Engineering Division. Chapter 1: Introduction 1-10 Compliance with the Uniform Building Code is also implemented and monitored by the Building Division. Geotechnical Reports. The City Engineering Division also requires geotechnical reports as a part of the permit package for projects to be constructed on vacant land, demolition and rebuilding and additions to buildings that require grading and additional loading. The geotechnical reports are required to be prepared by a licensed geologist, geotechnical engineer or engineering geologist. The reports address design and construction specifications for the project including grading, site drainage, utility and infrastructure design specifications and placement and building design. The reports are peer reviewed by the City’s geotechnical consultant and are modified as recommended by the City’s consultant. Geotechnical approval is required prior to issuance of a building permit. The geotechnical professional of record is required to sign all project drawings and the City’s geotechnical consultant provides construction inspections, oversight and monitoring for the City. The Engineering Division implements and monitors this requirement. HYDROLOGY AND WATER QUALITY Stormwater Runoff Prevention (Operational). All Projects are required to comply with the San Mateo Countywide Storm Water Pollution Prevention Program (STOPPP), an organization of the City/County Association of Governments (C/CAG) of San Mateo County holding a National Pollutant Discharge Elimination System (NPDES) Storm Water Discharge permit. The City requires the implementation of Best Management Practices (BMP’s) for new development and construction as part of its storm water management program, as levied through standard City COA’s. The requirements are implemented and monitored by the Public Works Department. The measures address pollution control and management mechanisms for contractor activities, e.g. structure construction, material delivery and storage, solid waste management, employee and subcontractor training. Stormwater pollution prevention measures also affect site development and operations in order to prevent pollution due to project occupancy. Typical storm water quality protection measures include:  Walking and light traffic areas shall use permeable pavements where feasible. Typical pervious pavements include pervious concrete, porous asphalt, turf block, brick pavers, natural stone pavers, concrete unit pavers, crushed aggregate (gravel), cobbles and wood mulch.  Parking lots shall include hybrid surfaces (pervious material for stalls only), concave medians with biofilters (grassy swales), and landscaped infiltration/detention basins as feasible.  Landscape design shall incorporate biofilters, infiltration and retention/detention basins into the site plan as feasible.  Outdoor work areas including garbage, recycling, maintenance, storage, and loading, applicable storm water controls include siting or set back from drainage paths and water ways, provision of roofing and curbs or berms to prevent run on and run off. If the area has the potential to generate contaminated run off, structural treatment controls for contaminant removal (such as debris screens or filters) shall be incorporated into the design.  Roof leaders and site drainage shall be filtered and directed to the City storm drain system. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 1-11  Drainage from paved surfaces shall be filtered through vegetated swales, buffer or sand strips before discharge to the City’s storm drain system. Stormwater Runoff Prevention (Construction). The City of South San Francisco requires through COAs, project compliance with the State Water Quality Control Board’s general permitting requirements which requires the applicant to secure a Construction Activities Storm Water General Permit, complete a Notice of Intent (NOI) and prepare and obtain approval of a Storm Water Pollution Prevention Plan (SWPPP). The state issues a Waste Discharge Identification number within 10 days of receipt of a complete NOI and SWPPP. The applicant is then required to submit copies of the NOI and SWPPP to the City of South San Francisco’s Technical Services Supervisor within the Water Quality Control Plant the Public Works Department prior to issuance of building and/or grading permits. The requirements are implemented and monitored by Water Quality Control personnel. Typical construction stormwater protection measures include:  Identify all storm drains, drainage swales and creeks located near construction sites and prevent pollutants from entering them by the use of filter fabric cloth, rock bags, straw wattles, slope hydroseeding, cleaning up leaks, drips or spills immediately, use dry cleanup methods to clean up spills, use of berms, temporary ditches and check dams to reduce the velocity of surface flow.  Place rock bags at all drain inlets to filter silt and along curb and gutter to filter water before the drain inlets.  Place straw wattles and hydroseed the sloped areas.  Place straw matting at the temporary sloped areas for erosion control.  Place drain systems to filter and then drain into drain inlets.  Use silt fencing with straw mats and hand broadcast seed for erosion control.  Construct temporary drainage systems to filter and divert water accordingly.  Construct temporary rock and asphalt driveways and wheel washers to buffer public streets from dirt and mud.  Use part and full time street sweepers that operate along public streets and roads.  Cover all stockpiled soils to protect from erosion. Use berms around stockpiled soils.  Cover and protect from erosion plaster, concrete and other powders which create large amounts of suspended solids.  Store all hazardous materials (paints, solvents, chemicals) in accordance with secondary containment regulations and cover during wet weather.  Use terracing to prevent erosion.  Through grading plan review and approval, phase grading operations to reduce disturbed areas during wet weather, limit vegetation removal, delineate clearing limits, setbacks, easements, sensitive or critical areas, trees, drainage courses and buffer zones to prevent unnecessary disturbance and exposure. Limit or prohibit grading during the wet weather season, October 15 to April 15th. Chapter 1: Introduction 1-12  Prevent spills and leaks by maintaining equipment, designating specific areas of a site for such activities that are controlled and away from water courses and perform major maintenance off- site or in designated areas only.  Cover and maintain all dumpsters, collect and properly dispose of all paint removal wastes, clean up paints, solvents, adhesives and all cleaning solvents properly. Recycle and salvage appropriate wastes and maintain an adequate debris disposal schedule.  Avoid roadwork and pavement stormwater pollution by following manufacturers’ instructions. NOISE Interior Ambient Noise. The City of South San Francisco regulates noise exposure through its General Plan, Municipal Code (Chapter 8.32 – “Noise”) and State law. The California Building Code (CBC) Title 24, Part 2, Chapter 2.35 of the California Code of Regulation, collectively known as Title 24, contains acoustical requirements for interior sound levels in habitable rooms for multi-family residential land uses. Title 24 contains requirements for construction of new hotels, motels, apartment houses, and dwellings other than detached single-family dwellings intended to limit the extent of noise transmitted into habitable spaces. The standard specifies the extent to which walls, doors, and floor-ceiling assemblies must block or absorb sound in between units and the amount of attenuation needed to limit noise from exterior sources. The standard sets forth an interior noise level of 45 dBA (CNEL or Ldn) in any habitable room with all doors and windows closed and requires an acoustical analysis demonstrating how dwelling units have been designed to meet this interior standard where such units are proposed in areas subject to noise levels greater than 60 dBA (CNEL or Ldn). Title 24 requirements are enforced as a condition of building permit issuance by the Building Division. The City, through its General Plan, regulates noise in the City of South San Francisco. Policies include: 9-I-4 Ensure that project applications for all new noise-sensitive land uses (plans and specifications), including hospitals and residential units proposed within the CNEL 60 dB to CNEL 69 dB aircraft noise contour include an acoustical study, prepared by a professional acoustic engineer, that specifies the appropriate noise mitigation features to be included in the design and construction of these uses, to achieve an interior noise level of not more than CNEL 45 dB in any habitable room, based on the latest official San Francisco International Airport (SFO) noise contours and on-site measurement data. 9-1-5 Ensure that project applications for new noise-sensitive land uses (plans and specifications), including schools and places of assembly, proposed within the CNEL 60 dB to CNEL 69 dB aircraft noise contour include an acoustical study, prepared by a professional acoustic engineer, that specifies the appropriate noise mitigation features to be included in the design and construction of these uses, to achieve an interior noise level of not more than Leq 45 dB for the noisiest hour of normal facility operation. 9-I-6 Require that applicants for new noise-sensitive development in areas subject to noise generators producing noise levels greater than 65 dB CNEL, obtain the services of a professional acoustical engineer to provide a technical analysis and design of mitigation measures. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 1-13 9-I-10 Do not allow new residential or noise sensitive development in 70 dB+ CNEL areas impacted by SFO operations, as required by Airport Land Use Commission infill criteria. 9-I-11: Require new residential development in area between the most recent FAA-accepted 65 and 70 dB CNEL aircraft noise contours for SFO to grant an avigation easement to the City and County of San Francisco, as proprietor of SFO. Exterior Ambient Noise. The City of South San Francisco regulates exterior noise levels through the South San Francisco Municipal Code (Section 8.32.030). The Municipal Code regulates noise pursuant to land use and time of day. Lower density residential maximum noise exposure (excluding vehicle horns and emergency vehicles) is restricted to 50 dB from 10 P.M. to 7 A.M. and 60 dB from 7 A.M. to 10 P.M. Higher density residential and commercial is restricted to 55 dB from 10 P.M. to 7 A.M. and 65 dB from 7 A.M. to 10 P.M. Industrial land uses are restricted to 70 dB anytime of the day. These noise standards are implemented largely through enforcement actions (i.e., citizen complaint and governmental response). The Fire Department through its Code Enforcement Officer implements these regulations. The City of South San Francisco regulates construction noise through the South San Francisco Municipal Code (Section 8.32.050(d)). Construction noise is limited to 8 A.M. to 8 P.M. Monday through Friday, 9 A.M. to 8 P.M. on Saturdays and 10 A.M. to 6 P.M. on Sundays and holidays. The Building Division enforces and monitors these regulations. Exceptions to the hours of construction may be granted by the Chief Building Official under certain circumstances. Chapter 1: Introduction 1-14 1.5 Environmental Factors Potentially Affected Environmental factors that may be affected by the Project, as defined by the California Environmental Quality Act are listed alphabetically below. Factors marked with a filed in block (X) were determined to be potentially affected by the Project, involving at least one impact that has been identified as a “Potentially Significant Impact” with mitigation measures identified that would reduce the impact to a less than significant level, as indicated in the Environmental Checklist (Chapter 3) and the related discussion that follows. Unmarked factors ( ) were determined to not be significantly affected by the Project, based on the discussion provided in Chapter 3. □ Aesthetics □ Greenhouse Gas Emissions □ Population / Housing □ Agriculture Resources ⊠ Hazards and Hazardous Materials □ Public Services ⊠ Air Quality □ Hydrology and Water Quality □ Recreation □ Biological Resources □ Land Use /Planning ⊠ Transportation/Traffic ⊠ Cultural Resources □ Mineral Resources □ Utilities/ Service Systems □ Geology/Soils □ Noise □ Mandatory Findings of Significance 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 1-15 1.6 Lead Agency’s Determination On the basis of the evaluation in this Initial Study: I find that the proposed Project COULD NOT have a significant effect on the environment, and a NEGATIVE DECLARATION will be prepared.  I find that although the proposed Project could have a significant effect on the environment, there will not be a significant effect in this case because revisions in the Project have been made by or agreed to by the Project proponent. A MITIGATED NEGATIVE DECLARATION will be prepared. I find that the proposed Project MAY have a significant effect on the environment, and an ENVIRONMENTAL IMPACT REPORT is required. I find that the proposed Project MAY have a “potentially significant impact” or “potentially significant unless mitigated” impact on the environment, but at least one effect 1) has been adequately analyzed in an earlier document pursuant to applicable legal standards, and 2) has been addressed by mitigation measures based on the earlier analysis as described on attached sheets. An ENVIRONMENTAL IMPACT REPORT is required, but it must analyze only the effects that remain to be addressed. I find that although the proposed Project could have a significant effect on the environment, because all potentially significant effects (a) have been analyzed adequately in an earlier EIR or NEGATIVE DECLARATION pursuant to applicable standards, and (b) have been avoided or mitigated pursuant to that earlier EIR or NEGATIVE DECLARATION, including revisions or mitigation measures that are imposed upon the proposed Project, nothing further is required. Chapter 1: Introduction 1-16 This page intentionally left blank. 2 Project Description 2.1 Project Location and Setting The Project site is located at the southern boundary of the City of South San Francisco, west of US 101 at 180 El Camino Real as shown in Figures 1.1 and 1.2. The site is located on the southern part of the South ECR GPA planning area at the southeast corner of South Spruce Avenue and El Camino Real, and north of the City of San Bruno. Uses within the same block include commercial buildings and surface parking located directly east and south of the site. Surrounding and nearby land uses are a mix of commercial and residential, with predominantly commercial uses along El Camino Real, across Huntington Avenue (east of the site) and south of the site, and residential uses west of El Camino Real and one block north of South Spruce Avenue as shown in Figures 2.1 to 2.6. Golden Gate National Cemetery is located southwest of the site. The Project site is a 14.5-acre corner lot with frontages on El Camino Real and South Spruce Avenue. Portions of the site extend as driveways to Huntington Avenue. Existing uses at the site include three single-story commercial buildings totaling 143,000 square feet. The largest building at the eastern portion of the property includes Safeway Supermarket, Bally’s Total Fitness, a vacant unit, Bedroom Express, and Longs Drug store. Another building on the northwestern portion includes Firestone Tire and Auto Center. A third building includes the canopy and kiosk of a former service station located west of the Firestone building. The remaining area comprises paved parking surrounding the buildings and landscaped areas within and along the perimeter of the site. Currently, four driveways along El Camino Real, two driveways along South Spruce Avenue, and two driveways along Huntington Avenue provide site access. Chapter 2: Project Description 2-2 Figure 2.1: South ECR GPA Boundary and Project Site 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 2-3 Figure 2.2: View of Site from El Camino Real Figure 2.3: View of On-site Parking and Fences at Residential Neighborhood West of Site Chapter 2: Project Description 2-4 Figure 2.4: Commercial Uses East of Site Figure 2.5: Commercial Uses South of Site 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 2-5 Figure 2.6: Commercial Buildings Along El Camino Real Chapter 2: Project Description 2-6 2.2 Project Description The proposed Project consists of removal of existing buildings and construction of six new ones: Buildings A, B, C, D, and Major Tenant 3 (CVS), and a mixed-use building containing ground-floor commercial with parking and residential uses above. Buildings A, B, C, D, and Major Tenant 3 (CVS) consist of two stories (up to 40 feet in height) and the mixed-use buildings consist of five stories (up to approximately 70 feet in height with one tower component at 90 feet height above Safeway (See Figures 2.7 to 2.28). The following table shows the gross square footage of the buildings to be constructed on the 14.5-acre site. Table 2.1: Total Gross Square Footage Building Area (sf) Retail (1st Level) Major Tenant 1/Safeway, Major Tenant 2, Major Tenant 3/CVS 100,670 Health Club 36,000 Buildings A, B, C, D, E 50,500 Office (2nd Level) Major Tenant 3 and Buildings A, B, C, D 35,327 Sub Total-Retail/Office 222,497 Residential 52 1-Bedroom @ 800 sf (3 Levels) 124,800 43 2-Bedroom @ 1,100 sf (3 levels) 141,900 Corridor/Common Area (3 Levels) 137,538 Podium Plaza Area 47,735 Sub Total-Residential 451,973 Total (Gross Square Feet) 674,470 Total Project Site Area (Acres) 14.5 Floor Area Ratio (Excluding Parking) 1.07 The proposed commercial component is approximately 222,500 square feet. The proposed residential component comprises a mix of one and two bedroom units totaling 285 units. The following table shows the proposed unit breakdown. Table 2.2: Residential Units Unit Type Square Footage per UnitNumber of Units 1-Bedroom 800156 2-Bedroom 1,100129 Total (# of Units) 285 Density 19.6 du/ac 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 2-7 A total of 1,249 parking spaces will provide parking for the retail and residential components of the project. Ground level parking will provide 580 spaces and a parking structure will provide 669 spaces. The residential parking ratio is 1.5 spaces per 1-bedroom units and 1.8 spaces per 2-bedroom units while the commercial parking ratio is one space per 250 square feet. Additionally, 20 bicycle parking spaces will be provided near building entrances. As proposed, vehicular traffic access is provided at two driveways along El Camino Real, two driveways along South Spruce Avenue, and two driveways along Huntington Avenue. The southernmost driveway along El Camino Real will be modified to allow left turn entry from southbound traffic along El Camino Real. This would include modifications to the existing median, which currently prevents left-turn in along El Camino Real. Driveways along South Spruce Avenue will be realigned to accommodate a right-turn in, right-turn out and one that allows all turns. A modification to the existing median and a new southbound left-turn lane along El Camino Real would be subject to Caltrans review and approval. Pedestrian pathways and entrances are located along driveways and between buildings on El Camino Real and South Spruce Avenue (See Figure 2.7). The Project consists of two phases. Phase 1 will include:  Construction of pad for Major Tenant 3 (CVS);  Demolition of all three single-story existing buildings totaling 143,000 square feet;  Construction of site work including underground utility;  Construction of ground level retail for Major Tenants 1 (Safeway), 2, and 3 (CVS), a health club, and both levels for Buildings A, B, C and D;  Construction of 184 parking stalls above Safeway and Major Tenant 2; and  Construction of 126 residential units on three levels above Safeway and Major Tenant 2 (See Figures 2.16 and 2.28). Phase 2 will occur when economically feasible, and will include:  Potential demolition of building portion of parking in Phase 1 to be connected to parking in Phase 2;  Replacement parking to accommodate any Phase 1 parking impacted due to construction of Phase 2 parking;  Podium deck over the health club and Building E to accommodate second level parking, then connect to parking in Phase 1;  Construction of Building E; and  141 residential units on three levels. 2-8 Chapter 2: Project Description Figure 2.7: Site Plan 2-9 180 El Camino Real– Initial Study/ Mitigated Negative Declaration Figure 2.8: Second Level Plan 2-10 Chapter 2: Project Description Figure 2.9: Third Level Plan 2-11 180 El Camino Real– Initial Study/ Mitigated Negative Declaration Figure 2.10: Landscape Plan 2-12 Chapter 2: Project Description Figure 2.11: Podium Level Plan 2-13 180 El Camino Real– Initial Study/ Mitigated Negative Declaration Figure 2.12: West Elevation 2-14 Chapter 2: Project Description Figure 2.13: North Elevation 2-15 180 El Camino Real– Initial Study/ Mitigated Negative Declaration Figure 2.14: Phase 1 Elevation - Retail Major 2 (Safeway) 2-16 Chapter 2: Project Description Figure 2.15: Health Club Elevation 2-17 180 El Camino Real– Initial Study/ Mitigated Negative Declaration Figure 2.16: Phase 1 Elevation - Health Club 2-18 Chapter 2: Project Description Figure 2.17: Building E Elevation 2-19 180 El Camino Real– Initial Study/ Mitigated Negative Declaration Figure 2.18: South Elevation - Retail Major 2 (Safeway) 2-20 Chapter 2: Project Description Figure 2.19: Elevation - Retail Major 2 and 3 2-21 180 El Camino Real– Initial Study/ Mitigated Negative Declaration Figure 2.20: Elevation - Building B 2-22 Chapter 2: Project Description Figure 2.21: Elevation - Building A 2-23 180 El Camino Real– Initial Study/ Mitigated Negative Declaration Figure 2.22: Elevation - Buildings C and D 2-24 Chapter 2: Project Description Figure 2.23: Section 2-25 180 El Camino Real– Initial Study/ Mitigated Negative Declaration Figure 2.24: Site Photometric Plan 2-26 Chapter 2: Project Description Figure 2.25: Preliminary Grading Plan 2-27 180 El Camino Real– Initial Study/ Mitigated Negative Declaration Figure 2.26: Preliminary Utility Plan 2-28 Chapter 2: Project Description Figure 2.27: Stormwater Management Concept 2-29 180 El Camino Real– Initial Study/ Mitigated Negative Declaration Figure 2.28: Phase 1 Plan Chapter 2: Project Description 2-30 This page intentionally left blank. 3 Environmental Checklist This Environmental Checklist provides the technical analysis and discussion of environmental impacts and mitigation measures in support of the City of South San Francisco’s determination regarding the appropriateness of a Mitigated Negative Declaration as the environmental review process for the Project. ENVIRONMENTAL CHECKLIST This section provides an evaluation of the potential environmental impacts of the Project. These potential impacts are based on the Environmental Checklist in the CEQA Guidelines Appendix G and each checklist item is followed by a detailed discussion and, if necessary, mitigation measures to reduce impacts to a less than significant level. The level of significance is determined by considering the predicted magnitude of the Project’s potential for significant impacts. The following levels of impact significance are described in this initial study: No Impact – Impact does not apply to the projects like the one involved. Less than Significant Impact – Impact would not result in a substantial and adverse change in the environment and would not require mitigation. Less than Significant Impact with Mitigation – Impact may result in a substantial or potentially substantial, adverse change in the environment; the incorporation of mitigation measures would reduce the potentially significant impact to a less than significant level. Potentially Significant Impact – Impact may result in a substantial or potentially substantial, adverse change in the environment. Chapter 3: Environmental Checklist 3-2 3.1 Aesthetics DISCUSSION a) Scenic Vistas Scenic views that may be impacted by the Project include limited long-range views of Sign Hill and the San Bruno Mountains that are visible facing north from South Spruce Avenue. Views facing west are blocked by existing fences and residential developments along El Camino Real. Views facing south are blocked due to uphill slope along El Camino Real and commercial developments south of the site. The proposed Project would not block existing views of Sign Hill and San Bruno Mountains from El Camino Real and South Spruce Avenue. While the proposed Project may obstruct limited views of the San Bruno Mountains and Sign Hill from within the site, given existing obstructions from the existing site and surrounding buildings, this would not create a new substantial adverse effect. Therefore, the impact on scenic vistas is less than significant. b) State Scenic Highway The Project site is not located on or visible from a State Scenic Highway, nor is El Camino Real a designated or eligible scenic highway. Therefore, there is no impact on scenic resources within a state scenic highway. c) Visual Character The Project site is currently a shopping center with a one-story box retail building and two other stand- alone buildings surrounded by surface parking and limited landscape along the site perimeter. The proposed Project would substantially enhance the existing visual character and quality of the site and its surroundings by providing a well-articulated and visually engaging façade along El Camino Real and South Spruce Avenue. Furthermore, the mixed use retail/office buildings along El Camino Real implement the goals of the South ECR GPA and the Grand Boulevard Initiative that emphasize Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact I. AESTHETICS — Would the Project: a) Have a substantial adverse effect on a scenic vista?  b) Substantially damage scenic resources, including, but not limited to, trees, rock outcroppings, and historic buildings within a state scenic highway?  c) Substantially degrade the existing visual character or quality of the site and its surroundings?  d) Create a new source of substantial light or glare, which would adversely affect day or nighttime views in the area?  180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-3 walkability and buildings built up to the sidewalk along El Camino Real. Therefore, there is no adverse impact on visual character. d) Light or Glare Sources of light and glare in the Project vicinity include interior and exterior building lights, surface parking lot lights, and city street lights. The existing level and sources of light and glare are typical of those in a developed urban setting. The proposed Project would increase the building area on the Project site, and therefore, would increase the amount of nighttime lighting and glare. However, development standards that control outdoor artificial light, such as shielded light fixtures that reduce glare onto the public right-or-way or adjoining properties (per the California Green Building Standards Code1 and the City’s Zoning Ordinance), would reduce potentially significant long-term light and glare impacts to less than significant levels. 1 California Building Standards Commission, 2010 California Green Building Standards Code, California Code of Regulations, Title 24, Part 11, Section 5.106.8, January 1, 2011 Chapter 3: Environmental Checklist 3-4 3.2 Agricultural Resources Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact II. AGRICULTURE AND FOREST RESOURCES: In determining whether impacts to agricultural resources are significant environmental effects, lead agencies may refer to the California Agricultural Land Evaluation and Site Assessment Model (1997) prepared by the California Dept. of Conservation as an optional model to use in assessing impacts on agriculture and farmland. In determining whether impacts to forest resources, including timberland, are significant environmental effects, lead agencies may refer to information compiled by the California Department of Forestry and Fire Protection regarding the state’s inventory of forest land, including the Forest and Range Assessment Project and the Forest Legacy Assessment project; and forest carbon measurement methodology provided in Forest Protocols adopted by the California Air Resources Board. Would the Project: a) Convert Prime Farmland, Unique Farmland, or Farmland of Statewide Importance (Farmland), as shown on the maps prepared pursuant to the Farmland Mapping and Monitoring Program of the California Resources Agency, to non-agricultural use?  b) Conflict with existing zoning for agricultural use, or a Williamson Act contract?  c) Conflict with existing zoning for, or cause rezoning of, forest land (as defined in Public Resources Code section 12220(g)), timberland (as defined by Public Resources Code section 4526), or timberland zoned Timberland Production (as defined by Government Code section 51104(g))?  d) Result in the loss of forest land or conversion of forest land to non-forest use?  e) Involve other changes in the existing environment which, due to their location or nature, could result in conversion of Farmland, to non-agricultural use or conversion of forest land to non-forest use?  180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-5 DISCUSSION a – e) Farmland and Forestland The Project site does not contain any farmland or timberland. The Project site is not zoned for agricultural or forest use and no parcels are classified Williamson Act contract lands. Therefore, the proposed Project would have no impact on agricultural resources. Chapter 3: Environmental Checklist 3-6 3.3 Air Quality Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact III. AIR QUALITY — Where available, the significance criteria established by the applicable air quality management or air pollution control district may be relied upon to make the following determinations. Would the project: a) Conflict with or obstruct implementation of the applicable air quality plan?  b) Violate any air quality standard or contribute substantially to an existing or projected air quality violation?  c) Result in a cumulatively considerable net increase of any criteria pollutant for which the project region is non-attainment under an applicable federal or state ambient air quality standard (including releasing emissions, which exceed quantitative thresholds for ozone precursors)?  d) Expose sensitive receptors to substantial pollutant concentrations?  e) Create objectionable odors affecting a substantial number of people?  DISCUSSION a) Conflict with Air Quality Plan The Bay Area 2010 Clean Air Plan (CAP) is the latest BAAQMD adopted document that provides air quality goals and control measures for the Project area. The goals of the 2010 Bay Area CAP are:  Attain air quality standards;  Reduce population exposure and protecting public health in the Bay Area; and  Reduce GHG emission and protect the climate. The BAAQMD CEQA Guidelines (Updated May 2011 and May 2012) are consistent with the 2010 Bay Area CAP goals. The analysis in Section (b) below shows that Project-generated construction and operation-related emissions would be mitigated to remain within the thresholds established by BAAQMD.2 Thus, the proposed Project is not in conflict with the applicable air quality plan and impacts are less than significant. 2 The Air District’s June 2010 adopted thresholds of significance were challenged in a lawsuit. On March 5, 2012 the Alameda County Superior Court issued a judgment finding that the Air District had failed to comply with CEQA when it adopted the 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-7 b) Air Quality Standards The following analysis is based on methodologies and assumptions recommended in the Bay Area Air Quality Management District (BAAQMD) CEQA Air Quality Guidelines (dated June 2010, updated in May 2011, and revised in May 2012). The Project would have a significant environmental impact if it would exceed BAAQMD’s construction and/or operational mass emission thresholds. California Emissions Estimator Model (CalEEMod) Version 2011.1.1, a computer model developed in cooperation with air districts within the state including BAAQMD, was used to calculate Project-generated emissions. CalEEMOD model is preferred to URBEMIS for CEQA analysis as it incorporates combustion GHG and GHG emissions from indirect sources.3 A combination of project specific information such as construction schedule and land use information as described in Section 2.2 Project Description of this document and default information contained in CalEEMod were used to obtain construction-related and operations-related emissions. See Appendix for assumptions and detailed calculation output tables. Construction-Related Impacts The following analyzes construction-related criteria pollutants including reactive organic gases (ROG), nitrogen oxides (NOx), particulate matter (PM10), and fine particulate matter (PM2.5) emitted during excavation, paving, painting, operating machinery, or transporting materials during construction. The proposed Project is tentatively scheduled to begin demolition and construction in 2013, and estimates six weeks for demolition followed by a year of construction of buildings and additional time for interior finishes on residential buildings. (See Chapter 2.2 Project Description for details on project components.) Table 3.1 shows that estimated construction emissions generated by the Project exceeds the BAAQMD significance thresholds for construction-related ROG in 2013 and 2014. The Project construction would generate less than significant levels of Nox, PM10, and PM2.5. Additionally, since BAAQMD best management practices, listed under Air Quality in Section 1.4, are required as part of project approval, impacts due to construction related PM10 and PM2.5 (fugitive dust) pollutants would be less significant. thresholds. The court found that the adoption of the thresholds was a project under CEQA and ordered the Air District to examine whether the thresholds would have a significant impact on the environment under CEQA before recommending their use. The court did not determine whether the thresholds are or are not based on substantial evidence and thus valid on the merits. The court issued a writ of mandate ordering the District to set aside the thresholds and cease dissemination of them until the Air District had complied with CEQA. The court’s order permits the Air District to develop and disseminate these CEQA Guidelines, as long as they do not implement the thresholds of significance. Although the BAAQMD’s adoption of significance thresholds for air quality analysis has been subject to judicial actions, the City of South San Francisco has determined that BAAQMD’s Revised Draft Options and Justification Report (October 2009), provide substantial evidence to support the BAAQMD recommended thresholds. Therefore, the City of South San Francisco has determined the BAAQMD recommended thresholds are appropriate for use in this analysis. 3 California Emissions Estimator Model, Technical Paper: Methodology Reasoning and Policy Development of the California Emissions Estimator Model, July 2011, www.caleemod.com, Accessed November 19, 2012. Chapter 3: Environmental Checklist 3-8 Table 3.1: Construction Criteria Pollutant Emissions as Compared with BAAQMD Thresholds of Significance (Pounds Per Day) Daily Emission Reactive Organic Gases (ROG) Nitrogen Oxides (NOx) Particulate Matter (PM10 exhaust) Fine Particulate Matter (PM2.5 exhaust) Year 2013 (lbs/day) 76.9 40.32.1 2.1 Year 2014 (lbs/day) 72.6 12.90.7 0.7 BAAQMD Threshold 545482 54 Notes: Bold text shows emissions greater than threshold. Refer to Appendix for all emission assumptions. Source: BAAQMD CEQA Guidelines, May 2011; CalEEMOD, Dyett & Bhatia, 2012. Since the majority (91 percent) of construction-related ROG emissions is due to area sources (paint VOC levels and consumer products), the following mitigation measure would reduce constructions-related ROG emission impacts to a less than significant level. Mitigation Measure AQ-1: Project applicant to include the use of maximum 0 g/L emission VOC paint for interior surfaces and 100 g/L emission VOC paint for exterior surface in the construction contract. Table 3.2 shows that constructions-related emissions would be reduced to less than significant levels with the mitigation measure. Table 3.2: Construction Criteria Pollutant Emissions With Mitigation Measures as Compared with BAAQMD Thresholds of Significance (Pounds Per Day) Description Reactive Organic Gases (ROG) Nitrogen Oxides (NOx) Particulate Matter (PM10 exhaust) Fine Particulate Matter (PM2.5 exhaust) Year 2013 (lbs/day) 13.746.62.1 2.1 Year 2014 (lbs/day) 9.418.30.7 0.7 BAAQMD Daily Threshold 545482 54 Notes: Refer to Appendix for all emission assumptions. Source: BAAQMD CEQA Guidelines, May 2011; CalEEMOD, Dyett & Bhatia, 2012. Operations-Related Impacts BAAQMD provides thresholds of significance for criteria pollutants for project operations including reactive organic gases (ROG), nitrogen oxides (NOx), particulate matter (PM10), and fine particulate matter (PM2.5) resulting from driving, operating landscape equipment, and heating. Where a proposed Project replaces an existing emission source that is in operation at the beginning of environmental analysis, BAAQMD recommends subtracting existing emissions from the estimated emissions to obtain the baseline operations emissions for the proposed Project.4 Table 3.3 shows that operations-related emissions generated by the proposed Project would be within the thresholds of significance for ROG, NOx, PM10 (exhaust), and PM2.5 (exhaust). Thus, the Project’s impacts due to operations-related emissions would be less than significant. 4 Kirk, Allison, Bay Area Air Quality Management District, Phone conversation, December 19, 2012. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-9 Table 3.3: Operations-Related Emissions as Compared with BAAQMD Thresholds of Significance at Project Level (Pounds Per Day and Tons Per Year) 1 Description Reactive Organic Gases (ROG) Nitrogen Oxides (NOx) Particulate Matter (PM10 exhaust) Fine Particulate Matter (PM2.5 exhaust) Pounds per day (lbs/day) Project 66.755.92.22.2 Existing Use 31.539.51.41.4 Project minus Existing (Baseline) 35.216.30.90.9 BAAQMD Daily Threshold 54548254 Tons per year (tpy) Project 12.210.20.40.4 Existing Use 5.87.20.30.3 Project minus Existing (Baseline) 6.23.00.22 0.22 BAAQMD Annual Threshold 10101510 Notes: 1. Refer to Appendix for all emission assumptions. 2. Some numbers may appear not to add up due to rounding. Source: BAAQMD CEQA Guidelines, May 2011; CalEEMOD, Dyett & Bhatia, 2012. BAAQMD also establishes the following screening criteria for carbon monoxide (CO) emissions:  Project is consistent with congestion management program  Project does not increase traffic volume at affected intersection to more than 44,000 vehicles trips per hour; and  Project traffic would not increase traffic volumes at affected intersections to more than 24,000 vehicles per hour where vertical and/or horizontal mixing is substantially limited (e.g., tunnel, parking garage, bridge underpass, natural or urban street canyon, below-grade roadway). Since the Project requires a transportation demand management (TDM) program per Section 20.400.003 of the South San Francisco Municipal Code, the Project is consistent with the regional congestion management program. The traffic impact study shows that the Project would result in fewer than 44,000 vehicle trips per hour at any of the studied intersections.5 Additionally, the primary intersections analyzed for the Project do not include intersections with limited vertical or horizontal mixing. Per the BAAQMD CEQA Guidelines, “if all of the screening criteria are met by a proposed project, then the lead agency or applicant would not need to perform a detailed air quality assessment of their project’s air pollutant emissions.” Since the proposed Project meets all three screening criteria for CO, the Project is less than significant in CO emission and does not require further analysis. 5 Traffic Impact Study for 180 El Camino Real, Figure 5 Project Traffic Volumes. Chapter 3: Environmental Checklist 3-10 c) Cumulative Pollutant Impact The Bay Area is designated as an attainment area for carbon monoxide, nitrogen dioxide, sulfur dioxide, and lead. Per the Bay Area 2010 Clean Air Plan, the Bay Area (as of 2009 data) is at non-attainment status for the following pollutants:  1-hour Ozone (State standard of 0.09 ppm)  8-hour Ozone (State standard of 0.070 ppm and national standard of 0.081 ppm)  24-hour PM2.5 (National standard of 36 μg/m3 )  Annual PM2.5 (State standard of 50 μg/m3)  24-hour PM10 (State standard of 50 μg/m3)  Annual PM10 (State standard of 20 μg/m3) Table 3.4 summarizes pollutant concentrations in the Project vicinity for the past three years as compared to the national and California air pollution standards that were not met by the region. The table shows that the State and national standard for ozone was exceeded once in 2010 in Redwood City, and the national standard for the maximum 24-hour concentration of fine particulate matter (PM2.5) was exceeded every year for the past three years, while respirable particulate matter (PM10) remained within State and national standards. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-11 Table 3.4: Air Quality Data Summary for the Project Vicinity (2009-2011)A Pollutant Standard 2009 2010 2011 CalB Nat San Francisco Redwood City San Francisco Redwood City San Francisco Redwood City Ozone (ppb)C Max. 1-Hr 0.09 - 728779113 7076 Cal 1-Hr Days - - 0002 00 Max. 8-Hr 0.07 0.081 56635177 5494 Nat 8-Hr Days - - 0001 00 Cal 8-Hr Days - - 0001 00 PM10 (μg/m3)D Annual Avg 20 - 18.7- E 19.9- 19.5- Max 24-Hr 50 - 36-40- 46- Nat Days - - 0-0- 0- Cal Days - - 0-0- 0- PM2.5 (μg/m3) Max 24-Hr - 36 35.631.745.336.5 47.539.7 Nat Days - - 1031 21 Annual Avg 50 - 9.78.710.58.3 9.58.7 Notes: Bold text indicates days exceeding standards. A. This table only includes non-attainment pollutants for the Bay Area. Data represents summaries for nearest two monitoring stations: Arkansas Street in San Francisco and Redwood City. B. California standards are nominally “not to be exceeded,” but, other than for annual standards, in practice allow approximately 1 exceedance per year. C. ppm = parts by volume per million of air. D. μg/m3 = micrograms per cubic meter. E. PM10 monitoring was discontinued on June 30, 2008 at Redwood City and is not available. Source: California Air Resources Board (CARB), Air Quality Data Statistics, www.arb.cag.gov/adam, Accessed December 10, 2012. BAAQMD annual air quality summaries, http://www.baaqmd.gov/Divisions/Communications-and-Outreach/Air-Quality-in-the-Bay-Area/Air- Quality-Summaries.aspx, 2011, Accessed December 11, 2012. Bay Area 2010 Clean Air Plan. The BAAQMD CEQA Air Quality Guidelines recommends that cumulative air quality impacts from criteria air pollutants for a project level analysis be addressed by comparison to the mass daily and annual thresholds, which were developed to identify a cumulatively considerable contribution to a significant regional air quality impact. Since daily and annual impacts due to construction and operations-related pollutions remain less than significant with mitigation as shown in previous Section (a), cumulative criteria pollutant impacts remain less than significant. Chapter 3: Environmental Checklist 3-12 d) Impact to Sensitive Receptors As discussed earlier, the proposed Project does not include industrial uses and, therefore, is not a source of substantial pollutant concentrations. However, the proposed Project includes new residential units, and creates new sensitive receptors. Thus, this section includes analysis on impacts of existing toxic sources to future residents. Examples of toxic sources include stationary sources, high traffic roads, freeways, rail yards, and ports.6 Since the Project site is not located within 1,000 feet of freeways, rail yards or ports, the following analysis compares health risks of new sensitive receptors to BAAQMD thresholds for stationary sources and high traffic roads. The proposed Project includes residential, retail, and office uses. These uses may involve the use of hazardous materials and petroleum products in the form of routine janitorial and maintenance supplies. Storage of these materials is required to comply with State and local standards intended to protect the public health and safety and will not pose a hazard. Thus, the proposed Project would result in less than significant cumulative impacts regarding pollutants. BAAQMD Recommended Methods for Screening and Modeling Local Risks and Hazards (May, 2011) establishes project-level thresholds for risk and hazards for new receptors when considering stationary sources individually and cumulatively. BAAQMD provides a Google EarthTM file with locations of existing permitted stationary sources for San Mateo County. Currently, two stationary sources are located within 1,000 feet. However, since Brentwood Auto Service, located within the Project area will be replaced with the proposed Project, only one stationary source, a generator at Lowe’s, remains to be analyzed.7 Table 3.5 shows all risks at Lowe’s are within BAAQMD thresholds for individual projects, and impacts of pollutants to sensitive receptors are less than significant. BAAQMD establishes a screening analysis for estimating risk and hazard impacts from California highways and surface streets to receptors such as future residences of the proposed Project. Interstate-280, I-380, US-101 are located more than 1,000 feet away from the Project site, and do not pose health or hazard impacts as defined by BAAQMD screening analysis. Other roadways concerning this analysis includes El Camino Real (also known as State Route 82), which runs north-south along the Project’s western boundary, and carries an annual average daily traffic of about 41,500 vehicles per day north of I- 380, including trucks. Additionally, the Project is estimated to generate 11,475 vehicle trips daily upon completion. The residential units closest to El Camino Real, as shown in conceptual site plans, are located approximately 60 feet from the road edge. Table 3.5 shows risks for receptors located 50 feet east and 20 feet above El Camino Real per BAAQMD Highway Screening Analysis Tool for San Mateo County.8 Table 3.5 shows that cancer risk, exposure to fine particulate matter, chronic hazard, and acute hazards are less than significant for individual sources and when considered cumulatively. 6 CAPCOA, Health Risk Assessments for Proposed Land Use Projects. 7 Allison Kirk, BAAQMD, Risk & Hazard Stationary Source Inquiry Form, Email correspondence, December 10, 2012. 8 BAAQMD CEQA Guidelines Tools and Methodology, http://www.baaqmd.gov/Divisions/Planning-and-Research/CEQA- GUIDELINES/Tools-and-Methodology.aspx, Accessed November 19, 2012. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-13 Additionally, the proposed Project incorporates BAAQMD recommended best management practices for reducing exposure to toxic air contaminants (TAC) from roadways such as locating residential units away from major roadways by placing them along Huntington Avenue instead of El Camino Real and by incorporating street trees along El Camino Real and South Spruce Avenue and throughout the Project site boundary and surface parking area as well as the podium level (See Figures 2.6 to 2.9). Furthermore, the proposed Project includes phased developments to build half of the residential units at a later phase. Thus, risks due to pollutant sources would be less than significant. e) Odors The proposed Project includes retail, office, parking, and residential uses and does not include any uses associated with unpleasant odors such as landfills or manufacturing plants. Thus, the following analysis regards odor impacts to future residents. BAAQMD establishes a threshold of significance for odors as five confirmed complaints per year averaged over three years. Since existing uses do not include sensitive odor receptors, there are no odor complaints to date. For future residences, industrial uses and manufacturing plants located east of the Centennial Trail present potential odor sources. Since the prevailing wind for this location is from the west most of the year,9 odors from existing industrial uses located east of the Centennial Trail are not expected to drift to the proposed Project site. Thus, odor impacts are less than significant. 9 Windfinder.com, Wind and Weather Statistics for San Francisco Airport, http://www.windfinder.com/windstats /windstatistic_san_francisco.htm, Accessed December 10, 2012. Table 3.5: Existing Permitted Stationary Pollutant Source (Within 1,000 Feet of the Proposed Project) and Roadway Pollutant Source Compared to BAAQMD Thresholds Distance from pro- ject (Ft) Plant # Source Name Address UTM E UTM N Cancer Risk in a million PM2.5 (ug/m3) Chronic Hazard Index Acute Hazard Index 450 1320 2 Lowe's HTW, Inc (Stationary Source)1 1340 El Camino Real, San Bruno 55092841659580.410.002 0.68 -- El Camino Real (Roadway) 4.580.066 0.006 0.012 BAAQMD Threshold –Individual Project100.3 1.0 1.0 Cumulative Sources4.980.068 0.686 0.012 BAAQMD Threshold –Cumulative1000.8 10 -- Notes: 1. Data for Lowe’s reflects detailed adjustments per completed HRSA by BAAQMD after screening values from BAAQMD and Google Earth kmz files were identified. Source: Allison Kirk, BAAQMD, Risk & Hazard Stationary Source Inquiry Form, Email correspondence, December 10, 2012 and BAAQMD Recommended Methods for Screening and Modeling Local Risks and Hazards (May, 2011), Google Earth, 2012, BAAQMD CEQA Guidelines Tools and Methodology, http://www.baaqmd.gov/Divisions/Planning-and-Research/CEQA-GUIDELINES/Tools-and- Methodology.aspx, Accessed November 19, 2012. Chapter 3: Environmental Checklist 3-14 3.4 Biological Resources Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact IV. BIOLOGICAL RESOURCES — Would the Project: a) Have a substantial adverse effect, either directly or through habitat modifications, on any species identified as a candidate, sensitive, or special status species in local or regional plans, policies, or regulations, or by the California Department of Fish and Game or U.S. Fish and Wildlife Service?  b) Have a substantial adverse effect on any riparian habitat or other sensitive natural community identified in local or regional plans, policies, regulations or by the California Department of Fish and Game or US Fish and Wildlife Service?  c) Have a substantial adverse effect on federally protected wetlands as defined by Section 404 of the Clean Water Act (including, but not limited to, marsh, vernal pool, coastal, etc.) through direct removal, filling, hydrological interruption, or other means?  d) Interfere substantially with the movement of any native resident or migratory fish or wildlife species or with established native resident or migratory wildlife corridors, or impede the use of native wildlife nursery sites?  e) Conflict with any local policies or ordinances protecting biological resources, such as a tree preservation policy or ordinance?  f) Conflict with the provisions of an adopted Habitat Conservation Plan, Natural Community Conservation Plan, or other approved local, regional, or state habitat conservation plan?  DISCUSSION a, b) Biological Resources According to the South ECR GPA EIR, the California Gap Analysis designates the Project site and the surrounding area as urbanized, without sensitive habitats. According to the Gap Analysis, there are no known riparian habitats or other sensitive natural communities, wetlands, or wildlife corridors within the Project site or in the surrounding area. The South ECR GPA EIR identified three special status species that had the potential to occur within the South ECR GPA boundary. However, there are no habitats within the Project site that would support these species, and the observed occurrences of these species are outside the Project site. Therefore, there are no impacts on species identified as a candidate, sensitive, or special status species, or on riparian habitat. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-15 c, d) Wetlands and Migratory Wildlife Corridors The Project site and surrounding area is a highly urbanized area which does not contain any migratory wildlife corridors. There are no protected wetlands within the Project site or the surrounding area. Therefore, there will be no impact with regard to protected wetlands and the movement of wildlife. e, f) Local Policies and Ordinances and Plans There are no trees on the Project site that meet the criteria for protection or any local ordinances or policies protecting other biological resources that would apply to the Project site. The Project site is not in an area subject to the San Bruno Mountain Habitat Conservation Plan. Therefore, there will be no impact with regard to local policies and ordinances and Habitat Conservation Plans. Chapter 3: Environmental Checklist 3-16 3.5 Cultural Resources Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact V. CULTURAL RESOURCES — Would the Project: a) Cause a substantial adverse change in the significance of a historical resource as defined in §15064.5?  b) Cause a substantial adverse change in the significance of an archaeological resource pursuant to §15064.5?  c) Directly or indirectly destroy a unique paleontological resource or site or unique geologic feature?  d) Disturb any human remains, including those interred outside of formal cemeteries?  DISCUSSION a) Historic Resources Section 15064.5 defines historical resources as the following:  Listed in or determined to be eligible for listing in the California Register of Historical Resources;  Included in a local register or historical resource (Public Resources Code Section 5024.1(g);  Identified in an historical resources survey (meets the criteria of Public Resources Code Section 5024.1(g)); or  Meets the California Register of Historical Resources criteria (Public Resources Code Section 5024.1, Title 14 CCR, Section 4852 or Section 5020.1(j)). The historic-era use of the area within the vicinity of the Project site began early with the Spanish, with the route of El Camino Real as a principal thoroughfare from the late 18th century to present day. Map review by Northwest Information Center (NIC) reveals that an 1858 map for Rancho Buriburi depicts El Camino Real and several houses along the road, but does not depict them within the Project site. Review of 1896 and 1915 15-minute San Mateo topographic quadrangles do not depict any buildings or structures within the Project site.10 NIC records search, which includes listings of California Register of Historical Resources, California State Historical Landmarks, California State Points of Historical Interest, and the National Register of Historic Places, lists that one of two buildings located on 190 El Camino Real (DOE- 41-96-0165-0000), as having undergone Section 106 review and determined ineligible for the National 10 Much, Bryan, Northwest Information Center, Sonoma State University, Record search results for the proposed project at 180 El Camino Real, South San Francisco, San Mateo County, California, November 19, 2012. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-17 Register.12 NIC recommends further review of buildings older than 40 years of age at this site. In reviewing local surveys, the City’s latest historic preservation survey of 1985-1986, which identifies architectural and historic resources of South San Francisco, and an updated Citywide List of Designated and Potential Historic Resources (updated November 13, 2002) per the City, show that these buildings were not listed as eligible for designated or potential historic resources.13 Thus, there would be no impact to historic resources. b) Archaeological Resources Record search by the NIC shows that at the time of Euroamerican contact, the Native Americans that lived in this portion of the peninsula were speakers of the Costanoan or Ohlone language, part of the Utian language family. Based on mission registers of tribal name and locations, the Project site is described as being located within the area controlled by Urebure, and that the people of the San Bruno Creek area just south of San Bruno Mountain lived as a single village group. There are no Native American resources in or adjacent to the Project site referenced in ethnographic literature. Based on an evaluation of the environmental setting and features associated with known sites, Native American resources in this part of San Mateo County have been found in close proximity to sources of water, near the bay margin and its associated wetlands, and near ecotones and other productive environments. The proposed Project site is situated on terraces above the broad marshland and wetlands that formed around the mouths of Colma Creek and San Bruno Creek. Intermittent streams once flowed adjacent to the site, and portions of the site contain deposits that have been undifferentiated alluvial deposit from the Holocene. Given the correlation of these factors, there is a moderately high potential of unrecorded Native American resources buried with no surface indications within the site. The proposed Project site has been highly developed and is presently covered with asphalt, buildings, or fill that obscures the visibility of original surface soils, which negates the feasibility of an adequate surface inspection. Thus, the Project could significantly impact archaeological resources. Mitigation CULT-1: The Project Applicant shall incorporate the following provisions into the grading and construction contracts as a condition of approval of permit:  Prior to ground disturbance, the depths of impact for the proposed Project be adequately determined to assess locations that have the potential to disturb sensitive landforms. This information should be compared with archival research to determine the appropriate locations for geo-archaeological testing. A report containing “next-step” recommendations should be provided.15  Prior to the initiation of construction or ground-disturbing activities, the Project Applicant will ensure that all construction personnel involved in ground-disturbing activities shall receive environmental training from a qualified archaeologist that will include discussion of what 12 Much, Bryan, Northwest Information Center, Sonoma State University, Record search results for the proposed project at 180 El Camino Real, South San Francisco, San Mateo County, California, November 19, 2012. 13 South San Francisco Historic Preservation Survey 1985-1986: A Comprehensive Study of History and Architecture, City of South San Francisco Community Services Department. 15 Ibid. Chapter 3: Environmental Checklist 3-18 constitutes cultural resources, the possibility of buried cultural resources, how to recognize such possible buried cultural resources, as well as the procedure to follow if such cultural resources are encountered. Project Applicant shall ensure that project personnel involved in ground disturbing activities are informed that collecting significant historical or unique archaeological resources discovered during development of the project is prohibited by law. Prehistoric or Native American resources can include chert or obsidian flakes, projectile points, mortars and pestles; and dark friable soil containing shell and bone dietary debris, heat-affected rock, or human burials. Historic resources can include nails, bottles, ceramics or other items often found in refuse deposits and buried features, such as privy pits and foundations;  If unknown potential or unique archaeological resources are encountered during construction, Pursuant to CEQA Guidelines section 15064.5 (f), “provisions for historical or unique archaeological resources accidentally discovered during construction” should be instituted. Work should be temporarily halted within 50 feet or as deemed appropriate by the archaeologist and workers should avoid altering the materials and their context until a qualified professional archaeologist has evaluated the significance of the find and provided appropriate recommendations. Project personnel should not collect cultural resources.”  If any find is determined to be significant, representatives of the Project proponent and/or lead agency and the qualified archaeologist shall meet to determine the appropriate avoidance measures or other appropriate measure, with the ultimate determination to be made by the City, which shall assure implementation of appropriate measures recommended by the archaeologist. The City shall determine whether avoidance is necessary and feasible in light of factors such as the nature of the find, project design, costs, and other considerations. If avoidance is unnecessary or infeasible, other appropriate measures (e.g., data recovery) such as plans for methodical excavation of the portions of the site shall be instituted and results in detailed technical reports for submittal to the Northwest Information Center. Work may proceed on other parts of the project site while measure for historical resources or unique archaeological resources is carried out. All significant archaeological materials recovered shall be subject to scientific analysis, professional museum curation, and a resource mitigation plan and monitoring program report prepared by the qualified archaeologist for submittal to the Northwest Information Center. With this mitigation, the Project’s impacts to archaeological resources will be less than significant. c) Paleontological Resources or Geologic Features Per the South ECR GPA EIR, the University of California Museum of Paleontology website showed that Equus fossil was found in the City of South San Francisco without providing the exact location. The South ECR GPA EIR assessed that the lithology of the fossil is identified as mudstone, which is located in areas near the bay and in the San Bruno Mountains, areas outside of the South ECR GPA boundary. Thus, it is unlikely that fossils would be located within the Project site. However, because the site is developed and covered with asphalt, it is difficult to assess the impact of excavation and grading during construction, and the Project may impact paleontological resources. Mitigation CULT-2: In the event of an unanticipated discovery of a paleontological resource during construction, excavations within 50 feet of the find or as deemed appropriate by a paleontologist shall be temporarily halted or diverted until the discovery is examined by a qualified paleontologist (per Society of Vertebrate Paleontology standards [SVP 1995,1996]). A qualified paleontologist shall document the 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-19 discovery as needed, evaluate the potential resource, and assess the significance of the find under the criteria set forth in Section 15064.5 of the CEQA Guidelines. The paleontologist shall notify the appropriate agencies to determine procedures that would be followed before construction is allowed to resume at the location of the find. If the City determines that avoidance is not feasible, the paleontologist shall prepare an excavation plan for mitigating the effect of the project on the qualities that make the resource important, and such plan shall be implemented. The plan shall be submitted to the City for review and approval. With this mitigation, the Project’s impacts to paleontological resources will be less than significant. d) Human Remains As stated in subsection A, the proposed Project site has been highly developed and is presently covered with asphalt, buildings, or fill that obscures the visibility of original surface soils, which negates the feasibility of an adequate surface inspection regarding human remains. Thus, the proposed Project may have significant impacts to human remains. Mitigation CULT-3: In the event that human skeletal remains are uncovered at the project site during construction or ground-breaking activities, all work shall immediately halt and the San Mateo County Coroner shall be contacted to evaluate the remains, and following the procedures and protocols pursuant to Section 15064.5 (e)(1) of the CEQA Guidelines. If the County Coroner determines that the remains are Native American, the City shall contact the California Native American Heritage Commission (NAHC), pursuant to subdivision (c) of Section 7050.5 of the Health and Safety Code, and all excavation and site preparation activities shall cease within a 50-foot radius of the find until appropriate arrangements are made. If the agencies determine that avoidance is not feasible, then an alternative plan shall be prepared with specific steps and timeframe required to resume construction activities. Monitoring, data recovery, determination of significance and avoidance measures (if applicable) shall be completed expeditiously. With this mitigation, the Project’s impacts to human remains will be less than significant. Chapter 3: Environmental Checklist 3-20 3.6 Geology and Soils Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact VI. GEOLOGY AND SOILS — Would the Project: a) Expose people or structures to potential substantial adverse effects, including the risk of loss, injury, or death involving:  i) Rupture of a known earthquake fault, as delineated on the most recent Alquist-Priolo Earthquake Fault Zoning Map issued by the State Geologist for the area or based on other substantial evidence of a known fault? Refer to Division of Mines and Geology Special Publication 42.  ii) Strong seismic ground shaking?  iii) Seismic-related ground failure, including liquefaction?  iv) Landslides?  b) Result in substantial soil erosion or the loss of topsoil?  c) Be located on a geologic unit or soil that is unstable, or that would become unstable as a result of the Project, and potentially result in on- or off-site landslide, lateral spreading, subsidence, liquefaction or collapse?  d) Be located on expansive soil, as defined in Table 18-1-B of the Uniform Building Code (1994), creating substantial risks to life or property?  e) Have soils incapable of adequately supporting the use of septic tanks or alternative waste water disposal systems where sewers are not available for the disposal of waste water?  180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-21 DISCUSSION a) Seismic Hazards i. Earthquake Fault Rupture The Project site is not located within an Alquist-Priolo Earthquake Fault Zone and no active or potentially active faults traverse the Project site.16 Thus, potential impacts related to surface fault rupture would be less than significant. ii. Ground Shaking As the Project site is located approximately two miles east of San Andreas Fault, the nearest known active fault, the Project site will, on average, experience stronger earthquake shaking more frequently.17 Although intense shaking may damage buildings, building codes and construction standards established by the California Building Code and contained in Title 24 of the CCR are required and will help prevent extensive structural damage due to seismic-related ground shaking. Therefore, potential impacts related to ground shaking would be less than significant. iii. Liquefaction ABAG designates the portion of the Project site along South Spruce Avenue as an area of high liquefaction susceptibility during an earthquake and the remaining area as very low liquefaction susceptibility.18 Mandatory compliance with existing building codes and construction standards established in the California Building Code, the requirements of the City of South San Francisco Municipal Code, and policies contained in the City of South San Francisco General Plan would reduce seismic-related liquefaction to less than significant levels. iv. Landslides ABAG designates the Project site as “flatland.”19 There is no threat of landslides on the Project site; therefore, there will be no impacts with respect to landslides. b, c, d) Soils According to the Phase I Environmental Assessment, the Project site is underlain by fill materials to a depth of four to 11.5 feet below grade and by alluvium to the maximum depth explored, 65 feet below grade20. The existing Project site is a developed site with three single-story buildings on a parking lot. The site is situated 25 to 35 feet above mean sea level and the local topography slopes from north to northeast. Per the United States Department of Agriculture Natural Resources Conservation Service Web Soil 16ABAG, http://gis.abag.ca.gov/Website/FaultZones/, Accessed November 1, 2012. 17 ABAG, http://gis.abag.ca.gov/Website/ShakingPotential/, Accessed November 1, 2012. 18 ABAG, http://gis.abag.ca.gov/Website/LiquefactionSusceptibility/, Accessed November 1, 2012. 19 ABAG, http://gis.abag.ca.gov/website/LandslideDistribution/, Accessed November 1, 2012. 20 AEI Consultants, Phase I Environmental Site Assessment, November 4, 2004. Chapter 3: Environmental Checklist 3-22 Survey, the Project site consists of “urban land,” consisting of manmade soils and fill material that are not sources of topsoil.21 Thus, there would be no impact to loss of topsoil. Erosion hazards would be highest during construction activities, when soils at the Project site may be sensitive to disturbances caused by construction traffic and to changes in moisture content during wet weather periods. The federal Clean Water Action Section (National Pollutant Discharge Elimination Program [NPDES]) requires every permit applicant for a site of one acre or more of Project area to obtain a NPDES Construction General Permit and prepare and implement a Storm Water Pollution Prevention Plan (SWPPP) prior to construction. Best management practices included in SWPPP are designed to minimize the discharge of pollutants and to control erosion and effectively manage runoff and retain sediment on-site during construction. All Projects must also comply with the San Mateo Countywide Storm Water Pollution Prevention Program (STOPPP), which addresses pollution control during construction and operation. Project Applicant must incorporate best management practices of SWPPP and STOPPP as a condition of approval (See Section 1.4). California Code Regulation, Title 24, Part 2, the California Building Code (Chapter 15.08 of the City’s Municipal Code) establishes standards for structural and soil requirements. The City of South San Francisco Municipal Code Section 15.08.140), requires the Project Applicant to submit a soils engineering report or a geotechnical report with a grading permit (See Section 1.4). The soils engineering report or a geotechnical report includes detailed information on existing soils and recommendations for grading procedures and design criteria for corrective measures and for building on potentially unstable soil or expansive soil. Mandatory compliance with the City of South San Francisco Municipal Code and NPDES General Construction Permit requirements would reduce impacts due to soil erosion, unstable soil, or expansive soil to less than significant levels. e) Capability of Soils to Support Septic Tanks The City is currently served by the City’s municipal sewer system and future projects will continue to be required to be connected to the City’s system. Therefore, there would be no impact on soils due to septic systems. 21 Natural Resources Conservation Service. San Mateo County, Eastern Part, and San Francisco County, California Survey Area Data. Web Soil Survey website: http://websoilsurvey.nrcs.usda.gov. Accessed February 19, 2013. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-23 3.7 Greenhouse Gas Emissions Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact XVII. GREENHOUSE GAS EMISSIONS — Would the project: a) Generate greenhouse gas emissions, either directly or indirectly, that may have a significant impact on the environment?  b) Conflict with an applicable plan, policy or regulation adopted for the purpose of reducing the emissions of greenhouse gases?  DISCUSSION a – b) Greenhouse Gas Emissions BAAQMD’s GHG threshold is defined in terms of carbon dioxide equivalent (CO2e), a metric that accounts for the emission from various greenhouse gases based on their global warming potential. CalEEMod was used to quantify greenhouse gas emissions at the project level. See Section 3.3 Air Quality for description of CalEEMod and Appendix for detailed calculation output and assumptions. Constructions-Related Greenhouse Gas Emissions Though BAAQMD does not establish thresholds for constructions-related emissions, the BAAQMD Air Quality Guidelines (Updated May 2011) requires CEQA documents to disclose this information. Table 3.6 shows that a total of 1,764 metric tons of CO2e would be emitted over two years of construction. Table 3.6: Constructions-Related Greenhouse Gas Emission (Metric Tons of CO2e Per Service Population Per Year) By Year Total Emission (MT CO2e/Yr) 2013 1,243 2014 511 Total 1,764 Source: BAAQMD CEQA Guidelines, May 2011; CalEEMOD, Dyett & Bhatia, 2012. Per the South ECR GPA EIR, a total of 526,766 metric tons of CO2e was generated in South San Francisco in 2005 and a total of 517,975 metric tons of CO2e is expected by 2020 with state mandates.22 Since the maximum yearly constructions-related greenhouse gas emissions generated by the Project represents 0.2% of total greenhouse gas emission estimates for the City, the impact would be less than significant. 22 South GPA EIR, Table 3.6-6. Chapter 3: Environmental Checklist 3-24 Operations-Related Greenhouse Gas Emissions Where a proposed Project replaces an existing emission source that is in operation at the beginning of environmental analysis, BAAQMD recommends subtracting existing emissions from the estimated emissions for the proposed Project to obtain baseline emission. Table 3.7 shows that the per service population greenhouse gas emissions level for the Project is within the BAAQMD threshold, and impact would be less than significant. Table 3.7: Operations-Related Greenhouse Gas Emission as Compared with BAAQMD Thresholds of Significance at Project Level (Metric Tons of CO2e Per Service Population Per Year) Description Total Emission (MT CO2e/Yr)Service Population Per Service Population Emission (MT CO2e/SP/Yr) Project 10,288---- Existing Use 5,868---- Project After Subtracting Existing Emissions (Baseline) 4,4201,4531 3.04 BAAQMD Threshold ----4.6 Notes: 1. Service Population Calculation is based on Department of Finance population projection rate for 2012 of 3.044 persons per household, yielding 867 persons for the proposed Project. Employee projection is based on the South ECR GPA employment projection rate of 400 sf/employee for commercial (total and 375 sf/employee for office use. This yields 586 employees for the proposed Project, and a total of 1,453 service population (employee + residents). Source: BAAQMD CEQA Guidelines, May 2011; CalEEMOD, Dyett & Bhatia, 2012. Cumulative Greenhouse Gas Emissions Impact As the Project’s CO2e emissions would not exceed BAAQMD threshold levels, the Project would not result in a cumulatively considerable contribution of GHG emissions or a cumulatively significant impact to global climate change. Furthermore, CEQA Guidelines Section 15183.5 allows tiering and streamlining the analysis of greenhouse gas emissions for a project-specific environmental document by referencing existing programmatic review such as the South ECR GPA EIR. As described in the South ECR GPA EIR, the Amendment will increase total carbon dioxide equivalent emissions in South San Francisco compared to existing conditions. However, due to emission reductions that would result from State regulations and the implementation of the Amendment, emissions in 2020 (the buildout year for South ECR GPA) are not expected to exceed existing levels. The South ECR GPA EIR recognized the impact as cumulatively significant; however, the Amendment’s contribution was less than considerable. The proposed Project is entirely consistent with the South ECR GPA policies and EIR. In addition, the Project would not result in any new additional impacts related to greenhouse gas that were not identified or analyzed in the South ECR GPA EIR. Therefore, there is no further impact to be analyzed regarding impacts of greenhouse gas emissions or plan consistency. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-25 3.8 Hazards and Hazardous Materials Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact VII. HAZARDS AND HAZARDOUS MATERIALS — Would the Project: a) Create a significant hazard to the public or the environment through the routine transport, use, or disposal of hazardous materials?  b) Create a significant hazard to the public or the environment through reasonably foreseeable upset and accident conditions involving the release of hazardous materials into the environment?  c) Emit hazardous emissions or handle hazardous or acutely hazardous materials, substances, or waste within one-quarter mile of an existing or proposed school?  d) Be located on a site which is included on a list of hazardous materials sites compiled pursuant to Government Code Section 65962.5 and, as a result, would it create a significant hazard to the public or the environment?  e) For a Project located within an airport land use plan or, where such a plan has not been adopted, within two miles of a public airport or public use airport, would the Project result in a safety hazard for people residing or working in the Project area?  f) For a Project within the vicinity of a private airstrip, would the Project result in a safety hazard for people residing or working in the Project area?  g) Impair implementation of or physically interfere with an adopted emergency response plan or emergency evacuation plan?  h) Expose people or structures to a significant risk of loss, injury or death involving wildland fires, including where wildlands are adjacent to urbanized areas or where residences are intermixed with wildlands?  DISCUSSION a – d) Hazardous Materials The following analyzes risks regarding hazardous materials for existing uses on Project site, historical uses, and proposed uses as part of the Project. According to AEI’s Phase I Environmental Assessment, the Project site is subject to the routine use, and disposal of hazardous materials or petroleum products in the form of solvents, petroleum-based fluids, Chapter 3: Environmental Checklist 3-26 and aboveground hazardous substance or petroleum storage tanks used for vehicle repair operations at Firestone, photodeveloping chemicals at Longs Drugs, and a propane container at Safeway.23 The materials appear to be properly stored and the materials observed did not appear to pose a hazard to the project site. Furthermore, these materials are contained within the site and do not involve transportation of or emission that would affect surrounding properties including schools. Though the Project site is not listed as a hazardous site per Government Code Section 65962.5,24 the Phase I Environmental Assessment reveals former uses that may have resulted in residual concentrations of subsurface soil contamination on site from former vehicle repair uses prior to Firestone and an open leaking underground storage tank (LUST) site from former Unocal service station use that is currently undergoing groundwater monitoring at a quarterly basis to obtain case closure.25 The Assessment report shows that impacts from former leaking hydraulic lifts at Firestone appear to be less than significant, but recommends continuous monitoring for presence of volatile organic compounds and heavy range hydrocarbon concentration through groundwater sampling and analysis at existing monitoring wells. Currently five wells are being monitored (four of them twice a year and one of them once a year) at the former Unocal service station site. The monitoring wells are located in front and behind the Firestone building, where proposed commercial Building A and a portion of surface parking area will be located. Based on the latest groundwater monitoring report by Stantec, which shows results of groundwater monitoring and sampling as well as analysis from soil samples performed on September 20, 2011 and January 6, 2012, hydrocarbons concentrations such as gasoline range organics were reported as high as 62,000 micrograms per liter (ug/L) with depth of highest soil impact ranging from 10 feet to 40 feet.26 The groundwater monitoring report shows that the highest concentration of gasoline range organics is located just west of the service bays at Firestone and decreases in concentration with less than 100 ug/L detected at a location 30 feet from the monitoring well MW-1R located west of the Firestone service bays. (See Figure 5 of Stantec Report in the Appendix). Since the areas identified by the Stantec report as having concentration of hydrocarbons are not proposed to include residential units, the following mitigation measures prevent potential leakage of contaminated soil into future ground-level retail uses. Mitigation Measure HAZ-1: Prior to approval of a building permit, obtain case closure at Chevron Facility 306441 (Former Unocal Service Station No. 6980) located at 190-192 El Camino Real, South San Francisco (Assessor’s Parcel Number 014-183-110). If case closure cannot be obtained, the following must be completed as a condition of approval:  Prepare and implement a remediation plan and gain project approval from San Mateo County Health Systems Groundwater Protection System (SMCHS-GPP). 23 AEI Consultants, Phase I Environmental Assessment of 170-192 El Camino Real, November 4, 2004. 24 California Environmental Protection Agency, Department of Toxic Substances Control, “Cortese” List, http://www.calepa.ca.gov/sitecleanup/corteselist/SectionA.htm, accessed December 4, 2012. 25 Ibid. 26 Stantec, First Quarter 2012 Annual Groundwater Monitoring Report: Chevron 306441 (Former Unocal No. 6980) 190-192 El Camino Real, South San Francisco, California, May 15, 2012. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-27  To ensure safety from potential harm to construction crew during excavation and construction, the Project applicant will determine the depth of soil contamination from the latest groundwater monitoring report for the site of former Unocal service prior to demolition and grading at the Project site. Appropriate safety and engineering controls will be taken per the Health and Safety Code (Cal OSHA regulations California Code of Regulations, Title 8) to protect construction crew and the public.  To mitigate potential migration of volatile contamination to indoor air, the Project will include active or passive vapor control systems over the area of the former Unocal site (proposed Building A area) as shown in Figure 3-1 as approved with a vapor mitigation system approved by SMCHS- GPP. Figure 3.1: Remediation Compound Location With these mitigation measures, the proposed Project would not result in any new impacts involving hazardous materials to the public, environment, or schools. e – f) Airport The Project is subject to Part 77, Subpart C for the San Francisco Airport, which establishes height criteria at airport approach zones, the proposed Project would not exceed any height limits established by the most recently adopted San Mateo County Comprehensive Airport Land Use Plan and the Comprehensive Airport Land Use Compatibility Plan for the Environs of San Francisco International Airport (SFO Chapter 3: Environmental Checklist 3-28 ALUCP, October 2012). The Part 77 map allows 100 to 150 feet above ground level (AGL) on the Project site and the Project proposes a maximum height of 90 feet (See Figures 2.12 to 2.22).27 The Project site is located within Zone 4 Outer Approach/Departure Zone, but does not propose uses incompatible in such zones such as hospitals, schools, or stadiums.28 Therefore, the proposed Project would not result in any new impacts regarding airport hazards. g) Emergency Response In 1995, the City prepared an Emergency Response Plan integrated with the San Mateo Area/ County Multi-Hazard Functional Plan. The City’s plan is in compliance with existing law. There will be no new impacts in regards to emergency response. h) Fire The Project site is not adjacent to wildlands; therefore there will be no new impact in regards to wildland fires. 27 SFO ALUCP, October 2012, Exhibit IV-7 Critical Aeronautical Surfaces 28 SFO ALUCP, October 2012, Exhibit IV-7 Safety Compatibility Zones and Table IV-2 Safety Compatibility Criteria 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-29 3.9 Hydrology and Water Quality Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact VIII. HYDROLOGY AND WATER QUALITY — Would the Project: a) Violate any water quality standards or waste discharge requirements?  b) Substantially deplete groundwater supplies or interfere substantially with groundwater recharge such that there would be a net deficit in aquifer volume or a lowering of the local groundwater table level (e.g., the production rate of pre- existing nearby wells would drop to a level which would not support existing land uses or planned uses for which permits have been granted)?  c) Substantially alter the existing drainage pattern of the site or area, including through the alteration of the course of a stream or river, in a manner which would result in substantial erosion or siltation on- or off-site?  d) Substantially alter the existing drainage pattern of the site or area, including through the alteration of the course of a stream or river, or substantially increase the rate or amount of surface runoff in a manner, which would result in flooding on- or off- site?  e) Create or contribute runoff water which would exceed the capacity of existing or planned stormwater drainage systems or provide substantial additional sources of polluted runoff?  f) Otherwise substantially degrade water quality?  g) Place housing within a 100-year flood hazard area as mapped on a federal Flood Hazard Boundary or Flood Insurance Rate Map or other flood hazard delineation map?  h) Place within a 100-year flood hazard area structures, which would impede or redirect flood flows?  i) Expose people or structures to a significant risk of loss, injury or death involving flooding, including flooding as a result of the failure of a levee or dam?  j) Inundation by seiche, tsunami, or mudflow?  Chapter 3: Environmental Checklist 3-30 DISCUSSION a, f) Water Quality The City requires the Developer to prepare and obtain approval of a Storm Water Pollution Prevention Plan (SWPPP) and the implementation of Best Management Practices (BMPs) for new development and construction as part of its stormwater management program, as applied through standard City conditions of project approval by the City Engineer of the City’s Public Works Department. Additionally, adherence to federal, state, and local laws would ensure that impacts will be less than significant. b) Groundwater The Project site receives water supply from existing local infrastructure. The proposed Project would rely on water service from the California Water Service Company (Cal Water). Per the Cal Water 2010 Urban Water Management Plan (UWMP) for the City of South San Francisco, a historical maximum of 1,500 AFY has been pumped from the Westside basin to supplement purchased water. The 2010 UWMP projects a 2020 service population of 58,297, which accommodates the population projection estimates for South ECR GPA EIR as discussed in Section 3.17(d). Cal Water is working on installing additional wells in the South San Francisco District serving this Project area, and Project impact to groundwater would be less than significant. A “will serve” letter has been obtained by Cal Water stating that, while the specific requirements cannot be determined until utility plans, water demand, and fire department requirements are submitted to the Company, the Company is prepared to provide water service to the project. c, d, e) Drainage A large portion of the Project site is currently paved. Paved portions of the site include driveways and surface parking. The portion of the site that is currently not paved includes landscaped areas within and surrounding surface parking. Based on the storm water management concept drawings by Pacific Land Services (See Figure 2.27), the Project would provide a total of 68,200 square feet of landscaped pervious surface compared to 32,000 square feet of existing pervious surface. Thus, the Project would not increase drainage or runoff. Additionally, the preliminary utility plan shows that new stormwater infiltration basins will be installed at landscaped areas at surface parking lots and along the street frontage (See Figure 2.26). The Project site is currently served by municipal storm sewers and is located within the Colma Creek Flood Control Zone29; however, the site is not subject to hydromodification since the majority of Colma Creek is lined. Furthermore, the Project applicant is required to submit a SWPPP and an Erosion Control Plan to the City Engineer of the City’s Public Works Department prior to the commencement of any grading or construction of the proposed Project. The SWPPP is required to include stormwater pollution control devices and filters to be installed to prevent pollutants from entering the City’s storm drain system and San Francisco Bay. The Plan shall be subject to review and approval of the City Engineer and the City’s Stormwater Coordinator. The City also requires projects to incorporate BMPs to help reduce stormwater runoff. Adherence to federal, state, and local laws would ensure that impacts will be less than significant. 29 Federal Emergency Management Agency, FEMA Issued Flood Maps, https://msc.fema.gov/webapp/wcs/ stores/servlet/FemaWelcomeView, Accessed November 1, 2012. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-31 g, h, i) Flood Hazards Review of the Flood Insurance Rate map, published by FEMA and dated October 2012, indicated a small portion of the Project site facing South Spruce Avenue is located in Zone X, areas outside of the 100-year flood zone.30 No Base Flood Elevations or depths are shown within this zone. The Project site is not located near a levy or a dam. There will be no impacts in regards to flood hazards. j) Tsunami Hazards The City’s General Plan estimates that potential wave run-up of a 100-year tsunami would be approximately 4.3 feet above mean sea level (msl) and approximately 6.0 feet above msl for a 500-year tsunami.31 The Project site, approximately 25 to 35 feet above mean sea level,32 would be too high for inundation by a 500-year tsunami and would be outside any potential tsunami hazard zone. There will be no impacts in regards to tsunami hazards. 30 Federal Emergency Management Agency, Map Service Center, Flood Insurance Rate Map Item ID 06081C0043E San Mateo County Unincorporated and Incorporated, http://map1.msc.fema.gov/idms/IntraView.cgi?KEY=39891326& IFIT=1, Accessed November 1, 2012. 31 City of South San Francisco, General Plan, October 1999, p. 250. 32 AEI Consultants, Phase I Environmental Assessment of 170-192 El Camino Real, November 4, 2004. Chapter 3: Environmental Checklist 3-32 3.10 Land Use and Planning Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact IX. LAND USE AND PLANNING — Would the Project: a) Physically divide an established community?  b) Conflict with any applicable land use plan, policy, or regulation of an agency with jurisdiction over the Project (including, but not limited to the general plan, specific plan, local coastal program, or zoning ordinance) adopted for the purpose of avoiding or mitigating an environmental effect?  c) Conflict with any applicable habitat conservation plan or natural community conservation plan?  DISCUSSION a) Division of an Established Community The Project is compatible with development north and south of the Project site along El Camino Real in terms of land use patterns. Currently, development along El Camino Real in the southern areas of South San Francisco consists of a mix of residential, commercial, and office buildings. The proposed Project has a height and density similar to the projects surrounding of the Project site—two-story commercial buildings along El Camino Real (west) and South Spruce Avenue (north) and taller and wider buildings along Huntington Avenue (east) and south of the Project site. The proposed Project would contribute to compatible land use and urban design patterns along El Camino Real, resulting in a more cohesive community. Therefore, the proposed Project would have no impact on dividing an established community. b – c) Conflicts with Plans The Project is consistent with the El Camino Real Mixed Use (ECRMX) designation in the City’s South ECR GPA and the Zoning Ordinance, which establishes a minimum height of 25 feet and a maximum height of 80 feet with an additional 20 feet height increase for the incorporation of TDM measures. The most recently adopted Comprehensive Airport Land Use Compatibility Plan (ALUCP) for the Environs of San Francisco International Airport (October 2012) limits buildings to 100 to 150 feet critical aeronautical surface height at the Project site. The Project proposes two story retail/office buildings of 39 feet high and five-story mixed-use buildings at maximum 74 feet high with a 90 foot high tower element which would not exceed the ALUCP height limits. The Project does not propose land uses incompatible in Airport Outer Approach/Departure Zones per the ALUCP. The Project site is not in an area subject to any habitat conservation or natural community conservation plans. There will be no impact with regard to local policies and ordinances and habitat conservation plans. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-33 3.11 Mineral Resources Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact X. MINERAL RESOURCES — Would the Project: a) Result in the loss of availability of a known mineral resource that would be of value to the region and the residents of the state?  b) Result in the loss of availability of a locally- important mineral resource recovery site delineated on a local general plan, specific plan or other land use plan?  DISCUSSION a – b) Mineral Resources There are no mineral resources located on the Project site. Therefore, there are no impacts on mineral resources. Chapter 3: Environmental Checklist 3-34 3.12 Noise Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact XI. NOISE — Would the Project: a) Exposure of persons to or generation of noise levels in excess of standards established in the local general plan or noise ordinance, or applicable standards of other agencies?  b) Exposure of persons to or generation of excessive groundborne vibration or groundborne noise levels?  c) A substantial permanent increase in ambient noise levels in the Project vicinity above levels existing without the Project?  d) A substantial temporary or periodic increase in ambient noise levels in the Project vicinity above levels existing without the Project?  e) For a Project located within an airport land use plan or, where such a plan has not been adopted, within two miles of a public airport or public use airport, would the Project expose people residing or working in the Project area to excessive noise levels?  f) For a Project within the vicinity of a private airstrip, would the Project expose people residing or working in the Project area to excessive noise levels?  DISCUSSION a, e, f) Consistency with Plans, Ordinances, and Applicable Standards General Policy GP-5.3 of the latest San Francisco Airport Comprehensive Airport Land Use Compatibility Plan, October 2012 (SFO ALUCP) states that a project application completed prior to the adoption of the latest ALUCP and located within the CNEL 70 dB contour of the previous 1996 Compatibility Land Use Plan (CLUP) will be subject to the 1996 CLUP’s 2006 noise contour. Because the proposed Project application was deemed complete by the City on June 19, 2012, the proposed Project is subject to the 2006 noise contours of the 1996 CLUP. Per Exhibit III-1 of the SFO ALUCP, the southwestern portion of the Project site is located in the CNEL 70 to 75 dB (1996 CLUP Noise Compatibiltiy Zone Boundary Forecast 2006 NEM) noise contour range and the remaining area in the 65 to 70 dB range.33 Figure 2.7 shows the boundary of the 70 to 75 dB noise contour area and that 33 C/CAG, Comprehensive Airport Land Use Compatibility Plan for the Environs of San Francisco International Airport, “Table IV-I Noise/Land Use Compatibility Criteria” and “Exhibit III-1 Area Affected by Updated CNEL 70 dB Contour”, October 2012. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-35 residential units are located in the 65 to 70 dB range. Per the ALUCP, commercial use is compatible without restrictions in this 70 dB to 75 dB noise range. Multi-family residential use is conditionally compatible in the 65 to 70 dB range with the following provisions included as condition of building permit approval:35  Project Applicant to provide an acoustical study provided by a professional acoustical engineer that provides mitigation features to achieve an interior noise level of maximum CNEL 45 from exterior noise per California Code of Regulations Title 21, Section 5014.  Provide notice to owners of real property near the Airport of the proximity to SFO and of the potential impacts that could occur on the property from airport/aircraft operations  The property owners shall grant an avigation easement to the City and County of San Francisco. If the proposed development is not built, then, upon notice by the local permitting authority, SFO shall record a notice of termination of the avigation easement.36 Adherence to existing State and local requirements will ensure that impacts are less than significant. b, d) Groundborne Noise and Vibration Construction-related noise and vibration is considered a short-term impact associated with demolition, site preparation, grading, and other construction-related activities. Construction activities associated with the Project would be temporary in nature and related impacts would be short-term. Typical noise levels from construction equipment range from 80 to 90 dBA at 50 feet for most types of construction equipment, and slightly higher levels for certain types of earthmoving and impact equipment such as pile drivers. The South San Francisco Municipal Code Section 8.32.050(d) restricts construction noise to weekdays between the hours of eight a.m. and eight p.m., on Saturdays between the hours of nine a.m. and eight p.m., and on Sundays and holidays between the hours of ten a.m. and six p.m. Adherence with the City’s Code will ensure that construction related noise impacts are less than significant. c) Permanent Increase in Ambient Noise Levels The proposed Project is entirely consistent with the South ECR GPA and resulting Environmental Impact Report. The Project would not result in any new additional impacts to ambient noise levels other than those identified in the South ECR GPA EIR. Additionally, South San Francisco Municipal Code Section 8.32.030 restricts exterior ambient noise in higher density residential and commercial areas to 55 dB from ten p.m. to seven a.m. and 65 dB from seven a.m. to 10 p.m. Therefore, there is no impact and no further analysis is needed. 35 C/CAG, Comprehensive Airport Land Use Compatibility Plan for the Environs of San Francisco International Airport, “Table IV-I Noise/Land Use Compatibility Criteria” and “Figure D-3 Forecast 2015 and 2020 Noise Exposure”, October 2012 36 C/CAG, Comprehensive Airport Land Use Compatibility Plan for the Environs of San Francisco International Airport, “Table IV-I Noise/Land Use Compatibility Criteria” and “Figure D-3 Forecast 2015 and 2020 Noise Exposure”, October 2012. Chapter 3: Environmental Checklist 3-36 3.13 Population and Housing Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact XII. POPULATION AND HOUSING — Would the Project: a) Induce substantial population growth in an area, either directly (for example, by proposing new homes and businesses) or indirectly (for example, through extension of roads or other infrastructure)?  b) Displace substantial numbers of existing housing, necessitating the construction of replacement housing elsewhere?  c) Displace substantial numbers of people, necessitating the construction of replacement housing elsewhere?  DISCUSSION a) Population Growth The South ECR GPA EIR projected an additional 2,410 people in the Planning Area in 2020. The proposed Project is entirely consistent with the South ECR GPA and EIR, and therefore has been included in the South ECR GPA buildout projection. The proposed Project would not increase the population or result in any new additional impacts beyond what was projected and analyzed by the South ECR GPA EIR. Therefore, there is no further impact to be analyzed regarding population growth. b) and c) Displacement of Housing or People The existing use does not contain residential uses. The Project will result in new housing. Therefore, there is no impact in regards to displacement of housing or people. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-37 3.14 Public Services Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact XIII. PUBLIC SERVICES — a) Would the Project result in substantial adverse physical impacts associated with the provision of new or physically altered governmental facilities, need for new or physically altered governmental facilities, the construction of which could cause significant environmental impacts, in order to maintain acceptable service ratios, response times or other performance objectives for any of the public services: i) Fire protection?  ii) Police protection?  iii) Schools?  iv) Parks?  v) Other public facilities?  DISCUSSION a) Public Services i. Fire The Project site will be served by Fire Station #61, located at 480 North Canal Street, 1.2 miles northeast of the Project site. If the current level of staffing is maintained, the South San Francisco Fire Department will be able to meet the current National Fire Protection Association (NFPA) standard of one firefighter per 1,000 residents. It is not anticipated that new facilities or an expansion of existing facilities is required to serve the Project. In addition, the proposed Project will have to adhere to General Plan policies as well as the California Fire Code, the Uniform Building Code and the City’s Municipal Code. Given this, no impacts to fire services are anticipated. ii. Police The Project site will be served by the police station located at 33 Arroyo Drive, 1.2 miles north of the Project site. The South ECR GPA EIR anticipated that four additional officers would be required to maintain a law enforcement standard of 1.5 police officers per 1,000 residents at buildout and concluded that an additional four officers would not require the construction of a new police station, resulting in less than significant impacts. The proposed Project is entirely consistent with the South ECR GPA and EIR, and has been included in the South ECR GPA buildout projection. The Project would not result in any new additional impacts that were not identified and analyzed in the South ECR GPA EIR. Therefore, there is no further impact to be analyzed regarding police services. Chapter 3: Environmental Checklist 3-38 iii. Schools The South ECR GPA EIR shows that the South San Francisco Unified School District has sufficient capacity to meet the demand resulting from the South ECR GPA for school facilities and concludes that there is a less than significant impact on school facilities. The proposed Project is entirely consistent with the South ECR GPA and EIR, and therefore has been included in the South ECR GPA buildout projection. The Project would not result in any new additional impacts that were not identified and analyzed in the South ECR GPA EIR. Therefore, there is no further impact to be analyzed regarding schools. iv. Parks The South ECR GPA EIR shows that South San Francisco has an adequate amount of proposed parkland to meet the additional parkland needed at buildout to meet the General Plan parkland ratio standard of 3.0 acres per 1,000 new residents and one-half acre per 1,000 employees at buildout, resulting in less than significant impacts. The proposed Project is entirely consistent with the South ECR GPA and EIR, and therefore has been included in the South ECR GPA buildout projection. The Project would not require the construction or expansion of any new park or recreation facilities, and therefore would not result in any new additional impacts that were not identified and analyzed in the South ECR GPA EIR. Therefore, there is no further impact to be analyzed regarding parks. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-39 3.15 Recreation Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact XIV. RECREATION — a) Would the Project increase the use of existing neighborhood and regional parks or other recreational facilities such that substantial physical deterioration of the facility would occur or be accelerated?  b) Does the Project include recreational facilities or require the construction or expansion of recreational facilities, which might have an adverse physical effect on the environment?  DISCUSSION a, b) Recreation See Section 3.14 (a)(iv) Parks. Chapter 3: Environmental Checklist 3-40 3.16 Transportation and Traffic Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact XV. TRANSPORTATION AND TRAFFIC — Would the Project: a) Conflict with an applicable plan, ordinance or policy establishing measures of effectiveness for the performance of the circulation system, taking into account all modes of transportation including mass transit and non-motorized travel and relevant components of the circulation system, including but not limited to intersections, streets, highways and freeways, pedestrian and bicycle paths, and mass transit?  b) Conflict with an applicable congestion management program, including, but not limited to level of service standards and travel demand measures, or other standards established by the county congestion management agency for designated roads or highways?  c) Result in a change in air traffic patterns, including either an increase in traffic levels or a change in location that results in substantial safety risks?  d) Substantially increase hazards due to a design feature (e.g., sharp curves or dangerous intersections) or incompatible uses (e.g., farm equipment)?  e) Result in inadequate emergency access?  f) Conflict with adopted policies, plans, or programs regarding public transit, bicycle, or pedestrian facilities, or otherwise decrease the performance or safety of such facilities?  DISCUSSION a, b) Transportation This section analyzes the proposed Project’s transportation and traffic impacts and cumulative impacts to level of service standards at roadway intersections and segments. The City’s General Plan and San Mateo County (C/CAG) Congestion Management Plan (CMP) establish standards regarding traffic operations, level of service, and street systems. The South San Francisco General Plan includes the following standards: 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-41  Policy 4.2-G-5: Make efficient use of existing transportation facilities and, through the arrangement of land uses, improved alternate modes, and enhanced integration of various transportation systems serving South San Francisco, strive to reduce the total vehicle-miles traveled.  Policy 4.2-G-8: Strive to maintain LOS D or better on arterial and collector streets, at all intersections, and on principal arterials in the CMP during peak hours.  Policy 4.2-G-9: Accept LOS E or F after finding that:  There is no practical and feasible way to mitigate the lower level of service; and  The uses resulting in the lower level of service are of clear, overall public benefit. Table 3.8 shows the thresholds of road segments surrounding the Project site as established by C/CAG in the CMP. Table 3.8: C/CAG Level Of Service Thresholds Roadway Segment LOS El Camino Real between Hickey Blvd and I-380 E El Camino Real between I-380 and Trousdale E I-280 between SR-1 (South) and San Bruno Ave D I-380 between I-280 and US 101 F US 101 between San Francisco County Line and I-380 E US 101 between I-380 and Millbrae Ave D Source: San Mateo County CMP, 2011. C/CAG also establishes the following standards:38  Freeway segments currently in compliance with the adopted LOS standard:  A project is considered to have a CMP impact if the project will cause the freeway segment to operate at a level of service that violates the standard adopted in the CMP.  A project will be considered to have a CMP impact if the cumulative analysis indicates that the combination of the proposed project and future cumulative traffic demand will result in the freeway segment to operate at a level of service that violates the standard adopted in the current CMP and the proposed project increases traffic demand on the freeway segment by an amount equal to one percent or more of the segment capacity, or causes the freeway segment volume-to-capacity ratio to increase by one percent.  Freeway segments currently not in compliance with the adopted LOS standard:  A project is considered to have a CMP impact if the project will add traffic demand equal to one percent or more of the segment capacity or causes the freeway segment volume-to- capacity ratio to increase by one percent, if the freeway segment is currently not in compliance with the adopted LOS standard. 38 San Mateo County Congestion Management Program, 2011, Appendix L: Traffic Impact Analysis Policy, Section V Chapter 3: Environmental Checklist 3-42 Under the Project condition, all nine intersections will operate at acceptable LOS D or better during the AM and PM peak hours. Table 3.9 shows LOS for the Existing, the No Project with projected future traffic, and the Project conditions with projected future traffic. It was noted that the westbound approach of Noor Avenue at El Camino Real is expected to operate at LOS E during the p.m. peak hour; however, since the City’s LOS criteria apply to the intersection as a whole which is operating acceptably at LOS A, the LOS E operations on the side-street approach do not result in a significant impact. Table 3.9: AM and PM Peak Hour Intersection Level of Service Summary No. Intersection Peak Hour Existing Condition (2012) No Project Project LOS 1 El Camino Real / Arroyo Dr AM B B B PM B B B 2 El Camino Real / Westborough Blvd AM C D D PM C C C 3 El Camino Real / W Orange Avenue AM C C C PM C C C 4 El Camino Real / Ponderosa Rd AM C C C PM B B B 5 El Camino Real / Country Club Dr AM B B B PM B B B 6 El Camino Real / S Spruce Ave-Hazelwood Dr AM C C C PM C D D 7 Huntington Ave / S Spruce Ave AM B B B PM C C C 8 El Camino Real / Noor Ave AM A A A PM A A A Westbound Noor Ave Approach AM B B B PM D D E 9 Huntington Ave / Noor Ave AM B B B PM B B B Notes: LOS = Level of service; Results for minor approaches to two-way stop-controlled intersections are indicated in italics. Source: W-Trans, 2012. The CMP sets the standard to be LOS D for I-280, LOS E for El Camino Real and LOS F for I-380. Table 3.10 shows that two of the eight roadway segments studied are expected to operate at unacceptable levels during peak hour under Project condition. The two roadway segments include northbound p.m. peak hour traffic and southbound a.m. peak hour traffic on I-280 between Sneath Lane and San Bruno Avenue, which will operate unacceptably at LOS E, and northbound a.m. peak hour traffic on US 101 between San Bruno Avenue and I-380, which will operate unacceptably at LOS F. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-43 Table 3.10: AM and PM Peak Hour Roadway Segment Level of Service Summary No. Roadway Segment Location Direction Peak Hour Existing Condition (2012) No Project Project LOS 1 El Camino Real S Spruce Ave to Country Club Dr NB AM E E E PM E E E SB AM E E E PM E E E 2 I-380 to S Spruce NB AM D D D PM D D D SB AM D D D PM D D D 3 I-280 Sneath Ln to E Junipero Serra Blvd NB AM C C C PM D D D SB AM C C C PM D D D 4 San Bruno Ave West to Sneath Ln NB AM C D D PM D E E SB AM D E E PM D D E 5 I-380 US 101 to El Camino Real EB AM D D D PM C C C WB AM B B B PM D D C 6 El Camino Real to I- 280 EB AM E E E PM C C C WB AM B B B PM E E E 7 US 101 I-380 to Airport Blvd NB AM D E E PM D D D SB AM D D D PM D D D 8 San Bruno Ave to I- 380 NB AM F F F PM E E E SB AM E E E PM E E E Notes: LOS = Level of service; NB = Northbound; SB = Southbound; Bold indicates unacceptable level of operations. Source: Whitlock & Weinberger Transportation, Inc, 2012. Chapter 3: Environmental Checklist 3-44 However, since these two roadway segments would have performed at unacceptable level of service at the No Project condition, and the addition of Project-generated traffic is less than one percent of the road capacity, the Project’s impact would be less than significant. Table 3.11 shows that at projected future cumulative volume, five intersections would operate at level of service E or F. Table 3.11: AM and PM Peak Hour Intersection Cumulative Level of Service Summary No. Intersection Peak Hour Cumulative Conditions LOS 1 El Camino Real/Arroyo Dr AM D PM C 2 El Camino Real/Westborough Blvd-Chestnut Ave AM F* PM F 3 El Camino Real/West Orange Ave AM F* PM F 4 El Camino Real/Ponderosa Rd AM F* PM E 5 El Camino Real/Country Club Dr AM F* PM B 6 El Camino Real/South Spruce Ave-Hazelwood Dr AM F* PM F* 7 Huntington Ave / South Spruce Ave AM C PM C 8 El Camino Real / Noor Ave AM A PM A Westbound Noor Ave Approach AM C PM F 9 Huntington Ave / Noor Ave AM B PM B Notes: LOS = Level of service; Results for minor approaches to two-way stop-controlled intersections are indicated in italics. Bold indicates unacceptable operations; * = delay greater than 2 minutes. Source: Whitlock & Weinberger Transportation, Inc, 2012. Though the westbound Noor Avenue approach would operate at LOS F, the intersection as a whole would still perform at an acceptable level. Since the City’s operation standards are applied to the intersection as a whole, not individual approaches, there would be no cumulative traffic impact at intersections. For the five intersections that are identified as operating deficiently, it would be necessary to widen one or more approaches to the impacted intersections to provide additional through and/or turn lanes. The need for additional lanes varies by intersection and it should be noted that not all intersections would require 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-45 the same level of widening to achieve acceptable operations. However, additional improvements beyond these five intersections may be necessary to provide a consistent configuration of El Camino Real along the corridor. The necessary capacity enhancements to the intersection would require acquisition of additional right-of-way, relocation of utilities and modified access to adjacent properties. Furthermore, the intersections are controlled by Caltrans, requiring all improvements to be approved by the State; therefore implementation of the required mitigation measures is beyond the control of the City alone. Policy 4.2-G-9 of the South San Francisco General Plan states that “if there is no practical and feasible way to mitigate the lower level of service and the uses resulting in the lower level of service are of clear public benefit” then LOS E or F is acceptable. As this Project provides clear public benefits by meeting the goals of the Grand Boulevard Initiative Plan, implementing the South San Francisco General Plan Amendment, and meeting the policies of the South San Francisco General Plan, the Project would not result in significant impacts at these intersections. This finding is also consistent with the previously approved South El Camino Real General Plan Amendments EIR. This Project provides clear public benefits by fulfilling the following:  Meets the goals of the Grand Boulevard Initiative Plan39 by:  Targeting housing and job growth at a key intersection along the El Camino corridor;  Building compact mixed-use development and high-quality urban design and construction; and  Strengthening pedestrian and bicycle connections with the corridor by providing bicycle parking, interior pedestrian networks throughout and to El Camino and South Spruce Avenue, and sidewalks and pedestrian entrances along Huntington Avenue to connect to the San Bruno BART station.  Implements the South San Francisco General Plan Amendment.  Meets the policies of the South San Francisco General Plan:  Policy 2-G-7: Encourage mixed-use residential, retail, and office development in centers where they would support transit, in locations where they would provide increased access to neighborhoods that currently lack such facilities, and in corridors where such developments can help to foster identity and vitality.  Policy 2-I-4: Require all new developments seeking an FAR bonus set forth in Table 2.2-2 to achieve a progressively higher alternative mode usage. The requirements of the TDM Program are detailed in the Zoning Ordinance.  Policy 3.4-G-2: Encourage development of a mix of uses, with pockets of concentrated activity that provide focii and identity to the different parts of El Camino Real.  Policy 3.4-G-5: Encourage the implementation of the Guiding Principles of the Grand Boulevard Initiative as adopted by the Grand Boulevard Task Force in April of 2007.  Policy 3.4-G-7: Develop the South El Camino area as a vibrant corridor with a variety of residential and non-residential uses to foster a walkable and pedestrian-scaled environment. 39 Grand Boulevard Task Force, Grand Boulevard Initiative Plan, Adopted April 3, 2007, http://www.grandboulevard.net/library/documents.html, Accessed February 7, 2013 Chapter 3: Environmental Checklist 3-46  Policy 3.4-1-24: Promote visually intricate development, using horizontal and vertical building articulation that engages pedestrians; and diversity in color, materials, scale, texture, and building volumes.  Policy 3.4-1-30: Require development be oriented to El Camino Real, with the ground floor of buildings designed so that pedestrians can see shops, restaurants, and activities as they walk along the sidewalk. The ground floor of buildings along Huntington, Noor, and South Spruce avenues should also be designed to provide visual interest and promote pedestrian comfort.  Policy 4.3-I-4: Require provision of secure covered bicycle parking at all existing and future multifamily residential, commercial, industrial, and office/institutional uses.  Housing Element Policy 1-9: The City shall maximize opportunities for residential development, through infill and redevelopment of underutilized sites, without impacting existing neighborhoods or creating conflicts with industrial operations.  Housing Element Policy 2-4: The City shall ensure that new development promotes quality design and harmonizes with existing neighborhood surroundings. Table 3.12 shows that at future cumulative volume, two freeway segments would perform at unacceptable level of service. However, traffic generated by the Project represents less than one percent of freeway capacity. Thus, the Project’s impact to freeway segments would be less than significant based on C/CAG standards. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-47 Notes: LOS = Level of service; Results for minor approaches to two-way stop-controlled intersections are indicated in italics. Source: Whitlock & Weinberger Transportation, Inc, 2012. Table 3.12: AM and PM Peak Hour Roadway Segment Cumulative Level of Service Summary No. Roadway Segment Location Direction Peak Hour Cumulative 1 El Camino Real S Spruce Ave to Country Club Dr NB AM E PM E SB AM E PM E 2 I-380 to S Spruce NB AM D PM D SB AM D PM D 3 I-280 Sneath Ln to E Junipero Serra Blvd NB AM D PM D SB AM D PM E 4 San Bruno Ave West to Sneath Ln NB AM D PM F SB AM E PM E 5 I-380 US 101 to El Camino Real EB AM D PM C WB AM B PM E 6 El Camino Real to I-280 EB AM F PM C WB AM C PM F 7 US 101 I-380 to Airport Blvd NB AM E PM E SB AM D PM E 8 San Bruno Ave to I-380 NB AM F PM F SB AM F PM F Chapter 3: Environmental Checklist 3-48 c) Air Traffic Patterns The proposed Project would not change any air traffic patterns nor would it change the location of the San Francisco International Airport. Therefore there will be no impacts on air traffic. d) Incompatible Design Features or Incompatible Uses The proposed Project would not increase hazards due to incompatible use or designs that would negatively alter the public right-of-way. Clear sight lines would be maintained at the project driveways, and any landscaping or signage would need to be either low-lying or setback from the project driveways as required by South San Francisco Municipal Code Section 20.330.010 Parking Area Design and Development Standards. Therefore, there will be no impact in regards to hazards. e) Emergency Access The proposed Project includes two driveways on South Spruce Avenue, one existing and one modified driveway along El Camino Real, and modifies two driveways along Huntington Avenue to allow all turning movements. Therefore, there will be no adverse impact in regard to emergency access. f) Public Transit, Bicycle and Pedestrian Facilities The Project supports the user of alternative transportation by providing sidewalks and street-oriented retail along El Camino Real and South Spruce Avenue, Huntington Avenue, and through the provision of bike racks near building entrances. The Project also includes sidewalks along the project frontage at El Camino Real and South Spruce Avenue, and new pedestrian pathways that connect all new buildings and parking areas to sidewalks along these main streets. Moreover, the Project’s street-oriented design (i.e. continuous setbacks and street-facing facades) complements the walkability goals of the South San Francisco El Camino Real Master Plan (2006). Additionally, the Project supports the goals of the Grand Boulevard Initiative by placing retail and residential uses near existing SamTrans bus lines along El Camino Real. Furthermore, a pedestrian entrance will be provided along Huntington Avenue to provide a southern connection of the property (the closest point to the San Bruno BART station) to Huntington Avenue (See Figure 2.7 Site Plan). The Project impact will be less than significant. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-49 3.17 Utilities and Service Systems Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact XVI. UTILITIES AND SERVICE SYSTEMS — Would the Project: a) Exceed wastewater treatment requirements of the applicable Regional Water Quality Control Board?  b) Require or result in the construction of new water or wastewater treatment facilities or expansion of existing facilities, the construction of which could cause significant environmental effects?  c) Require or result in the construction of new storm water drainage facilities or expansion of existing facilities, the construction of which could cause significant environmental effects?  d) Have sufficient water supplies available to serve the Project from existing entitlements and resources, or are new or expanded entitlements needed?  e) Result in a determination by the wastewater treatment provider, which serves or may serve the Project that it has adequate capacity to serve the Project’s projected demand in addition to the provider’s existing commitments?  f) Be served by a landfill with sufficient permitted capacity to accommodate the Project’s solid waste disposal needs?  g) Comply with federal, state, and local statutes and regulations related to solid waste?  DISCUSSION a, b, e) Wastewater The proposed Project will be required to comply with all applicable regulations and would not cause an exceedance of wastewater treatment requirements. The South ECR GPA EIR shows that projected wastewater generation at buildout will be below the capacity allocated to the City of South San Francisco at buildout, resulting in less than significant impacts. The proposed Project is entirely consistent with the South ECR GPA and EIR, and therefore has been included in the South ECR GPA buildout projection. The Project would not result in any new additional impacts that were not identified and analyzed in the South ECR GPA EIR. Therefore, there is no further impact to be analyzed regarding wastewater. c) Storm Water Drainage The Project site is currently served by municipal storm sewers. The Project site is located within the Colma Creek Flood Control Zone; however the Project site is not subject to hydromodification since the Chapter 3: Environmental Checklist 3-50 majority of Colma Creek is lined. The proposed Project would not require new or expansion of stormwater drainage facilities, resulting in no impact. d) Water Supply The proposed Project is entirely consistent with the South ECR GPA and EIR, and therefore has been included in the South ECR GPA buildout projection. The South ECR GPA EIR estimated a 2000 city population of 60,552, of which 49,807 or 82 percent were included in the service population of the South San Francisco District for the California Water Service Company (Cal Water). Assuming the same percentage of service population, the 2020 projected service population with the additional 2,410 persons resulting from the South ECR GPA EIR was estimated at 57,678. Since then, a new 2010 Urban Water Management Plan (UWMP) has been adopted by Cal Water. The 2010 UWMP projects a 2020 service population of 58,297, which accommodates the 57,678 population projection estimated by the South ECR GPA EIR.40 Since the South ECR GPA EIR was adopted, Senate Bill No. 7 (SBx7-7), also known as the 20x2020 policy was signed into law in November 2009. SBx7-7 amended the State Water Code to require a 20 percent reduction in urban per capita water use by December 31, 2020. The 2015 and 2020 district-specific targets for South San Francisco District are 138 and 124 gallons per capita per day (gpcd), respectively, compared to an average use of 140 gpcd between 2005 and 2010. Since the 2010 UWMP includes water reduction measures to comply with SBx7-7, which the City and Cal Water service areas must follow, and the 2010 UWMP accounts for the Project site, the Project would not result in any new additional impacts that were not identified and analyzed in the South ECR GPA EIR. Therefore, there is no further impact to be analyzed regarding water supply. f, g) Solid Waste The South ECR GPA EIR shows that the expected additional waste generated under the amendment is not expected to strain existing landfill capacity. The proposed Project is entirely consistent with the South ECR GPA and EIR, and therefore has been included in the South ECR GPA buildout projection. The Project would not result in any new additional impacts that were not identified and analyzed in the South ECR GPA EIR. Therefore, there is no further impact to be analyzed regarding solid waste. 40 California Water Service Company, 2010 Urban Water Management Plan: South San Francisco District, Table 3.3-8, June 2011. 180 El Camino Real– Initial Study/ Mitigated Negative Declaration 3-51 3.18 Mandatory Findings of Significance Environmental Factors and Focused Questions for Determination of Environmental Impact Potentially Significant Impact Less Than Significant with Mitigation Less Than Significant Impact No Impact XVII. MANDATORY FINDINGS OF SIGNIFICANCE — Would the Project: a) Have the potential to degrade the quality of the environment, substantially reduce the habitat of a fish or wildlife species, cause a fish or wildlife population to drop below self- sustaining levels, threaten to eliminate a plant or animal community, reduce the number or restrict the range or a rare or endangered plant or animal or eliminate important examples of the major periods of California history or prehistory?  b) Have impacts that are individually limited, but cumulatively considerable? (“Cumulatively considerable” means that the incremental effects of a project are considerable when viewed in connection with the effects of past projects, the effects of other current projects, and the effects of probable future projects)?  c) Have environmental effects which will cause substantial adverse effects on human beings, either directly or indirectly?  DISCUSSION a, c) Quality of Environment and Adverse Effects on Human Beings Impacts of the Project are considered to be less than significant with mandatory compliance with existing federal, State and local standards and implementation of mitigation measures discussed in this Initial Study/ Mitigated Negative Declaration. Implementation of the Project would not degrade the quality and extent of the environment nor result in adverse effects on human beings, provided the Project adheres to all mandated policies, rules and regulations of all relevant governing bodies. b) Cumulative Impacts The proposed Project is entirely consistent with the South ECR GPA and accompanying EIR, which included analysis regarding cumulative impacts. The Project would not result in any new additional cumulative impacts other than those identified in the South ECR GPA EIR. Chapter 3: Environmental Checklist 3-52 This page intentionally left blank. 4 References AEI Consultants, Phase I Environmental Assessment of 170-192 El Camino Real, November 4, 2004. Association of Bay Area Governments (ABAG). Liquefaction Scenario Shaking Maps, available at ABAG, http://gis.abag.ca.gov/Website/LiquefactionSusceptibility/, accessed November 2012. Association of Bay Area Governments (ABAG). Earthquake Shaking Scenarios, available at http://gis.abag.ca.gov/website/LandslideDistribution/, accessed November 2012. Association of Bay Area Governments (ABAG). Landslide Hazard Areas, available at http://gis.abag.ca.gov/Website/Tsunami-Maps/viewer.htm, accessed November 2012. Bay Area Air Quality Management District (BAAQMD), Air Quality Standards and Attainment Status, available at http://gis.abag.ca.gov/website/LandslideDistribution/, accessed December 2012. Bay Area Air Quality Management District, BAAQMD CEQA Guidelines, June 2010, Revised May 2011, Updated May 2012. Bay Area Air Quality Management District (BAAQMD), Bay Area 2010 Clean Air Plan: Volume I and II– Final Adopted, September 2010.Bay Area Air Quality Management District (BAAQMD), California Environmental Quality Act Air Quality Guidelines, December 2010 and May 2012. Bay Area Air Quality Management District (BAAQMD), Stationary Source Risk and Hazard Analysis Tool for San Mateo County kml file, available at http://www.baaqmd.gov/Divisions/Planning- and-Research/CEQA-GUIDELINES/Tools-and-Methodology.aspx, accessed December 2012. California Air Pollution Control Officers Association, Health Risk Assessments for Proposed Land Use Projects: CAPCOA Guidance Document, July 2009. California Air Resources Board, ADAM Air Quality Data Statistics, available at http://www.arb.ca.gov/adam, accessed August, 2012. California Air Resources Board, Air Quality and Land Use Handbook: A Community Health Perspective, 2005, available at http://www.arb.ca.gov/ch/handbook.pdf, accessed December 2012. California Air Resources Board, Air Quality Trend Summaries, 2010, available at http://www.arb.ca.gov/adam/trends/trends1.php, accessed December 2012. California Building Standards Commission, 2010 California Green Building Standards Code, California Code of Regulations, Title 24, Part 11, January 1, 2011. Chapter 4: References 4-2 California Emission Estimator Model, Technical Paper: Methodology Reasoning and Policy Development of the California Emission Estimator Model, July 2011. California Emission Estimator Model, User’s Guide, Version 2011.1, February 2011. California Environmental Protection Agency, Department of Toxic Substances Control, “Cortese” List, http://www.calepa.ca.gov/sitecleanup/corteselist/SectionA.htm, accessed December 4, 2012. California Water Service Company, 2010 Urban Water Management Plan: South San Francisco District, Table 3.3-8, June 2011. C/CAG of San Mateo County, Final San Mateo County Congestion Management Program, November 2011. City/County Association of Governments (C/CAG), Comprehensive Airport Land Use Compatibility Plan for the Environs of San Francisco International Airport, October 2012. City of South San Francisco, South El Camino Real General Plan Amendment Draft EIR, November 2009. City of South San Francisco, City of South San Francisco General Plan, October 1999. Citywide List of Designated and Potential Historic Resources, Updated November 13, 2002, City of South San Francisco. Federal Emergency Management Agency, FEMA Issued Flood Maps, https://msc.fema.gov/ webapp/wcs/stores/servlet/FemaWelcomeView, Accessed November 1, 2012. Grand Boulevard Task Force, Grand Boulevard Initiative Plan: The El Camino Real Corridor: From Mission Street in Daly city to the Alameda in San Jose, Adopted April 3, 2007 (Amended by Resolution 31-2010, Adopted March 24, 2010), http://www.grandboulevard.net/library/documents.html, Accessed February 7, 2013. Much, Bryan, Northwest Information Center, Sonoma State University, Record search results for the proposed project at 180 El Camino Real, South San Francisco, San Mateo County, California, November 19, 2012. Natural Resources Conservation Service. San Mateo County, Eastern Part, and San Francisco County, California Survey Area Data. Web Soil Survey website: http://websoilsurvey.nrcs.usda.gov. Accessed February 19, 2013. South San Francisco Historic Preservation Survey 1985-1986: A Comprehensive Study of History and Architecture, City of South San Francisco Community Services Department and the Firm of Bonnie L. Bamburg. Stantec, First Quarter 2012 Annual Groundwater Monitoring Report: Chevron 306441 (Former Unocal No. 6980) 190-192 El Camino Real, South San Francisco, California, May 15, 2012. Chapter 4: References 4-3 University of California Museum of Paleontology, UCMP Specimen Database, available at http://ucmpdb.berkeley.edu, accessed December 2012. Whitlock & Weinberger Transportation, Inc., Traffic Impact Study for 180 El Camino Real in the City of South San Francisco Updated Draft Report, February 27, 2013. Chapter 4: References 4-4 This page intentionally left blank. 5 Appendix AEI Consultants, Phase I Environmental Assessment of 170-192 El Camino Real, November 4, 2004. California Emission Estimator Model, Air Quality Analysis Calculation Output, November 27, 2012 and December 4, 2012. Stantec, First Quarter 2012 Annual Groundwater Monitoring Report: Chevron 306441 (Former Unocal No. 6980) 190-192 El Camino Real, South San Francisco, California, May 15, 2012. Whitlock & Weinberger Transportation, Inc., Traffic Impact Study for 180 El Camino Real in the City of South San Francisco, Updated Draft Report, February 27, 2013. Chapter 5: Appendix 5-2 This page intentionally left blank. DYETT & BHATIA Urban and Regional Planners 755 Sansome Street, Suite 400 San Francisco, California 94111 415 956 4300 415 956 7315 Final Mitigated Negative Declaration City of South San Francisco 180 El Camino Real Prepared for The City of South San Francisco By May 23, 2013 Table of Contents 1 Introduction ................................................................................................................. 1 2 Comments on the Initial Study and Proposed Mitigated Negative Declaration .................................................................................................. 3 3 Responses to Comments on the Initial Study and Proposed Mitigated Negative Declaration ................................................................................. 5 4 Revisions to the Initial Study and Proposed Mitigated Negative Declaration ...... 9 5 Mitigation Monitoring and Reporting Program ...................................................... 13 Table of Contents ii This page intentionally left blank. 1 Introduction PURPOSE This document is the Final Mitigated Negative Declaration for the Centennial Village mixed-use development project at 180 El Camino Real. This document has been prepared by the City of South San Francisco in accordance with the California Environmental Quality Act (CEQA) and pursuant to the requirements of CEQA, California Public Resources Code Section 21000 et seq., and the CEQA Guidelines found in California Code of Regulations Title 14, Chapter 3, Section 15000 et seq., as amended. The City of South San Francisco is the lead agency as defined by CEQA for environmental review of this project. The Final Mitigated Negative Declaration (MND) includes the Initial Study/Proposed Mitigated Negative Declaration, Comments on and Responses to Comments on the Initial Study/Proposed MND, and minor corrections and clarifications to the Proposed MND. The primary purpose of the Final MND is to revise and refine the environmental analysis in the Initial Study/Proposed MND, published on April 12, 2013, in response to comments received during the public review period. This document, which includes the Initial Study/Proposed MND as an appendix, constitutes the Final MND on the project. It amends and incorporates by reference the Initial Study/Proposed MND, which is available as a separately-bound document from the City of South San Francisco Planning Division at 315 Maple Avenue, in South San Francisco, and also online at http://www.ssf.net/index.aspx?nid=367. PROCESS Section 15073 of the State CEQA Guidelines indicate that a lead agency shall provide a public review period for a proposed MND pursuant to Section 151045(b) of not less than 30 days from when submitted to the State Clearinghouse. The Initial Study/Proposed MND for the project at 180 El Camino Real was circulated for the required 30-day public review period beginning on Friday, April 12, 2013 and ending on May 13, 2013. In addition, the City of South San Francisco prepared and circulated to all interested agencies and individuals a Notice of Intent to Adopt a Mitigated Negative Declaration. State CEQA Guidelines Section 15074(b) requires that the decision-making body of the Lead Agency consider the Proposed Mitigated Negative Declaration together with any comments received during the public review process prior to approving a project. Six comment letters were received regarding the proposed project. Chapter 2 of this document contains the comments received; Chapter 3 contains the responses to these comments; and Chapter City of South San Francisco 180 El Camino Real 2 4 lists the revisions to the Proposed MND by chapter and page, in the same order as the revisions would appear in the Proposed MND. Final Mitigated Negative Declaration 3 2 Comments on the Initial Study and Proposed Mitigated Negative Declaration This chapter contains copies of the comment letters received on the Initial Study/Proposed Mitigated Negative Declaration. A total of six comment letters were received during the 30-day public review period. Each letter is numbered and each individual comment is assigned a letter in the page margin. Responses to each comment are provided in Chapter 3 of this document. Where appropriate, the clarifications and/or revisions suggested in these comment letters have been incorporated into the Proposed MND. These revisions are shown in Chapter 4 of this document. Table 2-1: Comments Received on the Initial Study/Proposed Mitigated Negative Declaration for 180 El Camino Real Number Date Agency Commenter 1 April 29, 2013 San Mateo County Health System Deno G. Milano, PG, Hazardous Materials Specialist 2 May 3, 2013 San Francisco International Airport John Bergener, Airport Planning Manager 3 May 8, 2013 County of San Mateo Public Works Mark Chow, P.E. 4 May 13, 2013 City/County Association of Governments of Sa Mateo County David F. Corbone, C/CAG Staff 5 May 14, 2013 California Department of Transportation Erik Alm, AICP 6 May 21, 2013 City of San Bruno Mark Sullivan, Housing and Redevelopment Manager City of South San Francisco 180 El Camino Real 4 This page intentionally left blank . Letter #1 1-a 1-b 1-c Letter #2 2-a 2-b 2-c Letter #3 3-a 3-b Letter #4 4-a 4-b 4-c Letter #5 5-a 5-b Letter #6 6-a 3 Responses to Comments on the Initial Study and Proposed Mitigated Negative Declaration This chapter includes responses to each comment, and in the same order, as presented in Chapter 2. The responses are marked with the same number-letter combination as the comment to which they respond, as shown in the margin of the comment letters. 1-a: Comment 1-a lists San Mateo County Health System’s updates to the Environmental Site Assessment cited in Section 3.8, Hazards and Hazardous Materials of the Proposed MND. The Proposed MND has been revised to reflect these updates. They are:  Groundwater monitoring is performed semi-annually, not quarterly.  Groundwater monitoring is being performed to assess the extent, stability, and risk of the contamination, not for case closure.  Six wells are monitored, not five. In addition, SMCHS noted that it could support destruction of these wells to facilitate development, provided that necessary monitoring wells are reinstalled when construction is complete.  Hydrocarbon concentrations higher than the stated 62,000 micrograms per liter (ug/L) were reported.  SMCHS notes that there were hydrocarbon concentrations reported in shallow soil and soil vapor that exceed Environmental Screening Levels established by the Regional Water Quality Control Board.  The TPH-gas concentrations in groundwater exceed 100 ug/L over a distance of at least 120 feet from the monitoring well MW-1R, rather than the stated concentration of less than 100 ug/L at a location 30 feet from the monitoring well.  Significant concentrations of hydrocarbons have been reported in soil as shallow as 2.5 feet below grade, not 10 to 40 feet below grade. 1-b: Comment 1-b proposes changes to the Mitigation Measure HAZ-1 listed in Section 3.8, Hazards and Hazardous Materials. The Proposed MND has been revised to reflect the changes. They are:  Bullet #2 under Mitigation Measure HAZ-1 now references “soil and groundwater sampling reports” rather than “groundwater monitoring report”. City of South San Francisco 180 El Camino Real 6  Bullet #2 under Mitigation Measure HAZ-1 now includes the following condition: “The project applicant must obtain GPP staff approval of the soil management plan discussed in the GPP staff letter dated April 9, 2013, before any soil excavation commences [in] the vicinity of Buildings A and B”.  Bullet #3 under Mitigation Measure HAZ-1 now includes the following condition: “The applicant will incorporate into the design of Building A remediation wells and appurtenant equipment (e.g. piping) approved by GPP staff so residual hydrocarbons can be remediated during building occupancy to levels that no longer pose a significant risk to human health, environment, and water quality as determined by GPP staff or the State Water Resources Control Board”. 2-a: Comment 2-a points out that although the development will be situated within noise contours currently incompatible with new residential development per ALUCP policy NP- 4, the ALUCP General Policy GP-5.3 grants an exception to noise consistency evaluations for development actions in the review process before the effective date of the current ALUCP, and 180 El Camino Real qualifies for this exception. No change to the Proposed MND is required. 2-b: The comment points out that while a portion of the project site is situated in Safety Zone 4 – Outer Approach/Departure Zone, the project does not propose any incompatible uses. No change to the Proposed MND is required. 2-c: The comment states that the project is subject to notification of proposed construction for projects that may have a potential effect on air navigation facilities. The comment suggests that FAA Form 7460-1, Notice of Proposed Construction or Alteration, be submitted by the project sponsor through the FAA’s Obstruction Evaluation/Airport Airspace Analysis website, and indicates that a Determination of No Hazard from the FAA should be obtained prior to project approval. No change to the Proposed MND is required. 3-a: The comment requires that the project proponent submit drainage calculations to show that the post development discharge rate from the site does not exceed the existing rate. If it is determined that the future discharge rate exceeds the existing rate, the comment requires that an on-site storm water detention system be designed and incorporated into the project. A mitigation measure, HYDRO-1, has been added to the Proposed MND. 3-b: The comment is a request that trash management measures be incorporated into the design elements of the storm drainage systems and appurtenances. The Proposed MND has been revised to add this information. This information has been added as a requirement in Mitigation Measure HYDRO-1. 4-a: The first paragraph of this comment is the same as Comment 2-a. The second paragraph states that multi-family uses on the project site are subject to including adequate sound insulation in the building design to achieve an interior noise level of 45 db CNEL in all habitable rooms and granting an avigation easement to the City of South San Francisco. No change to the Proposed MND is required. Final Mitigated Negative Declaration 7 4-b: This comment is the same as comment 2-b. No change to the Proposed MND is required. 4-c: This comment is the same as comment 2-c. No change to the Proposed MND is required. 5-a: The comment requests that the project’s traffic impact analysis be updated to reflect 2035 Cumulative Conditions. There is, however, no specific requirement to analyze traffic impacts to a cumulative year of 2035, and, typically, the cumulative forecast year used is that which corresponds to the City’s General Plan, which in this case is 2030. Furthermore, a 2030 horizon is adequate as the 180 El Camino Real project was included in the GP Amendment and is consistent with the GP Amendment land use plan. Therefore, no change has been made to the Proposed MND. 5-b: The comment points out that any work or traffic control that encroaches into the state ROW requires an encroachment permit issued by Caltrans. No change to the Proposed MND is required. 6-a: The comment states that the City of San Bruno supports this type of mixed-use development along the El Camino Real Corridor. No change to the Proposed MND is required. City of South San Francisco 180 El Camino Real 8 This page intentionally left blank. Final Mitigated Negative Declaration 9 4 Revisions to the Initial Study and Proposed Mitigated Negative Declaration This chapter includes the revisions to the Initial Study and Proposed Mitigated Negative Declaration. The revisions have been made in response to comments or based on review by the MND preparers. The revisions appear here in the order in which they appear in the Proposed MND. Text additions are noted in underline and text deletions appear in strikeout. City of South San Francisco 180 El Camino Real 10 Table 4-1: Revisions to the Initial Study/Proposed Mitigated Negative Declaration for 180 El Camino Real Chapter/ Section Page Revision 3.8 3-26 The second paragraph under the subheading “a-d) Hazardous Materials” is amended as follows: Though the Project site is not listed as a hazardous site per Government Code Section 65962.5,24 the Phase I Environmental Assessment reveals former uses that may have resulted in residual concentrations of subsurface soil contamination on site from former vehicle repair uses prior to Firestone and an open leaking underground storage tank (LUST) site from former Unocal service station use that is currently undergoing groundwater monitoring at a quarterly semi-annual basis to obtain case closure assess the extent, stability, and risk of the contamination.25 The Assessment report shows that impacts from former leaking hydraulic lifts at Firestone appear to be less than significant, but recommends continuous monitoring for presence of volatile organic compounds and heavy range hydrocarbon concentration through groundwater sampling and analysis at existing monitoring wells. Currently five six wells are being monitored (four three of them twice a year and one three of them once a year) at the former Unocal service station site. The monitoring wells are located in front and behind the Firestone building, where proposed commercial Building A and a portion of surface parking area will be located. Based on the latest groundwater monitoring report by Stantec, which shows results of groundwater monitoring and sampling as well as analysis from soil samples performed on September 20, 2011 and January 6, 2012, hydrocarbons concentrations such as gasoline range organics were reported as higher than as 62,000 micrograms per liter (ug/L) with depth of highest soil impact ranging from 10 feet to 40 as shallow as 2.5 feet below grade.26 The groundwater monitoring report shows that the highest concentration of gasoline range organics is located just west of the service bays at Firestone and decreases in concentration with less than remains in excess of 100 ug/L detected at a location 30 over a distance of at least 120 feet from the monitoring well MW-1R located west of the Firestone service bays. (See Figure 5 of Stantec Report in the Appendix). Additionally, hydrocarbon concentrations reported in shallow soil and soil vapor significantly exceeded Environmental Screening Levels established by the Regional Water Quality Control Board. Since the areas identified by the Stantec report as having concentration of hydrocarbons are not proposed to include residential units, the following mitigation measures prevent potential leakage of contaminated soil into future ground-level retail uses. SMCHS also noted that it could support destruction of the monitoring wells to facilitate development, provided that necessary monitoring wells are reinstalled when construction is complete. 3.8 3-27 The second bullet under “Mitigation Measure HAZ-1” is amended as follows: To ensure safety from potential harm to construction crew during excavation and construction, the Project applicant will determine the depth of soil contamination from the latest soil and groundwater monitoring sampling reports for the site of former Unocal service prior to demolition and grading at the Project site. Appropriate safety and engineering controls will be taken per the Health and Safety Code (Cal OSHA regulations California Code of Regulations, Title 8) to protect construction crew and the public. The project applicant must obtain GPP staff approval of the soil management plan discussed in the GPP staff letter dated April 9, 2013, before any soil excavation commences [in] the vicinity of Buildings A and B. Final Mitigated Negative Declaration 11 Table 4-1: Revisions to the Initial Study/Proposed Mitigated Negative Declaration for 180 El Camino Real Chapter/ Section Page Revision 3.8 3-27 The third bullet under “Mitigation Measure HAZ-1” is amended as follows: To mitigate potential migration of volatile contamination to indoor air, the Project will include active or passive vapor control systems over the area of the former Unocal site (proposed Building A area) as shown in Figure 3-1 as approved with a vapor mitigation system approved by SMCHSGPP. The applicant will incorporate into the design of Building A remediation wells and appurtenant equipment (e.g. piping) approved by GPP staff so residual hydrocarbons can be remediated during building occupancy to levels that no longer pose a significant risk to human health, environment, and water quality as determined by GPP staff or the State Water Resources Control Board. 3.9 3-30 A mitigation measure is added following the subheading “c, d, e) Drainage”: Mitigation Measure HYDRO-1: The project proponent is required to:  Submit drainage calculations to demonstrate that the post development discharge rate from the site does not exceed the existing rate. If it is determined that the future discharge rate exceeds the existing rate, an on-site storm water detention system must be designed and incorporated into the project.  Incorporate trash management measures into the design elements of the storm drainage systems and appurtenances, to the extent feasible. Trash collecting devices should be installed at storm drain inlets and maintained by the owner. City of South San Francisco 180 El Camino Real 12 This page intentionally left blank. Final Mitigated Negative Declaration 13 5 Mitigation Monitoring and Reporting Program This Mitigation Monitoring and Reporting Program (MMRP) fulfills Public Resources Code Section 21081.6 which requires adoption of a mitigation monitoring program when mitigation measures are required to avoid or reduce a proposed projects significant environmental effects. The MMRP is only applicable if the City of South San Francisco decides to approve the proposed Project. The MMRP is organized to correspond to environmental issues and significant impacts discussed in the IS/MND. The table below is arranged in the following five columns:  Recommended mitigation measures;  Timing for implementation of the mitigation measures;  Monitoring action;  Party or parties responsible for monitoring the implementation of the mitigation measures; and,  A blank for entry of completion date as mitigation occurs City of South San Francisco 180 El Camino Real 14 180 El Camino Real – Centennial Village Project: Mitigation Monitoring and Reporting Program Mitigation Measure Timing/ Schedule Verification Monitoring Action Monitoring Responsibility Date Completed AQ-1: Project applicant to include the use of maximum 0 g/L emission VOC paint for interior surfaces and 100 g/L emission VOC paint for exterior surface in the construction contract. Prior to issuance of building permits and during each construction phase Verify requirements are met during construction City of South San Francisco and construction contractor CULT-1: The Project Applicant shall incorporate the following provisions into the grading and construction contracts as a condition of approval of permit:  Prior to ground disturbance, the depths of impact for the proposed Project be adequately determined to assess locations that have the potential to disturb sensitive landforms. This information should be compared with archival research to determine the appropriate locations for geo-archaeological testing. A report containing “next-step” recommendations should be provided.15  Prior to the initiation of construction or ground-disturbing activities, the Project Applicant will ensure that all construction personnel involved in ground-disturbing activities shall receive environmental training from a qualified archaeologist that will include discussion of what constitutes cultural resources, the possibility of buried cultural resources, how to recognize such possible buried cultural resources, as well as the procedure to follow if such cultural resources are encountered. Project Applicant shall ensure that project personnel involved in ground disturbing activities are informed that collecting significant historical or unique archaeological resources discovered during development of the project is prohibited by law. Prehistoric or Native American resources can include chert or obsidian flakes, projectile points, mortars and pestles; and dark friable soil containing shell and bone dietary debris, During construction of each phase Verify requirements are met during construction City of South San Francisco and construction contractor Final Mitigated Negative Declaration 15 180 El Camino Real – Centennial Village Project: Mitigation Monitoring and Reporting Program Mitigation Measure Timing/ Schedule Verification Monitoring Action Monitoring Responsibility Date Completed heat-affected rock, or human burials. Historic resources can include nails, bottles, ceramics or other items often found in refuse deposits and buried features, such as privy pits and foundations;  If unknown potential or unique archaeological resources are encountered during construction, Pursuant to CEQA Guidelines section 15064.5 (f), “provisions for historical or unique archaeological resources accidentally discovered during construction” should be instituted. Work should be temporarily halted within 50 feet or as deemed appropriate by the archaeologist and workers should avoid altering the materials and their context until a qualified professional archaeologist has evaluated the significance of the find and provided appropriate recommendations. Project personnel should not collect cultural resources.”  If any find is determined to be significant, representatives of the Project proponent and/or lead agency and the qualified archaeologist shall meet to determine the appropriate avoidance measures or other appropriate measure, with the ultimate determination to be made by the City, which shall assure implementation of appropriate measures recommended by the archaeologist. The City shall determine whether avoidance is necessary and feasible in light of factors such as the nature of the find, project design, costs, and other considerations. If avoidance is unnecessary or infeasible, other appropriate measures (e.g., data recovery) such as plans for methodical excavation of the portions of the site shall be instituted and results in detailed technical reports for submittal to the Northwest Information Center. Work may proceed on other parts of the project site while measure for historical resources or unique archaeological resources is carried City of South San Francisco 180 El Camino Real 16 180 El Camino Real – Centennial Village Project: Mitigation Monitoring and Reporting Program Mitigation Measure Timing/ Schedule Verification Monitoring Action Monitoring Responsibility Date Completed out. All significant archaeological materials recovered shall be subject to scientific analysis, professional museum curation, and a resource mitigation plan and monitoring program report prepared by the qualified archaeologist for submittal to the Northwest Information Center. CULT-2: In the event of an unanticipated discovery of a paleontological resource during construction, excavations within 50 feet of the find or as deemed appropriate by a paleontologist shall be temporarily halted or diverted until the discovery is examined by a qualified paleontologist (per Society of Vertebrate Paleontology standards [SVP 1995,1996]). A qualified paleontologist shall document the discovery as needed, evaluate the potential resource, and assess the significance of the find under the criteria set forth in Section 15064.5 of the CEQA Guidelines. The paleontologist shall notify the appropriate agencies to determine procedures that would be followed before construction is allowed to resume at the location of the find. If the City determines that avoidance is not feasible, the paleontologist shall prepare an excavation plan for mitigating the effect of the project on the qualities that make the resource important, and such plan shall be implemented. The plan shall be submitted to the City for review and approval. During construction of each phase Verify requirements are met during construction City of South San Francisco and construction contractor CULT-3: In the event that human skeletal remains are uncovered at the project site during construction or ground-breaking activities, all work shall immediately halt and the San Mateo County Coroner shall be contacted to evaluate the remains, and following the procedures and protocols pursuant to Section 15064.5 (e)(1) of the CEQA Guidelines. If the County Coroner determines that the remains are Native American, the City shall contact the During construction of each phase Verify requirements are met during construction City of South San Francisco and construction contractor Final Mitigated Negative Declaration 17 180 El Camino Real – Centennial Village Project: Mitigation Monitoring and Reporting Program Mitigation Measure Timing/ Schedule Verification Monitoring Action Monitoring Responsibility Date Completed California Native American Heritage Commission (NAHC), pursuant to subdivision (c) of Section 7050.5 of the Health and Safety Code, and all excavation and site preparation activities shall cease within a 50-foot radius of the find until appropriate arrangements are made. If the agencies determine that avoidance is not feasible, then an alternative plan shall be prepared with specific steps and timeframe required to resume construction activities. Monitoring, data recovery, determination of significance and avoidance measures (if applicable) shall be completed expeditiously. HAZ-1: Prior to approval of a building permit, obtain case closure at Chevron Facility 306441 (Former Unocal Service Station No. 6980) located at 190-192 El Camino Real, South San Francisco (Assessor’s Parcel Number 014-183-110). If case closure cannot be obtained, the following must be completed as a condition of approval:  Prepare and implement a remediation plan and gain project approval from San Mateo County Health Systems Groundwater Protection System (SMCHS-GPP).  To ensure safety from potential harm to construction crew during excavation and construction, the Project applicant will determine the depth of soil contamination from the latest soil and groundwater sampling reports for the site of former Unocal service prior to demolition and grading at the Project site. Appropriate safety and engineering controls will be taken per the Health and Safety Code (Cal OSHA regulations California Code of Regulations, Title 8) to protect construction crew and the public. The project applicant must obtain GPP staff approval of the soil management plan discussed in the GPP staff letter dated April 9, 2013, before any soil excavation commences in the vicinity of Buildings A and B. Prior to building permit issuance Completion of case closure or verification that requirements are met during construction City of South San Francisco and San Mateo County Health Systems Groundwater Protection System (SMCHS- GPP) City of South San Francisco 180 El Camino Real 18 180 El Camino Real – Centennial Village Project: Mitigation Monitoring and Reporting Program Mitigation Measure Timing/ Schedule Verification Monitoring Action Monitoring Responsibility Date Completed  To mitigate potential migration of volatile contamination to indoor air, the Project will include active or passive vapor control systems over the area of the former Unocal site (proposed Building A area) as shown in Figure 3-1 as approved with a vapor mitigation system approved by SMCHSGPP. The applicant will incorporate into the design of Building A remediation wells and appurtenant equipment (e.g. piping) approved by GPP staff so residual hydrocarbons can be remediated during building occupancy to levels that no longer pose a significant risk to human health, environment, and water quality as determined by GPP staff or the State Water Resources Control Board. HYDRO-1: The project proponent is required to:  Submit drainage calculations to demonstrate that the post development discharge rate from the site does not exceed the existing rate. If it is determined that the future discharge rate exceeds the existing rate, an on-site storm water detention system must be designed and incorporated into the project.  Incorporate trash management measures into the design elements of the storm drainage systems and appurtenances, to the extent feasible. Trash collecting devices should be installed at storm drain inlets and maintained by the owner. Prior to building permit issuance and during each phase of construction Verification requirements are met during construction City of South San Francisco Pleasanton 4305 Hacienda Drive Suite 550 Pleasanton, CA 94588-8526 925.463.0611 925.463.3690 fax Fresno 516 W. Shaw Avenue Suite 200 Fresno, CA 93704-2515 559.325.7530 559.221.4940 fax Sacramento 980 Ninth Street 16th Floor Sacramento, CA 95814-2736 916.449.9095 Santa Rosa 1400 N. Dutton Avenue Suite 21 Santa Rosa, CA 95401-4643 707.575.5800 707.575.5888 fax tjkm@tjkm.com www.tjkm.com Technical Memorandum Date: July 17, 2013 To: Billy Gross, Associate Planner, City of South San Francisco Bill Mitchell, WT Mitchell Group Inc. Project No.: 072-036 T002 From: Atul Patel, P.E Vishnu Gandluru Jurisdiction: City of South San Francisco Subject: TDM Program for the proposed mixed use development in South San Francisco The purpose of this technical memorandum is to document our Transportation Demand Management (TDM, also known as Mobility Management) recommendation for the proposed mixed use development at the southeast corner of intersection of El Camino Real and South Spruce Avenue in the City of South San Francisco. The proposed project consists of 234 apartments, 20,000 square feet of office space and 190,000 square feet retail. The City of South San Francisco requires that all nonresidential development expected to generate 100 or more average daily trips implement TDM plan to reduce single occupant vehicle (SOV) travel and to increase the use of rideshare, transit, and bicycle trips to and from the project site during peak traffic periods. The overall objective of this TDM Program is to reduce the expected number of project peak hour trips generated by the proposed development. The objective is achieved by providing commute alternatives to driving alone and strategies that encourage the use of these alternatives. Commute alternatives include carpooling and vanpooling, public and private transit, bicycling and walking, and other non-single occupant vehicle options. TDM is a general term for various strategies that increase transportation system efficiency. TDM treats mobility as a means to an end, rather than an end in itself, and so helps individuals and communities meet their transport needs in the most efficient way, which often reduces total vehicle traffic. TDM prioritizes travel to increase overall system efficiency, based on the value and costs of each trip, giving higher value trips and lower cost modes priority over lower value and higher cost travel. For example, a higher value trip would be bicycling to work while a lower value trip would be driving alone to work. It emphasizes the movement of people and goods, rather than motor vehicles, and so gives priority to public transit, ridesharing and non-motorized travel, particularly under the congested urban conditions. There are many different TDM strategies with a variety of transportation impacts. Some improve the transportation options available to consumers. Some cause changes in trip scheduling, route, destination or mode. Others reduce the need for physical travel through more efficient land use, or transportation substitutes. TDM is an increasingly common response to transportation problems. Although most individual TDM strategies only affect a small portion of total travel, the cumulative impacts of a comprehensive TDM program can be significant. J Mr. Bill Mitchel July 9, 2013 Page 2 The propose shown in Tab and increase additional me increase TDM amount of po available at @ Table I: TD San Francis Transpo Managemen #1 Ride-match carpool and va administered b  Ridesharin common a alternative #2 Designated #3 Direct Rou  Bus stop n provide be #4 Guaranteed  Program p manager fo subsidized use alterna #5 Provide inf #6 Passenger L Table continu ll ed developme ble I. These T TDM particip easures may b M participatio ollution. The @ 925-407-26 DM Measure sco ortation Dem nt (TDM) Me hing Program (In anpool programs by a designated e g is one of the m and cost effective modes TDM Coordina te to Transit ear the project etter transit conn d Ride Home (G rovided by prop or employees - o ride to commut ative modes formation board Loading Zones ued on next p ent in the City TDM measur pation. 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These meas e incentive to cke, Property opment in t R  Ridesh vehicle comm reduc  Exper ridesh attract they o encou el The emplo Beucke, P site TDM responsibl the implem TDM prog d for  Yields transit reduc  Provid  Increa driver  Tends  By sup modes object increa flexibi Comm  The G emplo the sh it is pr el Informatio located in of ride sha y to Since the generate v traffic per passenger would des entrance o t the TDM pr vel, reduce po sted in Table sures will furt o users and cu Manager and the City of S Rationale/No haring can reduc e trips and incre muters travel cho es congestion o rience indicates t haring programs t 5-15% of comm offer only inform uragement oyer has designa roperty Manage coordinator wh le for promoting mentation of the grams. s a one-to-one ra t trip equals one ed). des affordable m ases transport ch rs. s to reduce air p pporting use of a s, GRH helps ac tives. Benefits in ased commuters lity and participa mute Trip Reduc GRH will be eval oyers that ultima hopping center t ractically feasible on Boards and K the center for d are and similar i project is expec very few trips du iods. Instead of r loading zone, th signate the space of the main build rogram ollution 1, ther ut down d is South otes ce peak-period ease oices. It n road. that typically mute trips if mation and ated Dee Dee r, as the on- ho will be g and managing e proposed atio (one e auto trip mobility. hoice for non- pollution. alternative chieve all TDM clude security, ation in ction programs uated with ately locate in o determine if e Kiosks will be dissemination nformation cted to uring the peak providing a he project e closest to ding. J Mr. Bill Mitchel July 9, 2013 Page 3 Table I (con of South Sa Transpo Managemen #7 Pedestrian  Providing s frontage, c driveways, bicycle pat  Tie pedest travel to C and bus sto #8 Promotiona  New tenan commute a #9 Showers/C #10 Shuttle Pr #11 Transport Association (T # 12 Bicycle Pa  Shower fac location  Provide Bik  Parking wit hundred fe security gu #13 Bicycle Pa  Bicycle par within one entrance o Table continu ll ntinued): T an Francisco ortation Dem nt (TDM) Me and Bike friendly sidewalks along crosswalks at the and pedestrian ths within the sit trian route/bike Centennial Trail, ops. al Programs nt orientation on alternatives lothes Lockers ogram tation Manageme MA) arking, Long-ter cilities at or near ke lockers with thin view or wit eet of an attenda uard rking, Short-term rking shall be loc e hundred feet o of a building ued on next p TDM Measur o mand easures P y design property e and te. routes of BART A hig redu n A hig redu A go A hig redu parti ent Enco m r the security, thin one ant or One bike main m cated f main One bike main page. res for Prop Potential Tri gh potential for uction. gh potential for uction. ood potential for gh potential for uction based on icipation in the p ourages alternate peak hour trip lockers/racks in ntained. peak hour trip lockers/racks in ntained. posed Mixed ip Reduction additional trip additional trip r trip reduction additional trip employee program e mode of trave for every three nstalled and for every three nstalled and d Use Deve R  Impro condit travel travel, with la impro reduc  Tends  New t orient transp encou option  Inform Ridesh assista the co  Provid encou transp  Provid emplo shuttle el The emplo TMA, the Alliance o approved provides o alternative new  Exper comm mode especi month  A secu sense users.  Per C the pr provid reside on-site new  Short- installe requir  Securi similar  Per C the pr provid Comm projec elopment in Rationale/No oved walking and tions increases n and can reduce , particularly if im and use mix, tra ovements, and in e driving. s to reduce air p tenant and empl tation packets o portation alterna urage employees ns mation on ”Spare hare week, trip ance-routes and ommuters ding showers/loc urages employee portation alterna des direct benefi oyees who live a e route oyer will particip Peninsula Cong r a similar organ by the Chief Pla ongoing support e commute prog rience has shown muters will avera one-third of the ially during warm hs. ure zone bicycle of security for p ity’s ordinance r roject applicant p de 67 bike stalls ential and 7 bike e employees. -term bicycle pa ed in compliance rements of zonin ity measures sho r to the long-ter ity’s ordinance r roject applicant p de 54 bike stalls mercial office spa ct site the City otes d cycling non-motorized automobile mplemented ansit centives to pollution. loyee n atives will s to try new e the Air”, planning maps will help ckers es to adopt atives it for the long the pate in a local gestion Relief nization anner, the t for grams n that bicycle age using this e time, mer summer e lockers offers potential requirement, plans to for multi-unit stalls for the arking shall be e with the ng district. ould be applied rm measures. requirement, plans to for the ace at the J Mr. Bill Mitchel July 9, 2013 Page 4 Table I (con of South Sa #14 Free parki Vanpools The propose increase the designed to r per the minim reduce proje measures ma increase TDM amount of po Table II: Ad of South Sa Transpo Managemen Carpool Incent – Offers $ gift Bike to Work School Pool Pr  Encourage together to Shuttle Progra Shared Parking  Parking spa than one u  Allows par more effici Table continu ll ntinued): T an Francisco ing for Carpools ed TDM plan use of alterna realistically sh mum alternat ect related res ay be conside M participatio ollution. dditional TD an Francisco ortation Dem nt (TDM) Me tive for Employe cards to new ca Day rograms residents to car o school. m g aces are shared user rking facilities to iently. ued on next p TDM Measur o s and An in is intended to ative modes o hift the retail tive mode use sidential trips red and are r on, reduce pe DM Measure o mand easures P ees arpoolers One ever mon using trans A hig redu rpool Thre A hig redu by more be used Prov mixe page. res for Prop ncentive to carp o reduce sing of travel duri trips to altern e requiremen s. In addition recommended eak hour trips es for Propo Potential Tri peak hour trip ry employee that thly transportat g an alternative m sportation gh potential for uction ee peak hour trip gh potential for uction vides ease of par ed uses. posed Mixed pooling employe gle occupant v ng peak traffi native modes ts. In addition to the above d in Table II. s, will provide osed Mixed ip Reduction will be credited t is offered a tion allowance fo mode of additional trip ps reduced. additional trip rking for various d Use Deve es  Ten p stalls s and va mixed develo vehicle (SOV) c periods. Th s of transport n, the TDM p e adopted TD These meas e incentive to Use Develo R for or  Yields trip re  Provid mater and pu event.  Schoo relativ period use of  Reduc aroun road s At full-bui month tria to determ service. If shuttle wi The proje fair share number o service) to shuttle ser area in the s  Shared reduc benefi develo use of elopment in ercent of emplo shall be reserved anpools, as the p d-use retail/comm opment. ) travel and to he TDM prog tation by 28 p plan also prop DM measure a ures will furth o users and cu opment in t Rationale/No s a one-to-one ra educed) des Bike to Wor rials to employer ublic agencies to . ol trips are nume vely short. Redu d vehicle trips by f alternative mod ces vehicle trave d schools, and o safety improvem ld out of the apa al program will b mine demand for there is sufficien ll be provided. ct will participat contribution (ba f employees usin o the shuttle pro rvice is impleme e future. d parking does n e vehicle travel icial for mixed u opment and can f alternative mod the City oyee vehicle d for carpools project site is a mercial o grams are percent poses to additional her ut down the City otes atio (one auto rk Day rs, residents, o promote the erous, but ces peak- y encouraging des. el, and traffic often includes ments. artments a six- be undertaken the shuttle nt demand, a te and pay a ased on ng the shuttle ogram if ented in the not directly but is very se encourage des. J Mr. Bill Mitchel July 9, 2013 Page 5 Table II (co Developme Land Use Mix  Degree to and comm located clo internal tri Increasing Den  Density re people or  Increased d driving rela alternative ll ontinued): A ent in the C which residenti ercial land uses ose together gen ps nsity fers to the num jobs in a given a density tends to atively less attra modes Additional T ity of South al, office are nerating Incre per c Neig typic miles Inter comp typic ber of area o make ctive than Incre capit in ur capit TDM Measu h San Franc eased land use m capita vehicle tra ghborhoods with cally have 5-15% s. rnal capture for a prising residentia cally about 30% p eased density te ta vehicle travel. rban densities ty ta VMT by 2-3% ures for Pro isco mix tends to red avel. h good land use lower vehicle- a mixed land use al, office and reta per ITE. nds to reduce p . Each 10% incre ypically reduces p . oposed Mixe duce mix e ail is  Increa reduc must t  Allow cycling per ease per  Increa the nu option ed Use ased land use mi e the distances t travel for errand ws more use of w g for such trips ased density tend umber of transpo ns. x tends to that residents ds walking and ds to increase ortation 38 49 42 47 328 CARS 8 +39.5 +40.0 +36.0 SLOPE +36.0 Ramp Up to Parking Transformer S 31°24'08" E 82.92' 8'6" x 18'0" stalls with 25'0" aisles (typ) No compacts allowed 7,000 SF Retail 7,000 SF Office N 58°35'52" E 124.99' 7,500 SF Retail 7,500 SF Office 7,500 SF Retail7,500 SF Office Loading Area 14 25'0" 419.97' N26°38'46"W 86.94' N 29°31'37" W 488.12' N60°15'08"E 4.90' = 89°46'45" R = 25.00' L = 39.17' 23 +36.0 +34.0 +34.0 +33.0BLDGBTWOSTORY NO PARKING NO PARKING +34.5' NO PARKING N58°35'52"E +46.0 +36.5 +49.0 MODIFIED DRIVEWAY RIGHT IN/RIGHT OUT WITH LEFT IN Refuse BLDG CTWO STORY Stairs +41.0 49 10 +38.0 +40.0' 130.53' 20' Setback from curb +34.5' S 31°24'08" E Loading +29.0 Transformer Cart Storage +53.0 6 +48.0 NOT A PART E L C A M I N O R E A L MAJOR 2 +35.0 +43.0 S58°35'52"W BLDG E 15' Setback from curb +36.0 124.50' Bike Rack (4 bikes typ) +29.0 BLDG DTWO STORY Loading Colored Asphalt(typ) (.29 SRI Min) +30.0 200'0" 82.92' NOT A PART +50.0 Compactor 289'4' 160' 0" +34.0' +39.0 Bike Rack (4 bikes typ) 16 NO PARKING NO PARKING 10'0" New Driveway Right In/Right Out 10% DRIVEWAY DOWN +39.0 +47.0 22'0" Stairs Returnables +39.5 65' BLDG ATWO STORY Transformer +41.0 +39.0 +37.0 +47.0 +34.0 +35.0 +39.0 +40.0 +33.0 +31.0 +44.0 +51.0 +32.0 +45.0 +42.0' +50.0 +42.0 CVSTWO STORY +41.0' +52.0 12 LOBBY 5 0 ' +33.560' +34.0 18 +36.0 95' Retaining wall 6 Cart Storage OF FLOOD ZONE LIMITS 40' Loading Area 30' high parking luminaire (typ) See Sht. CB Transformer 17 15' Storm Drain Easment Existing Driveway Refuse (see Sht CB) 15' Storm Drain Easment APPROXIMATE LOCATION 1 5 ' 1 5 ' Decorative Pavers(typ) (See Sht. CB) Decorative lights & planter pots(typ) See Sht. CB +33.5 Cart Storage Outdoor Seating Loading Area Refuse (see Sht CB) Loading Area H U N T I N G T O N A V E N U E Bike Rack (4 bikes typ) +34.5 Bike Rack (4 bikes typ) Cart Storage Retaining wall along Property line with 6' high wood fence 34 S 58°35'52" W 134.99' 40'52" W 922.99' 30,000 S.F. 57,770 S.F. Type IB construction SAFEWAY 7,500 SF Retail 7,500 SF Office +40.0 12,900 SF 5,827 SF Office 9'0" x 18'0" stalls with 25'0" aisles (typ) No compacts allowed Cart Storage +35.5' +36.5 EXISTINGDRIVEWAY Apartment Elevator/stairs to parking and apartments above Apartment Elevator/stairs to parking and apartments above Ramp Up to Parking +40.0 Apartment Elevator/stairs to parking and apartments above Gateway Entry S 31°24'08" E Existing Driveway Right In/Right Out 9 71 CARS Pedestrian connection 74 cars Pedestrian connection 12 18 4 17 4 9 21,000 S.F. 85' Safeway Elevator to upper parking level only Safeway Elevator to upper parking level only Apartment Elevator/stairs to parking and apartments above LOBBYLOBBY 15 20' high parking luminaire (typ) See Sht. CB Transformer Required Commercial Frontage: Total Project frontage on El Camino = 520' Total Building frontage on El Camino = 263' 51% Building frontage Note: El Camino Building Frontage = 263' Transparent frontage = 187' (71% of building) Note: Spruce Avenue Building Frontage = 687' Transparent frontage = 395' = 66% of building Sidewalk along street (typ) Sidewalk along street (typ) 160' 1 5 ' N 3 8 °1 6 '4 0 "E 13 5% SLOPE 15' setback S P R U C E A V E N U E Pedestrian Connection +26.0 +27.0 +25.0 +28.0 +33.5 +32.5 13 Ramp 15' Storm Drain Easment New Driveway All Turns 4' STEP HEALTH CLUB 58' +29.0 +33.0 36,000S.F. 10' 1 3 2 ' 1 1 0 ' 5 ' 27'6 8 ' 5 6 ' +39.0 2 3 2 . 7 6 ' 4 6 .4 2 ' Apartment Elevator/stairs to parking and apartments above LOBBY 2 2 0 ' S 5 1 ° 4 3 ' 2 0 " E Apartments above shown dotted +/- 37' setback at residential level NOT A PART Ramp Up to Parking 17 25 72 CARS Colored Asphalt(typ) (.29 SRI Min) 48 Bike Rack (4 bikes typ) 6 54 CARS JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax 1" = 40' Pedestrian Connections Information Kiosk A2 1.15.13 Sam Trans Location Trip Reduction Measures Information Kiosk Pedestrian Connections Car pool drop off Show er/Locker locations (Accessible for all tenants) (Show er/Locker locations (Accessible for all tenants) Short-term Bike Parking Locations Sam Trans Location Short-term Bike Parking Locations Pedestrian Connections Centennial V illage A Transit Oriented Development South San Francisco Roof-deck long-termbike parking location Basement long-termbike parking location Roof-deck longtermbike parking location JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax Building E Apartments over retailApartments over Health Club Landscape Architect Cover Sheet Centennial Village A Transit Oriented Development South San Francisco Thomas Baak & Assoc.1620 North Main, #4Walnut Creek, CA 94596925.933.2583925.933.0242 fax Sub Total Project Description The design statement respects the historic tradition of South San Francisco, and recall the imagery of those architectural styles. The buildings at the corner of Spruce and El Camino create a nice urban statement, with two story building forms that define the street edge and a nice presentation to the passerby, and also provide a prominent node for the project. A mix of Victorian and more classical elements are incorporated here. This theme is continued for the apartments on the east side above the retail and is broken down architecturally to create interest along the façade, including the tower element on the south side of the building as a landmark feature... The retail buildings create the south edge of the project continuing down to El Camino Real The buildings are further broken down with varied materials including a mix of stucco with a varied mix of colors, roof tiles, fabric awnings, which all blend into the urban fabric and context. Pedestrian amenities are another critical component of the project, and we have indicated decorative lights, benches, decorative signage, street trees, etc. View to Building E looking East Sheet Index Vicinity Map Project Team 222,497 sf Johnson Lyman Architects1375 Locust St., #202Walnut Creek, CA 94596925.930.9690925.930.9039 fax Architect Civil Engineer Pacific Land Services2151 Salvio St., Suite SConcord, CA 94520925.680.6406 ext. 18Fax 924.680 6407 Majors 1,2,3 Health Club Shops A,B,C,D,E (1st Level) Major 3 & Shops A,B,C,D (2nd Level) Provided area =47,735 sf (outdoor courtyard) AreaBuilding Sub Total Parking Total cars provided Retail/Office Retail/Office 222,497 sf (250 sf/car) = 890 cars A1 Total cars required Usable Open space for Residential Developer Project Summary - Final Phase 100,670 sf 36,000 sf 50,500 sf 35,327 sf Total Building Area w/out parking structure Ground Level Area = 187,170 sf (30% coverage) North 14.5 acres (631,700 sf) FAR: Site Area F.A.R. 47 One Bdrm @ 800 sf x 3 levels 42 Two Bdrm @1,100 sfx 3 levels Corridor/Common area x 3 levels Podium Plaza area Bldg Area w/out parking structure = 659,170 sf 112,800 sf 138,600 sf 137,538 sf 47,735 sf 141 One Bdrm units (1.5 cars/unit)212 cars 126 Two Bdrm units (1.8 cars/unit)227 cars 1,329 cars Apartments (267 units on 3 Levels) 1.04 Required area =40,050 sf (267 units@150sf/unit) 436,673 sf 659,170 sf .30Active Use FAR: Active uses(Grd Lvl uses-no office) = 187,170 sf Landscape Area = 68,200 sf (11% coverage) WT Mitchell Group3380 Vincent Road, Ste HUBWalnut Creek, CA 94523(925) 988-8033(925) 988-8032 fax 1,369 cars Total Bike stalls provided 20 Bikes (557 cars - Ground Level) (657 cars - Parking Structure) (155 cars - Basement Level) A1 A1A PH1 A1B A1C A1D A1E-PH1 A1E A1F A2 A2A A2B L1 L2 L2A L2B L3 A3 A4-PH1 A4 A5-PH1 A5 A6 A7 A8 A9 A10 A11 A12 CB SE1 C4.1 C5.1 C6.1 C1 P1 PH2 Phased Elevations Elevations Elevations Elevations Elevations Elevations Elevations Elevations Sections Color/Materials Lighting Plan Grading Plan Utility Plan Stormwater Plan Existing Survey Phase 1 Plan Existing Photos Cover Sheet Site Aerial Context Photos Rendering Rendering Rendering Aerial View - PH1 Aerial View Rendering Ground Level Second Level Plan Third Level Plan Landscape Plan Landscape Plan Landscape Plan Enlarged Landscape Plan Enlarged Landscape Detail Elevations Phased Elevations Elevations 3.1.14 Site 38 49 42 47 328 CARS 8 +39.5 +40.0 +36.0 SLOPE Ramp Up to Parking Transformer S 31°24'08" E 82.92' 8'6" x 18'0" stalls with 25'0" aisles (typ) No compacts allowed 7,000 SF Retail 7,000 SF Office 7,500 SF Retail 7,500 SF Office 7,500 SF Retail7,500 SF Office Loading Area 14 25'0" 419.97' N 29°31'37" W 488.12' 23 +36.0 +33.0BLDG BTWO STORY NO PA R K I N G NO PA R K I N G +34.5' NO PA R K I N G N58°35'52"E +36.5 Refuse BLDG CTWO STORY +41.0 49 +40.0' 130.53' +34.5' S 31°24'08" E Loading +29.0 Transformer Cart Storage .0 6 MAJOR 2 +35.0 S58°35'52"W BLDG E +36.0 124.50' Bike Rack (4 bikes typ) +29.0 BLDG DTWO STORY Loading Colored Asphalt(typ) (.29 SRI Min) +30.0 200'0" Compactor 289'4' 160' 0" +34.0' Bike Rack (4 bikes typ) 16 NO PA R K I N G NO PA R K I N G 10'0" 10% DRIVEWAY DOWN +39.0 22'0" Returnables +39.5 65' BLDG ATWO STORY Transformer +39.0 +33.0 +31.0 +32.0 +42.0' CVSTWO STORY +41.0' 12 LOBBY 5 0 ' +33.560' +34.0 18 +36.0 95' Retaining wall 6 Cart Storage 40' Loading Area Transformer 17 Refuse (see Sht CB) 1 5 ' 1 5 ' Decorative Pavers(typ) (See Sht. CB) Decorative lights & planter pots(typ) See Sht. CB +33.5 Cart Storage Outdoor Seating Loading Area Refuse (see Sht CB) Loading Area Bike Rack (4 bikes typ) +34.5 Bike Rack (4 bikes typ) Cart Storage 34 30,000 S.F. 57,770 S.F. Type IB construction SAFEWAY 7,500 SF Retail 7,500 SF Office +40.0 12,900 SF 5,827 SF Office 9'0" x 18'0" stalls with 25'0" aisles (typ) No compacts allowed Cart Storage +35.5' +36.5 Apartment Elevator/stairs to parking and apartments above Apartment Elevator/stairs toparking and apartments above Ramp Up to Parking +40.0 Apartment Elevator/stairs to parking and apartments above Gateway Entry 9 71 CARS Pedestrian connection 74 cars Pedestrian connection 12 4 17 4 9 21,000 S.F. 85' Safeway Elevator to upper parking level only Safeway Elevator to upper parking level only Apartment Elevator/stairs to parking and apartments above LOBBYLOBBY 15 20' high parking luminaire (typ) See Sht. CB Transformer 160' 1 5 ' N 3 8 °1 6 '4 0 "E 13 5% SLOPE S P R U C E A V E N U E 20' high parking luminaire (typ) See Sht. CB +28.0 +33.5 +32.5 13 Ramp 4' STEP HEALTH CLUB 58' +29.0 +33.0 36,000S.F. 10' 1 3 2 ' 1 1 0 ' 5 ' 6 8 ' 5 6 ' +39.0 2 3 2 . 7 6 ' 4 6 Apartment Elevator/stairs to parking and apartments above LOBBY 2 2 0 ' S 5 1 ° 4 3 ' 2 0 " E Apartments above shown dotted Ramp Up to Parking 17 25 72 CARS Colored Asphalt(typ) (.29 SRI Min) 48 Bike Rack (4 bikes typ) 6 54 CARS Pedestrian Connection Noise Contour Residential Setback 18 10 +36.0 Pedestrian Connection JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax A1A1" = 100' Centennial Trail Sam Trans Bus Route To South San Francisco Station To San Bruno Station Sam Trans Bus Route 8.1.13 Centennial Village A Transit Oriented Development South San Francisco Aerial Context JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax PH1 8.1.13 Centennial Village A Transit Oriented Development South San Francisco Historical Context JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax Health Club Building D A1B View from Spruce Avenue Building E 8.1.13 Centennial Village A Transit Oriented Development South San Francisco JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax A1C Building B Building A View to Plaza from Intersection 8.1.13 Centennial Village A Transit Oriented Development South San Francisco JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax A1D 8.1.13 View from Huntington Avenue Driveway Entry Feature @ Huntington AvenueBldg E Building A CVSMajor 2 View from El Camino Real Driveway Centennial Village A Transit Oriented Development South San Francisco JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax Spruce Avenue E l C a m i n o R e a l Aerial View from Intersection 1.15.13 Aerial View S p r u c e A v en u e A1E-PH1Centennial Village A Transit Oriented Development South San Francisco JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax A1E View looking south Aerial View from Intersection Spruce Avenue S p r u c e Av e n u e El Camino Real 8.1.13 E l C a m i n o R e a l Centennial Village A Transit Oriented Development South San Francisco JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax View from El Camino Real looking northeast A1F Residential over Major 2 Parking Entry 8.1.13 Centennial Village A Transit Oriented Development South San Francisco El e v a t o r s to b a s e m e n t 30 ' h i g h p a r k i n g lu m i n a i r e ( t y p ) NO PARKING NOPARKING 50 52 BL D G D TW O S T O R Y +3 5 . 5 Ca r t St o r a g e NE W D R I V E W A Y RI G H T I N / R I G H T O U T NO PARKING41 8' 6 " x 1 8 ' 0 " s t a l l s wi t h 2 5 ' 0 " a i s l e s ( t y p ) No c o m p a c t s a l l o w e d +3 7 . 0 +4 6 . 0 NE W D R I V E W A Y AL L T U R N S +37.0 +5 3 . 0 +3 6 . 5 +3 7 . 0 16 19 +3 6 . 0 +36.5+33.0+36.0 +4 0 . 0 MO D I F I E D D R I V E W A Y RI G H T I N / R I G H T O U T WI T H L E F T I N BL D G B TW O S T O R Y +4 1 . 0 +38.0 15 +4 1 . 0 +37.0 +3 8 . 5 +39.0 +4 1 . 0 14 +4 4 . 0 17 15 +4 2 . 0 +4 0 . 0 ' +36.0+35.0 +3 8 . 0 10 +37.0 +4 2 . 0 12 8, 0 0 0 S F R e t a i l 8, 0 0 0 S F O f f i c e RA M P D N +3 9 . 5 S 31°24'08" ERamp up to Parking H U N T I N G T O N A V E N U E Lo a d i n g Dr i v e Th r u Re t u r n a b l e s LOBBY Lo a d i n g 42 CV S TW O S T O R Y +4 1 . 0 10 6 SL O P E +3 6 . 0 ' NO PARKING N O PA R K I N G S P R U C E A V E N U E NO PA R K I N G St a i r s 46 8 24 HE A L T H C L U B +2 9 . 0 6 NOPARKING NOPARKING16 +2 7 . 0 NOT A PARTNOT A PART +29.0 +34.0 +34.0 IN E L C A M I N O R E A L EXISTINGDRIVEWAYEXISTINGDRIVEWAYTransformer 7 5 5 +3 9 . 5 BLDG E 7, 0 0 0 S F R e t a i l 6, 0 0 0 S F O f f i c e Ra m p d o w n to B a s e m e n t MA J O R 2 30 , 0 0 0 S . F . Ca r t St o r a g e 15,000 S.F. Tr a n s f o r m e r 12 9 13 Lo a d i n g 8 +3 1 . 0 EX I S T I N G D R I V E W A Y RI G H T I N RI G H T O U T +3 5 . 0 35 7 C A R S 74 CARS 67 C A R S 20 0 ' 0 " 25,000S.F. (4 0 , 0 0 0 S . F . M a x ) 82.92'10 73 CARS10 Ve n t i l a t i o n fo r B a s e m e n t Ve n t i l a t i o n fo r B a s e m e n t NOT A PART 57 , 7 7 0 S . F . Co m p a c t o r Ty p e I B c o n s t r u c t i o n El e v a t o r BL D G C TW O S T O R Y 28 9 ' 4 ' SA F E W A Y 16 0 ' 0 " 14 14 12 IN REFUSE (2 6 4 c a r s i n 3 l e v e l garage above) 7, 5 0 0 S F R e t a i l 6, 5 0 0 S F O f f i c e 50 Transformer Tr a n s f o r m e r Ca r t St o r a g e Ca r t St o r a g e 51 NO PARKING NOPARKING Ra m p Ra m p d o w n to B a s e m e n t 12 , 9 0 0 S F 6, 3 2 7 S F O f f i c e 10 ' 0 " BL D G A TW O S T O R Y 6, 5 0 0 S F R e t a i l 6, 0 0 0 S F O f f i c e El e v a t o r to b a s e m e n t Ve r t i c a l C i r c u l a t i o n +4 3 . 5 10 % D R I V E W A Y D O W N +3 9 . 0 30 ' h i g h p a r k i n g lu m i n a i r e ( t y p ) Re f u s e 69 C A R S 30 ' h i g h p a r k i n g lu m i n a i r e ( t y p ) 22 ' 0 " 9' 0 " x 1 8 ' 0 " s t a l l s wi t h 2 5 ' 0 " a i s l e s ( t y p ) No c o m p a c t s a l l o w e d 8' 6 " x 1 8 ' 0 " s t a l l s wi t h 2 5 ' 0 " a i s l e s ( t y p ) No c o m p a c t s a l l o w e d Tr a n s f o r m e r 15 ' S t o r m D r a i n Ea s m e n t 15 ' S t o r m D r a i n Ea s m e n t 15 ' S t o r m D r a i n Ea s m e n t JO H N S O N LY M A N AR C H I T E C T S 13 7 5 L o c u s t S t r e e t , # 2 0 2 , Wa l n u t C r e e k , C A 9 4 5 9 6 92 5 . 9 3 0 . 9 6 9 0 9 3 0 . 9 0 3 9 f a x 1" = 40'Site Plan (4 7 2 c a r s - P a r k i n g S t r u c t u r e ) Apartments Above Su b T o t a l 1, 1 1 0 T o t a l c a r s p r o v i d e d (6 3 8 c a r s - G r o u n d L e v e l ) Si t e A r e a 1 4 . 5 a c r e s ( 6 3 1 , 7 0 0 s f ) FA R : 1. 1 2 19 8 c a r s p r o v i d e d ( 1 . 5 c a r / u n i t ) Ap a r t m e n t s ( 1 3 2 u n i t s o n 3 L e v e l s ) Ar e a Pa r k i n g S t r u c t u r e : Su b T o t a l 21 1 , 6 5 7 s f 4 0 , 8 0 0 s f 10 5 , 0 0 0 s f 4 8 , 2 9 1 s f 1 7 , 5 6 6 s f 16 O n e B d r m @ 8 5 0 s f x 3 l e v e l s 28 T w o B d r m @ 1 , 2 5 0 s f x 3 l e v e l s Co r r i d o r / C o m m o n a r e a x 3 l e v e l s Po d i u m P l a z a a r e a 10 0 , 6 7 0 s f 25 , 0 0 0 s f 43 , 0 0 0 s f 31 , 5 0 0 s f Re t a i l / O f f i c e Bu i l d i n g 29 2 , 6 8 8 s f 70 4 , 5 1 5 s f Su b T o t a l To t a l B u i l d i n g A r e a 87 , 6 2 4 s f 83 , 3 6 9 s f 40 , 5 6 5 s f 40 , 5 6 5 s f 40 , 5 6 5 s f Ba s e m e n t L e v e l Gr o u n d L e v e l 2n d L e v e l 3r d L e v e l 4t h L e v e l Pa r k i n g Ma j o r s 1 , 2 , 3 He a l t h C l u b Sh o p s A , B , C , D , E ( 1 s t L e v e l ) Ma j o r 3 & S h o p s A , B , C , D ( 2 n d L e v e l ) 20 0 , 1 7 0 s f 9 1 2 c a r s p r o v i d e d ( 2 2 0 s f / c a r ) 3.1.14 Ra m p Up 37 29 37 Ra m p Up 12 32 9' x 1 8 ' s t a l l s w i t h 25 ' 0 " a i s l e 30 13 Ca r t S t o r a g e +2 7 . 0 ' 13 10 21 3 c a r s A T r a n s i t O r i e n t e d D e v e l o p m e n t S o u t h S a n F r a n c i s c o Ba s e m e n t P l a n 7' 7' 5 Ramp Dn 9 64 cars card key entry only for apartment parking 10 9'x18' stalls with 25' 0" aisle 5 12 5 12 6 10 +18.0' Above Finish Floor 8 Ramp Dn 27 4 12% Ramp Dn 9 8 18 17 9 10 9 14 15 10 184 cars Cart Storage Mechanical Area 16 17 Mechanical Area 66 cars Ramp up 24 18 6 Ramp Dn 21 8 Cart Storage +22.0' Above Finish Floor Ramp Dn +15.0' Above Finish Floor 6 21 6 17 9 12 9 12 7' Safeway Elevator Only Safeway Elevator Only Apartment Elevators/Stairs Apartment Elevators/Stairs Apartment Elevators/Stairs Apartment Elevators/Stairs Elevators/ Stairs 78 cars 10 52 cars 7' JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax Centennial Village A Transit Oriented Development South San Francisco Bldg C 7,000 sf Bldg D 7,500 sf Bldg A 7,500 sf Bldg B 7,500 sf Major 3 5,827 sf All Rooftop mechanical units to be screened from view by parapet Parking Structure 456 cars A2A Second Level Plan 1" = 40' 8.1.13 F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F F FF F FF F F F F F F F F F F F F F F F F F F F FF F F F F Common Area S 31°24'08" E 82.92' N 58°35'52" E 124.99' 419.97' 130.5 124.50' S 58°35'52" W 134.99' Outdoor cooking Area Corridor Co r r i d o r 9 Ramp Dn Apartment Elevators/Stairs Courtyard Common Area Community Area S 31°24'08" E 10 8 +15.0' Above Finish Floor +29.0' Above Finish Floor71 cars 9 9 17 Ramp up Ramp Dn 9 Outdoor cooking Area Safeway Elevator Only Safeway Elevator Only Apartment Elevators/Stairs Apartment Elevators/Stairs Elevators/ Stairs 84' Apartment Elevators/Stairs C o r r i d o r Common Area 8,600 sf 1 5 ' N 3 8 °1 6 '4 0 "E 2 3 2 . 7 6 ' 4 6 .4 2 ' S 5 1 ° 4 3 ' 2 0 " E Noise Contour Residential Setback 73' Courtyard 45' Courtyard Courtyard 26,135 sf 10,400 sf 5,100 sf 65' JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax Centennial Village A Transit Oriented Development South San Francisco 1" = 40' Third Level Plan Typical One Bedrm Apartment Typical Two Bedrm Apartment 1/8" = 1'0"1/8" = 1'0" A2B 42 units/level 21 One Bdrm & 21 Two Bdrm) 26 One Bdrm & 21 Two Bdrm) 47 units/level 8.1.13 Syn: Arbutus ‘Marina’ (Strawberry Tree) Form: A broadleaf, evergreen tree with dark-green foliage, rich red-brown bark, and a profuse display of rose-pink flowers and vibrant colored fruit in fall and winter. Height: 30ft Spread: 30ft Syn: Pyrus ‘Chanticleer’ (Chanticleer Pear) Form: A deciduous tree with a broadly pyramidal form and white flowers blooming in early spring. Fall color ranges from yellow to red. Height: 40ft Spread: 20ft Syn: Washingtonia robusta (Mexican Fan Palm) Form: A tall native palm tree with bright-green foliage. Height: 60 ft. Spread: 10 ft. Syn: Fraxinus angustifolia ‘Raywood’ (Raywood Ash) Form: A round-headed, finely textured, deciduous tree with glossy, dark green foliage. Height: 30ft Spread: 25ft Syn: Platanus acerifolia ‘Columbia’ (Plane Tree) Form: A tall deciduous, round-headed shade tree, with Sycamore-like leaves. Height: 70ft Spread: 50ft Syn: Lagunaria patersonii (Primrose Tree) Form: An evergreen tree with light pink to rose colored flowers (resembling Hybiscus) during the summer, fading to white with age. Height: 30ft Spread: 30ft Syn: Pittosporum undulatum (Victorian Box) Form: A broadleaf evergreen, tropical-character tree, with fragrant creamy-white flowers in the Spring Hardy: Height: 30ft Spread: 20ft Syn: Pinus thunberiana (Japanese Black Pine) Form: A tall, fast-growing conifer with dense, spreading limbs of dark-green foliage. Often associated with bonzai gardens. Height: 50ft, eventually 80 ft. Spread: 20-30ft JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax A3 Plaster with sand finish Tile roof Centennial Village A Transit Oriented Development South San Francisco Decorative Trim Decorative Cornice 90' 0" West Elevation Stores E & Apartments Fabric Awning Match Line Entry to parking area 66'0" Spruce Avenue Building E Fabric Awning 57'0" West Elevation Health Club & Apartments Metal Balcony Tile RoofPlaster Finish Entry to parking area 74'0" Decorative Cornice Parking Structure 66'0" Match Line See Below Courtyard 64'0" 8.1.13 1" = 10' 1" = 10' Centennial Village A Transit Oriented Development South San Francisco JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax 72'0" 64'0" East Elevation Decorative CorniceDecorative Pilasters Plaster Safeway Loading North Elevation 69'0" Tile Roof Apartment Entry 90'0" Apartment Entry 71'0" SafewayMajor 2 Safeway Phase II Parking Structure Entry to Parking A4-PH1Phase 1 Elevation This elevation is temporary until completion of Phase II 1.15.13 Safeway 1" = 10' Safeway/Major 2 1" = 10' Centennial Village A Transit Oriented Development South San Francisco JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax 69'0" 90'0" Tile Roof Apartment Entry 70'0" 65'0" 90'0" 52'0" A4 Parking Structure North Elevation Apartment Entry North Elevation Safeway Decorative Cornice Apartment Entry 71'0" Tile Roof SafewayMajor 2 Decorative Rail Fabric Awning SafewayMajor 2 8.1.13 Safeway/Major 2 1" = 10' Safeway/Major 2 1" = 10' JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax Spruce Avenue Fabric Awnings Property Line Decorative CorniceFabric Awnings Aluminum & Glass Storefront Decorative Cornice A5-PH1 Fabric Awnings Health Club - View from Spruce Avenue Plaster finish Plaster finish Decorative Trim Health Club Plaster finish Decorative Cornice Plaster finish Spruce Avenue Health Club Health Club 24'0" 22'0" 24'0" 22'0" Phase 1 Elevation 24'0" 24'0"22'0 22'0" 8.1.13 1" = 10' Centennial Village A Transit Oriented Development South San Francisco North Elevation 1" = 10' South Elevation 1" = 10' East Elevation West Elevation 1" = 10' JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax Fabric Awnings Metal Balcony Tile roof Plaster finish Decorative BaseDecorative Cornice Health Club & Apartments Decorative Trim Decorative Trim A5 26'0" 74'0" Health Club & Apartments - View from Spruce Avenue Tile roof Plaster finish Property Line Metal Balcony Spruce Avenue 71'0" Match Line See Sht A6 71'0" Green Screen 8.1.13 Centennial Village A Transit Oriented Development South San Francisco 1" = 10' East Elevation 1" = 10' North Elevation JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax East Elevation 66'0" Bldg. EParking Garage Decorative Trim 1" = 10' Match Line See Sht. A5 64'0"64'0" Parking Garage & Bldg. E Match Line Plaster with sand finish 1" = 10' East Elevation Tile Roof Bldg. E & Apartments A6 Plaster with sand finish 54'0" 52'0" 54'0" Decorative Cornice Parking GarageBldg. E Match Line 66'0" 8.1.13 Centennial Village A Transit Oriented Development South San Francisco Centennial Village A Transit Oriented Development South San Francisco JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax Match Line See Below South Elevation Safeway Tile Roof Decorative Cornice 72'0" Parking Structure South Elevation 54'0" Safeway Loading Area 52'0" A7 8.1.13 Match Line Major 2 Loading Area Entry to Parking Level SafewayMajor 2 Safeway/Parking Structure Major 2/Safeway 1" = 10' 1" = 10' JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax Loading Area 1" = 10' North ElevationEast Elevation 1" = 10'Major 3 El Camino Real Plaster with sand finish 15'0" 2nd Flr Decorative CornicePlaster with sand finish Major 3 - View from El Camino Real A8 1" = 10' West Elevation Individual letter internally illuminated signage South Elevation Major 3 1" = 10' Trellis 15'0" 2nd Flr Plaster Major 3 35'0" El Camino Real 35'0" Tile Roof Trellis 35'0"35'0" View from El Camino Real Driveway 8.1.13 Centennial Village A Transit Oriented Development South San Francisco JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax North Elevation 1" = 10' 31'0" South Elevation 30'0" Plaster Finish Shops A & B Aluminum & Glass Storefront Shops B 1" = 10' 1" = 10' 35'6" 1" = 10' Shops B West Elevation 30'0" East Elevation Plaster Finish 30'0" Decorative Cornice Fabric Awning Fabric Awning Roof Tile 35'0" Decorative Cornice Fabric Awning 33'6" El Camino Real Spruce Avenue Shops B Tile Roof 29'6" 35'0" Plaster Finish Plaster Tile Roof A9 8.1.13 Centennial Village A Transit Oriented Development South San Francisco JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax West Elevation 1" = 10' 35'0" 31'6" 35'0" A10 Decorative CorniceFabric Awning East Elevation 1" = 10'Shops A 31'6" 1" = 10'Shops A 35'0" Plaster Decorative Cornice Fabric Awning North Elevation Shops A 31'6" Fabric Awning 1" = 10'Shops A South Elevation 31'6" Plaster Plaster 35'0" 8.1.13 Centennial Village A Transit Oriented Development South San Francisco JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax Plaster Finish A11 31' 6" North Elevation Trellis Tile RoofPlaster Finish Shops C 31'6" West Elevation 36'6" Shops D Shops C&D 1" = 10' 36' 0" 36' 0" Fabric Awning South Elevation 1" = 10' East Elevation 39' 0" 34' 0" Shops C Plaster Finish Trellis Shops D East Elevation 1" = 10' Plaster Finish 36' 6" Tile Roof Fabric Awning 1" = 10' West Elevation 31' 6" 34' 0" Plaster Finish Fabric Awning 34'6" Decorative Cornice Shops C & D 8.1.13 Centennial Village A Transit Oriented Development South San Francisco 38 49 42 47 328 CARS 8 +39.5 +40.0 +36.0 SLOPE Ramp Upto Parking Transformer S 31°24'08" E 82.92' 8'6" x 18'0" stallswith 25'0" aisles (typ)No compacts allowed 7,000 SF Retail7,000 SF Office N 58°35'52" E 124.99' 7,500 SF Retail7,500 SF Office 7,500 SF Retail7,500 SF Office LoadingArea 14 25'0" 419.97' N26°38'46"W 86.94' N 29°31'37" W 488.12' N60°15'08"E 4.90' = 89°46'45" R = 25.00' L = 39.17' 23 +36.0 +34.0 +34.0 +33.0BLDG BTWO STORY NO PA R K I N G NO PAR K I N G +34.5' NO PA R K I N G N58°35'52"E +46.0 +36.5 +49.0 MODIFIED DRIVEWAY RIGHT IN/RIGHT OUT WITH LEFT IN Refuse BLDG CTWO STORY Stairs +41.0 49 +38.0 +40.0' 130.53' 20' Setbackfrom curb +34.5' S 31°24'08" E Loading +29.0 Transformer CartStorage +53.0 6 +48.0 NOT A PART E L C A M I N O R E A L MAJOR 2 +35.0 +43.0 S58°35'52"W BLDG E 15' Setbackfrom curb +36.0 124.50' Bike Rack(4 bikes typ) +29.0 BLDG DTWO STORY Loading Colored Asphalt(typ) (.29 SRI Min) +30.0 200'0" 82.92' NOT A PART +50.0 Compactor 289'4' 160' 0" +34.0' +39.0 Bike Rack(4 bikes typ) 16 NO PAR K I N G NO PAR K I N G 10'0" New DrivewayRight In/Right Out 10% DRIVEWAY DOWN +39.0 +47.0 22'0" Stairs Returnables +39.5 65' BLDG ATWO STORY Transformer +41.0 +39.0 +37.0 +47.0 +34.0 +35.0 +39.0 +40.0 +33.0 +31.0 +44.0 +51.0 +32.0 +45.0 +42.0' +50.0 +42.0 CVSTWO STORY +41.0' +52.0 12 LOBBY 5 0 ' +33.560' +34.0 18 +36.0 95' Retaining wall 6 CartStorage OF FLOOD ZONE LIMITS 40' Loading Area Transformer 17 15' Storm DrainEasment ExistingDriveway Refuse(see Sht CB) 15' Storm DrainEasment APPROXIMATE LOCATION 1 5' 1 5' Decorative Pavers(typ) (See Sht. CB) Decorative lights &planter pots(typ)See Sht. CB +33.5 CartStorage Outdoor Seating Loading AreaRefuse(see Sht CB) Loading Area H U N T I N G T O N A V E N U E Bike Rack(4 bikes typ) +34.5 Bike Rack(4 bikes typ) Cart Storage Retaining wall along Property linewith 6' high wood fence 34 S 58°35'52" W 134.99' S 54°40'52" W 922.99' 30,000 S.F. 57,770 S.F. Type IB construction SAFEWAY 7,500 SF Retail7,500 SF Office +40.0 12,900 SF5,827 SF Office 9'0" x 18'0" stallswith 25'0" aisles (typ)No compacts allowed CartStorage +35.5' +36.5 EXISTINGDRIVEWAY Apartment Elevator/stairs toparking and apartments above Apartment Elevator/stairs toparking and apartments above Ramp Upto Parking +40.0 Apartment Elevator/stairs toparking and apartments above Gateway Entry S 31°24'08" E Existing DrivewayRight In/Right Out 9 71 CARS Pedestrianconnection 74 cars Pedestrianconnection 12 4 17 4 9 21,000 S.F. 85' Safeway Elevator toupper parking level only Safeway Elevator toupper parking level only Apartment Elevator/stairs toparking and apartments above LOBBYLOBBY 15 20' high parking luminaire (typ)See Sht. CB Transformer Required Commercial Frontage:Total Project frontage on El Camino = 520' Total Building frontage on El Camino = 263' 51% Building frontage Note:El Camino Building Frontage = 263' Transparent frontage = 187' (71% of building) Note: Spruce Avenue Building Frontage = 687'Transparent frontage = 395' = 66% of building Sidewalk along street (typ) Sidewalk along street (typ) 160' 1 5' N 3 8 °1 6'4 0 "E 13 5% SLOPE 15' setback S P R U C E A V E N U E 20' high parkingluminaire (typ)See Sht. CB +26.0 +27.0 +25.0 +28.0 +33.5 +32.5 13 Ramp 15' Storm DrainEasment New DrivewayAll Turns 4' STEP HEALTH CLUB 58' +29.0 +33.0 36,000S.F. 10' 1 3 2' 1 1 0 ' 5 ' 6 8' 5 6 ' +39.0 2 3 2 . 7 6 ' 4 6 .4 2 ' Apartment Elevator/stairs toparking and apartments above LOBBY 2 2 0 ' S 5 1 ° 4 3' 2 0 " E Apartments above shown dotted +/- 37' setback at residential level NOT A PART Ramp Upto Parking 17 25 72 CARS Colored Asphalt(typ)(.29 SRI Min) 48 Bike Rack(4 bikes typ)6 54 CARS PedestrianConnection Noise ContourResidential Setback 18 Pedestrian Connection 10 +36.0PedestrianConnection Second Floor 15'0" Top of Parapet 34'0" Building DSpruce Avenue 60° Property Line Parking Top of Parapet 67'0" Parking Mechanical Equipment to be screened from view 5th Floor - 49'0" 4th Floor - 39'0" 3rd Floor - 29'0" 2nd Floor - 18'0" Retail Residential Residential ResidentialResidential Residential Residential Residential courtyard 60° 2nd Floor - 22'0" Residential 4th Floor - 39'0" 3rd Floor - 33'0" 5th Floor - 49'0"Residential Residential Residential Safeway Parking Property Line Residential Courtyard Residential Residential Apartments Beyond Residential courtyard Parking 60 Apartments Beyond ParkingHealth Club Parking Parking Structure Parking Parking Retail - Building E Residential courtyard Parking Parking Property Line Mechanical Equipment to be screened from view Residential Residential Residential Parking Split Level Interior Residential courtyard Apartments Beyond 5th Floor - 49'0" 4th Floor - 39'0" 3rd Floor - 29'0" 2nd Floor - 18'0" Datum 0'0" Property Line 60° Adjacent Property 15' setback Property Line 2'37' setback Patio Health Club ents ments ents ing JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax C Section C A A BB D D 1" = 20' North/South Section AA @ Safeway 1" = 20' Health Club 1" = 20' West/East Section BB @ Apartments Building E West/East Section CC @ Apartments Building EHealth Club North/South Section DD @ Apartments 1" = 20' A12 8.1.13 Centennial Village A Transit Oriented Development South San Francisco JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax 18' 0" 1/8" = 1'0" Bldg E Detail/SectionBldg A Detail/Section 1/8" = 1'0" Plaster Finish Basalite - Italian Renaissance Plaster 1/8" = 1'0" Scored Concrete - Davis Sand color Concrete Pavers Plaster Plaster Finish 22' 0" 31' 0" BM Wilmington Tan Landscape Forms - Rosa Planter Pots 29' 0" Landscape Forms Scarborough Retail Roof Tile Spanish Blend - Lifetile All Mechanical equipment not to project above parapet Building Materials Metal Doors Refuse Enclosure Decorative Cornice CB 8' high Plaster walls with roof Plaster DE 728 Madera Concrete Flatwork BK Light Plaster & Metal BM GargoyleDEC 763 Oatmeal Cookie BK Light Wood Trim DEC Briar Trash container Plaster 33' 0" Landscape Forms Scarborough Wall Lights Bench Kaye - Horseshoe 39' 0" Visa Sconce Plaster Bone White Storefront DE Bungalow Taupe Plaster BM Platinum Gray Bike rack DE Desert Gray Major 2 Detail/Section Residential Residential Residential 49' 0" Projecting Metal Canopy Parking Concrete Roof Tile Residential Residential Residential Parking Retail Plaster Finish 63' 0"63' 0" 53' 0" 33' 0" 43' 0" 90' 0" 70' 0" 20' Parking Area Lights & 14' Pedestrian Lighting Visionaire Monterey Exterior Lighting 8.1.13A Transit Oriented Development South San Francisco Centennial Village 16' 0" NO PARKING NO PARKING NO PARKING SL O P E Ca r t St o r a g e NO PARKINGNO PARKING NO PARKING NO PARKING Loading 7,500 SF Retail7,500 SF OfficeDriveThru BLDG BTWO STORY 40 , 0 0 0 S . F . 17 , 0 0 0 S . F . BL D G C TW O S T O R Y 7, 0 0 0 S F R e t a i l 7, 0 0 0 S F O f f i c e H U N T I N G T O N A V E N U E LO B B Y S P R U C E A V E N U E NO T A P A R T E L C A M I N O R E A L HE A L T H C L U B BL D G E MAJO R 2 30,000 S.F. BL D G D TW O S T O R Y Ra m p U p to P a r k i n g 7, 5 0 0 S F R e t a i l 7, 5 0 0 S F O f f i c e NO T A P A R T 57 , 7 7 0 S . F . Ty p e I B c o n s t r u c t i o n SA F E W A Y Ramp Upto Roof Re t u r n a b l e s BLDG ATWO STORY7,500 SF Retail7,500 SF OfficeCVSTWO STORY El e v a t o r s El e v a t o r 12,900 SF6,327 SF Office St a i r s Elevator NO T A P A R T Luminaire ScheduleSymbolQtyLabel Lu m e n s LL F De s c r i p t i o n 3A 11 0 0 0 0 0. 7 5 0 10 0 0 W M H S I N G L E 10A1 N. A . 0. 7 5 0 10 0 0 W M H T W I N 13A3 11 0 0 0 0 0. 7 5 0 10 0 0 W M H S I N G L E ( T Y P E 3 ) 16D 13 5 0 0 0. 7 5 0 15 0 W M H D E C O Calculation SummaryLabelUnitsAvg Ma x Mi n Av g / M i n Ma x / M i n 1Fc5.87 18 . 1 0. 3 19 . 5 7 60 . 3 3 ON-SITEFc6.41 18 . 1 0. 8 8. 0 1 22 . 6 3 3.74.23.62.12.03.74.44.33.42.03.03.94.43.72.11.93.64. 3 4. 2 3. 2 1. 8 2. 8 3. 9 4. 3 3. 7 2. 1 1. 9 3. 6 4. 3 4. 2 3. 2 1. 8 2. 9 3. 9 4. 3 3. 7 2. 1 1. 9 3. 6 4. 3 4. 2 3. 2 1. 8 3. 0 4. 0 4. 2 4.24.23.82.32.23.64.94.93.32.12.84.54.43.82.22.03.44. 6 4. 5 2. 8 1. 6 2. 6 4. 3 4. 1 3. 7 2. 2 2. 0 3. 4 4. 5 4. 5 2. 8 1. 6 2. 6 4. 3 4. 1 3. 7 2. 2 2. 0 3. 4 4. 5 4. 5 2. 9 1. 7 2. 7 4. 4 4. 4 3. 4 4.84.97.16.87.08.35.56.48.18.07.15.95.37.26.76.77.75. 0 5. 4 7. 0 7. 1 6. 6 5. 4 5. 0 7. 0 6. 6 6. 7 7. 6 4. 9 5. 4 7. 0 7. 2 6. 6 5. 4 5. 0 7. 0 6. 5 6. 7 7. 6 5. 0 5. 4 7. 1 7. 3 6. 9 5. 3 4. 8 6. 6 3.94.35.55.55.66.85.66.48.06.76.95.25.54. 3 5. 3 5. 2 5. 1 5. 5 4. 3 4. 1 5. 6 4. 9 5. 6 4. 0 4. 4 5. 0 2.84.02.73.94.54.77.47.08.46.46.9 3. 3 3. 4 3. 5 3. 7 3. 3 4. 4 2. 5 1.32.11.52.02.64.37.89.113.99.46.0 2. 1 3. 0 2. 5 17.213.812.95.9 3. 3 4. 2 1. 4 1. 6 11.29.614.57.7 4. 9 6. 6 3. 1 3. 5 13.716.212.95.1 4. 6 4. 3 4. 5 5.48.35.24.4 4. 5 4. 2 4. 5 4.65.13.33.3 6. 8 3. 1 3. 2 4.74.43.42.4 5. 0 2. 0 1. 4 4.74.93.0 4. 7 2. 1 1. 5 11.26.53.6 6. 7 3. 6 3. 5 0.92.03.96.810.910.712.37.84.84.45.26.39.36.15.64. 0 3. 4 4. 9 6. 9 10 . 5 6. 7 6. 2 4. 7 4. 8 6. 6 7. 5 11 . 1 7. 4 5. 1 4. 1 4. 9 6. 3 9. 1 6. 3 5. 3 3. 5 4. 1 5. 1 5. 0 0.40.92.03.97.010.810.511.98.25.65.15.213.614.415.67.64. 9 5. 3 5. 5 13 . 3 13 . 4 16 . 8 7. 6 5. 9 6. 0 7. 8 16 . 6 12 . 6 12 . 2 6. 1 6. 1 5. 6 13 . 0 14 . 0 15 . 0 7. 3 3. 4 4. 1 5. 4 4. 8 0.40.81.52.55.811.417.511.96.94.45.18.217.39.011.711.56. 3 6. 1 8. 3 17 . 0 9. 0 11 . 7 11 . 8 7. 3 7. 2 12 . 1 11 . 1 9. 1 15 . 8 8. 3 7. 1 8. 6 17 . 1 8. 8 10 . 9 11 . 3 4. 9 6. 2 3. 1 0.31.12.13.44.94.87.710.05.44.24.45.013.513.916.77.55. 2 5. 2 5. 4 13 . 6 14 . 7 15 . 5 8. 1 5. 4 5. 3 8. 7 14 . 5 14 . 4 12 . 6 5. 7 5. 6 5. 7 13 . 1 13 . 8 15 . 5 7. 2 3. 6 3. 8 1. 1 0.42.75.15.76.47.36.55.03.52.93.45.17.310.87.16.44. 6 3. 8 5. 0 6. 3 9. 2 6. 3 5. 7 4. 8 4. 6 5. 7 6. 6 8. 3 5. 9 4. 9 4. 4 5. 2 6. 9 9. 9 6. 8 5. 8 3. 7 3. 4 0. 8 0.72.82.64.36.16.74.45.02.82.52.84.14.66.35.74.43. 8 3. 0 3. 7 3. 5 4. 8 4. 4 3. 8 3. 1 3. 2 3. 5 4. 4 4. 7 3. 3 3. 7 3. 1 3. 9 3. 8 5. 2 4. 7 3. 6 2. 4 4. 5 1. 6 0.31.26.71.75.15.53.34.33.72.22.64.24.66.45.84.03. 5 2. 7 2. 2 2. 9 3. 2 3. 1 2. 0 2. 5 2. 4 2. 0 3. 0 3. 1 2. 8 2. 1 2. 8 2. 8 3. 5 4. 2 3. 9 2. 0 2. 3 7. 3 3. 3 2.12.92.92.43.85.16.49.26.45.64. 2 2. 9 2. 3 3. 0 3. 4 3. 3 2. 2 2. 6 2. 5 2. 2 3. 3 3. 4 2. 9 2. 6 2. 9 3. 6 3. 7 5. 2 4. 7 3. 3 2. 3 4. 6 4. 4 2.62.84.03.64.75.913.815.314.67.74. 2 3. 8 4. 3 3. 8 5. 2 4. 6 4. 3 3. 4 3. 5 4. 2 4. 6 5. 1 3. 6 4. 0 3. 9 5. 2 6. 2 8. 8 6. 3 5. 4 3. 5 4. 8 4. 2 3.45.57.86.86.48.416.19.611.511.05. 5 4. 8 5. 7 7. 4 11 . 2 6. 9 6. 5 4. 9 5. 0 6. 6 7. 3 10 . 8 7. 5 6. 1 5. 0 5. 1 13 . 1 14 . 5 14 . 9 7. 6 3. 4 7. 0 2. 7 4.96.15.77.16.96.913.313.618.17.05. 4 5. 6 5. 8 13 . 6 13 . 8 17 . 6 7. 6 6. 3 6. 2 8. 2 16 . 8 13 . 6 13 . 2 6. 1 6. 8 8. 7 16 . 9 9. 0 11 . 2 11 . 3 5. 1 4. 7 1. 5 4.27.14.97.25.46.58.212.17.26.75. 0 4. 9 8. 2 17 . 1 9. 3 12 . 2 11 . 8 7. 8 7. 9 12 . 7 11 . 8 9. 4 17 . 2 8. 8 6. 9 6. 2 13 . 0 13 . 4 16 . 7 7. 3 4. 3 4. 8 1. 6 4.14.43.75.24.54.83. 7 4. 1 5. 0 13 . 8 15 . 2 16 . 0 8. 9 6. 7 7. 1 9. 6 16 . 3 15 . 1 13 . 4 5. 1 5. 1 6. 1 7. 7 11 . 3 7. 5 7. 1 5. 0 6. 8 3. 1 3.53.63. 1 3. 1 4. 7 6. 0 9. 4 7. 1 7. 4 6. 7 8. 4 7. 8 8. 4 10 . 1 6. 5 5. 1 3. 8 4. 0 4. 0 5. 9 6. 0 5. 4 4. 5 4. 1 4. 6 6.66.36. 6 3. 3 5. 1 5. 1 6. 1 9. 5 11 . 6 10 . 0 7. 0 5. 6 3. 8 3. 7 2. 6 2. 8 3. 0 4. 3 5. 6 5. 3 6. 9 4. 1 5. 1 2.65.2 5. 8 8. 5 6. 1 8. 3 7. 1 4. 4 2. 9 2. 0 2. 3 2. 7 4. 4 3. 8 5. 3 7. 9 6. 0 5. 2 5. 0 3.14.9 5. 5 9. 3 4. 1 2. 8 2. 0 1. 7 6. 1 6. 5 6. 7 5. 2 6. 1 6. 1 4. 8 3. 4 3. 1 5.86.0 4. 2 5. 2 2.12.8 2. 0 2. 7 5. 7 3. 6 3. 4 2. 4 6. 0 3. 7 2. 7 2. 5 2. 0 5. 8 4. 9 5. 6 2. 6 5. 1 5. 0 1. 1 1. 6 0. 6 PA R K I N G A R E A UN D E R ST R U C T U R E S Area ID Area Total (sf)Roof (sf)Concrete Pave (sf)AC Pavement (sf)Landscape (sf)Bioretention (sf) DMA 1 54,23912,900 872 30,6909,777 975 DMA 2 29,11420,748 0 4,9953,371 800 DMA 3 49,20138,514 0 7,7992,8881,400 DMA 4 47,36627,015 0 17,2413,1101,240 DMA 5 17,318 00 13,1634,155 366 DMA 6 6,850 00 5,967 883150 DMA 7 70,94445,8584,37210,24110,4731,840 DMA 8 13,6017,0004,151 0 2,450 325 DMA 9 18,5777,5001,4725,7183,887 485 DMA 10 19,0108,0007,429 0 3,581 450 DMA 11 9,8827,8291,525 0528300 DMA 12 5,111 0 1,7253,176 210120 DMA 13 13,038 0 3,0655,4554,518 210 DMA 14 39,210 00 36,2562,954 820 DMA 15 23,7557,430 0 13,4562,869 575 DMA 16 52,9378,993 0 39,6484,2961,200 DMA 17 54,9628,666 0 41,6944,6021,250 DMA 18 40,34521,943 0 16,7871,615 940 DMA 19 65,30937,982 0 25,2942,0331,573 Total 630,769260,37824,611277,58068,20015,019 38 49 42 47 328 CARS 8 +39.5 +40.0 +36.0 SLOPE +36.0 Ramp Up to Parking Transformer S 31°24'08" E 82.92' 8'6" x 18'0" stalls with 25'0" aisles (typ) No compacts allowed 7,000 SF Retail 7,000 SF Office N 58°35'52" E 124.99' 7,500 SF Retail 7,500 SF Office 7,500 SF Retail7,500 SF Office Loading Area 14 25'0" 419.97' N 29°31'37" W 488.12' N60°15'08"E 4.90' = 89°46'45" R = 25.00' L = 39.17' 23 +36.0 +34.0 +34.0 +33.0BLDG BTWO STORY NO PA R K I N G NO PA R K I N G +34.5' NO PA R K I N G N58°35'52"E +46.0 +36.5 +49.0 EWAY T OUT Refuse BLDG CTWO STORY Stairs +41.0 49 10 +38.0 +40.0' 130.53' +34.5' S 31°24'08" E Loading +29.0 Transformer Cart Storage +53.0 6 +48.0 NOT A PART E L C A M I N O R E A L MAJOR 2 +35.0 +43.0 S58°35'52"W BLDG E 15' Setback from curb +36.0 124.50' Bike Rack (4 bikes typ) +29.0 BLDG DTWO STORY Loading Colored Asphalt(typ) (.29 SRI Min) +30.0 200'0" 82.92' NOT A PART +50.0 Compactor 289'4' 160' 0" +34.0' +39.0 Bike Rack (4 bikes typ) 16 NO PA R K I N G NO PA R K I N G 10'0" New Driveway Right In/Right Out 10% DRIVEWAY DOWN +39.0 +47.0 22'0" Stairs Returnables +39.5 65' BLDG ATWO STORY Transformer +41.0 +39.0 +37.0 +47.0 +34.0 +35.0 +39.0 +40.0 +33.0 +31.0 +44.0 +51.0 +32.0 +45.0 +42.0' +50.0 +42.0 CVSTWO STORY +41.0' +52.0 12 LOBBY 5 0 ' +33.560' +34.0 18 +36.0 95' Retaining wall 6 Cart Storage OF FLOOD ZONE LIMITS 40' Loading Area Transformer 17 15' Storm Drain Easment Existin Drivew Refuse (see Sht CB) 15' Storm Drain Easment APPROXIMATE LOCATION 1 5 ' 1 5 ' Decorative Pavers(typ) (See Sht. CB) Decorative lights & planter pots(typ) See Sht. CB +33.5 Cart Storage Outdoor Seating Loading Area Refuse (see Sht CB) Loading Area H U N T I N G T O N A V E N U E Bike Rack (4 bikes typ) +34.5 Bike Rack (4 bikes typ) Cart Storage Retaining wall along Property line 34 S 58°35'52" W 134.99' W 30,000 S.F. 57,770 S.F. Type IB construction SAFEWAY 7,500 SF Retail 7,500 SF Office +40.0 12,900 SF 5,827 SF Office 9'0" x 18'0" stalls with 25'0" aisles (typ) No compacts allowed Cart Storage +35.5' +36.5 EXISTINGDRIVEWAY Apartment Elevator/stairs to parking and apartments above Apartment Elevator/stairs toparking and apartments above Ramp Up to Parking +40.0 Apartment Elevator/stairs to parking and apartments above Gateway Entry S 31°24'08" E Existing Driveway Right In/Right Out 9 71 CARS Pedestrian connection 74 cars Pedestrian connection 12 18 4 17 4 9 21,000 S.F. 85' Safeway Elevator to upper parking level only Safeway Elevator to upper parking level only Apartment Elevator/stairs to parking and apartments above LOBBYLOBBY 15 20' high parking luminaire (typ) See Sht. CB Transformer ge: amino = 520' Camino = 263' = 263' Note: Spruce Avenue Building Frontage = 687' Transparent frontage = 395' = 66% of building Sidewalk along street (typ) along street (typ) 160' 1 5 ' N 3 8 °1 6 '4 0 "E 13 5% SLOPE 15' setback S P R U C E A V E N U E 20' high parking luminaire (typ) See Sht. CB +26.0 +27.0 +25.0 +28.0 +33.5 +32.5 13 Ramp 15' Storm Drain Easment New Driveway All Turns 4' STEP HEALTH CLUB 58' +29.0 +33.0 36,000S.F. 10' 1 3 2 ' 1 1 0 ' 5 ' 6 8 ' 5 6 ' +39.0 2 3 2 . 7 6 ' 4 6 .4 2 ' Apartment Elevator/stairs to parking and apartments above LOBBY 2 2 0 ' S 5 1 ° 4 3 ' 2 0 " E Apartments above shown dotted +/- 37' setback at residential level NOT A PART Ramp Up to Parking 17 25 72 CARS Colored Asphalt(typ) (.29 SRI Min) 48 Bike Rack (4 bikes typ) 6 54 CARS Pedestrian Connection Noise Contour Residential Setback 38 49 42 47 328 CARS 8 +39.5 +40.0 +36.0 SLOPE +36.0 Ramp Up to Parking Transformer S 31°24'08" E 82.92' 8'6" x 18'0" stalls with 25'0" aisles (typ) No compacts allowed 7,000 SF Retail 7,000 SF Office N 58°35'52" E 124.99' 7,500 SF Retail 7,500 SF Office 7,500 SF Retail7,500 SF Office Loading Area 14 25'0" 419.97' N 29°31'37" W 488.12' N60°15'08"E 4.90' = 89°46'45" R = 25.00' L = 39.17' 23 +36.0 +34.0 +34.0 +33.0BLDG BTWO STORY NO PA R K I N G NO PA R K I N G +34.5' NO PA R K I N G N58°35'52"E +46.0 +36.5 +49.0 EWAY T OUT Refuse BLDG CTWO STORY Stairs +41.0 49 10 +38.0 +40.0' 130.53' +34.5' S 31°24'08" E Loading +29.0 Transformer Cart Storage +53.0 6 +48.0 NOT A PART E L C A M I N O R E A L MAJOR 2 +35.0 +43.0 S58°35'52"W BLDG E 15' Setback from curb +36.0 124.50' Bike Rack (4 bikes typ) +29.0 BLDG DTWO STORY Loading Colored Asphalt(typ) (.29 SRI Min) +30.0 200'0" 82.92' NOT A PART +50.0 Compactor 289'4' 160' 0" +34.0' +39.0 Bike Rack (4 bikes typ) 16 NO PA R K I N G NO PA R K I N G 10'0" New Driveway Right In/Right Out 10% DRIVEWAY DOWN +39.0 +47.0 22'0" Stairs Returnables +39.5 65' BLDG ATWO STORY Transformer +41.0 +39.0 +37.0 +47.0 +34.0 +35.0 +39.0 +40.0 +33.0 +31.0 +44.0 +51.0 +32.0 +45.0 +42.0' +50.0 +42.0 CVSTWO STORY +41.0' +52.0 12 LOBBY 5 0 ' +33.560' +34.0 18 +36.0 95' Retaining wall 6 Cart Storage OF FLOOD ZONE LIMITS 40' Loading Area Transformer 17 15' Storm Drain Easment Existing Drivew Refuse (see Sht CB) 15' Storm Drain Easment APPROXIMATE LOCATION 1 5 ' 1 5 ' Decorative Pavers(typ) (See Sht. CB) Decorative lights & planter pots(typ) See Sht. CB +33.5 Cart Storage Outdoor Seating Loading Area Refuse (see Sht CB) Loading Area H U N T I N G T O N A V E N U E Bike Rack (4 bikes typ) +34.5 Bike Rack (4 bikes typ) Cart Storage Retaining wall along Property line 34 S 58°35'52" W 134.99' W 30,000 S.F. 57,770 S.F. Type IB construction SAFEWAY 7,500 SF Retail 7,500 SF Office +40.0 12,900 SF 5,827 SF Office 9'0" x 18'0" stalls with 25'0" aisles (typ) No compacts allowed Cart Storage +35.5' +36.5 EXISTINGDRIVEWAY Apartment Elevator/stairs to parking and apartments above Apartment Elevator/stairs to parking and apartments above Ramp Up to Parking +40.0 Apartment Elevator/stairs to parking and apartments above Gateway Entry S 31°24'08" E Existing Driveway Right In/Right Out 9 71 CARS Pedestrian connection 74 cars Pedestrian connection 12 18 4 17 4 9 21,000 S.F. 85' Safeway Elevator to upper parking level only Safeway Elevator to upper parking level only Apartment Elevator/stairs to parking and apartments above LOBBYLOBBY 15 20' high parking luminaire (typ) See Sht. CB Transformer ge: amino = 520' Camino = 263' = 263' Note: Spruce Avenue Building Frontage = 687' Transparent frontage = 395' = 66% of building Sidewalk along street (typ) along street (typ) 160' 1 5 ' N 3 8 °1 6 '4 0 "E 13 5% SLOPE 15' setback S P R U C E A V E N U E 20' high parking luminaire (typ) See Sht. CB +26.0 +27.0 +25.0 +28.0 +33.5 +32.5 13 Ramp 15' Storm Drain Easment New Driveway All Turns 4' STEP HEALTH CLUB 58' +29.0 +33.0 36,000S.F. 10' 1 3 2 ' 1 1 0 ' 5 ' 6 8 ' 5 6 ' +39.0 2 3 2 . 7 6 ' 4 6 .4 2 ' Apartment Elevator/stairs to parking and apartments above LOBBY 2 2 0 ' S 5 1 ° 4 3 ' 2 0 " E Apartments above shown dotted +/- 37' setback at residential level NOT A PART Ramp Up to Parking 17 25 72 CARS Colored Asphalt(typ) (.29 SRI Min) 48 Bike Rack (4 bikes typ) 6 54 CARS Pedestrian Connection Noise Contour Residential Setback 9'x18' stalls with 25' 0" aisle 12 12 6 8 27 12% Ramp Dn 8 18 17 9 15 10 184 cars Cart Storage Mechanical Area Mechanical Area Ramp Dn 21 Cart Storage +22.0' Above Finish Floor Ramp Dn +15.0' Abov Finish Floor 21 38 49 42 47 328 CARS 8 +39.5 +40.0 +36.0 SLOPE +36.0 Ramp Up to Parking Transformer S 31°24'08" E 82.92' 8'6" x 18'0" stalls with 25'0" aisles (typ) No compacts allowed 7,000 SF Retail 7,000 SF Office N 58°35'52" E 124.99' 7,500 SF Retail 7,500 SF Office 7,500 SF Retail7,500 SF Office Loading Area 14 25'0" 419.97' N 29°31'37" W 488.12' N60°15'08"E 4.90' = 89°46'45" R = 25.00' L = 39.17' 23 +36.0 +34.0 +34.0 +33.0BLDG BTWO STORY NO PA R K I N G NO PA R K I N G +34.5' NO PA R K I N G N58°35'52"E +46.0 +36.5 +49.0 EWAY T OUT Refuse BLDG CTWO STORY Stairs +41.0 49 10 +38.0 +40.0' 130.53' +34.5' S 31°24'08" E Loading +29.0 Transformer Cart Storage +53.0 6 +48.0 NOT A PART E L C A M I N O R E A L MAJOR 2 +35.0 +43.0 S58°35'52"W BLDG E 15' Setback from curb +36.0 124.50' Bike Rack (4 bikes typ) +29.0 BLDG DTWO STORY Loading Colored Asphalt(typ) (.29 SRI Min) +30.0 200'0" 82.92' NOT A PART +50.0 Compactor 289'4' 160' 0" +34.0' +39.0 Bike Rack (4 bikes typ) 16 NO PA R K I N G NO PA R K I N G 10'0" New Driveway Right In/Right Out 10% DRIVEWAY DOWN +39.0 +47.0 22'0" Stairs Returnables +39.5 65' BLDG ATWO STORY Transformer +41.0 +39.0 +37.0 +47.0 +34.0 +35.0 +39.0 +40.0 +33.0 +31.0 +44.0 +51.0 +32.0 +45.0 +42.0' +50.0 +42.0 CVSTWO STORY +41.0' +52.0 12 LOBBY 5 0 ' +33.560' +34.0 18 +36.0 95' Retaining wall 6 Cart Storage OF FLOOD ZONE LIMITS 40' Loading Area Transformer 17 15' Storm Drain Easment Existing Drivew Refuse (see Sht CB) 15' Storm Drain Easment APPROXIMATE LOCATION 1 5 ' 1 5 ' Decorative Pavers(typ) (See Sht. CB) Decorative lights & planter pots(typ) See Sht. CB +33.5 Cart Storage Outdoor Seating Loading Area Refuse (see Sht CB) Loading Area H U N T I N G T O N A V E N U E Bike Rack (4 bikes typ) +34.5 Bike Rack (4 bikes typ) Cart Storage Retaining wall along Property line 34 S 58°35'52" W 134.99' W 30,000 S.F. 57,770 S.F. Type IB construction SAFEWAY 7,500 SF Retail 7,500 SF Office +40.0 12,900 SF 5,827 SF Office 9'0" x 18'0" stalls with 25'0" aisles (typ) No compacts allowed Cart Storage +35.5' +36.5 EXISTINGDRIVEWAY Apartment Elevator/stairs to parking and apartments above Apartment Elevator/stairs to parking and apartments above Ramp Up to Parking +40.0 Apartment Elevator/stairs to parking and apartments above Gateway Entry S 31°24'08" E Existing Driveway Right In/Right Out 9 71 CARS Pedestrian connection 74 cars Pedestrian connection 12 18 4 17 4 9 21,000 S.F. 85' Safeway Elevator to upper parking level only Safeway Elevator to upper parking level only Apartment Elevator/stairs to parking and apartments above LOBBYLOBBY 15 20' high parking luminaire (typ) See Sht. CB Transformer ge: amino = 520' Camino = 263' = 263' Note: Spruce Avenue Building Frontage = 687' Transparent frontage = 395' = 66% of building Sidewalk along street (typ) along street (typ) 160' 1 5 ' N 3 8 °1 6 '4 0 "E 13 5% SLOPE 15' setback S P R U C E A V E N U E 20' high parking luminaire (typ) See Sht. CB +26.0 +27.0 +25.0 +28.0 +33.5 +32.5 13 Ramp 15' Storm Drain Easment New Driveway All Turns 4' STEP HEALTH CLUB 58' +29.0 +33.0 36,000S.F. 10' 1 3 2 ' 1 1 0 ' 5 ' 6 8 ' 5 6 ' +39.0 2 3 2 . 7 6 ' 4 6 .4 2 ' Apartment Elevator/stairs to parking and apartments above LOBBY 2 2 0 ' S 5 1 ° 4 3 ' 2 0 " E Apartments above shown dotted +/- 37' setback at residential level NOT A PART Ramp Up to Parking 17 25 72 CARS Colored Asphalt(typ) (.29 SRI Min) 48 Bike Rack (4 bikes typ) 6 54 CARS Pedestrian Connection Noise Contour Residential Setback 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax P1 3rd, 4th & 5th Levels New Construction 1" = 80' Project Summary Total Bike stalls provided 20 Bikes Total Building Area w/out parking structure Sub Total AreaBuilding Sub Total Retail/Office Active Use FAR: 14.5 acres (631,700 sf) FAR: Site Area F.A.R. Parking Phase 1 Usable Open space for Residential Total cars provided Total cars required 75 One Bdrm units (1.5 cars/unit) 66 Two Bdrm units (1.8 cars/unit) Provided area =26,135 sf (outdoor courtyard) (184 cars - 2nd Level Parking Structure) Ground Level 2nd Level 184 Parking stalls over Safeway, Major 2 952 cars 1.15.13 Majors 1,2,3 Health Club Shops A,B,C,D (1st Level) Major 3 & Shops A,B,C,D (2nd Level) 100,670 sf 36,000 sf 29,500 sf 35,327 sf 201,497 sf Retail/Office 201,497 sf (225 sf/car) = 896 cars 768 Parking stalls (768 cars - Ground Level) Active uses(Grd Lvl uses-no office) = 166,170 sf .26 42 Units/Level: (21 One Bdrm & 21 Two Bedroom) Total Units = 126 Units(63 One Bdrm & 63 Two Bdrm) Apartments (126 units on 3 Levels) 21 One Bdrm @ 800 sf x 3 levels 21 Two Bdrm @1,100 sfx 3 levels Corridor/Common area x 3 levels Podium Plaza area 50,400 sf 69,300 sf 77,376 sf 26,135 sf 223,211 sf Required area = 18,900 sf (126 units@150sf/unit) 95 cars 114 cars 1,105 cars 424,708 sf Bldg Area w/out parking structure = 424,708 sf .67 Incorporate 126 Apartments on Three Levels over Parking over Safeway & Major 2 Centennial Village A Transit Oriented Development South San Francisco F F F F FF F F F F F F F F F F F F F F F F F F F F F F F F FFF FF F F F F F F F Common Area 9 Ramp Dn Courtyard Common Area 10 8 +15.0' Above Finish Floor +29.0' Above Finish Floor71 cars 9 9 17 Ramp up Ramp Dn 9 Noise Contour Residential Setback 73'26,135 sf 54 54 54 84 CARS 26 26 25 Cart Storage 12 48 213 CARS 54 54 54 84 CARS 26 26 25 Cart Storage 12 48 213 CARS 54 54 54 84 CARS 26 26 25 Cart Storage 12 48 213 CARS View from El Camino Real looking east JOHNSON LYMAN ARCHITECTS 1375 Locust Street, #202, Walnut Creek, CA 94596 925.930.9690 930.9039 fax View from El Camino Real looking southeast View from Intersection looking southeast View from El Camino Real looking northeastView from El Camino Real looking northeast Existing Photos PH1 8.1.13 Centennial Village A Transit Oriented Development South San Francisco